PMO

The PMO controls standards, transparency, and prioritization across several projects. In Rillsoft Project, the focus is on project portfolio, multiproject management, resource bottlenecks, project status, templates, and status reports.

Project portfolio for PMO control

The PMO does not evaluate every task in detail. It ensures that projects are planned comparably, evaluated together, and controlled by traceable priorities when resource conflicts arise.

Typical Tasks

  • define standards for project structure and planning

  • provide project templates and consistent status values

  • monitor the project portfolio

  • maintain or prepare project priorities

  • make resource bottlenecks visible across several projects

  • consolidate status reports

  • evaluate cross-project dependencies

  • prepare decision bases for executive management

Working Path for PMO

  1. Define planning standards

    Define how projects are structured, tasks are named, milestones are set, and baselines are saved.

  2. Build the portfolio

    Make sure that projects use the same resource pool and are maintained with category, status, priority, and customer.

    Build a new project portfolio from projects

  3. Check the cross-project resource situation

    Use portfolio and capacity balancing to evaluate bottlenecks not only in individual projects, but across all relevant projects.

    Cross-project capacity balancing

  4. Evaluate dependencies and risks

    Check critical projects, late activities, cross-project dependencies, and bottleneck resources.

    Cross-project dependencies in the portfolio

  5. Prepare decisions

    Summarize risks, priority conflicts, and resource decisions so that management or a steering committee can decide.

    Portfolio overview in project information

Important Views

  • project portfolio for a shared view of several projects

  • portfolio overview for status, priority, customer, start, and finish

  • employee capacity balancing across several projects

  • employee utilization by project

  • role utilization by project

  • cross-project dependencies

  • target/actual comparison for project status and deviations

Decisions

Situation

PMO question

Several projects use the same resource

Which priority applies and which projects are moved?

Project status is inconsistent

Which status values and reporting rules must become binding?

Portfolio shows bottleneck projects

Which projects need a management decision?

Cross-project dependency shifts dates

Which project managers must plan together?

Deviations are accumulating

Is a new baseline approved or does the old reference status remain valid?