In current times, the project is a valid tool to achieve the objectives set out in the strategic plans of the Municipality, thus achieving sustainability over time, however, it is not always possible to obtain a good performance from the point of view of deadlines, resources and expectations. of neighbors or users
Many municipalities seek to improve their processes and achieve more efficiency through a structured form of project and program management, since due to its accelerated rate of growth in the level of services, it must execute several projects simultaneously, this is how it was born The idea of forming the PMO (Project Management Office) in such a way as to standardize processes, define common procedures, determine different methodologies to address the different areas of knowledge: nine according to the PMI (Project Management Institute) methodology is essential for its management.
The PMO is responsible for making the link between the head of the project or program and the top management of the municipality, through a feedback system that allows continuous improvement of the organization.
The demand for information and consistency in the implementation of municipal projects and programs by the efficient local authority, the multiplication of the number of projects, as well as their increasing complexity, are aspects that justify the implementation of a Project Management Office.
What are the benefits of a PMO?
Implementing a PMO is not easy. Success is directly related to understanding the magnitude of the initiative and correct planning. It requires a high level of commitment on the part of the organizers and high levels of professionalism in its participants to be able to carry out the challenges generated by the implementation and routine activities.
The benefits and results expected from the PMO management are:
- Improve social profitability Optimized project portfolio Reduction of costs in projects and programs Improvements in quality Reduction in scope changes Reduction of project risks Improved alignment of projects with the municipality's strategy Improvements in management and integration of resources Greater participation of the project team Work on all phases of the project Improved communication related to project organization and accomplishments Projects are completed on time and on budget. Adequate coordination between users and executors so that there are minimal changes in the scope of projects Efficient use of personnel among multiple projects
In every Municipality in Chile, there are varied Projects and Programs that are implemented by all areas of management, which must necessarily be permanently informed to the authority, this information must be centralized and effective, for decision-making.
For these reasons, it is increasingly necessary for the modernization of the State at the local level (Municipalities) to use the most modern tools for project management and implementation, such as those referred to as the PMI world standard through its PMBOK®.
Before creating a PMO, the following items should be verified.
- Determine the problems, barriers, and success factors that will affect the implementation of a PMO. Determine the scope and responsibilities of the PMO within different levels of the organization. Plan and implement a PMO using a project and program oriented approach. Set objectives to be met in short periods of time (for example, in 6 months). Obtain the support of the Municipal Authority for its implementation. Prepare a PMO's hiring and budgeting plan aligned with organizational needs.
For a PMO to be successful, it must initially focus on a few key goals. Over time you can add other goals. Create a projection, with a baseline to add additional focus areas.
To choose the appropriate model, the level of maturity of the Secplac in the organization must be taken into account
The Ten Steps of PMO Process Implementation
- Definition of goal (s) Obtaining management commitment to proceed 3. Evaluation of current SECPLAC practices 4. Definition of functions 5. Establishment of roles and responsibilities 6. Identification of processes and tools. Estimation of resources. 8. Obtaining approval and budget. 9. Assigning staff to the PMO. 10. Assimilation of the PMO in the organization.
A PMO is a communications hub, so it must provide:
- Define what information is needed, for whom and when Create simple and efficient reports Create the appropriate mechanisms to integrate the information Constant validation and improvement of reported data Continuous demonstration of the value of the information to both senders and recipients. changes in information needs. Keeping in touch with changing needs for information.
Decisions on the model, size and attributions of the OGP must consider the critical factors of success and failure.
A PMO, to be successful, must function as a catalyst, establishing internal ties and transforming dispersed information into organizational knowledge.
The office should come to facilitate and not to complicate the actions of the project managers. In this sense, it must be the guardian of the methodology, but not a slave to it, avoiding the role of simple auditor.
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