Over the last several months, I have been asked several times to give my presentation “How to Build a PMO” based on my 2012 book “The Tactical Guide for Building a PMO”. That’s been great and people have really enjoyed the presentation and have had some amazing
take-aways’ that they could implement. But, for as many presentations I give about building a PMO, I am also starting to get asked about shutting down a PMO. So, I thought it was time to address those steps. If you are in the position to have to shut down your PMO, the steps provided below are going to help you along the way.

I think it is important before we go too deep, to look at the steps required to building and running a PMO and then as we look at shutting down the PMO, it will be essentially reversing those steps. Clearly, it is not that simple and straight forward, but you get the point, you have to shut down all the components that you built up when you were running your PMO.

Here are the steps to building a PMO:

Before we do that, running a PMO takes you setting up a solid foundation and in my earlier article “How to Build a PMO – The Tactical Guide for Building a PMO ” (Click Here), I cover these 12 critical steps.

  1. Start with a Plan
  2. Obtain Executive Support
  3. Create PMO Staples
  4. Select 4 P’s of PMO (including Methodologies)
  5. Select PMO Model
  6. Create PMO Maturity Model (Categories and Measurement)
  7. Obtain PMO Resources
  8. Select PMO Training
  9. Implement PMO Methodologies
  10. Select PMO Reporting
  11. Select PMO Tools and Processes
  12. PMO Complete

After we built our PMO, we moved to running a PMO, and here are those steps:

  1. Develop Executive Reports
  2. Develop PMO Reports
  3. PMO Day to Day Operations
  4. PMO Resources (Mentor & Buddy System)

So, at this point, you have built and are running a PMO and now you have been asked to shutdown the PMO. You could have been the employee that has been running the PMO all along or you could have just been hired to shut down the PMO. Whatever the case maybe, you have a huge step in shutting down a PMO.

Again, the process of shutting down a PMO is essentially reversing the steps that you did in building and running a PMO.

But, it would not be fair to say, just reverse everything you have done. That does not make sense, let’s spend time and look at the top 7 steps in shutting down a PMO.

Here are those 7 steps in shutting down a PMO:

  1. Shutting down your PMO – Creating a Project Schedule
  2. Review resources (FTE & Contactors) for different roles in organization
  3. Shutdown and Mentoring/Buddy Systems in place in Org
  4. Review all Financial/Billing and determine steps to close out
  5. Review Software Contracts/Maintenance agreements in place that will need closing
  6. Review PMO Materials/PMO Sites and archive/backup
  7. PMO Shutdown 

Let’s spend some time and go into each step and I will provide a bit more details on them so you have context and understand exactly what you have to do.

Shutting down your PMO – Creating a Project Schedule – Shutting down is a huge project that is often under huge time pressure and so creating a project schedule in your favorite scheduling tool is a best practice. Your executives are going to ask you for progress and reports on what is remaining to complete, so having these tasks documented and available for reporting is important.

Review resources (FTE & Contactors) for different roles in organization – Shutting down a PMO will have people impacts across both employees and contractors and as a PMO Manager your job is to find different jobs for your people across the company. The employees have to go somewhere, and just because you shut down the PMO does not mean the Programs and Projects go away, so the work is still there. It just means that the formal organization goes away. In PMO’s that are based on one particular program, when the PMO is shutdown it usually means the program shuts down and the work does stop. But even if that case, the employees still need to go to a new role.

Shutdown and Mentoring/Buddy Systems in place in Org – In building a PMO, one of the key steps was building a PMO Mentor or Buddy system and when you shutdown your PMO, that means you will need to disband these programs. You are going to see that your employees will be quite upset about shutting down these programs, so there may be a point where the respective employees involved do this mentoring offline. Regardless, sending formal closedown emails and shutting down the program all falls in your responsibilities.

Review all Financial/Billing and determine steps to close out  – This phase of shutting down the PMO will consist of closing out PO’s and returning any unused money to your organization. Make sure that all vendor PO’s are paid out and you are tracking your budget and spending closely in order to be able to close down your budget. It is highly recommended to work with your finance department staff to walk you through this process and close off PO’s and transfer any budget back to the company funds.

Review Software Contracts/Maintenance agreements in place that will need closing – Depending on any software that was purchased for your Portfolio, Program and Project Managers you are going to have to look at any contracts that you have in place with vendor companies and determine how to close them off or at least shutdown billing. Some of these maintenance contracts go on for years, so getting in front of them and shut down all billing is very important.

