Proving the PMO

  PMO   Stakeholder Management   ProjectsAtWork  

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.

This is part-two of a two-part series. Part 1 — The PMO-Executive-Tango — focused on the co-dependent relationship between executives and PMOs.

PMOs exist to improve the operations of a company, streamlining them so that time and money are not wasted. Unfortunately, many companies have an issue justifying their PMO after they are established. In many cases, responsibility for this lack of justification falls on the PMO itself.

As an organization effectively working behind the scenes for the company, the effects of their actions are not always readily apparent. Thus, the PMO needs to look for a solution to this problem of justification, particularly in light of the fact that nearly half of all PMOs close down within two years of establishment, according to the 2007 Project Management Institute-sponsored report “The Multi-Project PMO: A Global Analysis of the Current State of Practice.”

The following is a list of important potential key performance indicators (KPIs by) which a PMO might measure its productivity in the context of overall company …

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