PMO Implementation - Modern Building Case Study

Project Management Office - Certified Practitioner (PMO-CP™) Diploma

PMO Value Ring Methodology

PMO Implementation - Modern Building Case Study

Submitted to: Dr. Ahmed Alsenosy

Prepared by:
- Ibrahim Alhaj,
- Majed Alghamdi,
- Usama Abuelatta,
- Amin Mohamed.

October 12, 2024

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 1
 PMO Implementation - Modern Building Case Study

Purpose of the Document:

This case study document provides a practical model for establishing and implementing a Project
Management Office (PMO) for a [Modern Building company] within the graduation project for a diploma in
PMO-CP.

Document Control Information

Document Edit History
Document Name PMO Implementation - Modern Building Case Study
Document Author Ibrahim Alhaj, Majed Alghamdi, Usama Abuelatta, Amin Mohamed
Document Version V1.0
Document Status Final
Date Released 12.10.2024

Submitted to:
Name LinkedIn Profile

Dr. Ahmed Alsenosy [Link]/in/Alsenosy/

Participants
The following participants contributed to this case study.
Name LinkedIn Profile

Ibrahim Alhaj [Link]/in/ibrahimalhaj/

Majed Alghamdi [Link]/in/majedalghamdi/
Usama Abuelatta [Link]/in/usama-abuelatta/
Amin Mohamed [Link]/in/amin2007/

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 2
 PMO Implementation - Modern Building Case Study

Table of Contents
a. PMO Value Ring Methodology Overview ....................................................................................................... 4

b. Case Study Overview .................................................................................................................................. 5

S1. Define PMO Functions ............................................................................................................................... 7

S2. Balance PMO Functions ............................................................................................................................ 13

S3. Establish PMO Processes.......................................................................................................................... 18

S4. Define Key Performance Indicators (KPIs) .................................................................................................. 23

S5. Determine PMO Competencies ................................................................................................................. 27

S6. Assess PMO Maturity ................................................................................................................................ 32

S7. Calculate PMO ROI ................................................................................................................................... 34

S8. Implement PMO Balanced Scorecard ........................................................................................................ 37

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 3
 PMO Implementation - Modern Building Case Study

a. PMO Value Ring Methodology Overview

The PMO Value Ring methodology is a comprehensive framework designed to maximize the value a PMO
delivers to its organization. This methodology consists of eight key steps:

S1. Define PMO Functions:

Identify the key functions the PMO will perform to meet the organization's needs. These functions are
tailored to address specific strategic goals and stakeholder expectations.

S2. Balance PMO Functions:

Determine the optimal mix of functions. This involves prioritizing and balancing functions to ensure they
align with the organization's strategic objectives and deliver maximum value.

S3. Establish PMO Processes:

Develop standardized processes to ensure consistency and efficiency in project management practices.
This includes creating guidelines, templates, and tools project managers can use to streamline their work.

S4. Define Key Performance Indicators (KPIs):

Identify metrics to measure the PMO's performance and success of the PMO. KPIs helps track progress and
demonstrate the PMO's value to the organization.

S5. Determine PMO Competencies:

Define the skills and competencies required for PMO staff. This step ensures that the team has the expertise
to perform their roles effectively.

S6. Assess PMO Maturity:

Evaluate the PMO's current maturity level. This involves assessing existing processes, capabilities, and
outcomes to identify areas for improvement and growth.

S7. Calculate PMO ROI:

Measure the PMO's return on investment. This step involves quantifying the financial and strategic benefits
the PMO provides to the organization.

S8. Implement PMO Balanced Scorecard:

Use a balanced scorecard to track and manage the PMO's performance against strategic objectives. This
tool helps align PMO activities with the organization's overall goals.

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 PMO Implementation - Modern Building Case Study

b. Case Study Overview

The participating researchers used Modern Building Company as a case study for implementing a project
management office [PMO] using the Value Ring methodology. It is a company assumed with the details
mentioned below.