Review PMO Materials/PMO Sites and archive/backup – In this step of the process, you are taking copies (hard and soft) of all PMO information. From SharePoint sites, to change control process documents, it is important to backup and store offline copies of this information. If/When the company decides it needs a new PMO, you will have all this information at your fingertips and basically be ready to start building a new PMO (Note: PMO Cycle is covered in my article “How to Build a PMO”).

PMO Shutdown – This is the final last check phase of the project where you have basically ticked and tied all the components of the PMO and shut everything down. This is not a period to celebrate, the PMO shut down for a reason that was most likely not positive, so make sure you handle this whole process professionally and with grace. It is how you handle situations like this that management looks at to determine how you will fit in other roles. Which a new role will be exactly what you will be looking for at this moment.  Failure Rubber Stamp

Bill’s Thoughts: Hey, I just wanted to spend a minute and talk about this whole process for a second and get real with you. I have done this 7 times in my career so far with 6 of them being at one company. As PMO Manager, you are going to have to get used to this process and don’t take it personally. This is just a step in our job that we will have to deal with and get used to. It is hard I know, it is not fun shutting down your baby, but don’t take it personally, it is just business.

Like what you read? Want more information? Check out the full ebook here with much more information on this process!

Download the ebook today!

Here are some articles that you may be interested in:

 

Check out the How to Build a PMO article I wrote if you missed it above:  (Click Here)

Check out the How to Run a Successful PMO article I wrote if you missed it above:  (Click Here)

Good luck, it’s a tough job shutting down a PMO, it is emotional, it is scary, but hang in there you will get through it. I did 6 or 7 times. Depends on when you read this article! Ha ha

Thanks

Bill Dow, PMP

 

Tell me your thoughts in the comments and let’s open a dialog. I would be excited to hear other opinions on this topic.

Consider joining our LinkedIn Group to continue this conversation as well - CLICK HERE
We hope you will consider joining our Facebook Community as well.  Click on the image to your left to visit and join, or you can CLICK HERE

 



 

Reading this article qualifies you to submit a request for PDU’s from PMI.

This Article qualifies as follows:

PDU AMOUNT:  .25 PDU’s

CATEGORY:  STRATEGIC

For more information on registering your PDU’s with PMI – CLICK HERE

 

At Project Management for Today, we encourage conversation; agree with us or disagree with us, it’s all still knowledge, and we are here to share knowledge. Take a moment to add to the conversation by leaving a comment. It’s an opportunity to engage in the conversation!

If you believe in what we are doing, take a minute to share our articles on your social networks such as LinkedIn and other sites. Use the buttons on the left side of the page.

This article features content from a “Contributing Author” to the Project Management for Today Community. This content is published on this site with the author’s explicit permission. As with all articles on this site, this article is protected by copyright. If you are interested in becoming a Contributing Author to this site, you can learn more by reading the information HERE

 

You may republish this article in whole or in part with attribution to the author and a direct link back to the full article on this site. Attributions MUST include a hyperlink to the original article, as well as a "Canonical Link" reference embedded in the <head> section of the page.
#pmfortoday / #projectmanagement / #pdu / #pmi / #pmo / #pmbok / #pmblog / #pmoblog / #pmp / #pmi-acp / #pgmp

 

Bill Dow

Bill Dow

Contributing Author

Bill Dow, PMP is a recognized expert in Project Management by the Project Management Institute (PMI) for specifically developing and managing Project Management Offices (PMOs.)  His extensive experience with Project Management and PMOs have enabled him to co-author several comprehensive books available through Amazon.com.

Bill has taught at the college level for more than 15 years in Washington State, British Columbia and Ontario, Canada, and has worked at Microsoft for more than 10 years.  He has spoken at multiple Project Management Institute (PMI) conferences, breakfasts and events nationally.  

Books:  

"PMO Lifecycle: Building, Running, and Shutting Down,"  June 2017  (Amazon Link)

“Project Management Communications Tools,” May 2015 http://tinyurl.com/z5yt8mz  Co-authored with Bruce Taylor

“The Tactical Guide for Building a PMO,” August 2012,  http://tinyurl.com/z8y8bym

“Project Management Communications Bible,” June 2008 http://tinyurl.com/j2sn5bd  Co-authored with Bruce Taylor

LinkedIn Profile - CLICK HERE
LinkedIn Group - CLICK HERE
Articles by Bill Dow - CLICK HERE

Bill Dow's Website - CLICK HERE

 

Advertisements B