Implementing a project management office in a

weak-matrix organization

Weak Matrix

Culture in a weak matrix environment

Very exhausting and requires too much patienceProject manager will suffer a lot to gain

resources, even to get the attention of the FMSponsor may be too much busy with executive

dutiesEmployees loyalty is always for the line managerEmployee will be evaluated against their

functional work rather than the project deliveryThe line manager can always claim that the

resources are busy with operational work

What is a Project Management Office?

A PMO is a separate office, staffed with full time employees, to help coordinate all project activities within the organization.

Common Reasons why organizations formed a PMO

Need for consistent project management - 65%Avoid project delays and help with planning -

50%Contain cost, improve project performance - 40%Improve customer satisfaction - 25%

Some other Reasons to Establish PMO

To establish and keep good project management processes

To distribute project management expertise through organization

To improve project success rateTo reduce project lead timesTo consolidate project dataTo own an “enterprise project management” system

PMO Tasks

Establish and enforce good project management processesAssess/improve organizations project management maturityAcquire enterprise project management systemHelp PMs with administrative detailsRisk evaluationProduct “fit” for organizationMonitor market changes and alert PMs of potentially needed

scope changesAudits and project reviewsKeep project management database“Home” for PMs

How to Build PMO in this scenario The challenging question is how a Project Management Office (PMO) fits into this

structure. In my judgment, the best way to insure high quality and standardized project

management throughout an organization to insure exceptional communication across all levels from the top of the organization to the individuals on project teams, each level should dedicate some resources to PMO functions.

I also propose that the PMO is the location of resources that are not allocated to specific projects until those resources can be allocated, and that the PMO be responsible for acquiring, developing, evaluating and letting go of resources within their hierarchy.

Implementation of policies and procedures is complex because each redundant silos resists changing the policies and procedures that they have implemented. If you take a more organized and methodical approach to PMO responsibilities across the levels, you will find a substantial improvement in productivity of your resources because they won’t be duplicating activities and the PMO will more effectively and efficiently implement policies and procedures for project management.

Potential PMO Problems

Unrealistic expectations:PMO may not save a project already in troublePMO cannot correct upper management failures such as:

Inflated project goalsInsufficient project supportInadequate resource availability

Resources requires to be successful implementation

Get backing and sponsorship from senior management (VP or at least FM)

Pilot project in VP/FM’s area of controlIn second iteration, expand PMO to cover the whole

organizationPMO will self propagate due to it’s usefulness

I’ve missed more than 9000 shots in my career. I’ve lost almost 300 games. 26 times, I’ve been trusted to take the game winning shot and missed. I’ve failed over and over

and over again in my life. And that is why I succeed –

Michael Jordan