Project Management

Integrated and Aligned PMOs—The Difference Maker?

Andy Jordan is President of Roffensian Consulting S.A., a Roatan, Honduras-based management consulting firm with a comprehensive project management practice. Andy always appreciates feedback and discussion on the issues raised in his articles and can be reached at [email protected] Andy's new book Risk Management for Project Driven Organizations is now available.

I’ve long been advocating for PMOs to focus more on enabling strategic outcomes, on helping their organizations to improve better results through projects and so on. It’s very clear from the results highlighted in PMI’s new PMO Maturity report (produced in association with global professional services firm PwC) that this is an area that the top 10% of PMOs identified by PMI are doing exceptionally well at.

And it’s also clear that most of the rest are not. Just look at this statistic from the report: “Ensuring key performance indicators (KPIs) and initiatives are fully aligned with the wider organization’s strategic and change goals is a process that 94% of the Top 10 Percent are doing all the time.”

It’s hard to think that there isn’t a relationship between this focus and overall performance when there are that many top performers delivering on it. But if you need more evidence, here’s what the report says next: “…compared to 38% of PMOs overall.”

So, the top performers are two-and-a-half times more likely to focus on enabling strategic and change goals than the survey average. And remember, that survey average includes the top 10%; take them out and the difference is even more dramatic. That’s a massive difference and hits to the heart of what matters to executives—and what …


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It's like deja vu all over again.

- Yogi Berra

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