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- This could be the conventional order in which one gets into the role of a PMO - There could be various combinations within this path that could be applicable to someone - We haven’t even included some other titles such as software designers/architects and senior levels of these roles - Needless to say, the journey certainly lacks predictability

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- And then there are the non-conventional ways in which one could become a PMO Leader - It is very possible to go from a BaU role to a PMO Leader because front-line operations can be a key aspect for a particular PMO - A lot of people have reached out to me for information on PMO Setup just because they feel that their organizations need a PMO and want to educated their senior leadership about it - The non-conventional way is rather common in small-to-mid size organizations

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- There is a pretty good chance that one’s path to the PMO Leader role has provided much (if not all) of the specific training/experience required – and then there is always the on-the-job training

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- Even though prior experience may not be necessary as discussed earlier in the presentation, the knowledge is necessary! - Don’t have prior PM experience? No problem! Just take a 3-5 day course to learn the basics on techniques, processes and standards - You have to support your team – and take their inputs and incorporate in the norm for the organization - You DO NOT have to do project management yourself – so make sure that stays the case in your role as a PMO Leader

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- Some PMOs are specifically focused on improving a business function within an organization and need to have prior experience and/or specialist skills in that area

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- As they say, ultimately PMO is not about things, its about people - These skills include: -- Relationship building, Stakeholder Mgmt, Influence, Negotiate, Communicate, Present, Facilitate, Consult

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- Skills / experience / training needed: - Project / program management: must-have - Organizational: as applicable to PMO requirements, but definitely nice-to-have - Business-specific: as applicable to PMO requirements - People: must-have

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- Congrats, you did your bit to land yourself the role! - Now what?

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- It’s critical for a new PMO Leader to bring awareness and context to the role and the need of the hour. Big-picture thinking and knowing who to count for support will help a long way - Having a “can-do” attitude and being resourceful is key - Time is of the essence and the success of your PMO lies in people’s perception of it – so actions must be taken and value must be proven quickly

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- Did you know?

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- This is the most common reason of PMO failure - Executives need to be taught about what a PMO is, is not, and its sphere of influence

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- The success of a PMO rides on others perception of it - As a PMO Leader, its your job to ensure that people feel good about the PMO and its value to them - Neutralize nay-sayers by launching your own marketing of the PMO

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- This is a very easy trap to fall into and we must avoid temptations of strict discipline - In the early days, “tough love” is far more effective than “scape-goating”

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- We talked about skills, we talked about framework and we talked about overcoming common challenges that come up when setting up a PMO - I would like to finish up by talking about 3 tips that can help increase the probability of success for you and your PMO

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- You have to walk a tight rope and while providing value to the leadership, you must help PMs and be transparent with them as much as you can - PMs are the front-line of your vision – so they can make or break you!

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-The role of a PMO Leader is fast-paced with a lot of expectations early on - You need to quickly identify your plan and move full-steam ahead - Even though you may have the skills required, nothing trumps experience for getting a lot of “on-the-job” learning - Stand on the shoulders of those who have been there and who can help you think big, see further ahead or just be a sounding board - Look for mentors within your organization if it has other PMOs - Outside mentors and coaches can be a fantastic effort to as they can give you on-demand, personalized advice which you can apply timely and effectively

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- Surround yourself with the right resources of portfolio/program/project managers and business analysts who you can trust to deliver - They can deliver the pilot and be champions for it - You need folks who

- understand the company well - understand the systems well - understand the metrics involved and can translate data into information - buy into the vision of the PMO

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- To your success! - Thank you

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