Portfolio Project Section 3 - PMO Recommendations The purpose of the Portfolio Project is to synthesize current research about the project management office (PMO) for the purpose of developing a PMO r

PMO METHODS AND TOOLS

PMO Methods and Tools

Gilda Paura

PJM560 – Project Management Office (PMO)

Colorado State University – Global Campus

Dr. Steven Powelson

September 30, 2021

PMO Methods and Tools

There must be clearly outlined frameworks for a project to turn out well. These frameworks dictate what to be done and allow flexibility to meet various eventualities while also meeting the organization's needs. Flexibility, although is good in tackling unprecedented occurrences, can cause delays to project completion deadlines and the quality-of-service delivery. An organization's project management office is responsible for formulating methodology, tools, processes, and techniques for every project undertaken by the organization.

Methodology and PMO Context Methodologies are practices or procedures used in performing tasks. In the context of project management, methodologies are systems and strategies deployed in performing and executing projects. There are five project management office functions recognized by Hill. Infrastructure, practice management, resource integration, technical support, and business alignment (Ko et al., 2015). All these PMO functions have four subdomains. There is the PMO's ability to evaluate and select the most suitable management methodology in practice management. Methodologies are approaches repeatedly implored to manage projects. Methodologies can be easily be mistaken for framework, and frameworks are more flexible guides to management. According to Ruday, methodology encompasses methods, responsibilities, tools, stages, and techniques that can be remodeled to meet organizational needs. However, it indicates what, when, where, why, and how something should be done.

A PMO's primary function is to ensure the smooth running of a company project in the most efficient way. A PMO should, however, go beyond the boundaries of time taken and costs incurred. At project management's center is the workforce; therefore, the need to formulate different modes of appraisal to include relevant KPIs, performance metrics, and communication channels.

Methodologies are not blanket formulations for every organization. Therefore, the project management office needs to take as much time as possible to develop the most efficient project management methodologies. It is better to spend sufficient time choosing a suitable methodology than implementing one that would not work at the expense of time ad funds. It is, however, absurd that individuals keep making these mistakes even with the available information. There are many methodologies at the disposal of PMOs, with the most common being agile, waterfall, and critical path. Methodologies also are placed in a continuum between predictive, iterative, incremental, and elegant. Predicative is the most structured of them all, while agile offers the most significant level of flexibility.

Waterfall Method This method is among the oldest techniques in project management. This method follows a laid-out procedure that must be strictly followed (Arnaz-Pemberton, 2019). This is an advantage as it gives the PMO way forward for the execution of plans. It also provides the execution with the team some power. However, this translates to more stringent rules and is quite labor-intensive at the start of the project. Critical Path Method

This methodology sets clear objectives and goals for the project. It establishes a project model which includes the division of labor factor. CPM gives the execution team the liberty of determining the timeframe and deadlines for the completion of projects. CPM requires serious work before the project's onset as the teams involved need to define project deadlines and delays. The units can consider task interactions and deliverables.

Agile Methodology

As the name suggests, agile methodology is more flexible than the critical path and waterfall methodologies. This is the most efficient methodology keeping in mind the different technological advancements in the current world. Agile project management allows for open and trustworthy communications, which boosts timeframes otherwise be wasted on other fronts (Cleto Carneiro, 2020). This method advocates for transparent communication chains, thus proving human capital centered on its superiority to man.

Tools and PMO Context

Irrespective of the approach utilized, projects can't be finished effectively without the appropriate tools. Therefore, the practice administration role is larger than just procedures and comprises tools (Hill, 2013). As with the approach, several project management tools exist. They ought to be chosen according to their appropriateness for the project in question. The project management purpose is vital to the choosing of project tools and their integration. Tools make it probable for the PMO to supervise and permit the maximum success level effectively.

Various tools can be harnessed for differing project pieces—for example, project environment support, document management, project planning and oversight, and business systems. Tools at the disposal of project managers include spreadsheets, chat rooms, timesheets, cost management applications, among others. There are many tools used in performing project management functions. PMO's responsibility is to evaluate and choose which tools are relevant in the organization and can deliver maximum value.

Tools

It is the responsibility of project managers to evaluate, select and integrate project management tools. At their disposal are paper tools and software applications. The choice of a tool should be based on its ability to perform the intended functions, thus meeting the organization at its needs. This informs the need to seek guidance and reviews from those who have experienced such tools firsthand to make informed and helpful decisions. After that, PMOs are charged with the responsibility of acquisition, training, and incorporation of the system into the available tool (Szalay et al., 2017).

PMO Competency Continuum

Like all other methodologies, PMOs are created to perform different functions and meet different needs. In this context, the PMO competency continuum is formulated (Hill, 2013). The proposed continuum comprises five functionality levels built from the lowest to the highest: project office, essential PMO, standard PMO, advanced PMO, and center of excellence. The continuum is transitional since proceeding to the next level requires one to meet the requirements of the previous story. This explains the diverse nature of every organization's PMO. This criterion was first used in government-funded projects.

Case Study: Integration of PM Methodologies The variety of PMO methodology and tools gives teams a choice according to their organizational needs. Every situation and project is different; hence no method suits every scenario. A PMO methodology must therefore suit all organizational needs and meet the project's requirements. There is no specific reason for creating a project management office, hence the absence of an evaluation system. Research was conducted to evaluate the values added to an organization by assessing the achievements made in the presence of a PMO. This was then compared to the period in which the PMO was missing. The study found that a PMO primarily affected company processes positively, from the value of projects to improving company performance. Therefore, PMO effectiveness and value can be quantified and adjustments made. Ethical consideration The methodologies are necessary to properly execute project activities uninterruptedly with as much ethical efficiency as possible. An effective PMO gives the team players a way forward on what actions they should undertake and what is expected. International PMO Challenges A project management office should be mobile and flexible to meet the ever-evolving markets and economies. It should therefore readjust to meet the different needs that occur each day. Additionally, lack of skills and staff is another challenge. Mostly, staffing gaps in PMO are filled by individuals who wear various hats, which can be fine at first. But, with time, this becomes a problem as various combinations of skills are required. This also presents a challenge in scaling up as the workers are pressured. Moreover, PMOs are faced with the absence of perceived value. The senior management challenges PMOs regarding their value and function. As a result, PMO managers ought to ensure that the entire company knows their contributions. The next challenge is associated with the unavailability of expertise, especially when working on Agile projects. These projects need processes and skillsets that are different. Thus, the PMO must ensure that there is support available to manage such projects. Conclusion

Proper execution of project management functions is vital for project management and subsequent Project management office efficiency. Not all cases are similar hence the need for assessment and decision for the most suitable processes and tools. However, it is essential to note that tools implored could be ineffective if correct methodologies are not employed simultaneously.

References

Arnaz-Pemberton, E. R. (2019). The Project Management Office (PMO). In The Practitioner's Handbook of Project Performance (pp. 205-209). Routledge.

Cleto Carneiro, H. (2020). The changing roles of the PMO with the introduction of agile ways of working: An exploratory research.

Hill, G. M. (2013). The complete project management office handbook (3rd Edition). Auerbach Publications.

Ko, J. H., Park, S. H., & Kim, D. C. (2015). Efficiency analysis of project management offices for large-scale Information System Projects: Insights for Construction Megaprojects. Construction Economics and Building, 15(3), 34-47.

Szalay, I., Kovács, Á., & Sebestyén, Z. (2017). Integrated framework for project management office evaluation. Procedia engineering, 196, 578-584.