1. Company Profile
Company Name Modern Building
Industry Construction Solutions
Company Size Mid Company

2. Portfolio Value
Year Portfolio Value
2021 SAR 35,000,000
2022 SAR 32,000,000
2023 SAR 37,800,000
2024 SAR 31,250,000
Average SAR 34,012,500

3. Mission
We aim to provide our clients with the highest-quality structure projects that exceed their expectations and
perfectly meet their demands, fitting their usage and routine.

4. Mission

We aim to provide our clients with the highest-quality structure projects that exceed their expectations and
perfectly meet their demands, fitting their usage and routine.

5. Strategic Objectives:
Strategic Objectives
1 Improve Governance
2 Effective Engagement
3 Decision-Making Enabler
4 Enhance Collaboration

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 PMO Implementation - Modern Building Case Study

6. Organizational Structure

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 PMO Implementation - Modern Building Case Study

S1. Define PMO Functions

Identify the key functions the PMO will perform to meet the organization's needs. These functions are
tailored to address specific strategic goals and stakeholder expectations.

Benefits
Functions
# Strategic Objective Benefits PMO Function Realization
Categories
Time Frame
Manage Resource
Better control over
1 Improve Governance
project teams
Allocation Between Tactical Short-Term
Projects

Better definition of roles Manage People in

1.1 Improve Governance
and responsibilities Projects
Operational Short-Term

Better communication Promote Project

2 Effective Engagement among areas of the Management within Strategic Long-Term
organization the Organization
Greater integration Provide Advice to
2.1 Effective Engagement among areas of the Upper Management in Strategic Long-Term
organization Decision-Making
Improved availability of Provide Project
3 Decision-Making Enabler information for better Management Tools and Tactical Middle-Term
decision-making Information Systems
Greater agility in project Provide Project
3.1 Decision-Making Enabler management decision- Management Tactical Middle-Term
making Methodology
Effective transfer of
Manage Lessons
4 Enhance Collaboration knowledge in project
Learned Meetings
Operational Middle-Term
management

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 7
 Manage Provide Provide Provide Advice Promote Manage Manage
Lessons Project Project to Upper Project People in Resource
Learned Management Management Management Management Projects Allocation
Meetings Methodology Tools and in Decision- within the Between

PMO Function
Information Making Organization Projects
Systems
No formal There is no Essential, Minimal advice There is little to Minimal people Ad hoc resource
lessons learned standardized disconnected provided. no promotion of management. allocation. No
process. methodology. tools. Manual Reactive PM practices. Roles unclear. formal process.
Initial (1)

processes. approach.

Occasional Basic PM Some integrated Basic reporting Some PM Basic role Basic resource
lessons learned methodology PM tools. Partial for awareness definitions and allocation
sessions— defined but automation. management. initiatives. assignments. process in place.
limited follow- inconsistently Some proactive Limited Limited Limited visibility
up. applied. advice. organizational performance across projects.
Developing (2)

buy-in. tracking.
PMO Implementation - Modern Building Case Study

Regular lessons Comprehensive Comprehensive Regular, Regular PM Clear roles and Structured
learned in PM PM toolset. structured promotion responsibilities. resource
meetings. methodology Good advice to activities. Good Regular allocation
Systematic consistently integration and management. organizational performance process. Good
knowledge applied across automation. Data-driven support. reviews. visibility across
Established (3)

capture. most projects. insights. most projects.

Continuous Adaptive PM Fully integrated, Strategic PM culture is Optimized team Optimized

learning culture. methodology. state-of-the-art partnership with fully structures. resource
Real-time Continuous PM systems. upper embedded— Initiative-taking allocation.
knowledge refinement AI/ML- management. continuous skill Complete
sharing and based on enhanced Predictive improvement development visibility and

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology
application. organizational capabilities. analytics for and innovation and career balance across
Optimized (4)

learning. decision in PM practices. planning. all projects.

support.

