project management office (PMO) establishes project management standards, implements standard with governance, and improves project delivery quality in an organization. The standards usually comprise the stakeholder engagement plan, structured process, tools, and execution methodologies.A project management office (PMO) establishes project management standards, implements standard with governance, and improves project delivery quality in an organization. The standards usually comprise the stakeholder engagement plan, structured process, tools, and execution methodologies.

The example canvas template breaks down goals with stepping stones and sets up measurements from the beginning to ensure the implementation. Since PMO usually requires changing people's behaviors, it has to realize the changes with great care. The change management process requires patience and effort to help people understand, adopt, see the benefits, and accept it as a regular practice

The situation is engaging a new organization to join PMO. We decide to start with taking projects. Then, expanding the responsibility. The change management strategy is building the trust triangle (capability, empathy, values) through 

• Taking tough tasks to proving expertis.
• In depth discovery conversations, to understand the pain points.
• Pitch PMO services
• Demonstrate values with winning stories

Establishment PMO engagement starts with clarifying the detailed responsibilities:

• Ask about problems of PM support:: lengthy reviews, lack of time And quality of work (Empathy)
• Talk about earlier success (trust) and show sincerity to solve the problem (Empathy)
• Question on time allocation (Halo Effect)
• Question on product management role (Anchoring)
• Ask for PM leadership responsibility assignment suggestion (Ask and not tell. )

Discussion 

• How are you? I am working with Tammie on the RACI matrix. I like to run through that with you . Before I start with that topic do you have anything feedback about project. Does the project run well?…
• What do you see our major problems? ​(Time consuming reviews, …)
• Well, any suggestion?
• well, we have to face the reality. We might not get an ideal PM soon. we have deal with this. So then they told me that you have many new project coming is it true? Let me ask you, How much bandwidth you can spend still on this project? Suzi told me that you are working as a proper manager for the team is this correct?
• We have a success product delivery.. It’s because The responsibility is well defined . No ,we are entering into a different phase of the project.. there’s no clear definition of responsibility before.
• I see some major p.m. leader ship responsibility need to be assigned. Let me ask your preference on how you want this assignment to be.

Project meetings form the core of the project communication strategy and should be one of the first elements to consider when establishing PMO governance. The PMO meeting framework should outline who to invite, what topics to discuss when to hold the meetings, and how to conduct the sessions. Below, we provide basic guidelines for these meetings.

No Meeting Rule
Rule number one is the no-meeting rule: Avoid meetings without concrete reasons. Every project meeting should be scheduled for a specific purpose, such as driving project execution, building consensus, or solving problems. One key reason for this rule is to give the project team greater control over their time, allowing them to remain focused and productive. Another important consideration is the high cost associated with meetings. 

For example, if you invite ten people to a one-hour meeting, the cost amounts to ten person-hours. If the average hourly wage of your team is $70, that single session costs $700. We've seen meetings with over 20 invitees, leading to a cost of $1,400. There must be a reasonable justification for the return on investment (ROI) in such cases.

Fitting Meetings into the PMO Meeting Structure
Create a PMO meeting structure and use it to plan meetings. The PMO meeting structure defines what meeting should be scheduled, and a project meeting naming convention ensures consistency across all PMO project execution.

Inviting the Right People. 
Minimize the invitation list to only the core team. This suggestion advises project managers to monitor meeting attendance closely. For instance, if attendees change roles, stop attending meetings, or consistently decline invitations, the project manager should inquire whether they should be removed from the meeting invitation list. An alternative is to add these stakeholders to a mailing list to keep them informed about meeting minutes. In summary, we aim to keep the list of meeting invitees short.

Implementing Effect Meeting Practices. 
There are many meeting productivity tips. Project managers need to follow the PMO procedure and enforce best practices when booking, canceling, facilitating
meetings, and creating meeting minutes. Now, project managers also need to learn how to host virtual meetings. 

Questions to Ask When Planning Project Meetings

• Do I have to schedule this meeting? Can I achieve the same goal via email, instant messaging discussion, or collaboration document? 
• How does this meeting fit into the PMO project meeting structure? 
• Do I have the right people in my meeting? Do I miss anyone, or is my meeting room overcrowded? 
• What are the productivity practices to use? 
• What do I need to do so people will not hate my meetings? 
  
  

In summary, ensuring that all project meetings are productive is a top priority. Productivity involves achieving objectives in the least amount of time, providing timely updates to stakeholders, and clearly defining next steps.

Tackling a problem without knowing the exact problem is like building a house without a foundation. In practice, our PMO office requires each change management project to use an iceberg model to analyze the situation first. The model reminds the importance of finding real problems and discovering what we don't know. It's essentially a system thinking framework to guide learning and exploration of the actual situation. ​The right approach to use the model includes:

• Collect relevant events 
• Find patterns of the events.
• Analyze the connections and relationship between the events
• Examine the details using system thinking, such as detecting feedback loops and correlation

The ultimate change management plan needs to also dive deep into the organization's cultural and mental model to identify the correct problem and answer.​