How To Start a Project Management Office (PMO)

A project management office (PMO) is an entity that allows for the centralized oversight of project management. Often, a PMO is involved with or responsible for program and portfolio management as well.

The Project Management Institute defines a PMO as “an organizational structure that may be used to standardize the portfolio, program, or project-related governance processes and facilitate the sharing of resources, methodologies, tools, and techniques.”

Why start a project management office?

Establishing a PMO can yield numerous benefits, including:

• Standardizing processes for project management and delivery
• Creating a centralized knowledge database for capturing and sharing lessons learned
• Improving transparency, communication, and reporting through a single point of contact
• Aligning business strategy with project planning and execution
• Implementing standard practices and procedures
• Efficiently managing shared resources

How to start a project management office

Starting a PMO can be approached systematically, similar to any other project.

Step 1: Create the business case

A business case should be completed to justify the implementation of a proposed project management office. It’s important for organizational buy-in and planning to make sure the project is worth doing before moving forward.

The business case will outline the following:

1. The objectives of the PMO
2. The benefits and limitations
3. The risks involved
4. An estimated cost of implementation
5. A rough timeline for the project
6. The potential impact on the business

The business case should also specify the type of PMO to be implemented. The three common types include:

1. Supportive PMO: Functions as a consultant or adviser, providing best practices and training
   
2. Controlling PMO: Acts as an auditor, ensuring compliance with best practices and standards
3. Directive PMO: Directly responsible for executing projects, with project managers reporting to it

Step 2: Assign strong leadership

If the project is approved to move forward, the next step is to assign the key team members to manage and execute the plan. 

The success of a PMO hinges on appointing experienced and capable leaders. The leadership team should include:

• PMO sponsor: A high-level executive advocating for the PMO
• PMO director: A leader responsible for overall implementation and strategy alignment
• Project managers: Skilled professionals who oversee specific projects and mentor the PMO team

Step 3: Create the charter

The project manager will now draft the project charter for the creation of the project management office.

This will include:

• The project scope
• High-level requirements
• Relevant assumptions
• Constraints
• Major milestones

Step 4: Follow the project management lifecycle

Once the charter is approved, the project should follow the same lifecycle as any other project. The phases of the project management lifecycle are:

1. Initiation
2. Planning
3. Execution
4. Monitoring & Controlling
5. Closure

Standard processes, procedures, and documentation should be created just like any other project. For example, you will need a baseline scope, schedule, and budget, as well as assigned resources, materials, and requirements or outcomes to measure success against.

Tips for successful implementation

To increase the chances of your new PMO being successful, consider the following tips:

1. Obtain long-term buy-in: The establishment of a PMO will mean a significant, long-lasting change for the organization. It’s important to focus on change management and stakeholder engagement to ensure people are committed to its success.
2. Focus on early wins: It’s worthwhile to identify, achieve, and celebrate some quick wins. This will help build commitment and encourage morale while implementing these changes. For example, whenever a milestone is met, it should be acknowledged and celebrated. This could be as simple as sending out a newsletter when the standard operating policies of the PMO are established.
3. Maintain motivation through the down periods: Implementation of any significant change can be rocky. There will likely be periods where things seem to be happening slowly or not at all. It’s essential to remain positive and focus on keeping stakeholders engaged and committed to the end goal.
4. Ensure you have defined measures of success: As mentioned earlier, part of the business case should outline the benefits of a PMO. It’s important to have measurable benefits that can be tracked and reported against. For example, will the PMO standardize project management reports? If so, there should be a date that this will be achieved, and a way to ensure it was completed. 
5. Incorporate enough flexibility for the PMO to adapt and mature: As the business grows and changes, the PMO needs to adapt. For example, the PMO may start as a supportive PMO, but over time morph into a directive PMO.

Ready to start your PMO?

Starting a project management office is an essential step toward enhancing project success within an organization. 

By following these structured steps — creating a solid business case, assigning strong leadership, developing a clear charter, adhering to lifecycle processes, and focusing on stakeholder engagement — you can establish a PMO that aligns with your organizational goals and drives strategic initiatives forward. 

Wrike can help transform your PMO vision into reality. Whether you’re working on an IT PMO team or in corporate development, our collaborative work management platform has everything you need to kick-start your project management office. Start your free two-week trial today!

Further reading:

• The Costs of Having the Wrong Work Management Technology
• What is a PMO? (Infographic)
• From Surviving to Thriving: 3 Challenges PMOs Need to Conquer Now
• Why Change Management Sucks (And How to Fix It)
• The Importance of Project Management: Q&A with PMO Leader Robert Kelly