Hi there,

So first of all, the project work/cadence won't be substaintially different than any other project (powerpoint, client meetings, etc.)

In terms of what you actually do for them, you're helping them setup their PMO. This means your establishing their processes (review cadence, meetings, project/program status reporting etc.), their tools (dashboards, trackers, etc.) and people (PMO director, staff, experts, etc.)

Hi there,

This is indeed an interesting question which is probably relevant for quite a lot of users, so I am happy to provide my perspective on it:

• Generally speaking, it really depends on the scope of the engagement. As a strategy consulting company, though, you mostly just set up the PMO, train the client's project manager to work with the tools and then leave as this normally is the start of the implementation phase.
• Setting up the PMO typically covers all tasks around developing and defining the central PMO tools and processes and initially filling the tools jointly with the client. You take care of all risks, activities and decisions associated with the project regarding the value (i.e. project financials and financial goals), people (i.e. availability and staffing of project members) and process (i.e. the activities and decisions required to run the project).

In case you want a more detailed discussion on the details, advantages and disadvantages of PMO projects, please feel free to contact me directly.

I hope this helps,

Hagen