Digital White Papers

PM19

publication of the International Legal Technology Association

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I L T A W H I T E P A P E R | P R O J E C T M A N A G E M E N T 25 PMO Best Practices B Y A P R I L H E I M E R L , H O L LY H A N N A , B R I T TA N Y I V Y, A N D A N N E C H R I S T M A N P MO groups implement and manage a firm's administrative and practice group applications, and corresponding projects, through the legal management life cycle - from intake to maintenance. For any organization contemplating the benefits of establishing a Project Management Organization (PMO), there are key considerations to be aware of before moving forward. Many PMOs are implemented with high expectations, but disappoint when unable to meet their anticipated goals. An effective PMO group will have sponsorship and support from C-level and director level positions, and will be staffed with full time project managers, business analysts, and developers. Key Decision Points for Establishing a PMO Standalone Group vs. Part of IT PMO groups manage budgets from many different departments, not just Technolo. For some firms, the logical choice is to separate out the PMO as it will allow decisions to be made with an eye towards the impact for the firm overall. For others, the advantage of seeing all budgeted projects, most of which involve some level of technolo integration, is a key reason to implement a PMO. Regardless of which option is chosen, buy in has to be obtained from chiefs and practice leads.

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