The document discusses key findings from ESI's global survey on Project Management Offices (PMOs). Some of the main points from the survey include: - Over 3,000 respondents from 16 industries and 6 continents participated in the survey. - Around half of respondents have a PMO in their organization, with value and effectiveness of the PMO recently being questioned in many cases. - Many PMOs do not formally measure their own effectiveness or the impact of training provided. - Areas like improved training, processes, and resource management are seen as areas PMOs have contributed improvements. - Active involvement in sustaining skills after training is an area many PMOs could improve.

1. The Global State
of the PMO 2012
On the road to the
next generation
Ravi Sahi, PMP, SCPM
Regional Director, Client Solutions
Practice Manager, ESI Consulting Group
rsahi@esi-intl.com

2. building talent, driving results 2

3. 2,249
building talent, driving results 3

4. building talent, driving results 4

5. You don’t have to go it alone
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6.  Our Agenda
Today
 A quick look at ESI’s
global PMO survey
 Facts
 Value of PMO
 Role in Training
 Health Check and steps
to getting it Right
 A case study of recent
work to Accelerate a
PMO
6

7. Global PMO Survey
Survey Quick Value & The PMO and
Facts Effectiveness of Training
the PMO
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8. Survey Quick
Facts

9. ESI’s Global Survey
 3,000+ Respondents
 16 Industry Sectors
 6 Continents
 PMO staff & Non-PMO
staff
9

10. Who participated?
10

11. By Geography
OZ/NZ
6%
North
UK 14% America
26%
Europe
20% Asia
34%
11

12. Survey Responses by APAC
Territory
Survey responses by APAC Territory
(977 responses)
Singapore China India Australia/New Zealand South East Asia Asia (other)
7.57%
6.45% 22.72%
18.83%
12.08%
32.34%
building talent, driving results

13. Singapore Responses by Role
Which of the following best describes your current role within the organisation?
(222 responses)
Programme Management role Portfolio Management role
Project Administrator role Project Management role
Business or Functional role Management role within the PMO, e.g. Head of PMO, PMO Manager
Administrative role within the PMO
2.25%
2.70% 0.90%
8.11%
11.26%
35.59% 39.19%
building talent, driving results

14. Do You Have a PMO?
(Singapore)
Does your organisation have a PMO in place today? (222 responses)
Yes, we have a global PMO structure Yes, we have a regional or divisional PMO structure
Yes, other No - but we plan to implement a PMO during 2012
No - we used to have a PMO but it was closed down/disbanded No - we have never had a PMO
Don't know
10.81%
31.08%
17.12%
6.76%
1.80%
2.70%
29.73%
building talent, driving results

15. By Annual Revenue
25%
20%
15%
10%
5%
0%
15

16. Relationship to PMO
Part of
Influenced PMO
by PMO 42%
48%
16

17. My perspective
 Good geographic distribution
 Broad industry coverage
 Knowledgeable & experienced respondents
 Two different perspectives represented (PMO vs
non PMO)
 Weighted towards large organizations & perhaps
IT professionals
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18. Now, let’s
“dive” into
the key
findings!
Now let’s “examine” the key findings
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19. Value and
effectiveness of
the PMO

20. Has the PMO’s value been questioned?
No Yes
100%
90%
80%
56% 54%
70%
60%
50%
40%
30%
44% 46%
20%
10%
0%
PMO-Managed (823) Non-PMO-Managed (1180)

21. Has the value of the PMO recently been questioned, or challenged, by any of the following stakeholder
groups?
Yes No
100%
PMO Value
90%
80% 45.92% 46.88%
53.66% 52.58%
70%
60%
50%
40%
30% 54.08% 53.13%
46.34% 47.42%
20%
10%
0%
PMO-Managed - APAC PMO-Managed - Non-PMO-Managed - Non-PMO-Managed -
Mean Singapore APAC Mean Singapore

