Project Management Office Types

The PMO or the project management office itself is quite important and there are a few different types of PMO that you will come across in your career and in the CAPM and PMP exams.

Supportive PMO

A supportive PMO is more of a consultative role. They will supply templates, best practices, and they don’t really have a high degree of control they just give people guidelines in what to do and say.

For example, “Here’s a good way to do it, but what you do is up to you.” They’re just supporting you. They’re not really directing or controlling anything.

Controlling PMO’s give more of a specific project management framework or methodology, such as the use of specific templates, forms and tools. They also ensure you use them, so they’re saying “Here are the things that you have to use, and this is the way you have to do your project.” It’s controlling the project, but through the use of templates forms and tools that the company uses. A controlling PMO asks for conformance to those governance frameworks. They might have project specific methodologies and specific ways of work.

Lastly the most controlling is the Directive PMO, which is what I personally found a little bit confusing. But directive project management offices take complete control of their projects by directly managing those projects. They have specific project managers, assigned by the PMO, and they report back to the PMO. They have a very very high degree of control in this environment.

So you have supportive, controlling (where we control through templates, governance frameworks and adhering to these) and then directive (where we’re actually taking the direction of the project through the project management office

The primary function of a PMO, no matter what type it is, is to support those project managers in a variety of ways. These ways could include managing shared resources across all projects and this is really important. You might have 10 projects but you only have enough resources for six projects, so you need to shift these around and the PMO can keep an eye on all of this. A PMO will usually have a portfolio view of things and help manage the use of those resources across those different projects.

They can help with coaching, mentoring, training and oversight, monitoring the compliance requirements and the standards and policies and procedures, helping people work with the policies and procedures within an organization, and coordinating communications across projects.

It really does come back down to that project, program and portfolio view where they have a great view of all the things that are going on. In the individual projects they can help with the communication, help with the management of it, and basically are there to support those project managers and help get the job done. And these are the Project Management Office Types.

– David McLachlan

Project Management Data, Information and Reports

Within your project there are three types of data that you’ll come across.

The first is the most raw type of data, things such as raw observations during activities performed to carry out the work. For example, how many times did you do “X”? It’s also called work performance data and you’ll come across this in your CAPM and PMP exam. There’s data, there’s information, and then there’s reports. Each of these feed into each other so it’s quite important to take note of.

Work Performance Data

Data is the raw stuff, raw observations such as a count of “this many actions” or “this many dollars”. Project Management Data is often captured in your Project Management Information System, which is the overall process and software you use to capture and hold project information. Examples include:

1. Work physically completed
2. Quality and technical performance measures
3. Start and finish dates of schedule activities
4. Number of change requests submitted, or approved
5. Number of defects
6. Actual costs or money spent
7. Actual durations of activity

Work Performance Information

We analyze the work performance data to turn it into work performance information, analysing against other information it to give a status, such as estimates to complete on the project. This is where we turn it into things like variances, percentages or charts and information that people can use more readily than just the raw numbers. It’s things such as the cost performance index (which you’ll come across) or the schedule performance index which we’ll need to calculate to see how a project is going.

It also includes things such as:
1. Status of deliverables
2. Implementation status for change requests
3. Forecast estimates to complete

Work Performance Reports

This is where we put all of of that information into a nice pretty document, usually that someone can read quite easily and we turn that into our work performance report. Another way to look at this is we’re executing the processes and physically doing them that’s the work performance data. As we’re controlling those processes we need to analyze them and see how they’re going maybe they’re 80% complete for example that’s our work performance information. Then when we’re wanting to report on our overall project and control that within the business and maybe report up to our executives, managers, sponsors or the stakeholders who are involved then we’re wanting to do a work performance report so they can see how it’s tracking as well.

This really feeds into our project change control and our project communications that help us to show how everything is going.

– David McLachlan