4
3
2
2
1
1
3

Maturity Level

Maturity %

75%
60%
50%
25%
25%
75%

100%

8
58.57142857 F. Weight
 PMO Implementation - Modern Building Case Study

PMO Assessment Report

Executive Summary

This report evaluates the organization's Project Management Office (PMO) functions. The
assessment covers seven critical areas of PMO functionality, examining their current maturity
levels, benefits, and strategic importance. Our analysis reveals a mixed landscape of PMO
maturity, with some functions performing at an optimized level while others require significant
development.

Key findings:

1. Overall PMO maturity is 58.57%, indicating room for improvement.

2. Strengths lie in lessons learned in management and resource allocation.
3. Significant opportunities for enhancement in people management and PM promotion.
4. Recommendations focus on standardization, integration, and cultural shifts.

1. Introduction

The Project Management Office (PMO) ensures effective project execution, governance, and strategic
alignment within an organization. This report evaluates the current state of our PMO across seven essential
functions, providing insights into areas of strength and opportunities for improvement.

2. Methodology

The assessment utilizes a four-level maturity model:

1. Initial
2. Developing
3. Established
4. Optimized

Each PMO function is evaluated against this scale, with consideration given to its strategic objective,
benefits, and realization timeframe.

3. Current State Analysis

3.1 Overview of PMO Functions

1. Manage Resource Allocation Between Projects
2. Manage People in Projects
3. Promote Project Management within the Organization
4. Provide Advice to Upper Management in Decision-Making
5. Provide Project Management Tools and Information Systems
6. Provide Project Management Methodology
7. Manage Lessons Learned Meetings

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 PMO Implementation - Modern Building Case Study

3.2 Maturity Assessment

PMO Function Maturity Level Maturity %

Resource Allocation 3 - Established 75%
People Management 1 - Initial 25%
PM Promotion 1 - Initial 25%
Management Advice 2 - Developing 50%
PM Tools & Systems 2 - Developing 60%
PM Methodology 3 - Established 75%
Lessons Learned 4 - Optimized 100%
Overall PMO Maturity: 58.57%

3.3 Detailed Analysis

3.3.1 Strengths

1. Lessons Learned Management (Maturity: Optimized - 100%)

o Demonstrates a continuous learning culture with real-time knowledge sharing.
o Contributes to effective collaboration and knowledge transfer.
2. Resource Allocation (Maturity: Established - 75%)
o Structured process with good visibility across most projects.
o Supports improved governance and control over project teams.
3. Project Management Methodology (Maturity: Established - 75%)
o Comprehensive methodology consistently applied across most projects.
o Enables better decision-making and standardization.

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 PMO Implementation - Modern Building Case Study

3.3.2 Areas for Improvement

1. People Management in Projects (Maturity: Initial - 25%)

o Minimal people management with unclear roles.
o Hinders effective governance and team performance.
2. Promotion of Project Management (Maturity: Initial - 25%)
o There is little to no promotion of PM practices.
o Limits organizational engagement and PM culture development.
3. Advice to Upper Management (Maturity: Developing - 50%)
o Basic reporting with some proactive advice.
o Opportunity to enhance strategic decision-making support.
4. PM Tools and Information Systems (Maturity: Developing - 60%)
o Some integrated PM tools with partial automation.
o Room for improvement in system integration and advanced capabilities.

4. Impact Analysis

4.1 Strategic Alignment

The PMO functions are categorized into strategic, tactical, and operational levels:

• Strategic: PM Promotion, Management Advice

• Tactical: Resource Allocation, PM Tools & Systems, PM Methodology
• Operational: People Management, Lessons Learned

The current maturity levels indicate a more robust performance in operational and some tactical areas, with
strategic functions requiring significant development.

4.2 Benefit Realization Timeframes

• Short-Term: Resource Allocation, People Management

• Middle-Term: PM Tools & Systems, PM Methodology, Lessons Learned
• Long-Term: PM Promotion, Management Advice

The organization is better positioned to realize short-term benefits, particularly resource allocation. However,
long-term strategic benefits are at risk due to the low maturity of PM promotion and management advice
functions.

