The PMO Leader's First 100 Days

Summary
For a new PMO leader, first successes are critical gate openers to longer-term achievements
and outcomes. You have just 100 days to earn initial credibility through results, and to create
a value-add perception of your new organization.

Table of Contents

 Introduction
 The First 100 Days Plan
o Prepare Phase (Days −10 to 15)
 Target Outcomes for the Prepare Phase
 Communications in the Prepare Phase

o Assess Phase (Days 0 to 30)

 Target Outcomes for the Assess Phase
 Actions for the Assess Phase
 Communications in the Assess Phase
 Resources for the Assess Phase

o Plan Phase (Days 15 to 45)

 Target Outcomes for the Plan Phase
 Actions for the Plan Phase
 Communications in the Plan Phase
 Resources for the Plan Phase

o Act Phase (Days 30 to 80)

 Target Outcomes for the Act Phase
 Actions for the Act Phase
 Communications in the Act Phase
 Resources for the Act Phase

o Measure Phase (Days 45 to 100)

 Target Outcomes for the Measure Phase

 Actions for the Measure Phase
 Communications in the Measure Phase
 Resources for the Measure Phase
I. Introduction

The most important responsibility of the PMO is to provide dedicated resources to ensure that project delivery
teams are in complete alignment with the organization‟s strategic objectives. They also ensure a consistent level of
reporting on progress and how resources are utilized. Depending on your specific model of PMO, it will be responsible for
monitoring the on-time and on-budget project execution with the primary goal of achieving business benefits.

The role of Management and Project Management Office (PMO):

1. Project Administration support tasks

 Set-up projects in MS Project Server. our project management needs and requirements vary according to the kind of work
that your organization performs. As part of your configuration planning process, determine which scenario that you need to
support. For example, you can use Project Server to support the following kinds of scenarios:

o Enterprise Project Management

o Time tracking
o Demand management

 Project Accounting tasks

o Timesheet approvals

o Input to the Sales Evaluation / Services revenue recognition

o Forecast adjustments

o Third party resource usage o Raise invoices

 Support project managers on financials

 Local point of contact for European PA practices, as prescribed by the EMEA PMO

 Contact Customers for PO’s , time reporting and invoicing

Above tasks in close operation with CRD Finance staff, taking the lead where required to secure timely execution.
Administrative support tasks to Application Support Team:

2. Administrative support tasks to Application Support Team:

 Phone handling;

 Manage dept. 3rd party support software licenses;

 Arrange team meetings and logistics;

 Track, register and report vacation planning CRD.

3. Assist the Technical Director in:

 Staff- and people management

  Working with the HR dept;

 Planning;

 External contacts;

 Specific reporting and (financial) analysis tasks.

II. The First 100 Days Plan

II.1 Prepare Phase (Days −10 to 15)

 Target Outcomes for the Prepare Phase

 Communications in the Prepare Phase

II.2 Assess Phase (Days 0 to 30)

 Target Outcomes for the Assess Phase

 Actions for the Assess Phase
 Communications in the Assess Phase
 Resources for the Assess Phase

II.3 Plan Phase (Days 15 to 45)

 Target Outcomes for the Plan Phase

 Actions for the Plan Phase
 Communications in the Plan Phase
 Resources for the Plan Phase

II.4 Act Phase (Days 30 to 80)

 Target Outcomes for the Act Phase

 Actions for the Act Phase
 Communications in the Act Phase
 Resources for the Act Phase

II.5 Measure Phase (Days 45 to 100)

 Target Outcomes for the Measure Phase, take quantitative measurements regarding your PMO’s work and maturity
level. All examples allow measuring – and thus can substantiate the development and the success of the PMO.

Areas for the measurable quantities allowing for KPI mapping are accordingly:

 Completeness of lists, reports etc. (projects and reports consistently available?)

 Currency of data, reports etc. (all project updated within the timeframe?)
  Training level of the employees (training completed?)
 Support by the PMO (no ticket open longer than agreed?)
 Stakeholder acceptance of the PMO (survey with good results?)
 Establishment and documentation of the method (documentation complete and available?)
KPIs for the PMO, we have listed suggestions for measuring the individual additional value of your PMO. You have also
learned what to keep in mind when measuring. In this case, the measurable quantities are:

 Work
 PMO acceptance
 Results affected by the PMO

Out of these, you should put together an assessment process appropriate for your environment.

 Actions for the Measure Phase, Take into Account When Measuring:
 Note that there is one essential prerequisite for measuring improvements. Record the initial state.
Document it by all means to allow you to compare states later on.
 Regular measurements will ensure you can document the changes based on this. The recorded initial
state will also permit you to demonstrate the developments. In addition, it is an important basis for
determining the maturity level.
 PMO members can either conduct surveys and measurements themselves. Otherwise, external
consultants can take on the job. With external support, you will increase the acceptance of the survey
results within the company. After all, there will be no self-evaluation by the PMO.

 Communications in the Measure Phase

 Resources for the Measure Phase