Project Management Office (PMO) Basics

Definition of PMO: What distinguishes a PMO from a project office?

• Sense and purpose of a PMO, integration into the overall organization.
• Requirements for employees employees, necessary knowledge and experience.
• Typical tasks of a PMO.
• PMO as a supplier and supporter of personnel development.

Introduction of project management in the company: Opportunities and stumbling blocks

• Introducing project organization in the company: Interfaces, responsibilities, roles.
• Involvement of management and executives as resource providers and service recipients.
• Awaken and grow appreciation of project work in the company.

Which set of rules for project work suits the company?

• Setting standards - the balancing act between simplification and regulation. Which framework suits our company and our projects?
• How much regulation is needed?
• The project management manual as a central, company-owned instrument.
• Development of an exemplary index and a roadmap.

Provide tools for efficient project work with high quality standards

• Development of templates, forms and checklists for the individual project phases.
• Answering the fundamental question: What can PM tools do?

Support for project participants

• How "fit" are your project managers? What support needs should the PMO provide?
• Determining requirements and providing the necessary methodological skills.
• Coaching of project participants in sub-processes and difficult situations.

Information and communication

• What data does the PMO provide to the decision makers as a central and independent body?
• What interests management from an individual project and portfolio perspective?
• Clearly define and delimit communication channels.
• Information about current and upcoming projects - inspire enthusiasm for projects!

Portfolio management

• PMO as the department responsible for the process, which evaluates new project ideas, carries out portfolio management, presents scenarios and develops decision templates.