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Project Management Office

In a large firm with 70+ ongoing initiatives, either technology or process based, it is easy enough to lose track (and sight) of those initiatives and their progress through the fiscal year. More law firms are demanding accountability and transparency in their operational expenditures. COOs and CIOs are looking to formalize project management best practices, as well as establish project portfolio governance.

ii3’s experience includes managing complex projects for its clients, as well as implementing and managing the Project Management Office ('PMO') on behalf of major law firms. That said, PMO is not a “one size fits all” model. We approach each client’s situation individually, while bringing our best practices and experience.

We begin with an initial review of issues and organizational conditions:

  • Review existing and past portfolio of projects including interviews with business, administrative and technology stakeholders
  • Review current methodologies (if any exist), administrative governance structures, and the firm’s culture and its impact
  • Identify the issues facing the firm in seeing initiatives through to successful, timely and cost-effective completion

We proceed to meet with stakeholders, discuss possible models, to then agree and recommend a specific model that best suits the firm:

  • Formal PMO model that includes direct responsibility for the portfolio’s governance – planning, managing and regularly reporting to the firm’s management
  • Directive PMO model that provides some planning (during the firm’s yearly budget deliberations), educational framework, best practices, high-level initiative tracking and “hand holding” for problem initiatives
  • Inclusive or exclusive PMO – the extent to which the PMO will have oversight of technology-centric projects, or any major initiative in the firm that requires advanced PM practices
  • PMO Governance - determine optimal reporting, governance and accountability for the PMO

ii3 then helps the firm, based on the decisions made above, to:

  • Develop formal PM methodologies
  • Establish PMO procedures
  • Identify any automation requirements associated with project planning, tracking and reporting
  • Define a role and job description for a would-be PMO manager or director (as required)
  • Temporarily provide PMO manager/director services

 

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