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Introduction of the PMO within the PSO



Hello and welcome. My name is Benny A. Recine. I have been an IT Project Manager for over 10 years, mostly in financial services. Four years ago, I joined Metavante Risk and Compliance Solutions in their Professional Services Organization. We merged with Fidelity National Information Services and became FIS Risk, Fraud and Compliance Solutions. This was my first position in a professional services organization (PSO). I had worked as a consultant before, but not in the capacity of promoting a product in this case, an anti-money laundering (AML) software product. But before I continue, let me tell you about my career as a project manager.

I was driven to project management because I had become a time manager in relation to my personal and professional life. My drive to improve process led me to the CMM methodology. However I found that CMM was a good IT operational process, but it was not a good fit for a project process. Since I was involved with projects being rolled out for the organizations I worked for, I found the Project Management Institute (PMI) and the Project Management Professional (PMP) certification. At the time I was studying the process, it was the Project Management Body of Knowledge (PMBOK) third edition. I thought the phases of Initiation, Planning, Execution, Control and Close are natural process flows in a project life cycle. I even published articles through PMI's Specific Interest Groups (SIGs) and the NJ Chapter. I became certified in January of 2005.

During my career in IT as a PM, I usually had responsibilities in implementing a new product or improving an existing product. When I began my career in a PSO in 2006, I married the process of PMI and the process of implementing a product in a client company for a PSO. This gave me the opportunity to grow as a leader as well as a PM consultant. As I utilized multiple individuals with varied talents on my teams, I learned that the need for process improvement and communication becomes more important in a PSO. In the many projects that I have been a PM on since 2006, I have helped our team implement PMO standards for projects that we conduct. I have also been involved in many projects, especially on our international projects, which relied heavily on communication. As a matter of fact, our teams have become the standard in our organization regarding project communication and improvement. I say that not to draw attention to myself, but to put forward the team concept in a PSO and a PMO. This has been our greatest achievement.

In all of this, I felt there was a need to have a PM media outlet for a PMO in a PSO. In the beginning of my career in a PSO, particularly a small PSO, I felt it necessary to establish standards, even if I did not see a major push for standards on communication for a project. Eventually, we began to follow the corporate standards that were already in place. Eventually, I felt it necessary to communicate my ideas and beliefs in this endeavor. I wrote an article for an established and nationally recognized PS website, which is similar to the PMI website. However, I began to understand that I should deliver additional opinions and articles in the PMO in a PSO space. So I began to envision this blog for my articles and opinions.

I expect this to be a two-way communication regarding this subject. I encourage you to send an email or two on my topics. Or, if you are so inclined, suggest a topic you are interested in and we can discuss how to publish it. In all, I hope you find this blog informative and provocative, and a way to improve our work. Thank you.





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