5. Recommendations

Based on the assessment, we recommend the following actions to enhance PMO maturity and
effectiveness:

1. Prioritize People Management Improvements

o Develop clear role definitions and assignments.
o Implement regular performance reviews and skill development programs.
o Timeline: 6-12 months
o Expected Impact: Enhanced team performance, more transparent accountability.
2. Boost Project Management Promotion
o Launch a comprehensive PM awareness campaign.

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 PMO Implementation - Modern Building Case Study

o Develop and implement PM training programs across the organization.

o Timeline: 12-18 months
o Expected Impact: Increased organizational buy-in, more robust PM Culture
3. Enhance Management Advisory Capabilities
o Implement data-driven reporting and analytics tools.
o Develop a structured advisory process for upper management.
o Timeline: 9-15 months
o Expected Impact: Improved strategic decision-making and more substantial PMO-executive
alignment.
4. Upgrade PM Tools and Information Systems
o Evaluate and select an integrated PM toolset.
o Implement automation for key PM processes.
o Timeline: 12-24 months
o Expected Impact: Increased efficiency, and better data-driven insights.
5. Refine Resource Allocation and PM Methodology
o Implement advanced resource optimization techniques.
o Develop an adaptive PM methodology framework.
o Timeline: 6-12 months
o Expected Impact: Improved resource utilization, and more flexible project execution.
6. Maintain and Leverage Lessons Learned Practices
o Expand the current system to capture real-time insights.
o Integrate lessons learned into all stages of the project lifecycle.
o Timeline: Ongoing
o Expected Impact: Continuous improvement reduced repeat issues.

6. Implementation Roadmap

1. Phase 1 (0-6 months)

o Launch people management improvement initiative.
o Begin PM promotion planning.
o Start evaluation of integrated PM tools.
2. Phase 2 (6-12 months)
o Implementing a new performance management system
o Roll out initial PM awareness campaign.
o Begin implementation of selected PM tools
o Start refining resource allocation processes.
3. Phase 3 (12-18 months)
o Fully implement PM training programs
o Complete PM tools implementation
o Develop and launch enhanced management advisory services.
o Begin adaptive PM methodology development.
4. Phase 4 (18-24 months)
o Finalize and optimize all initiatives.
o Conduct comprehensive PMO maturity reassessment.
o Develop a long-term continuous improvement plan.

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 PMO Implementation - Modern Building Case Study

S2. Balance PMO Functions

Determine the optimal mix of functions. This involves prioritizing and balancing functions to ensure they
align with the organization's strategic objectives and deliver maximum value.

This table shows the diversity of opinions among stakeholders and the weight of stakeholders’ opinions
related to the recommended benefits (this evaluation can help calculate how much each function would
contribute to achieving stakeholders' expectations).

portfolio
and other
director
weight projects weight relevant weight
# group of benefits relevance
(7-1) managers (7-1) departments (7-1)
(45%)
relevance (25%)
(30%)
B1 Better control over project teams B1 7 B4 7 B1 7
Better definition of roles and
B6 6 B5 6 B2 6
B2 responsibilities
Better communication among areas
B4 5 B1 5 B6 5
B3 of the organization
Greater integration among areas of
B3 4 B3 4 B5 4
B4 the organization
Improved availability of information
B2 3 B2 3 B4 3
B5 for better decision-making
Greater agility in project
B7 2 B7 2 B3 2
B6 management decision-making
Effective transfer of knowledge in
B5 1 B6 1 B7 1
B7 project management

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 PMO Implementation - Modern Building Case Study

