9 signals your_pmo_needs_direction_pm_pg_march2013

9 Signals
that your PMO needs direction

Advisory

Capability
Delivery

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FIRST
SIGNAL
Executives are not
engaged with the PMO


FIRST
SIGNAL


SECOND
SIGNAL

No Training Plans


SECOND
SIGNAL
With ongoing market pressures,
evolution of best practices and
increasing demands to do more with
less most staff could use additional or
refresher training.

Without structured training plans your
PMO may become outdated which will The same can be said for
result in your PMO losing business all roles within your
value, depth of knowledge and organisation.
experience.


THIRD
SIGNAL

No common approach


THIRD
SIGNAL
Without consistency, the
PMO cannot learn from
experiences.
For a PMO to be
successful it must have
appropriate, repeatable
and effective processes in
place that are reviewed
regularly.


FOURTH
SIGNAL
Inadequate Reporting
To Management


FOURTH
SIGNAL

However if there is no
meaningful reporting mechanism
to report project and portfolio
status to executive management,
then it’s very difficult to show or
prove PMO relevance to them.
Gain executive support by
providing relevant, compelling
data and insights.


FIFTH
SIGNAL

PMO Doesn’t Handle Key Projects


FIFTH
SIGNAL
A key indicator of executive
management lacking confidence in
the PMO is when key projects are
redirected elsewhere within the
organisation and are managed by
individuals that are not part of the
PMO. Whilst it is good practice for
an organisation to set up a special
temporary PMO for projects that are
larger and more complex than
anything run before. It is necessary
for the PMO to be an integral part
of the company’s success.


SIXTH
SIGNAL

Apathy


SIXTH
SIGNAL
Apathy in the workplace is a
significant signal that there
are underlying issues that
need to be addressed
immediately by the leadership
team.
Failure to correct issues in the
PMO early can leave a
normally ambitious PMO open
to develop other, more
alarming and (costly)
problems.


SEVENTH
SIGNAL

Under-performance


SEVENTH
SIGNAL
Each company will encounter the
occasional missed deliverable or deadline
because in reality no PMO is perfect.
However, it is important that PMO leaders
identify whether these missed deliverables
are a symptom of a much larger issue
within the PMO.
If lagging performance is becoming
noticeable it is imperative to quickly identify
the problem by assessing people, process
and organisational factors and to take steps
necessary to address issues or realign the
PMO to the organisations needs.


EIGHTH
SIGNAL

High turnover


EIGHTH
SIGNAL
Watch for rising resignation numbers. A
deluge of transfers and resignations are
a clear signal of dissatisfaction within the
PMO.
Perhaps PMO members may have
become disgruntled with lack of growth
opportunities, there is a lack of
communication, or the PMO isn’t
receiving the executive support it
requires.
Be mindful of PMO staff attitudes as
strong performers will often be the first
ones to realise something is wrong, but
they won’t always be the first to leave.


NINTH
SIGNAL

The Blame Game


NINTH
SIGNAL
The blame game is usually a late occurring
signal that a PMO needs direction.
Usually there will be other signals that the
PMO is struggling before the workplace
environment deteriorates into a witch-hunt.
If your team is preoccupied with redirecting
blame rather than sourcing a solution it is a
clear indicator that workplace difficulties are
pervasive and the PMO would benefit from
some guidance.


The use of expert support is an increasingly
popular solution for a PMO when it requires
strategic direction.

This approach can be very effective, as
external experts have the broad experience
across many PMOs, as well as the
background to operate at the appropriate
level. This can prove vital regarding
reinvigoration of a PMO or establishing a
more proactive and flexible PMO strategy.


Advisory

Capability
Delivery

We are the trusted service provider to Australia’s
leading and emerging PMOs.


9 signals your_pmo_needs_direction_pm_pg_march2013

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9 signals your_pmo_needs_direction_pm_pg_march2013