# PMO 30/60/90-Day Implementation Roadmap A practical BuilderVault rollout plan for PMO teams that want to build their own Microsoft 365 and Power Platform PMO system before investing in a large enterprise PMO platform. ## Rollout Principle Build behavior change before building platform weight. The first 90 days should prove that the PMO can capture demand, route decisions, control lifecycle movement, and communicate portfolio health. ## Recommended Build Sequence - Start with intake so all new demand is visible. - Add charter approval so approved work has scope, value, sponsor, and owner alignment. - Add stage gates so lifecycle movement is controlled and auditable. - Add RAID and change control so delivery risks, issues, decisions, and changes stop living in meeting notes. - Add communications and reporting so stakeholders see decisions needed, exceptions, and portfolio health. ## Phase 1: Days 1-30 Create one visible source of truth for demand and approved work before building heavier governance. ### Modules - Intake and triage: /pmo/packages/intake-and-triage - Charter and approval: /pmo/packages/charter-and-approval ### Deliverables - Intake request table or list with required fields and triage status model. - Requester intake form with save draft and submit behavior. - PMO triage queue with scoring, decision reason, owner, and aging views. - Project charter record linked to approved intake. - Sponsor approval workflow with revision loop and approval history. ### Build Activities - Run a working session to define request types, sponsor roles, intake questions, and required triage decisions. - Build the intake data model first, then add requester and PMO views. - Create two to three sample requests from real historical demand so stakeholders can react to something concrete. - Add confirmation, clarification, and decision notifications before expanding reporting. - Move approved requests into charter records so intake does not become another static spreadsheet. ### Exit Criteria - Every new request can be submitted through one intake experience. - The PMO can see unassigned, aging, and high-priority demand in a queue. - Approved intake creates or links to a charter record. - Sponsors can approve, reject, or request revision with comments. - Basic intake and charter metrics are visible in Power BI or a simple dashboard. ### Adoption Risks - Too many intake fields will push users back to email. - Unclear sponsor ownership will stall approvals. - If decisions are not communicated automatically, users will assume the portal is a black hole. ## Phase 2: Days 31-60 Add lifecycle control so approved work moves through standard gates with evidence, exceptions, and decisions. ### Modules - Stage gates and lifecycle control: /pmo/packages/stage-gates - Change, risk, and issue control: /pmo/packages/change-risk-issue-control ### Deliverables - Project table or list with current lifecycle stage, health, sponsor, PM, and baseline dates. - Gate criteria template with generated project-specific checklist rows. - Gate review screen with evidence links, approver, decision, and exception reason. - Change request portal with scope, schedule, budget, risk, and benefit impact fields. - Risk, issue, action, decision, and escalation records connected to projects. ### Build Activities - Define a practical stage model with no more than seven stages and objective exit criteria. - Create gate criteria that can be answered with evidence, not vague confidence statements. - Add a stage-change approval flow that writes history instead of overwriting prior decisions. - Build RAID owner queues so risks and issues become daily work, not meeting-only artifacts. - Create escalation thresholds for critical risks, overdue actions, and high-impact changes. ### Exit Criteria - Projects cannot advance stages without a gate review record. - Gate exceptions are captured with approver, reason, and follow-up action. - Every open risk, issue, action, and change has an owner and due date. - Critical risks and overdue actions trigger stakeholder notifications. - Lifecycle, gate, RAID, and change-control reporting can be reviewed weekly. ### Adoption Risks - Gate criteria that feel ceremonial will be ignored. - If RAID items do not create owner work queues, they become another reporting chore. - Change approval thresholds must match the organization or every change will feel escalated. ## Phase 3: Days 61-90 Turn operational PMO records into executive reporting, stakeholder communications, and a repeatable governance cadence. ### Modules - Communications and Power BI reporting: /pmo/packages/communications-and-reporting ### Deliverables - Weekly status update form with health, milestones, decisions needed, and help needed. - Executive portfolio dashboard with demand, stage, health, RAID, changes, and decisions. - Stakeholder digest workflow for red/yellow projects and open sponsor decisions. - Monthly benefits review view or report page. - PMO operating cadence for triage, gate review, RAID review, and executive reporting. ### Build Activities - Standardize health definitions before building report pages. - Create draft status shells automatically so project managers update rather than start from scratch. - Separate executive dashboards from PMO working queues. - Build a weekly digest around decisions needed and exceptions, not a wall of project text. - Review usage data and remove fields, reports, or workflows that are not driving decisions. ### Exit Criteria - Project managers can submit current status updates on a predictable cadence. - Executives can see portfolio health, exceptions, and decisions needed without opening raw lists. - Sponsors receive timely communications when their input is required. - Benefits measures are tracked after launch or closeout. - The PMO has documented operating rhythms and ownership for each part of the system. ### Adoption Risks - Dashboard pages that mirror raw lists will not change executive behavior. - Red/yellow/green status must be defined or reporting will become political. - Communications should be brief and decision-oriented or stakeholders will tune them out. ## Operating Model ### Demand triage Owner: PMO intake lead Cadence: Twice weekly - Review new requests - Assign triage owners - Request clarification - Move approved demand to charter ### Sponsor approval Owner: Business sponsor group Cadence: Weekly - Approve or reject charters - Resolve revision requests - Confirm value and scope boundaries - Name accountable owners ### Gate governance Owner: PMO governance lead Cadence: Weekly or by stage movement - Review gate evidence - Approve exceptions - Record stage changes - Escalate blocked transitions ### RAID and change control Owner: Delivery governance lead Cadence: Weekly - Review overdue actions - Escalate critical risks - Route change approvals - Confirm closure evidence ### Executive reporting Owner: PMO reporting lead Cadence: Weekly status and monthly portfolio review - Publish portfolio dashboard - Send stakeholder digest - Track decisions needed - Maintain benefits review views ## Definition Of Done For The 90-Day Build - New demand has a single submission path and triage queue. - Approved work has a charter, sponsor decision, and initial project record. - Projects move through stages with gate evidence and approval history. - Risks, issues, actions, decisions, escalations, and change requests have owners and due dates. - Executives can see portfolio health, exceptions, decisions needed, and trends without opening raw lists. - The PMO has named owners for triage, sponsor approval, gate governance, RAID/change control, and executive reporting. --- Generated from the BuilderVault PMO toolkit content.