With a completed assessment, a PMO opportunity matrix, a value statement and a mission statement in hand, the process of selling the PMO concept to management can begin. Many operational issues relative to the PMO have not yet been addressed. Additionally, the core structure, management, and implementation plan for the PMO have not yet been defined. This is by design. Before tackling the operational aspects of establishing and managing the PMO, it is essential to gain organizational commitment to the concept of the PMO in the organization and to gain approval to perform the detailed work required to make the PMO a reality. Many organizations jump right in and establish a PMO without creating a firm foundation on which to build it. Establishing a base business case for the PMO and selling the PMO concept to key organizational leaders will help to avoid many of the pitfalls associated with establishing a PMO first and then attempting to justify the value and benefits later. Specifically, creating a base business case and selling the PMO concept to the organization will achieve several benefits:

• An awareness of the specific challenges facing the organization relative to project and program processes will be raised, which will serve as a basis for making the business case for the PMO.

• Educating key organizational decision makers on the concept and benefits of the PMO will help to ensure uniform understanding of the role of the PMO...