Conducting a PMO Health Check (Part 5)

Michael R. Wood is a Business Process Improvement & IT Strategist Independent Consultant. He is creator of the business process-improvement methodology called HELIX and founder of The Natural Intelligence Group, a strategy, process improvement and technology consulting company. He is also a CPA, has served as an Adjunct Professor in Pepperdine's Management MBA program, an Associate Professor at California Lutheran University, and on the boards of numerous professional organizations. Mr. Wood is a sought after presenter of HELIX workshops and seminars in both the U.S. and Europe.

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Topics: PMO

To help you in performing a PMO health check, the approach in Part 1 of this series has been laid out in a worksheet (partially seen below). It can be used “as is” or tailored to your liking.

To further assist in the health check process, this series continues with an examination of the rationale as to why each statement within each dimension is deemed to represent a healthy practice. In Part 2, we looked at the statements in Section 1 of the PMO Health Check Worksheet: Project Portfolio Management; Part 3 looked at the Project Planning section; and Part 4 explored the Project Execution & Oversight segment.

We now continue with the Post-Project Deployment Performance Monitoring and Incentives Management segment. 

PMO Health Check: Post-Project Deployment Performance Monitoring and Incentives Management

1. Projects are formally evaluated for stakeholder satisfaction, team chemistry and project process within two months of deployment—and the results compiled and shared with management, project teams and appropriate stakeholders.

Part of the activities that the PMO should perform once a project has been deployed is an assessment of the project process itself. Typically, this assessment is done very close to the project turnover date (two months or less) while the experience is fresh in the minds of participating stakeholders and the team.

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