Letter from Managing Director, PMI India   |   Download a PDF version     

Setting up a Project Management Office
(for Project, Program, and Portfolio Management)
It was a four-hour workshop to initiate early bird conference registrants into the basics behind setting up a project management office (PMO).

Mr. P. Seenivasan, who conducted the workshop, provided participants an overview of different types of PMOs, the need for an integrated, enterprise-wide PMO (EMPO), the various elements of an EPMO, and approaches to setting it up. Through a knowledge session and hands-on activities, delegates got a flavor of the challenges that an organization faces while setting up an EPMO and the strategic drivers that the organization must anchor the EPMO in.

Mr. Seenivasan explained an EPMO as an entity that standardizes portfolio, program, and project governance processes, facilitates the sharing of resources, methodologies, tools and techniques, and builds and sustains business value by strengthening delivery capabilities across the enterprise. Whether it is project, program, or portfolio management, the EPMO provides the necessary framework to work closely with the organization’s operations to drive strategic alignment, stakeholder engagement, governance, and business value.

Mr. Seenivasan interacting with workshop participants during a group activity Participants did a group exercise in which they prioritized and recommended initiatives that a fictitious electronics company needed to undertake to drive growth within a fixed budget and timeline. Groups of delegates made presentations on the right mix of projects that the company must initiate, aligned to its strategic objectives, current capabilities, and budget and time constraints.

Following this, Mr. Seenivasan invited a team to use Oracle Primavera to map their recommendations to set goals, create ‘what if’ scenarios to come up with the best available options, and make the final recommendations.

In the second activity, delegates developed the vision for a program for the same fictitious company, identified its strategic objectives, and listed out a set of measurable benefits of the program. Complete with a list of metrics and assigned value for each benefit, ways to measure and report such benefits, and project and operations enablers to realize those benefits, participants got a hands-on experience of program management in the workshop.

Mr. Seenivasan interacting with workshop participants during a group activity

(Mr. P. Seenivasan is director, Proventures)
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