The PMO is a facilitator of success: it is the interface that coordinates and steers the project players .
Applicable to all types of project, this function is common for IT projects involving the implementation of an information system or the implementation/adaptation of an organization’s processes.
Whatever your business, transformation projects have far-reaching consequences for the company, and success is inevitable. PMOE ensures good understanding and coordination between project parties, and ensures success with the least possible risk.
ALOER supports you in managing your ERP and Supply Chain projects by offering its PMO services.
What are the roles and characteristics of the Project Owner, the Project Manager and the PMO ?
First, let’s distinguish the 3 roles.
The Project Owner
The project owner is a legal entity, in most cases a company . As the client, he is also the owner of the project. It is the entity that expresses the need, finances it and uses the future solution.
The Project Owner and its role :
- defines functional requirements,
- sets the perimeter,
- draws up operating procedures,
- conducts testing
- and, validates functional responses.
Project Manager (PM) refers to the people responsible for the technical implementation of solutions. The Project Manager supplies the product. This may be a service provider or an internal resource within the customer company.
The Project Manager gathers and translates the needs of the Project Owner, studies and validates feasibility. It is committed to the realization and production of the solution. It ensures that it complies with the specifications and functional specifications signed by the project owner.
The Project Manager guarantees the technical quality of the proposed solution, and compliance with costs and deadlines. It installs, starts up, operates and guarantees service quality. It may also be required to carry out upgrades.
The project manager is the conductor of (IT) projects. As such, it must ensure :
- the smooth running of tasks,
- planning and coordination,
- ensure the quality of deliverables,
- and be a privileged interlocutor for the project owner.
PMO — Project Management Officer
The Project Management Officer (PMO) consists in supporting the people in charge of the project.
Its role is to :
- facilitate the project owner’s focus on project management,
- assist the project owner in decision-making and analysis, particularly of risks,
- propose action plans.
In other words, it strengthens the team as a counterweight to the integration team. The PMO also warns of (possible) project drifts.
It organizes dialogue and acts as a link between the Project Owner and the Project Manager. Thanks to her dual skills, both technical (IT) and functional, she bridges the gap between business needs and IT implementation.
In addition, PMO supports and helps process managers and key-users to grow in their project and IT skills (eg: ERP).
The use of project management officers or consultants is a common practice in IT projects and the installation of information systems.
The same practice applies to software projects specializing in supply chain management.
Finally, this profile is an essential neutral link:
- for the success of complex projects,
- when profound paradigm shifts are at stake,
- when they entail management changes for future users and their company.
Why use a consultant for your project management?
According to the Standish Group’s annual CHAOS 2020 Beyond Infinity report, only 31% of projects are on schedule, on budget and meet user expectations.
With this in mind, it’s only natural to do everything in one’s power to ensure the success of one’s projects.
Being accompanied by an PMO consultant means :
- anticipate team resistance,
- theassurance of completing the project on time,
- secure your budget,
- and guarantee the quality of deliverables.
The PMO consultant contributes his expertise and knowledge of project management and/or IS tools. It acts as a “quality control body” for projects with over-ambitious, ill-defined, poorly managed or poorly monitored objectives. He’s the ideal person to identify the future impact of the project on the organization.
Lastly, it anticipates and participates in change management, without which projects are highly risky. This management by a neutral intermediary between the project owner and the contracting authority is a real added value.
A PMO role is often coupled with change management , as it his central positionto identify the problems of accepting new solutions.
Some typical PMO consultant assignments
The PMO helps to manage the project by providing the appropriate method and tools, and by proposing a methodology that encompasses all project stakeholders. In addition, depending on requirements, it may be responsible for :
- Planning and budget management
- Distribution of reports
- Supplier follow-up
- Implementation and follow-up of actions
- Preparation of recurring project items: Project Comitee, Pilot Comitee, meetings
- Alert about project drifts
- Follow-up of communication actions
- Notify of changes in scope or functionality
- Analyse needs
- Functional specifications
- Functional tests
The PMO consultant, coordinator of your Supply Chain project
In his role as project management officer, the consultant connects with the project’s stakeholders:
- Service management: to orient user needs, provide information on the project and help the project team gain recognition.
- Executive Committee: help onboard managers, assist with negotiations where necessary, promote the project
- Project team: support changes, help with reflection, role as facilitator and reconciler between project owner and project manager
- Key users: listens to needs, helps communicate with the project team, defuses conflicts and opposition
- HR department: informs of training needs, reports on project changes
- Change management team (if not directly involved in the same role as the PMO, and depending on the scope of the project): analyzing the impact of change, helping with communication, defusing fears and risks.
The consultant contributes to good relations between the various members involved in the project, and thus to the overall smooth running of the project. A real team effort!
ALOER: support for your Supply Chain projects with PMOs
As already mentioned, information systems projects, including supply chain management, are highly strategic for companies. This very serious matter cannot be entrusted by the project owner to the contractor. Business needs must be clearly defined, as must future tools or “solutions”.
ALOER brings together a team of senior Supply Chain consultants:
- a perfect command of Supply Chain software and its deployment, as well as the skills and business experience needed throughout the deployment of the project,
- capable of covering a wide range of project management tasks, and can be adapted according to project needs and the capabilities and maturity of the project owner.
- identifies the risks and pitfalls to be avoided in the process: from the design phase through to project launch and deployment.
Supply Chain Project Management
For 17 years, ALOER has supported the success of its customers’ Supply Chain projects.
Supply chain software deployment projects can be complex, whether they involve S&OP process management, demand forecasting, planning, scheduling or warehouse management.
This is also the case for Supply Chain projects such as continuous improvement and flow reorganization.
Our employees are expert consultants. They have significant experience in deploying supply chain management solutions for manufacturers and retailers. As a result, they carry out their PMO missions with the highest standards.
Throughout their assignment, PMO consultants apply a high level of know-how and skills: functional, IT, organizational, managerial, project management, relational, operational… and proven resources (methodology, tools…) to guarantee the success of the project entrusted to them.
Project management for your ERP projects
Like the deployment of specialized supply chain software, ERP software projects are vital and far-reaching for any company.
The ALOER consulting firm is committed to providing you with the best possible support in the implementation of your project, while fostering a close and trusting customer relationship and respecting project deadlines.
Our functional consultants are with you from the specification stage right through to project implementation, to help you transform your information system.
Are you ready to succeed in your projects?
The success of any project, especially an IT project, largely depends on the ability of the various players involved to communicate and make themselves understood.
It is in this context that the role of the PMO, as a neutral and privileged interface in a potentially conflictual environment, comes into play to significantly limit the risks of failure.