Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
Do you run a PMO? Do you feel it is providing organizational value? Do your clients? How do you know? Who do you ask? How often do you ask? Do you communicate the result? How? Saving Changes...
PMO Leader | Speaker & Mentor | Content Leader – PMOGA Latin America
Hub| Catholic University of UruguayMontevideo, Montevideo, Uruguay
The key for a PMO to be appreciated lies in its ability to generate impact and adapt to the real needs of customers and the organization. When the PMO is positioned as a strategic, agile and results-oriented ally, its value is not only recognized, but becomes an essential part of organizational success.
If the answer is "no" or "not sure," perhaps it's time to reflect: Are we aligned with the organization's strategic priorities?
Are we delivering tangible results that reflect our contributions? Have we demonstrated our ability to adapt and lead in a changing environment? A PMO that delivers value is not only recognized, but becomes a driver of trust, collaboration and transformation.
The key for a PMO to be appreciated lies in its ability to generate impact and adapt to the real needs of customers and the organization. When the PMO is positioned as a strategic, agile and results-oriented ally, its value is not only recognized, but becomes an essential part of organizational success.
If the answer is "no" or "not sure," perhaps it's time to reflect: Are we aligned with the organization's strategic priorities?
Are we delivering tangible results that reflect our contributions? Have we demonstrated our ability to adapt and lead in a changing environment? A PMO that delivers value is not only recognized, but becomes a driver of trust, collaboration and transformation.
Thanks for sharing your insightful information. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Mike,
good questions. Any PMO should understand its contribution and improve it.
One way to look at this is by maintaining a comprehensive stakeholder analysis and engaging with selected stakeholders to manage their expectations. A PMO will be observed and judged by everyone.
First is the PMO sponsor, who may have helped create the PMO and now depends on its insights and its changes to project governance. What does the sponsor value today?
Second, further executives, who might be impacted and might benefit from PMO services like the CFO getting early warnings, the CHRO developing PM career paths and curricula, or the CEO experiencing less time spent on escalations.
Third, the project managers who are the main target for support, training and changing procedures. They certainly do not need more bureaucracy, but may appreciate coaching, feedback, collaboration and resource augmentation.
Fourth, the clients for whom the projects are delivering. They may see a benefit in timely project heartbeats, independent risk reviews, and even PM training.
Could go on. The point I wanted to make is there is not the one value of a PMO, but each stakeholder perceives their value. The time to engage is limited, so priorities must be set to chose the optimal set of stakeholders.
While it is good if the executive to whom the PMO reports and its direct customers perceive sufficient incremental value (over the costs), it is also important that other senior leaders do as well. I have experienced first hand the impacts of a leadership team shuffle where my PMO went from reporting to a supportive executive to one who was much less so.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Mike, our PMO operates as a PMOaaS (PMO as a Service), delivering significant value to our clients. This value is measured through client feedback as well as a range of KPIs and metrics designed to assess both tangible and intangible benefits. Saving Changes...
Nikita JhaProject manager| Societe GenaraleBengaluru, Karnataka, India
I am almost done setting up a Global PMO, have the required buy-ins, following the Gartner's Maturity Index model. The challenge was to move from then a Supportive PMO to an Administrative PMO (Controlling PMO term was not preferred by the stakeholders). The one thing that is the crux for our PMO is to deliver and iterate Value through each project completion that may complement the organisations goal. Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
I don't run a PMO (yet), but from a client's viewpoint a PMO demonstrates its value in the amount of information it readily provides. Most clients will praise a PMO if it simply makes available such basic information as when milestones are due and describes the progress of projects to date. I have performed communications from a PMO to key stakeholders and this information and much more can be maintained on a simple dashboard. Saving Changes...
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Hi Mike,
The Central PMO conduct a PMO evaluation two years ago, but it hasn't been repeated since. There was some uncertainty about who the findings were shared with and how they were used to improve processes. While the initial evaluation provided some insights, without ongoing assessments, it's difficult to gauge the PMO's current value or identify areas for improvement.
To truly understand the PMO's impact, we need to:
Regularly survey stakeholders: This includes project managers, clients, and other relevant parties.
Measure key performance indicators: Track metrics like project success rates, on-time delivery, and client satisfaction.
Communicate results transparently: Share findings with the organization to foster accountability and drive change.
By implementing these practices, we can ensure that the PMO remains aligned with organizational goals and continues to deliver value.
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