Program Management Office (PMO) > PMO Value

A new global survey indicates disparities in the measurement and effectiveness of PMOs, leaving their value a great unknown.

There are many ways you can poison your PMO and ensure that it doesn’t see tomorrow’s sunrise. In our last article, we looked at some leading PMO killers such as failing to identify an identity, ignoring your stakeholders and making things complicated. In the conclusion of this two-part series, we look at five additional deadly deeds.

Do PMOs have value? Arguably, yes. At least...sometimes. According to the results of recent research, the presence of a PMO was often a contributor to the attainment of organizational value. What was of particular concern, however, was the actual role of the PMO within the organization. Two broad types emerged within the research; find out what they are inside...

New benchmark study on project management offices shows consistent, two-year trend in delivering quantifiable value, with upwards of $400,000 in savings per project.

How many people in your organization know what the PMO actually does? Here, we look at the work that the PMO can do to help a key group of people understand how the PMO operates: project stakeholders.

PMOs: A panacea for some, a disaster for others. If like many others you anticipate a bad ending, you've come to the right place. Want some sure-fire approaches for disaster? Here are some tips on killing your PMO. (Optimists can go ahead and do the opposite...)

Before PMO directors pursue ISO 9001 certification, it is important to understand what it constitutes and how it can benefit PMOs. For some, the certification can be a way to increase performance and staff confidence. For others, it can be cost-prohibitive and add little value.

Interest in project portfolio management tools (and PMOs) is holding steady, according to a review of inquiries at one top research firm.

Many PMOs are struggling to survive the cost-cutting knife, facing staff reductions and increased workloads. It is during these periods of adversity that PMO leaders must take steps to discard the PMO’s image as a cost center and recast itself into a profit center.

What does your project management office need to do to ensure that it's serving your organization? What makes it effective? In this writer's professional experience, five primary factors greatly influence the ultimate success of the PMO.

Management consultants are being called on to help establish project management offices that are simply not equipped to succeed after they leave. Here are three things they’re doing wrong.

The head of the PMO has a significant responsibility to the project managers to act as career coaches and mentors. Are you taking that role seriously?

Based on the best practices of winners and finalist from PM Solutions’ annual PMO of the Year award, a new book offers tips, insights and checklists for people management, performance measurement, strategic alignment, organization design and more.

Does your PMO Produce Multiple Obstacles for your project or Promote Many Opportunities for success? PMOs often get a bad reputation on agile teams, but it need not be that way--they can also add tremendous support and be a great help.

How can you ensure that your PMO is as strong as it can be as the economy recovers? In this article, we look at how you can use this opportunity to improve your PMO--making it a more significant contributor to your organization than it was before the downturn.

A project management office should be an integral component of your organization’s project management practice, and it should be delivering results that are critical to business and mission success. This white paper examines key PMO functions, characteristics and challenges, and showcases attributes of a successful PMO. A four-step plan is also provided to improve your PMO’s value to the organization at large.

From the Saudi Arabian MOI NIC
The history and culture of the Kingdom of Saudia Arabia posed unique challenges to the Ministry of Interior’s PMO. Like Harris Corporation, they understood the four reasons why many organizations fail to transform their Project Management cultures, and avoided these pitfalls working with OPM Experts LLC. But as a counterpoint to Harris, the NIC’s case shows how the culture can be the driver of process deployment.

One of the unsung PMO functions is managing risk. There are a lot of aspects of risk management where the PMO can provide tangible support to project managers in their endeavors. In this article, we explore some of that support in terms of identification, analysis and response.

Many companies struggle with justifying the need to maintain a project management office after it is established. But the onus is on the PMO itself. Here are five key performance indicators that PMOs should use to measure effectiveness and ensure alignment with the needs of the organization.

Contrary to a recent report, PMO longevity doesn't lead to greater success; PMO success leads to longevity. And PMOs that thrive share fundamental commonalities of alignment, from culture to customer, that they start getting right early in their existence. Here are six ways your PMO needs to be aligned.

A strong resource planning process contributes to PMO and portfolio productivity. At the annual Resource Planning Summit, practitioners gather to share insights, approaches and results.

