The PMO should break down tasks into individual projects, representing the key internal and external activities. The PMO and this key stakeholder are responsible with ensuring the integration is successfully completed. While each functional team plays a key role, ultimately, the PMO and the overall owner of the integration, usually someone within executive leadership at the firm. The functional teams should address all major activities (e.g., finance and accounting, IT, HR, sales, marketing, operations, and customer service). It oversees governance, transparency, traceability, templates, standards, processes and procedures, and tracks the projects. The PMO provides clarity around the program’s scope, goal, and expected benefits. To assist in continuity, the PMO may retain members from the due diligence team. Typically, all integration teams report to the PMO, providing status on key activities, achievements and issues to be escalated.
The effort of merging two companies is complex, and the PMO’s oversight is critical to manage all the projects that need to be completed before Day 1. The role of the PMO Director is to manage all functional-specific areas of the organization, manage enterprise-level projects, and the resources allocated to projects. As described in my previous post, the PMO should include a PMO Director, Program and Project Managers, as well as a support team to execute programs and projects. The PMO is the ringmaster for the integration, providing centralized governance and coordination to keep the many teams involved in the integration on track. All teams contributing to the transition should report to the PMO and we will outline the PMO’s role in Day 1 readiness. One of the most important aspects of readiness planning is establishing a Project Management Office (PMO).
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