Main Nav

CIO Constituent Group readers:

 

Computing Services at Carnegie Mellon is evaluating PMO models as our Planning and Project Management Office turns 10 years old. I represent the Project Management Institute’s (PMI) info below and ask you to answer these questions.

·         What is your PMO model?

·         What are the pros and cons of your model?

·         Why did your institution choose that model?

PMI defines three models for a Project Management Office (PMO). They advise clearly defining the role of the PMO, picking one of the three models and sticking to it without trying to do everything.

1.       Providing policies, methodologies and templates for managing projects within the organization (center of excellence).

2.       Providing support and guidance to others in the organization on how to manage projects, training others in project management or project management software, and assisting with specific project management tools (control tower).

3.       Providing project managers for different projects, and being responsible for the results of those projects (resource pool).

Computing Services’ PPMO is primarily a resource pool model, although we do provide basic PM methodology and reporting/tool support. Thanks, Mary L.

 

Mary L. Pretz-Lawson

Director, Planning and Project Management Office

Computing Services

Carnegie Mellon University

412-268-2642

mlpl@cmu.edu

www.cmu.edu/computing/ppmo 

 

********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/groups/.

Comments

There's also a more extensive model, one I used at the University of Chicago for a number of years (before I retired from full-time management) and which I considered successful since we were facing a series of major projects -- expand the 3rd PMI model you mention to include not only project managers, but also business system analysts, system integrators, and some project support staff -- in short, a cadre of those staff & skillsets that are needed in extra supply during major projects. I referred to this group as our "internal consulting group".  Note that in our case this model also included the functions in models 1 & 2 below, working collaboratively across the IT organization to set up policies, procedures, templates, basically being a center of excellence and being responsible directly for certain key projects but by no means for all projects.  We built major enterprise application project teams by combining staff from this internal consulting group, the IT application group that supported the business area in question, business office staff, and supplemental temp staff and outside consultants/contractors as needed (e..g, for expertise with a new vendor application or new technology).

David Trevvett
Former Senior Director for Administrative Systems at the University of Chicago

Close
Close


Annual Conference
September 29–October 2
Register Now!

Events for all Levels and Interests

Whether you're looking for a conference to attend face-to-face to connect with peers, or for an online event for team professional development, see what's upcoming.

Close

Digital Badges
Member recognition effort
Earn yours >

Career Center


Leadership and Management Programs

EDUCAUSE Institute
Project Management

 

 

Jump Start Your Career Growth

Explore EDUCAUSE professional development opportunities that match your career aspirations and desired level of time investment through our interactive online guide.

 

Close
EDUCAUSE organizes its efforts around three IT Focus Areas

 

 

Join These Programs If Your Focus Is

Close

Get on the Higher Ed IT Map

Employees of EDUCAUSE member institutions and organizations are invited to create individual profiles.
 

 

Close

2014 Strategic Priorities

  • Building the Profession
  • IT as a Game Changer
  • Foundations


Learn More >

Uncommon Thinking for the Common Good™

EDUCAUSE is the foremost community of higher education IT leaders and professionals.