What CEOs Expect From Your PMO
As part of penning my thoughts on PMO maturity, I decided to chat with some CEO friends of mine to explore their views and expectations of their PMO organizations in context to the PMO maturity model (PMOMM). My goal was to understand their thoughts regarding PMOMMs, and how they define what constitutes a mature PMO in their organizations. What follows is a composite of what came out of those conversations.
Each of the companies these CEOs lead has robust and successful PMOs. Basically, they believe their PMOs are of critical importance because they are dynamic organization with tens of thousands of employees with complex manufacturing and distribution operations. Their investments in technologies from IT to robotics to communications are measured in billions of dollars.
Correspondingly, they have a material ongoing investment in their organization’s project assets. Their PMOs are charged with managing those assets in a way that supports the organization’s strategic objectives and optimizes the returns those assets can deliver.
Specifically, there was a strong consensus on what these CEOs expect from their PMOs, including:
- Understand strategic goals and objectives per the business plan
- Translate the goals and objectives into programs and initiatives that will deliver the benefits they are designed to deliver
- Develop a roadmap for achieving the
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