FEATURED IN THIS ISSUE

Putting Theory into Practice

CEO Message

Why Do You Need a PMO?

White Paper

Performance DNA Analysis

White Paper

Archives

View Previous PM/Packets

EPM Roadmap™ Service
(Enterprise Project Management)

Cognitive Technologies delivers the services you need to deftly navigate the twists and turns of a Microsoft EPM implementation. At each phase in the EPM Roadmap™ your organization realizes added value. When your journey is complete, we will have together optimized your people, processes and systems. The benefits are straight forward. Projects will be aligned to the organization's strategic objectives and they will be on schedule, on budget and meet or exceed expectations.  Learn More

PM EVENTS

National

October 18-21, 2008
PMI Global Congress 2008—North America

PMI Training Calendar

Listing of training events offered thru PMI

Local

Atlanta, GA

Austin, Texas

Baltimore, MD

Washington, DC

Richmond, VA

Page 2 – Why Do You Need a PMO?

Characteristics that Warrant PMO Consideration

The types of complex projects described above often share characteristics that raise the level of management they will require for success. So when considering whether a PMO is appropriate, examine your project for characteristics that reflect complexity, such as multiple vendors, locations, or departments. Use the checklist that follows to determine which of these characteristics apply to your situation. If you answer “yes” to two or more of these characteristics, putting a PMO in place could improve your project success rates:

1. Is the project or business result strategic in nature?

2. Are multiple organizations and/or companies (internal to your company as well as contractors, vendors, partners) involved in the solution?

3. Are multiple locations probable (i.e., not everyone is in a single physical building)?

4. Are multiple projects, implementations (i.e., installations), or phases across a multi-year time frame required?

5. Will resources involve both mixed resources (i.e., employees, partners and contractors), as well as product vendors?

6. Is the level of complexity within the organization’s environment high—i.e., the effort may involve multiple departments (each of which has different stakeholders) within the client organization?

7. Is the project for an outside client who is likely to assign an Independent Validation (IV&V) consultant or auditor to the program?

8. Are specialized requirements involved? (For example, HIPPA information security requirements, financial security requirements, EV reporting, CMMI compliant process or execution levels, PMI best practices, or specialized time reporting and charge codes.)

9. Will a single methodology be enforced across the different projects or program team, requiring cultural and behavior changes of the individual contributors?

10. Will there be a large number of staff/people to be managed, assigned, and tracked (i.e., 100-150) across the projects or program?

1 2 3 4 5