Pmo Handbook
📘 Section I: Practice Management
1. Project Management Methodology
2. Project Management Tools
3. Standards and Metrics
4. Project Knowledge Management
🏗️ Section II: Infrastructure Management
5. Project Governance
6. Assessment
7. Organization and Structure
8. Facilities and Equipment Support
🔁 Section III: Resource Integration
9. Resource Management
10.Training and Education
11.Career Development
12.Team Development
🧠 Section IV: Technical Support
13.Mentoring
14.Project Planning
15.Project Auditing
16.Project Recovery
💼 Section V: Business Alignment
17.Project Portfolio Management
18.Customer Relationship Management
19.Vendor/Contractor Relationship Management
20.Business Performance Management
✅ Chapter 1 Simplified Summary – Project Management Methodology
Main Idea:
The chapter defines project management methodology (PMM) as a standard, repeatable framework
used to manage projects from start to finish. It’s the foundation for consistent project execution and is tailored
to fit an organization’s specific needs.
✍️ Revision Notes – Key Points
1. What is PMM?
● A structured process that defines what project managers and teams should do and how to do it.
● Guides the entire project life cycle: initiation → planning → execution → control → closure.
2. Why PMM is Important
● Brings consistency and clarity to project work.
● Ensures teams follow proven practices (like PMBOK®).
● Improves project success by reducing guesswork and redundancy.
3. PMM vs Technical Methodology
PM Methodology Technical Methodology
Focuses on how to manage Focuses on how to build/do
a project technical work
Standard across Varies per team or tech stack
departments
4. PMO's Role
● PMO helps create, deploy, and maintain the methodology.
● Starts with simple, high-impact processes (like project planning or risk management).
● Gradually evolves to cover the full project lifecycle.
📊 Function Model Overview
PMO uses this methodology to:
1. Set a standard approach across all projects.
2. Start small and grow the methodology in stages.
3. Incorporate best practices and tools.
💡 Simple Example
Imagine launching a new IT system:
● Without PMM: Each manager runs things their own way.
● With PMM: Everyone follows the same process—requirements gathering, WBS, budgeting, QA checks,
etc.
📝 For Smaller PMOs
Even with limited resources:
● Start with a few key processes (e.g., project definition, risk tracking).
● Get support from managers to expand adoption over time.
✅ Chapter 2 Simplified Summary – PMO Tools
Main Idea:
This chapter focuses on the tools that support the execution and oversight of projects. The PMO
introduces and manages tools that help ensure consistent, effective project management.
✍️ Revision Notes – Key Points
1. Introduction of Tools
● PMOs select, acquire, and support the implementation of project management tools.
● These tools include scheduling software, collaboration platforms, tracking systems, etc.
● Training on these tools is also part of PMO responsibility.
2. Tool Selection & Management
● The PMO evaluates the needs of the organization before selecting tools.
● It looks for tools that support critical project processes.
● The selection process includes testing and validation for compatibility.
3. Training & Support
● The PMO conducts training sessions to ensure that team members use tools effectively.
● Ongoing support and troubleshooting are provided.
4. Tool Integration
● Tools should integrate well with existing systems.
● The PMO ensures the tools align with project methodology and reporting needs.
5. Tool Performance Monitoring
● After implementation, the PMO regularly evaluates tool effectiveness.
● Adjustments are made based on feedback and performance metrics.
💡 Simple Example
If the PMO adopts MS Project or Jira:
● It first checks if the tool suits the project size and complexity.
● Then, it provides training.
● It ensures project teams actually use it for planning and tracking.
● PMO checks if the tool helps deliver better timelines or detect delays.
