Identifying and overcoming the challenges of implementing a project management office

B2 Lack of experienced project managers and PMO leadership Many PMO initiatives do not have experienced project managers and leaders who understand the challenges of a PMO implementation and who are aware of the political terrain in the organization. B3 Lack of dedicated resources in the PMO implementation team In most PMO projects, the team members are shared resources, often pulled into other non-PMO projects. Typically, the PMO resources have regular (non-PMO) support tasks that preempt PMO project work, making scheduling and commitment difficult. B4 Difficulty in staffing PMO with most experienced personnel The most effective resources for staffing the PMO are those that understand the project and the current environment. Unfortunately, these folks are also the ones most valuable to the legacy organization and are hardest to free up for working in the PMO. B5 Lack of stability and continuity of PMO resources and stakeholders There are various instances in which the key PMO resources change midway or at some point in the project. This may turn out to be a major risk if it happens at a critical time in the project. Sometimes, even the stakeholders change, putting the whole implementation at risk. B6 Increased administrative workload placed on project managers PMO implementations typically generate additional administrative tasks. The project managers have to perform these tasks, which takes up an inordinate amount of time. This increased workload leaves little time to work on improving processes, project closure, lessons learned, and other activities between projects. B7 Lack of defined funding and chargeback model for PMO implementation The PMO implementation requires adequate financial resources. Without defined funding and an adequate chargeback model for the resources who work directly on projects, the PMO cannot be successful.