department that centralizes the management of projects. A PMO usually takes one of three roles:
• Providing the policies, methodologies and templates for managing projects within the organization
• Providing support and guidance to others in the organization on how to manage projects, training others in project management or project management software, and assisting with specific project management tools
• Providing project managers for different projects, and being responsible for the results of those projects (All projects, or projects of a certain size, type or influence, are managed by this office)
Be careful to understand the authority of the PMO and how it is different from the other players on a project. The PMO is an organizational structure, not a person. The role of the project manager is described throughout this book. The roles of the sponsor and other people involved in a project are described in the Human Resources chapter. The PMO may:
• Manage the interdependencies between projects
• Help provide resources
• Terminate projects
• Help gather lessons learned and make them available to other projects
• Provide templates (i.e., for work breakdown structures)
• Provide guidance
• Provide enterprise project management software
• Be more heavily involved during project initiating than later in the project
• Providing the policies, methodologies and templates for managing projects within the organization
• Providing support and guidance to others in the organization on how to manage projects, training others in project management or project management software, and assisting with specific project management tools
• Providing project managers for different projects, and being responsible for the results of those projects (All projects, or projects of a certain size, type or influence, are managed by this office)
Be careful to understand the authority of the PMO and how it is different from the other players on a project. The PMO is an organizational structure, not a person. The role of the project manager is described throughout this book. The roles of the sponsor and other people involved in a project are described in the Human Resources chapter. The PMO may:
• Manage the interdependencies between projects
• Help provide resources
• Terminate projects
• Help gather lessons learned and make them available to other projects
• Provide templates (i.e., for work breakdown structures)
• Provide guidance
• Provide enterprise project management software
• Be more heavily involved during project initiating than later in the project