Measuring PMO Value

  Governance   PMO   Stakeholder Management   ProjectsAtWork  

Many organizations have contemplated or implemented program management as a means of managing inter-related projects within their organization, with varying degrees of success. For the purposes of this article we refer to a Program Management Office (PMO) as a vehicle which can be used to manage the life-cycle of a specific program or, if a permanent body, have the purpose of achieving strategic benefits that are not available by managing projects as separate efforts. Some organizations may refer to PMOs (or other types of Program/Project Management Office) as Centers of Excellence.

Critical to the success of setting up a program management “practice” is gaining agreement from stakeholders on what constitutes that success. Think of it as the “why it will exist” factor. This step sounds obvious, but it is very easy to give it inadequate focus early on, and like many things, it can devolve bit by bit into providing “interesting but ultimately low-value advice or guidance.” It should always be remembered that “people make projects” and experienced project campaigners know how to get their projects across the line. A PMO should provide experienced practitioners with an appropriate service, just as they should focus on slightly different needs of inexperienced practitioners.

Industry standards offer a good source from which to …

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