SPONSORS

SPONSORS

The First 90 Days of PMO Leadership

 

SECOND EDITION

You’ve gotten the title and responsibility, now what?

By Connie Inman

and

Marylyn Elle Houston

USA

________________________________________________________________________

 

Abstract

You have been working your way up on the team and now you have been given the opportunity to lead the Project Management Office. There are multiple thoughts, best practice references, and theories on how to best setup, staff, and deliver Project Management Office Services. But, how do you as the new leader take on an existing PMO and what are the 10 things you can do to make sure your first 90 days are not your last with the company. What if you do not have a staff, or worse, the wrong staff?

Often the PMO becomes the ‘dumping ground’ of the business – a place to park underperforming employees that are not quite bad enough to terminate but not good enough for any real responsibility. This paper will walk you through your first 90 days on the job. Topics include how to evaluate the team, the processes, the tools, and identify short-term initiatives that will make the most positive impact on the organization. We will also cover how to breathe life back into an undervalued PMO through in-place process improvements and establish performance metrics to communicate the value added by having YOU leading this Project Management Office. We will look at the top 10 activities you should begin planning now for improvement quick wins and leadership ability recognition.

Introduction

This paper will walk through the first 90 days on the job as a PMO Leader. Topics include how to evaluate the team, the processes, the tools, and identify short-term initiatives that will make the most positive impact on the organization. We will also cover how to breathe life back into an undervalued PMO through in-place process improvements and establish performance metrics to communicate the value added by having YOU leading this Project Management Office. We will look at the top 10 activities you should begin planning now for improvement, quick wins and leadership ability recognition.

Getting Started

You have been working your way up in the company and now you have been given the opportunity to lead the Project Management Office. There are multiple thoughts you may have, and as well intended or accurate as those thoughts may be, there is one element that determines the outcome with you in place – YOU. Jack Canfield offers a theory of E+R=O wherein E is the event (what is happening). The R is for your response or reaction to the event. The O is for outcome (the resulting situation). The event is the constant and the only way to change the outcome is to change the variable of your response or reaction.

The role of leader is on your shoulders and the success of the department is dependent on your positive response to the event of building a PMO. However, how do you as the new leader take on an existing PMO and what are the 10 things you can do to make sure your first 90 days are not your last with the company. What if you do not have a staff, or worse, the wrong staff? Often the PMO becomes the ‘dumping ground’ of the business – a place to park underperforming employees that are not quite bad enough to terminate but not good enough for any real responsibility either.

In the section we will begin by evaluating the current situation, then identifying the initiatives, and building the plan for the department and your path to PMO leadership success.

More…

To read entire paper (click here)

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 9th annual University of Texas at Dallas Project Management Symposium in Richardson, Texas, USA in August 2015. It is republished here with the permission of the authors and conference organizers.

 


 

About the Authors

pmwj41-Dec2015-Inman-INMANConnie Inman, PMP, MBA

Buckeye Partners, L.P.
Houston, TX, USA

flag-usa

 



Connie Inman
completed her PMP in 2000 and has been working with organizations to establish and operate PMO’s over the last 11 years. Ms. Inman is currently the Director, Engineering PMO at Buckeye Partners, L.P., mid-stream Oil & Gas Company in Houston, TX. She completed her MBA with a concentration in Process Improvement through Nova Southeastern University in Fort Lauderdale, FL. She can be contacted at [email protected]

 

pmwj41-Dec2015-Inman-HOUSTONMarylyn Elle Houston

SPX
Charlotte, NC, USA

flag-usa

 


Marylyn Elle Houston
is a graduate of The University of Tennessee, at Knoxville with a Bachelor of Science degree in Business Administration, a collateral in Information Management, and a Minor in Information Studies/Technology. Ms. Houston is currently the Corporate Guest Services Administrator at SPX in Charlotte, NC, a global supplier of highly specialized, engineered solutions with operations in over 35 countries and sales in over 150 countries around the world. She can be contacted at [email protected]