PMO's and the CxO Tuesday 6 June 2023 APM PMO Specific Interest Group Presented by: Paul Evans The link to the write up page and resources of this webinar: https://www.apm.org.uk/news/pmos-and-the-cxo-webinar/ Content description: The majority of projects have either PMO’s or people who fulfill this function coupled with the governance that reports up the chain to the CxO level. In theory, this should enable any issues arising to be evident early so clear direction and support can be provided to resolve the issue. After all the success of the project is in the interest of the board as well as the project team. So why is there often friction between the two and many projects struggle to obtain the support or even interest of the board? This webinar looked at the roles and responsibilities of the CxO and the PMO and the issues that arise that prevent the two working effectively together. Solutions such as a Chief Project Officer and Enterprise PMO are then explored.

1. PMO’s and the CxO
APM PMO SIG
Paul Evans, MIGSO|PCUBED
6 June 2023

2. Typical CxO roles
• Chief Executive Officer
CEO
• Chief Finance Officer
CFO
• Chief Operations Officer
COO
• Chief Information Officer
CIO
• Chief Technical Officer
CTO

3. Effective Project Board
• Authority
• Credibility
• Ability to delegate
• Availability
© 2023 Association for Project Management 3
From Prince2

4. PMO standard functions
• Defines project guidelines and standards
• Ensures projects run smoothly, adhere to quality standards
and meet deadlines
• Create actionable plans by defining measurable goals
• Offer support to project teams by deciding how to allocate
funding and resources based on priorities
• Improve efficiencies
• Aid decision making through project and deliverable tracking
• Increase stakeholder visibility into projects
• Produce management reports
• Deliver business benefits
• Promote PPM practices
• Provide support to PPM staff

5. Common issues
Not the right data presented
Not clearly explained against corporate objectives
CxO don’t understand project speak
Don’t understand impacts of decisions
CxO not data driven/literate
Personal agendas
Unable to manage conflicting interests
Lack of prioritisation/leadership

6. What typically happens
Financial status doesn’t predict performance
Details hidden from CxO
Variety in reporting – lack of clarity
Focus on positives until can no longer be hidden
Reporting on project data not business data
Lack of clear prioritisation
Lack of alignment to business objectives
DISTRUST

7. How do we fix it?
CPO – Chief
Project
Officer?
Executive
PMO
(EPMO)

8. CPO
Voice at the board
Able to translate data both ways
Clear leadership for project management
practices
Able to influence across the organisation
Valued by other board members/shareholders?

9. Types of PMO

10. EPMO Responsibilities
• Set ground rules and expectations for the project teams
• Formalise a common language for project managers, functional leaders and other stakeholders that
smooths communication and ensures expectations are fully understood
• Set appropriate levels of visibility and increase accountability across an entire organisation
• Champion business transformation
• Increase agility when adapting to other initiatives or changes within an organisation
• Conduct resource and capacity planning
• Establish and maintain key competencies and skills, and set standards
• Determine and communicate key performance indicators for measuring project performance
• Conduct regular reviews and ensure organisational compliance
• Create buy-in throughout the business

11. EPMO Responsibilities compared to standard PMO
• Set ground rules and expectations for the project
teams
• Formalise a common language for project
managers, functional leaders and other
stakeholders that smooths communication and
ensures expectations are fully understood
• Set appropriate levels of visibility and increase
accountability across an entire organisation
• Champion business transformation
• Increase agility when adapting to other initiatives
or changes within an organisation
• Conduct resource and capacity planning
• Establish and maintain key competencies and
skills, and set standards
• Determine and communicate key performance
indicators for measuring project performance
• Conduct regular reviews and ensure
organisational compliance
• Create buy-in throughout the business
• Defines project guidelines and standards
• Ensures projects run smoothly, adhere to quality
standards and meet deadlines
• Create actionable plans by defining measurable
goals
• Offer support to project teams by deciding how
to allocate funding and resources based on
priorities
• Improve efficiencies
• Aid decision making through project and
deliverable tracking
• Increase stakeholder visibility into projects
• Produce management reports
• Deliver business benefits
• Promote PPM practices
• Provide support to PPM staff
EPMO PMO

12. EPMO Best practices and framework
Corporate governance
Strategic management
Portfolio management
Program and project management
Corporate structure
Information technology
Human resources and culture

13. © 2023 Association for Project Management 13
Level 1: Initial / Ad hoc
No effective PMO model, often due to past failures with a Project Office or PMO
Level 2: Planned / Repeatable
Project Office that focusses mainly on strategic projects and / or best practices
Level 3: Defined / Organised
PMO’s provide effective mentoring, training & oversight for project managers and teams
Level 4: Integrated / Managed
An Enterprise PMO provides proactive support of programmes and
related projects
Level 5: Optimised / Sustained
EPMO has evolved to a true decision support office
For executives

14. Conclusions
Lack of experience / awareness from both sides causes issues
Clear definition of the role of the PMO is needed – Sponsorship is critical
The PMO / CxO need to work together to mature this relationship - This may be
a slow process
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