# Benefits Point weight % Relevance

1 B1 640 23.5
2 B2 375 13.8
3 B3 340 12.5
4 B4 495 18.2
5 B5 305 11.2
6 B6 400 14.7
7 B7 170 6.2
Total 2725 100

Recommended Functions
Manage Resource Allocation

Tools and Information Systems

Manage People in Projects

Promote Project Management

% Relevance

Provide Project Management

Management in Decision-

Manage Lessons Learned

Top 4 Benefits
Provide Advice to Upper

Provide Project Management

within the Organization
Benefits

Between Projects

[Link]
Methodology

Meetings
Making

BAI
0.75 0.5 0.25 0.25 0.25 0.25 0.25 69%
23.5

23.5
75%

B1
B1

17.6 11.7 5.8 5.8 5.8 5.8 5.8

0.5 0.5 0.5 0.5 0.25 0.5 0.25

13.8

18.2
50%

B4
B2

6.8 6.8 6.8 6.8 3.4 6.8 3.4

0.25 0.5 0.5 0.5 0.25 0.25 0.25

12.5

14.7
50%

B6
B3

3.1 6.2 6.2 6.2 3.1 3.1 3.1

0.75 0.5 0.5 0.75 0.25 0.5 0.25

18.2

13.8
75%

B2
B4

13.6 9.0 9.0 13.6 4.5 9.0 4.5

0.5 0.25 0.25 0.25 0.5 0.5 0.25 70.2

11.2

50%
B5

5.5 2.7 2.7 2.7 5.5 5.5 2.7

0.5 0.5 0.5 0.75 0.25 0.75 0.25

14.7

75%
B6

7.3 7.3 7.3 11.0 3.6 11.0 3.6

0.5 0.25 0.25 0.25 0.25 0.25 0.75

75%
6.2
B7

3.1 1.5 1.5 1.5 1.5 1.5 4.6

289.72
TOTAL

57.2 45.6 39.7 47.9 27.7 43.1 28.1

%TOTAL
EAI -

19.7 15.7 13.7 16.5 9.59 14.8 9.7

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 PMO Implementation - Modern Building Case Study

%Relevance %Accumulated
Potential Functions (EAI) relevance
#
1 Manage Resource Allocation Between Projects 19.78 19.78

2 Provide Advice to Upper Management in Decision-Making 16.56 36.34

3 Provide Project Management Methodology 15.75 52.09

4 Promote Project Management within the Organization 14.88 66.97

5 Promote Project Management within the organization 13.72 80.69

6 Promote Project Management within the Organization 9.71 90.4

7 Provide Project Management Tools and Information Systems 9.6 100

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 PMO Implementation - Modern Building Case Study

satisfaction value
of stakeholders'
The top four

stakeholders'

short - term
% achieving

long-term
Mid-term
functions
needs by
Top four benefits that can be functions

needs
# achieved based on the mix participate in
manager matrix achieving
potential benefits

Manage Resource
Better control over
1 Allocation 60 25 15
project teams Between Projects

Greater integration Provide Advice to

Upper
2 among areas of the Management in
8 22 70
organization Decision-Making
70% 69%
Greater agility in Provide Project
3 project management Management 10 75 15
decision-making Methodology

Better definition of
Manage Lessons
4 roles and Learned Meetings
45 25 30
responsibilities
AVG 30.75 36.75 32.5

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 PMO Implementation - Modern Building Case Study

PMO Function Analysis and Recommendations

Key Findings
1. Top Four Benefits:
o Better control over project teams (B1)
o Greater integration among areas of the organization (B4)
o Greater agility in project management decision-making (B6)
o Better definition of roles and responsibilities (B2)
2. Top Functions Contributing to Benefits:
o Manage Resource Allocation Between Projects
o Provide Advice to Upper Management in Decision-Making
o Provide Project Management Methodology
o Manage Lessons Learned Meetings
3. Function Balance:
o Short-term: 30.75%
o Mid-term: 36.75%
o Long-term: 32.5%
4. Stakeholder Satisfaction:
o Average Benefit Achievement Index (BAI): 69%
o Stakeholders need achievement by functions: 70%.
Recommendations

