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Implementing a PMO - A Real Case Description: In the “Solution Business”, the project delivery process comes along with much communication and documentation towards the client and within the delivery organization. The Project Manager must be focused in managing customer expectations to get the things done. To maintain this focus, he must be relieved of all internal organizational concerns. When the project culture does not exist in a “project delivery organization”, the management team is only focused on numbers and results. They are asking for good project results but they are not worry about things like project selection, priorities establishment and scope definition. The need for planning is not well understood by some project stakeholders. In this kind of organizations, upper management is not supporting the Project Manager along the project life cycle and project managers feel alone dealing with the internals and externals stakeholders and problems in every project. The Project Office must create the ability for the Project Manager to keep focused on the client and perform high quality project management towards him, facilitating the necessary methods, tools and support, to do it. All the different internal and external stakeholders and their expectations must be analyzed, the team must be assigned, all the activities need to be divided in functional groups and the most important, a “very effective and empowered team” must be created. This paper explains how the project manager and his team were able to make the things happen implementing the Project Office and managing the cultural change using project management skills. Speaker: Alfonso Bucero, MSc, PMP, PMI Fellow Track: Oil, Gas, and Renewable Energy |
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