22. Geographies where PMOs value is
questioned the most
Australia/NZ 68%
China 67%
Middle East 63%
Europe 60%
UK 58%
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23. Geographies where PMOs value is
questioned the most
..and that’s a
GOOD place
to be
45%
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24. Which Stakeholder Groups Have
Challenged? – Multiple selections available
Which stakeholder groups have recently challenged or questioned the value of the
PMO?
PMO-Managed - Singapore Non-PMO-Managed - Singapore PMO-Managed - APAC Mean Non-PMO-Managed - APAC Mean
100%
90%
80%
70%
60%
50%
40%
30% 57.89%
52.63% 52.63%
20% 42.11%
10%
58.70% 30.43% 54.35% 34.78%
0%
Executive or senior management Program managers Project managers Internal or external customers
building talent, driving results

25. Measuring PMO Effectiveness
Does your PMO measure, and report formally on, its own effectiveness?
Yes No Don't know
100% 9.17% 10.81%
90% 29.11%
33.73%
80% 24.77%
70% 48.65%
24.78%
60%
24.10%
50%
40%
66.06%
30%
46.11% 42.17%
40.54%
20%
10%
0%
PMO-Managed - APAC PMO-Managed - Singapore Non-PMO-Managed - APAC Non-PMO-Managed -
Mean Mean Singapore
building talent, driving results

26. Data Used to Communicate
PMO Effectiveness
What data does your PMO use to communicate and report on its own effectiveness?
PMO-Managed - Singapore Non-PMO-Managed - Singapore PMO-Managed - APAC Mean Non-PMO-Managed - APAC Mean
100%
90%
80%
70%
60%
50%
40% 80.00%
73.33%
30% 60.00% 60.00%
53.33% 53.33%
46.67% 46.67%
20%
10%
60.00% 45.71% 51.43% 31.43% 34.29% 37.14% 62.86% 40.00%
0%
Improved number A higher ROI on Increased customer Project Higher levels of Existence and use Projects delivered Improvements in
or percentage of projects satisfaction management’s proficiency and of a common on time and to resource utilization
successful projects. raised profile motivation in project enterprise-wide budget. and a reduction in
throughout the staff methodology project staffing
organization issues.
building talent, driving results

27. Improvements Attributable to
PMO Involvement
To what extent has the PMO been responsible for improvements achieved in the following
areas?
PMO-Managed - Singapore Non-PMO-Managed - Singapore PMO-Managed - APAC Mean Non-PMO-Managed - APAC Mean
100%
90%
80%
70%
60%
50%
40%
67.03% 68.65%
30% 62.70%
56.22% 58.38%
20%
10%
52.05% 61.20% 53.25% 55.66% 60.96%
0%
Improved training and Improved processes, standards Better resource management Better communication and co- More effective monitoring,
development for project-related and methodologies across the across projects and divisions, operation between functions measurement and reporting of
staff (increased talent retention, organization(s) and tangible leading to improved risk and and projects project performance data,
active coaching and mentoring) data to support levels of quality management leading to greater visibility at
adoption and use. executive and portfolio levels
building talent, driving results

28. How Well Does the PMO Fulfil
Its Role?
To what degree would you say your PMO fulfils its role?
PMO-Managed - Singapore Non-PMO-Managed - Singapore PMO-Managed - APAC Mean Non-PMO-Managed - APAC Mean
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Poor (not meeting business Fair (meeting some Good (meeting most Very good (meeting all Excellent (PMO is viewed as
objectives, may be closed business objectives, business objectives) business objectives with core to the business)
down) struggling with others) organisation-wide support)
building talent, driving results

29. PMO Maturity by Evolutionary Stage
(PMO-Managed Staff Perspective – Singapore)
PMO Maturity by Evolutionary Stage - PMO-Managed Staff (Singapore)
Not part of remit Not fully in place Still evolving Fully embedded
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Stage 1: Stage 2: Stage 3: Stage 4: Stage 5: Track Stage 6:
Gather and Develop and Manage, Manage and report on Manage the
report on enforce allocate and dependencies project ROI health of the
project standards, control PM across multiple and benefits Project
progress data methods and resources projects and/or realization Portfolio
processes programmes
building talent, driving results

