Project Management Framework: PMO - Project Management Office

What is PMO?

• Centralized and coordinated management of projects
• Key stakeholder and decision maker
• Primary functions of PMO:
• Manage shared resources
• Maintain project management best practices and standards
• Policies, procedures, templates, etc.
• Coordinated communication
• Coaching, mentoring, training, oversight, and monitoring
• Governance organization

Types of PMO

	Functional Organization	Weak Matrix Organization	Balanced Matrix Organization	Strong Matrix Organization	Projectized Organization
PM’s Title	Expediter	Expediter / Coordinator	Project Manager	Project Manager	Project Manager
Decision Making Power	Functional Manager	Functional Manager plays a major role, but PM will make decisions.	PM and the Functional Manager will have equal power.	Project Manager	Project Manager
Resources	From within a Dept.	Project members are from different departments	Project members are from different departments	Project members are from different departments	Project based only
Resource Allocation	As needed	Only 20% will be assigned to the projects	About 50% will be assigned to the projects	About 80% will be assigned to the projects	About 100% will be assigned to the projects
Resources Reports to	Functional Manager	Functional Manger	Two manager (FM and PM)	Project Manager	Project Manager
PM Reports to	Functional Manager	Functional Manager	Functional manager and his/her senior manager	Company Senior Manager	Company Senior Manager / higher authority
After Project Completion	Team go back to their Dept. (home)	Team go back to their Dept. (home)	Team go back to their Dept. (home)	Team go back to their Dept. (home)	No home - move to different project or get laid off

Advantages & Disadvantages of different Organisation Types

Org. Type	Advantages	Disadvantages
Matrix	Highly visible project objectives	No cost effective because of extra administrative personnel
Matrix	Better Project Manager control over resources	More than ONE boss for project teams
Matrix	Better coordination	More complex to monitor and control
Matrix	Team members maintain “a home"	Higher potential for conflict and duplication of effort and functional managers have different priorities
Functional	Team members report to one supervisor and clearly defined career paths	No career path in Project Management
Functional	Easier management specialists	People place more emphasis on their functional specialty to the determent of the project
Projectized	Efficient project organization	No “Home” when project is completed
Projectized	More effective communication than functional	Duplication of facilities and job functions
Projectized	Loyalty to the project	Lack of professionalism in disciplines and less efficient use of resources