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As mentioned in post How to set up a PMO, the right level of PMO Sponsorship is imperative for the PMO to be successful.
Clearly Defined Sponsor
When you are in the midst of setting up a PMO, make sure there's a obviously defined sponsor. If you do not then the PMO will not be seen to having any real authority. This will customarily result in a number of the project managers either doing the absolute minimum in respect of requests or absolutely nothing.
Type of Sponsor
Ideally the PMO ought to have a sponsor who is part of upper managers. This will supply the PMO with credibility as the PMO will receive a level of referred authority.
PMO Sponsor Behaviors
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 scenario you will usually find the PMO will make a request, the project manager will escalate to their line manager, the line manager will then go to the sponsor and they may agree it doesn't need to be done. The PMO's authority is completely weakened and the project manager will know that they can do the same repeatedly to push back.
The sponsor should usually be a member of higher management. This is significant as this will provide an amount of referred authority.
Bullet Point Plan
- So what are you able to do about this? Like many things in life it's best to have a strategy and address these potential risks before they happen.
- Ask who the sponsor is? If they are not senior enough or do not have the required amount of respect/authority, raise this with your line manager to encourage a level of executive support. Spell out that you would like this to be a success and that sponsorship is vital.
- Meet with the sponsor. Find out how committed they're. Remind them of the responsibilities and that for the PMO to be successful you want their support. Make it clear that they have got to be careful not to let the PMO be undermined by consenting to direct requests/dispensations for individual projects. Remind then that you both can only be successful by collaborating.
- Set up frequent update meetings to keep the sponsor updated. This could enhance trust, permit you to talk about successes and most critically make them mindful of any issues before they hear it else where (or worse are caught out in a meeting with their peers).
- Constantly remind them of the value of what's been achieved.
It is always simpler to have these discussions at the beginning of a project, not when issues have taken place and become emotional.
Clearly Defined Sponsor
When you are in the midst of setting up a PMO, make sure there's a obviously defined sponsor. If you do not then the PMO will not be seen to having any real authority. This will customarily result in a number of the project managers either doing the absolute minimum in respect of requests or absolutely nothing.
Type of Sponsor
Ideally the PMO ought to have a sponsor who is part of upper managers. This will supply the PMO with credibility as the PMO will receive a level of referred authority.
PMO Sponsor Behaviors
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 scenario you will usually find the PMO will make a request, the project manager will escalate to their line manager, the line manager will then go to the sponsor and they may agree it doesn't need to be done. The PMO's authority is completely weakened and the project manager will know that they can do the same repeatedly to push back.
The sponsor should usually be a member of higher management. This is significant as this will provide an amount of referred authority.
Bullet Point Plan
- So what are you able to do about this? Like many things in life it's best to have a strategy and address these potential risks before they happen.
- Ask who the sponsor is? If they are not senior enough or do not have the required amount of respect/authority, raise this with your line manager to encourage a level of executive support. Spell out that you would like this to be a success and that sponsorship is vital.
- Meet with the sponsor. Find out how committed they're. Remind them of the responsibilities and that for the PMO to be successful you want their support. Make it clear that they have got to be careful not to let the PMO be undermined by consenting to direct requests/dispensations for individual projects. Remind then that you both can only be successful by collaborating.
- Set up frequent update meetings to keep the sponsor updated. This could enhance trust, permit you to talk about successes and most critically make them mindful of any issues before they hear it else where (or worse are caught out in a meeting with their peers).
- Constantly remind them of the value of what's been achieved.
It is always simpler to have these discussions at the beginning of a project, not when issues have taken place 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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