This writer has seen some truly atrocious project communications where the PMO seems at a loss to be able to assist. In this article, he looks at a few ways that the PMO may be able to assist in building a communications model that brings consistency without burying the PM in “dashboard hell”.

As a PMO, do you have a view on project manager certification? When people join the PMO from other areas of an organization, there is often an expectation that they will follow a certification path. So what are the options, and what should you be thinking about in determining whether your PMO should require certification?

As we enter 2011, it's time for a refresher--it's the perfect time to explore the cross section of views and perspectives about PMOs. It's the perfect time to see what others are thinking regarding the state of PMOs, and this article will focus on starting a PMO, avoiding PMO failure, trends and the future of the PMO.

When it comes to standardizing project management practices, PMOs are essential. If your organization doesn’t have a PMO, here are some ways to approach the concept. (And even if you do have a PMO, they will serve as important reminders!)

Welcome to the PMO! Does your Program Management Office have a plan for helping new project managers? More than any other function, the PMO varies hugely from one organization to the next--and even from one division to the next. That means that there will always be a ramp-up period for anyone entering as a project manager--and yet many PMOs make no allowance for this.

Just in case you are not satisfied with a thankless workforce, there are ways you can use PMO influence to directly improve their daily work lives--and get their support for all your PMO efforts.

We seem to be moving from the “every PMO is different” model to the “PMOs fit into one of several types” model. However, since the heady days of Y2K the world has changed a lot--and created a lot of opportunities for PMOs to reinvent themselves and create a new model. This writer may be a power-crazed egomaniac, but he thinks PMOs can run the organization (if not the world).

Why do PMOs have such a high failure rate? It's time to take a look at the top 10 PMO worst practices--and advice on how to avoid them.

Establishing a program management office is a project in Itself. And like all projects, you need a charter that presents a clear and measurable purpose, scope, schedule, quality, budget, risks and critical success factors. Here are guidelines for creating a charter for your PMO project.

For organizations tracking and managing dozens, even hundreds of projects, a responsive, accountable project management office is crucial to success. In the first of a six-part series on enterprise project management best practices, we outline the first steps in creating a PMO.

Project, program and portfolio management offices have survived tough economic times, but they have not advanced the cause of operational excellence, according to a survey of 600 practitioners.

A project management office can operate on a continuum, from providing project management support functions in the form of training, software, standardized policies and procedures to actual direct management and responsibility for achieving the project objectives. Here, we look at some of the key responsibilities and features of a typical PMO.

A new benchmark study on the value of project management offices reveals increased maturity can drive major savings per project. Additional findings suggest significant increase in executive influence.

If you’re struggling to implement PMO processes in your organization, here is a no-nonsense, lean PMO process set that focuses more on delivery—and less on bureaucracy.

The purpose of the PMO is to create a more efficient, more successful project portfolio. How do you know if your PMO is getting the job done? That's where PMO governance comes into play.

Do you actually have a Project Administration Office? How do you combat the tendency of PMOs to consume all of their time with administration and get them to focus on proactive management?

Executives need projects so they can deliver on commitments, and projects need executives, who control the resources and networks essential to success. This co-dependent relationship is itself a project that can be cultivated within a PMO for an organization's strategic long-term benefit.

Collaboration is a common theme throughout many of the leading trends for project management in 2012, as determined by a global panel of senior executives and subject matter experts.

Project management offices are often viewed as “overhead” by executive management and become the target of cutbacks in tough economic times. In fact, PMOs can help organizations weather the economic storm by prioritizing and aligning projects with strategic goals.

From Harris Corporation
Harris Corporation offers compelling insights into the impacts that process can have on culture and vice versa. This organization understood the four reasons why many organizations fail to transform their Project Management cultures, and avoided these pitfalls with their PMO working with OPM Experts LLC.

Implementing a PMO is not a panacea to an organization’s project woes. Instead, it is PMO maturity that makes the difference, according to a new study. As a PMO matures and assumes more responsibility in areas such as portfolio and people management, organizational success metrics improve, elevating the PMO’s value to the organization.