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Building a Project Management Office


In today’s complex business environment new projects are constantly being developed as organisations seek new ways to reduce costs, improve processes, increase productivity, and build their bottom line. Managing these diverse projects along with their people, resources, technology, and communication is a difficult endeavour for which the risk of failure is often far too high. An effective solution, created to establish a more centralised management structure for large groups of projects, is the Project Management Office (PMO). The PMO provides organisations with an infrastructure of people, procedures, and tools to achieve effective project management by leveraging project management standards, allocating resources, establishing consistent performance measures, and reducing duplication of efforts.

There are many benefits to establishing an effective PMO. First, the PMO provides a framework for consistently managing projects through a standard methodology while ensuring the projects are aligned with corporate goals and strategies. Project managers have clear lines of responsibility while co-ordinating people, processes, and tools with one another and by doing so, avoid both gaps and overlaps between projects and reduce or eliminate duplication of effort. Standardisation and repeatability afford an organisation better communication, reduced project cost, improved resource management, more accountability, improved quality, better forecasting, and less overhead associated with project managers.

1. Enlist Executive and Management Support

The first step in establishing a PMO is gaining executive and management support. This step relies heavily on organisational change management (OCM) as it requires a potentially significant shift in organisational culture as well as roles and responsibilities. Regardless of the difficulties and resistance to change, this step is the foundation upon which a successful PMO must be built. As with any shift in organisational structure, policy, or procedure, favour must be gained through justification for the changes in terms of cost benefit and return on investment (ROI).

2. Determine the Structure and Build the Team

The next step in building a PMO is to determine the structure and develop the team. There is no defined template for PMO structure as every organisation brings its own variables to consider. Some manage all aspects of the projects assigned under them like scheduling, budgets, resourcing, human capital, oversight, and communication. Others may strictly co-ordinate these functions with most of the support coming from adjacent departments. The keys to determining the right structure and team members for the PMO are understanding the most effective way they can co-exist within the organisation and finding the right balance between the PMO, organisational culture, roles and responsibilities, and management style. Some things to consider in establishing the structure and building the PMO team include:

  • Availability of resources.
  • Existing project management standards and methodologies.
  • Current roles and responsibilities.
  • The politics of the organisation.
  • Project size and volume.
  • Current project management problems.

3. Develop and Document Standards

Once the structure and team members have been determined, it is time to develop and document the PMO standards, practices, and methodologies for project management. These standards will allow for consistency across the organisation and its portfolio of projects. They will also comprise a large portion of the training that projects managers and staff will receive in the next step. Standardisation is also an important part of allowing an organisation to compare various projects and allocate resources where and when they are necessary.

4. Identify Skills and Train the Staff

Once the development of project management standards and methodologies is complete, the PMO must identify the proficiency levels and skill sets of it project managers and staff in order to determine what training is necessary. Some of this information will be evident as a result of reviewing the statuses of current projects. Much of the training content can also be based on the standards, practices, and methodologies that were defined in step #3. The PMO should also establish an ongoing training programme. In a PMO it is inevitable that staff members will come and go and organisational standards will change and evolve. A training program will ensure that all new employees receive training on those standards and existing employees remain aware of any changes.

5. Measure Success and Continuously Improve

Now that the PMO structure is finalised, project management standards are established and communicated, and personnel are trained, the focus of the PMO must shift to assessing and measuring success. This point in time marks the initiation of progress and performance reporting based on standardised tools, templates, and methodologies. However, it also marks the beginning of a continuous process improvement cycle and a transition from PMO deployment to operational sustainment. As the PMO evolves, project team members must maintain an awareness of the metrics by which their projects are measured as well as how process effectiveness is determined. There must be a concerted effort to identify processes which require improvement. Once identified, improvement measures must be developed and implemented.

The establishment of an effective PMO is beneficial to any organisation which manages a portfolio of projects. When planning and building a PMO it is imperative that it is done in a manner which compliments the existing structure of the organisation. This will allow the company to gain maximum benefit and to do otherwise would be counter-productive. Since every organisation is different, the optimal structure for the PMO must be designed based on many considerations and variables. The ability of a PMO to manage projects through consistent and repeatable standards and methodologies brings many benefits. It provides the organisation with accountability, continuity, simplified oversight, and the ability to measure project success more effectively. An effective PMO is a catalyst for greater efficiency as it allows an organisation to do more quality work with fewer resources and less risk. The result of these benefits is an organisation that will significantly improve its project success rate.

QGOG: Helicopter-Transportable Onshore Rigs Arrive in Brazil


Queiroz Galvao Oleo e Gas (QGOG) announced the arrival of three new helicopter-transportable onshore drilling rigs from China, including the QG-V rig leased to Petrobras, and the QG-VIII and QG-IX rigs leased to HRT Participacoes em Petroleo (HRT), a new client for QGOG.

The new drilling rigs are uniquely designed to meet the challenging requirements for projects in remote regions of the Amazon, and include deep-drilling capacity and ease of transportability. The rigs, built by HongHua of China, a company that has developed other onshore rigs for the Company, are able to drill wells of up to 4,500 meters and can be moved in modules of up to 2,500 Kg, enabling them to be transported by helicopter to remote, difficult-to-access locations. The rigs are also equipped with advanced technologies to increase safety and operational efficiency. The rigs are expected to be operational in May 2011.

“With six onshore rigs in operation, the arrival of these new state-of-the-art rigs increases QGOG’s onshore activity by 50% and strengthens its position in Brazil as the leading provider of onshore oil and gas drilling and production services,” stated Leduvy Gouvea, Chief Executive Officer. “We look forward to having these rigs come on-line in the near term.”

“Although there was industry demand for helicopter-transportable rigs, there were no manufacturers anywhere in the world that had developed them to the specifications required for operations in remote areas of the Amazon,” commented Luiz Alberto Andres, Operations Officer. “We and our Chinese partner, HongHua, collaborated to design and produce these unique new rigs specifically for our customers’ Amazon projects.”

The investment by QGOG in the QG-V, QG-VIII and QG-IX rigs was approximately US $51.0 million.

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  1. Define racism.
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Petrobras – Two heads are worse than one

Brazil’s state-controlled energy giant, under Maria das Graças Foster, is paying dearly for meddling by Dilma Rousseff’s government


“UNIQUE.” That is how Credit Suisse, a bank, sums up Petrobras. It has a point. Most companies’ stocks would sag on the sort of news Brazil’s oil giant has faced in the past three weeks. A federal investigation was opened, into alleged backhanders paid to its employees by a Dutch company in exchange for oil-platform and drilling contracts. (Both companies deny the allegations.) A parliamentary inquiry is imminent, into the purchase in 2006 of a refinery in Texas which cost $1.2 billion but is now worth no more than $180m. A former director has been arrested in a money-laundering probe. If that were not enough, on March 24th Standard & Poor’s, a ratings agency, downgraded its corporate debt. Yet Petrobras’s shares have risen by 30%. Read more






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