As discussed in post How to set up a PMO, the correct level of PMO Sponsorship is critical for the PMO to achieve success.
Clearly Defined Sponsor
When you're in the process of setting up a PMO, ensure there is a clearly outlined sponsor. If you don't then the PMO may not be seen to having any real authority. This may generally result in a lot of the project managers either doing the minimum in respect of requests or nothing.
Type of Sponsor
Ideally the PMO ought to have a sponsor who is part of higher management. This will give the PMO with credibility as the PMO will receive a level of referred authority.
PMO Sponsor Behaviours
The PMO sponsor must entirely 'buy-in ' to the purpose and value of the PMO. This will enable them to be an envoy to their peers and to other members of staff. If they do not 'buy-in ' and are only doing it because they need to or nobody else available, this is terribly threatening. Project Managers and other staff members will quickly pick up on this and you will find it terribly hard to get successfully running.
In this eventuality you may often find that the PMO will make a request, the project manager will escalate to their line manager, the line manager will then go directly to the sponsor and they may agree it does not have to be done. The PMO's authority is totally undermined and the project manager will know that they can do the same continually to push back.
The sponsor should typically be an affiliate of senior management. This is important as this will provide a level of referred authority.
Action Plan
- So what are you able to do about this? Like a lot of things in life it's best to have a strategy and address these possible risks before they happen.
- Ask who the sponsor is? If they're not senior enough or do not have the mandatory level of respect/authority, raise this with your line manager to encourage a level of executive support. Spell out that you want this to be a success and that sponsorship is vital.
- Meet with the sponsor. Discover how committed they're. Remind them of the responsibilities and that for the PMO to be successful you want their support. Point out that they've got to be careful not to let the PMO be undermined by signalling your consent to direct requests/dispensations for individual projects. Remind then that you both can only achieve success by collaborating.
- Set up frequent update meetings to keep the sponsor updated. This will increase trust, permit you to talk about successes and most vitally make them conscious of any issues before they hear it else where (or worse are caught out in a meeting with their peers).
- Consistently remind them of the value of what's been achieved.
It is always easier to have these discussions at the beginning of a project, not when issues have occurred and become emotional.
Clearly Defined Sponsor
When you're in the process of setting up a PMO, ensure there is a clearly outlined sponsor. If you don't then the PMO may not be seen to having any real authority. This may generally result in a lot of the project managers either doing the minimum in respect of requests or nothing.
Type of Sponsor
Ideally the PMO ought to have a sponsor who is part of higher management. This will give the PMO with credibility as the PMO will receive a level of referred authority.
PMO Sponsor Behaviours
The PMO sponsor must entirely 'buy-in ' to the purpose and value of the PMO. This will enable them to be an envoy to their peers and to other members of staff. If they do not 'buy-in ' and are only doing it because they need to or nobody else available, this is terribly threatening. Project Managers and other staff members will quickly pick up on this and you will find it terribly hard to get successfully running.
In this eventuality you may often find that the PMO will make a request, the project manager will escalate to their line manager, the line manager will then go directly to the sponsor and they may agree it does not have to be done. The PMO's authority is totally undermined and the project manager will know that they can do the same continually to push back.
The sponsor should typically be an affiliate of senior management. This is important as this will provide a level of referred authority.
Action Plan
- So what are you able to do about this? Like a lot of things in life it's best to have a strategy and address these possible risks before they happen.
- Ask who the sponsor is? If they're not senior enough or do not have the mandatory level of respect/authority, raise this with your line manager to encourage a level of executive support. Spell out that you want this to be a success and that sponsorship is vital.
- Meet with the sponsor. Discover how committed they're. Remind them of the responsibilities and that for the PMO to be successful you want their support. Point out that they've got to be careful not to let the PMO be undermined by signalling your consent to direct requests/dispensations for individual projects. Remind then that you both can only achieve success by collaborating.
- Set up frequent update meetings to keep the sponsor updated. This will increase trust, permit you to talk about successes and most vitally make them conscious of any issues before they hear it else where (or worse are caught out in a meeting with their peers).
- Consistently remind them of the value of what's been achieved.
It is always easier to have these discussions at the beginning of a project, not when issues have occurred and become emotional.
About the Author:
Simon Wilkinson is the founder of Practical PMO. He writes a regular blog that provides practical comprehension of setting successfully running a successful Project Management Office. Covering straightforward questions such as "What is a PMO?"
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