Professional Documents
Culture Documents
Cost savings
Drivers
Of
Change
New
Technology
you.
Processes
Processes
Processes
Processes
3
Processes
Identify a path, 2
implement, Competencies
check along the way, 1
Framework
Projects
Lifecycle
and course correct as
necessary. Programme 0
Portfolio
Gartner Identifies Seven Best Practices for an Effective PMO
Health &
Ad Hoc / Temp
Support Teams
Social Care
[4] “Edge of
Chaos” –
[5] “Co-creating” – avoidance,
[2] “Selling” – methods and disintegration
buy-in strategies, approaches that
change agents, maximise the
persuasion, management of
negotiation, RTSC knowledge,
resources, and the
utilisation of passion
and responsibility
[1] “Telling” –
rational [3] “Consulting” –
decision
Agreement
scenarios,
making, leadership,
classical PPM, intuition, learning
org orgs, systems
development thinking
Certainty Uncertainty
Maturity
Stage 5: strategic alignment
Stage 4: business maturity Centre of
Expertise
Stage 3: support Advanced • Direction and
PMO influence for
Stage 2: control Standard enterprise
• Focuses on
PMO integrating project
Stage 1: sight Basic PMO • Improves PM business management
capabilities objectives into • Manage
Project and maturity PM continuous
• Provides
Office standard and environment improvement
• Introduce
• Discreet repeatable projects • Applies and cross-
project offices methodology reporting tools common department
for all projects and practices to collaboration
• Applies projects and to achieve
project • Develops collaboration
techniques business strategic
management common tools business goals
techniques for all projects • Interfaces • Best/leader
between the in PM • Builds
• No • Emphasises relationships
the foundation business, practices and
programme tools with customers,
level authority of a viable PM executives
and project stakeholders
environment • Can be a and vendors
teams separate
• Full set of business unit • Oversight and
PMO functions control to other
• Advanced PMO units
in use staffing
INFORM
Establish regular and accurate project
reporting to provide early warning
management information.
GOVERN
Functions Build and implement best practice
project governance proportionally and
continue streamlining bureaucracy.
ASSURE
Provide independent challenge to
projects. Assist in identifying and
managing cross-project dependencies.
SUPPORT
Assist coach and mentor project teams
and become a centre for knowledge and
learning.
STANDARDISE
Standardise methods, tools, techniques,
processes and measures for consistently
successful projects.
External Factors
• Digital - new ways of:
• Delivering services
• Interacting with customers / stakeholders
• Collaborating
• Learning
• Communicating
• Capturing, storing and presenting information
• Accessing information
• Working
Top Ten Trends for PMOs in 2016
http://pmoflashmob.org/top-ten-trends-in-pmo-for-2016/
1. PMOs must secure the tools they need to do the basic job
2. PMO teams will recruit data analysts
3. Getting to grips with programme management
4. Methodology makeover
5. Further practices in portfolio management
6. Measures and metrics – showing why PMO is needed
7. Picking off the services that mean the most for the business
8. Making business cases for additional capacity and capability
9. Understanding the true skillset required for where you’re
heading
10. Making relationships with other departments
We Must Reinvent Themselves for the Future
What kind of capability do we need?
Translator
Thinker
Engineer
Socialiser
Pioneer
Is the PMO ready and able to evolve?
Do what you can
Theodore Roosevelt
Communities of Practice
Exercise
Exercise:
Stop
Do more
Start