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PMO
Network:106



Dear Team,
What are the “quantifiable” achievements of project/program management office. When we discussed internally, “Change Request” came up as a point, whenever there is any change, resulting in commercial value.
What else could be an quantifiable achievement.?
In case if someone has already asked this question and have answers, please direct me to the link. Thank you.
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Network:15905



Hi Ganesh, there is a lot in that question, but if you are interested in learning a lot about PMO's, I suggest you take a look at Laura Barnard's blog here:

https://www.projectmanagement.com/blogs/36...en-I-was-you---
...
1 reply by Ganesh
Mar 11, 2018 12:09 PM
Ganesh
...
Thanks Sante, for sharing such a valuable link.
Network:1835



PMO is the place where project/portfolio/programs functions are physically located (usually). Those functions has been defined as part of the strategy. Those functions has sense if and only if are aligned to strategical goals and objectives. PMO mission, vision, values have to be defined. With all these stuff you have to define why/when/what/who/how all these will be supported. After that you can define PMO KPIs. For example, if you said me "change request" I will ask you things like" what level? (portfolio/program/project)? why/what/how/when/who? about change request: define a process? execute a process? support a process?
...
1 reply by Ganesh
Mar 11, 2018 12:13 PM
Ganesh
...
Certainly Sergio, I get the point. Thanks for sharing.
Network:1480



Ganesh -

Change requests are not an achievement in and of themselves. It always come back to the mandate and services provided by the PMO.

If the PMO's responsibility is portfolio management, then I'd look at ROI on the portfolio investments (taking into account the setup & run costs of the PMO itself).

Kiron
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1 reply by Ganesh
Mar 11, 2018 12:18 PM
Ganesh
...
Thanks Kiron, agree with you. Will surely implement this part.
Network:58



I'd agree with Kiron. Change requests aren't particularly useful as any metric to measure anything (if there are a high number of requests is that a 'positive' thing because the PMO is active... a 'negative' thing because a lot of change is necessary... etc?). Instead, I like ROI as a potential metric. Also, deviations from plan would be useful. If projects are consistently 10% over planned budget.... 20% ahead of schedule (like that ever happens)... etc... these might indicate poor planning, lack of useful data on which to build a plan, overly optimistic or pessimistic estimates, execution problems, etc.
...
1 reply by Ganesh
Mar 11, 2018 12:19 PM
Ganesh
...
Thanks David, very valuable.
Network:106



Mar 08, 2018 1:34 AM
Replying to Sante Vergini
...
Hi Ganesh, there is a lot in that question, but if you are interested in learning a lot about PMO's, I suggest you take a look at Laura Barnard's blog here:

https://www.projectmanagement.com/blogs/36...en-I-was-you---
Thanks Sante, for sharing such a valuable link.
Network:106



Mar 08, 2018 4:40 AM
Replying to Sergio Luis Conte
...
PMO is the place where project/portfolio/programs functions are physically located (usually). Those functions has been defined as part of the strategy. Those functions has sense if and only if are aligned to strategical goals and objectives. PMO mission, vision, values have to be defined. With all these stuff you have to define why/when/what/who/how all these will be supported. After that you can define PMO KPIs. For example, if you said me "change request" I will ask you things like" what level? (portfolio/program/project)? why/what/how/when/who? about change request: define a process? execute a process? support a process?
Certainly Sergio, I get the point. Thanks for sharing.
Network:106



Mar 08, 2018 6:37 AM
Replying to Kiron Bondale
...
Ganesh -

Change requests are not an achievement in and of themselves. It always come back to the mandate and services provided by the PMO.

If the PMO's responsibility is portfolio management, then I'd look at ROI on the portfolio investments (taking into account the setup & run costs of the PMO itself).

Kiron
Thanks Kiron, agree with you. Will surely implement this part.
Network:106



Mar 08, 2018 7:50 AM
Replying to David Fedorchak
...
I'd agree with Kiron. Change requests aren't particularly useful as any metric to measure anything (if there are a high number of requests is that a 'positive' thing because the PMO is active... a 'negative' thing because a lot of change is necessary... etc?). Instead, I like ROI as a potential metric. Also, deviations from plan would be useful. If projects are consistently 10% over planned budget.... 20% ahead of schedule (like that ever happens)... etc... these might indicate poor planning, lack of useful data on which to build a plan, overly optimistic or pessimistic estimates, execution problems, etc.
Thanks David, very valuable.

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