A summary of the current state of PMOs and a view of a PMO that has a more strategic focus on implementing business strategy instead of tactical project execution.
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PMO 2.0 - The Strategic Focused PMO
1. Jeffrey D. Mansfield
Project Management/Program Management/Portfolio Management Professional
jeffreydmansfield#@gmail.com
http://www.linkedin.com/in/jeffreydmansfield/
March 10, 2014
2. PMOs were created to increase project
success rates by implementing best
practices, tools, and processes.
Many have not been effective at
improving project delivery and are seen as
rigid, burdensome, and not helpful.
A new style of PMO is emerging that is
focused on delivering business strategy, is
flexible and minimally invasive, and
focused on delivery of projects instead of
process and tools.
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/
3. The majority of PMO’s are based on one of these
frameworks:
Organizational Unit Based.
▪ Provides project related services to support an organization.
Project Specific.
▪ Supports a specific project or program.
Project Support.
▪ Provides enabling processes for management of projects.
Enterprise Based.
▪ Responsible for alignment of projects to corporate strategy.
Center of Excellence.
▪ Provides methodologies, standards, and tools to better deliver
projects.
Source – PMI’s Pulse of the Profession: PMO Frameworks
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/
4. Project/Program Delivery.
Schedule/Cost/Scope/Risk/Resource Management.
Communications.
Project integration.
Standards, Methodologies, Processes.
Methodology definition.
Process development and improvement.
Metrics definition.
Portfolio Prioritization.
Portfolio Reporting.
Prioritization.
Resource allocation.
Governance and Performance Management.
Performance reporting.
Information distribution.
Issue escalation.
Source – PMI’s Pulse of the Profession: PMO Frameworks
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/
5. The effectiveness of over 40% of PMOs is viewed
as Poor or Fair.
Fair – Not meeting some objectives, struggling with
others, weak sponsorship.
Poor – Not meeting objectives, may be dissolved.
Source: Plainview 2008 PMO 2.0 Survey Report
46% of organizations still do not understand the
value of project management.
Rate has not changed from 2013 to 2014.
Source: PMI Pulse of the Profession,The High Cost of Low Performance 2014
Many PMOs are tactically focused on process,
metrics, and tools instead of strategically focused
on business outcomes.
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/
6. Viewed as a compliance organization, “the
process police”, not a service organization
that provides assistance on projects.
Implements processes that are inflexible and
cannot be modified based on project needs.
Places demands for additional information
on project managers.
Implements tools that are not well used as
they provide little value to the project team.
Lack of alignment of projects to business
strategy.
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/
7. PMOs are shifting focus to become a
more strategic organization that actively
supports the implementation of key
business strategy by:
Focusing on critical initiatives.
Instituting smart and simple processes.
Fostering talent and capabilities.
Encouraging a culture of change.
Source –The Boston Consulting Group – Strategic Initiative Management
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/
8. Setting a vision while paying attention to fundamentals.
Creating a framework for managing plans, budget, risks, and
reporting while allowing Project Managers to determine the actual
approach.
Making change management a high priority.
Part evangelist, part therapist, part coach to successfully transition
the organization to a more disciplined Project Management
approach.
Creating a culture that embraces organizational excellence.
The right people in place with Project Management as a formally
recognized role having a defined career path and the appropriate
training for everyone based on project role.
Transparency to make strategic moves.
Managing strategic portfolios with executives owning business
outcomes, and the PMO owning execution and feedback on the
portfolio.
Source – Forrester Consulting – Strategic PMOs Play aVital Role in Driving BusinessOutcomes
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/
9. Although the original purpose of PMOs
was to increase project success rates,
many have struggled to improve project
delivery.
They are frequently viewed as not being
effective and problematic.
A new style of PMO is emerging, one
focused on implementing business
strategy which embraces flexibility, is
minimally invasive, and focused on
implementing strategy instead of process
and tools.
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/
10. Want more Information?
Suggested Reading:
Jeffrey D. Mansfield
Project Management/Program
Management/Portfolio Management Professional
Driving Business Strategy Implementation
through Projects
http://www.linkedin.com/in/jeffreydmansfield/
http://www.twitter.com/jeffmansfld
Resume -
http://www.slideshare.net/jeffreydmansfield/resume
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