Americo PInto's presentation about PMO Value at the PMI EMEA Global Congress 2016 in Barcelona.

1. HOW TO MAKE YOUR PMO SUCCEED:
TRANSFORMING EXPERIENCE INTO
REMARKABLE VALUE
Session Code: EM16INP03
Americo Pinto, PMP
Chairman, PMO Global Alliance

2. Session Objectives
IN THIS SESSION YOU WILL:
• Be challenged about your previous concepts regarding
PMOs;
• Understand why we must debunk the myths that destroy
the PMO value;
• Figure out how to design a PMO truly committed to
creating value.

3. What is the PMO VALUE RING?
• It is a methodology to create or redesign PMOs.
• It is the result of a 5-year international research project.
• It was jointly developed with experienced PMO leaders.
• It adapts to different circumstances.
• It provides recommendations based on the experience of
the worldwide community of PMO professionals.

4. • The “Stakeholders-Driven PMO” concept.
• The only thing that really matters is to be recognized.
• Meeting Stakeholders’ Expectations = Perceived Value.
A New Mindset for PMOs

5. Let’s talk about some PMO myths

6. “Each organization must choose its type of PMO:
Controlling PMO; Supportive PMO; Directive PMO,
Strategic PMO, Center of Excellence, etc.”
Myth 1

7. • There are many books suggesting “types” of PMOs.
• Each type provides an “ideal” set of functions.
• Choosing a “type” of PMO is the first step to failure.
• It will lead you to follow pre-established models, as if they
were the path to success.
Why it will lead you to failure

8. • The choice of a "type" is absolutely unnecessary.
• Flexibility is the key to generating value.
• Your PMO may be all types at the same time. Or maybe
none of them.
• What really matters is that the PMO must perform
functions that meet the stakeholders’ expectations.
What the community experience has shown us

9. “Providing project management methodology and tools
are the most important functions for a PMO.”
Myth 2

10. • The PMO functions have a potential of generating a
perception of value over time.
• “Providing project management methodology and tools”
are important but not enough.
• An unbalanced PMO loses support or doesn’t survive to
see its results.
Why it will lead you to failure

11. • How the PMO will generate value over time is important
to keep the PMO stakeholders’ support.
• The PMO functions must generate perception of value in
the short and long term.
• When selecting the functions of your PMO don’t forget to
keep it balanced.
What the community experience has shown us

12. “First define the PMO team and then
define what the PMO will do.”
Myth 3

13. • PMOs are often started in the opposite way to what would
be recommended.
• It is difficult to align expectations and measuring results
without defining processes for each function.
Why it will lead you to failure

14. • First define what the PMO will do, then identify the
necessary resources.
• Establishing a formal process for each PMO function
contributes to the alignment of expectations.
• They must be adapted to the needs of the organization.
What the community experience has shown us

15. “The success of the organization’s projects
demonstrates
the success of the PMO.”
Myth 4

16. • Successful projects don’t necessarily mean a successful
PMO.
• Everything will depend on what functions the PMO is
performing.
Why it will lead you to failure

17. • It is impossible to demonstrate value without measuring
performance.
• Each PMO function should be measured differently.
• The selected set of KPIs should be used to monitor the
PMO performance.
What the community experience has shown us

18. “The competencies of a PMO Professional
and of a Project Manager are the same.”
Myth 5

19. • The competencies of a PMO Professional are not
necessarily the same as a Project Manager.
• They will depend on the functions that are being
performed.
Why it will lead you to failure

20. • The greater the adherence to required competencies, the
greater the value generated.
• The most appropriate professionals should be selected
and allocated for each function, considering the
relevance of each competency .
What the community experience has shown us

21. “The PMO should evolve its maturity
from the operational to the strategic level.”
Myth 6

22. • “Organizational Project Management Maturity” and
“PMO Maturity” are different concepts.
• Being strategic or operational is not a sign of maturity,
but a consequence of the stakeholders’ needs.
Why it will lead you to failure

23. • The mature PMO performs its functions in a high level of
sophistication. No matter if these functions are strategic or
operational.
• The greater the function maturity, the greater the value
generated.
• Action plans will support the PMO maturity improvement.
What the community experience has shown us

24. “It’s impossible to calculate the financial
return of a PMO.”
Myth 7

25. • It is hard to identify the PMO ROI if the variability of the
PMOs is not considered. But it is hardly impossible.
• The lack of information may cause the PMO expenses to
exceed its potential to generate value.
Why it will lead you to failure

26. • The basic assumption is that the PMO exists to mitigate
cost overrun in the organization's portfolio.
• Different organizations, different reasons for portfolio cost
overrun.
• The PMO functions will determine the PMO potential to
mitigate the portfolio cost overrun.
What the community experience has shown us

27. “The Balanced Scorecard may be used only to
monitor the organization’s strategic performance.”
Myth 8

28. • Monitoring the strategic project portfolio is a PMO function.
• If you are not monitoring the PMO strategically you don’t
know how it is creating value for the organization.
Why it will lead you to failure

29. • “Value” for the PMO is much more than just a financial
measure.
• Many factors will influence the strategic performance of the
PMO and, consequently, its ability to generate value and
be recognized.
• The PMO strategic map will be the ultimate reference to
the value generation for its stakeholders and the
organization.
What the community experience has shown us

30. What you must never forget
if you want to succeed
• Never follow pre-established PMO types. They are the
shortest path to failure.
• The secret of success is to be sufficiently flexible to meet
the expectations of your stakeholders.
• Everything in PMOs will depend on the functions that are
being performed.
• There is no right and wrong in PMOs. There is only what
your PMO must do to have its value perceived.
• Reevaluate and reinvent your PMO whenever necessary.

31. • Americo Pinto
• www.pmoga.com
• www.pmovaluering.com
• americopinto@pmoga.com
Thank you!
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Americo Pinto Americo Pinto
Americo Pinto @americopinto Americo Pinto