Implementing a PMO is a real challenge for both the client and the service provider, especially when it is a service that the client is adopting for the first time.

By providing services of this nature and doing so with a learning-improvement approach, Soltel has developed its own methodology that allows for a guaranteed and satisfactory implementation for the needs of each client.

An important aspect to understand is that beyond the classic typologies described in the PMI® methodology (support, control and management), when implementing a PMO there are a huge number of possibilities with many nuances, so each implementation will be unique.

The second relevant aspect is that the implementation time of a PMO is usually necessarily limited so that the provision of services can be carried out in the shortest possible time.

These two aspects mean that the implementation of the PMO can be considered in itself as a Project in the most classic style of its PMI® definition: “A temporary endeavor undertaken to achieve a unique result” and as such it will need everything a project needs, a Sponsor who “provides resources and support for the project and is responsible for facilitating its success” and a Project Manager with experience in these unique projects.

The second key factor is the selection of the life cycle in this project, we opted for an agile approach, with continuous deliveries of value to the client, where progress can be seen through the acquisition of both the documentary deliverables of the implementation project and the launch of the services that meet the client's needs, always keeping in mind the generation of value.

It is important to highlight that this approach requires all three Scrum roles:

• Product Owner in the client focused on optimization and maximization of value through the Product Backlog
• Scrum Master to manage the process and remove impediments
• The development team, whose purpose in this case is to carry out the various deliverables that have been considered necessary in each iteration, will be composed of the supplier's experts in these projects.

Finally, the third key factor is, as in any project, establish metrics that allow for effective monitoring and control of the defined project. Given the importance of this project to the organization, these metrics must be specifically focused on the project's true need: the implementation of PMO services.

Among the issues we highlight as necessary at the start of a PMO project, the following stand out:

• Management Applications Portfolio, establishing the set of information systems that serve our clients and on which all demands are articulated and the objectives of the organization are met.
• Management Services CatalogThis outlines the services we offer from the PMO to our clients, establishing the criteria for each service, the value processes we contribute, the service metrics and indicators, as well as the roles and profiles involved in their execution.
• Management of the Continuous ImprovementTo promote a culture of advancement and progress in the way work is carried out by different work groups, focusing on short-term, high-value improvement actions, identifying process maps, bottlenecks, and promoting efficiency and focusing on what is truly important.
• Management of the interestedThis is a key issue in all projects, in order to adequately meet demand, identify risks, and promote participation and communication, so that projects become drivers of business transformation.

In conclusion, the implementation of a PMO is an exciting challenge for both client and provider, laying the foundation for future successful service delivery.

Who's eager to start a project like this? Soltel is your trusted company to take on the challenge and manage all the issues that arise, thanks to its experience, its team, and its knowledge in the field of Public Administrations.