The PMO related content is organized as follows: (continuous update and supplement)
table of Contents
Specific landing recommendations
definition
PMO (Project Management Office) is generally called Project Management Office, Project Management Center or Project Management Department. It formalizes and standardizes practices, processes, and operations within the organization. At the same time, various functions are generated in the organization to promote the progress of the project. When this kind of work resource conflicts, it is responsible for coordinating and integrating the function.
The project management office will come from different sources, which actually means that the position and demand of the project management office of the top leaders or the top of the enterprise are different.
Turn the project management ability into an organizational behavior that is persistent and does not depend on individual behavior.
Duty
- Quality management and planning responsibilities (generally speaking)
1. Responsible for formulating and planning processes and systems;
2. Establish a quality system, training system and evaluation system;
3. Cultivate and build flexible project management capabilities that are compatible with business development through information technology, and help the architecture team realize and promote continuous delivery capabilities.
- PM implementation
1. Responsible for the implementation of the research and development process, participate in key projects, provide professional project management support and services, and help project managers achieve their goals;
2. Export training and consulting services to the technical team, and can provide assessment and evaluation data analysis results and reports to promote process improvement and optimization.
According to the different positioning, the focus of responsibilities is different. The general positioning is: project strategy type, project control (daily), project support type (daily);
Strategic type:
- Link the organization strategy to the project;
- Project selection and prioritization;
Project selection: Identify opportunities, evaluate the suitability of the organization, analyze costs, benefits and risks, plan and select a combination.
Daily type:
- Establish a supporting environment for project management within the organization;
- Training project management personnel;
- Provide guidance and consultation on project management;
- Multi-project management and monitoring within the organization;
Introduction
- According to the company’s organizational factors, unified project management, resource sharing, precipitation, and sustainable development
- Improve project quality
- Reduce project costs
- Reduce project risk
- Improve project system
Work Ideas
4 aspects
- Pre-risk: establish and improve the quality system, sort out and simplify the process, and introduce management norms and evaluation standards into practice.
- Continuous delivery capacity building: tooling and automated construction to create a pipeline for rapid feedback and continuous delivery.
- Flexible: Manage according to maturity and business characteristics, and encourage flexible and efficient business line and project management within a controllable range.
- Constraints: The implementation of operational quality standards and efficiency indicators for the process.
5 dimensions
- Quality and process management: establish a practical quality assurance and process improvement mechanism to ensure continuous improvement of product quality.
- The formulation and implementation of metric standards: the establishment of feasible evaluation standards and rules, and the visualization of work data.
- Personnel training and ability training: Promote the integration of various positions in the department, establish a systematic training mechanism, and build a knowledge base and tool platform.
- Continuous delivery capabilities: promote Devops, build continuous delivery capabilities, and establish a "unified protection" team.
- Project management capabilities: methods, tools and means to enhance project management capabilities in multiple dimensions.
Specific landing recommendations
Breakthrough and grasp: production defects, performance improvement, process management, quality management, collaborative tools, continuous integration, Devops, and follow-up of key projects. Through the introduction of process and information technology in these breakthroughs, in order to maximize the benefits.
Related views
- Project management emphasizes "methodology".
- Methodology is a strategic program. Without a methodology, it is like leading soldiers to fight without a policy, and ultimately it is difficult to win. What we have to do is how to make the elephant of "methodology" "dance" in the organization, rather than let the organization be affected by it. Restrictions. Such objections are derived from the reverse results obtained from dead projects. These failed cases are usually the result of distorting the metaphysical landing method without considering the actual stage of the company during the specific implementation. .
- With the development of project management to the 2.0 era, its core values have changed a lot. In "Project Management 2.0", the project management master Harold Krzyna described many specific implementations and past projects. The differences in management, such as no longer emphasizing the number of documents, customer participation as mandatory requirements, and also requiring software tools to be convenient and easy to use, etc. In summary, it is emphasized that whether the project is completed is not important, but the output is important. [Deliverables really generate value], the specific implementation process of all projects is optimized and decomposed around this core idea.
- In the end, project management went from direct [cultivation of PM] to the supervision of each project team, and developed in the way of human governance to the direction of best practice. PM participated in the project as a replicable project best practice coach, and really let " "Methodology" becomes a feasible implementation plan, which will ultimately assist the team to improve its effectiveness and complete the business value of the project according to organizational requirements.
- PMO has changed from focusing on [project completion] in the past to focusing on [efficiency and commercial value]. From the initial focus on project management and providing tools and methods, to the entire department and even the company’s [operation efficiency] providing [overall solutions], from [ Functional team] Transformation [Service-oriented team] (In addition to output tools and PM, the team also has an important center of excellence output, including tool chain, delivery manager, internal coaching consulting, etc.), and even now the team can provide external output and provide [enterprise-level Consulting services], from the expansion of team work to the improvement of team members' abilities, the middle span is usually 3-5 years, which is very rapid compared to the development of traditional functional departments.