In summary of the prior posts in this topic series, if you are embarking on creating a PMO, you need to treat it like a project. This means appointing a Project Manager and following the usual best practices.

Here are the topics I wrote about in the prior posts:

• Part 2 – The Business Objectives – define the results you want after the PMO is up and running. Establish the mission and clear and measurable metrics to measure PMO performance.
• Part 3 – The Project Objectives – define the PMO organization chart, job titles and descriptions, policies and procedures.
• Part 4 – The Stakeholders – identify who will help establish the PMO and who is affected by the PMO (normally, everyone in the organization).
• Part 5 – The Scope – from the Business and Project Objectives and the Stakeholders, list the major activities needed to establish the PMO.
• Part 6 – The Timeline and the Budget – these are two things that may be constraints on the hiring process.
• Part 7 – Risks, Constraints, Dependencies – understand what can go wrong and have mitigation and contingency plans; know and work within your constraints; identify what other initiatives can affect this one.

Having a PMO is a key step to organizational growth and improvement. Establishing a PMO with a clear mission and measurable objectives is critical to its success.

A reminder that my Kindle book “Project Management For The Real World” is available at

http://www.amazon.com/dp/b089krddvn