30. Time to be concerned-it’s a some work to do
We’ve got
wakeup call!
I’ve go to
work harder
and smarter!
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31. My perspective
 Value of PMO remains “front and center”
 Too many PMOs not measuring effectiveness
 PMO Heads in non-ops function need to reach out
more to project professionals
 PMO should consider ways to accelerate
evolutionary development
 PMO Heads need to do a better job of marketing and
public relations
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32. The PMO and
Training

33. And the good news is…….
33

34. PMO Involvement in Training
Is the PMO actively involved in the training and development you receive for Project Management and/or
Programme Management?
Yes No
100%
15.29%
90% 25.58%
80% 43.83%
51.46%
70%
60%
50%
84.71%
40% 74.42%
30% 56.17%
48.54%
20%
10%
0%
PMO-Managed - APAC PMO-Managed - Non-PMO-Managed - Non-PMO-Managed -
Mean Singapore APAC Mean Singapore
building talent, driving results

35. What type of “training” is provided?
80%
PMO
70%
Non-PMO
60%
50%
40%
30%
20%
10%
0%
35

36. Measuring Training Impact
Does your PMO measure the impact of training?
Yes No
100%
17.00%
21.03%
90% 25.00%
29.03%
80%
70%
60%
50%
83.00%
78.97%
40% 75.00%
70.97%
30%
20%
10%
0%
PMO-Managed - APAC PMO-Managed - Non-PMO-Managed - Non-PMO-Managed -
Mean Singapore APAC Mean Singapore
building talent, driving results

37. How Is Impact Measured?
Which of the following methods are used by the PMO to measure the impact of training?
PMO-Managed - Singapore Non-PMO-Managed - Singapore PMO-Managed - APAC Mean Non-PMO-Managed - APAC Mean
100%
90%
80%
70%
60%
50%
40% 77.27%
30%
45.45%
20%
27.27%
10% 18.18%
83.33% 30.56% 16.67% 19.44% 4.55% 2.78%
0%
Immediate post-training Follow-up evaluations, e.g. on Return on training investment Another department (such as Other
participant feedback forms. % transfer of what was (Training ROI) - improvements Human Resources) measures
taught/learnt during the training in efficiencies, productivity, training impact.
now being applied back on the profits, costs, reduced staff
job. turnover, etc. that can be
attributed (directly or in part) to
the training.
building talent, driving results

38. My perspective
 More PMOs taking active role in training
 Training topics seem to align to PMO
maturity level
 Incorporate soft skills training earlier in
PMO maturity stage
 Better training measurement techniques
needed…..dump the “smile” sheets
 Availability & uptake of training appears
strong but…..
38

39. The impact of
sustainment on
PMO’s value

40. Does PMO help practice, master, and
sustain new skills?
Yes No
100%
90%
80%
43% 53%
70%
60%
50%
40%
30%
57% 47%
20%
10%
0%
PMO-Managed Non-PMO-Managed 40

41. How is learning sustained?
Non PMO
Peer support
PMO
Stretch assignments
OJT coach
Follow-up discussions
Discuss before event
0% 20% 40% 60% 80%
41

42. How well does the PMO fulfill its role?
Active sustainment vs. No active sustainment
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Poor Fair Good Very Good Excellent
42

43. Measuring PMO Effectiveness
Yes No Don't know
100%
18%
90% 31%
80% 17%
70%
60% 30%
50%
40%
65%
30%
39%
20%
10%
0%
Active Sustainment No Active Sustainment
43

44. Percentage of PMOs Involved in Active
Sustainment by Country/Region
Country/Region % of PMOs Involved w/
Sustainment
China 35%
India 34%
Sweden 27%
USA 23%
SE Asia 22%
Middle East/Africa 21%
Europe (other) 19%
U.K., Singapore, Aus/NZ 18%
Canada 16%
44

45. My perspective
 Sustainment works and has a big impact on
PMO evolution and probably performance
 Coaching one of the best “bang for the buck”
interventions
 PMOs engaged in sustainment focus on
measuring their own effectiveness a lot more
 Plenty of room to improve and show value.
Singapore is low at 18%
45

46. Thanks for
listening!
Questions?
www.esi-intl.com.sg
building talent, driving results 46