1. Focus on Resource Management: Prioritize the "Manage Resource Allocation Between Projects" function,
which is the most relevant (23.5%) and contributes significantly to better control over project teams.
2. Enhance Decision-Making Support: Strengthen the "Provide Advice to Upper Management in Decision-
Making" function to improve integration among organizational areas and support long-term benefits.
3. Standard Methodology: Invest in the "Provide Project Management Methodology" function to enhance agility
in project management decision-making and support mid-term benefits.
4. Knowledge Management: Implement a robust "Manage Lessons Learned Meetings" process to improve the
definition of roles and responsibilities and balance short-term and long-term benefits.
5. Balanced Approach: Maintain an even focus distribution across short-term, mid-term, and long-term
functions to ensure comprehensive PMO effectiveness.
6. Stakeholder Alignment: Continue to monitor and improve stakeholder satisfaction, aiming to increase the
current 69-70% achievement rate of stakeholder needs.
7. Continuous Improvement: Regularly review and adjust the mix of PMO functions to ensure ongoing
alignment with organizational needs and stakeholder expectations.

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 PMO Implementation - Modern Building Case Study

S3. Establish PMO Processes

Develop standardized processes to ensure consistency and efficiency in project management practices.
This includes creating guidelines, templates, and tools project managers can use to streamline their work;
each process shall consist of the following items (objective, inputs, outputs, tools, responsibilities, Matrix,
Service, Best Practices).

Resource Allocation
To efficiently allocate resources across multiple Agile Project management software (e.g., Jira, Version
Objectiv

Responsibilities
projects in an agile environment, ensuring One) Resource management tools (e.g., Resource Guru,
e

optimal utilization and flexibility to meet Forecast) Capacity planning spreadsheets

changing project needs.
- Project backlogs and sprint plans Resource utilization rate
Matrix
Inputs

- Resource skill matrices Sprint goal achievement rate

- Capacity reports Number of resource conflicts resolved
- Project priorities Time to allocate resources for new projects
Resource allocation plans are updated in
- Updated resource allocation plan
the Matrix weekly
Service
Levels
Outputs

Resource conflicts are resolved within 24

- Sprint team assignments
hours.
- Capacity utilization reports 95% resource utilization rate across projects
- Resource conflict resolutions
Implement a skills database to match
Best Practices

- Agile project management software (e.g., Jira,

resources to project needs
VersionOne)
Tools

- Resource management tools (e.g., Resource Use visual boards for transparent resource
Guru, Forecast allocation.
- Capacity planning spreadsheets Conduct regular capacity planning meetings.

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 PMO Implementation - Modern Building Case Study

Executive Advisory
To provide timely, data-driven insights and APMO: Collect and analyze data and prepare reports and

Responsibili
Objective

recommendations to upper management, recommendations. Project Managers: Provide project-

specific insights and data. Upper Management: Review

ties
enabling informed decision-making aligned
reports, make decisions, provide feedback
with agile principles and organizational
goals.
- Agile metrics and KPIs from all projects Decision turnaround time
- Strategic organizational objectives Percentage of recommendations implemented.

Matrix
Inputs

Impact of decisions on project and

- Market trends and competitive analysis
organizational performance
- Resource allocation data Executive satisfaction with APMO advice
- Executive dashboards Service Weekly executive dashboard updates
- Strategic recommendation reports Levels Monthly strategic recommendation reports
Outputs

48-hour response time for urgent decision

- Risk assessments and mitigation strategies
support requests
- Agile transformation progress reports
Develop a standardized format for executive
- Business intelligence tools (e.g., Tableau,
Best Practices

communications
Power BI)
Use data visualization to present complex
Tools

- Agile portfolio management software

information.
Align recommendations with agile values and
- Custom executive dashboards
principles.

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 PMO Implementation - Modern Building Case Study

Methodology Development and Implementation

APMO: Develop and maintain the

Responsibilitie
methodology, provide training, and
Objective

To develop, implement, and continuously improve an agile support

project management methodology that enhances Agile Coaches: Assist in methodology

s
organizational agility and project success rates development and provide training and
mentoring. Upper Management: Approve
and support the methodology adoption
Methodology adoption rate across
- Current project management practices
projects
Impact on project success rates
- Industry best practices in agile methodologies (time, budget, quality, customer

Matrix
Inputs

satisfaction)
- Feedback from project teams and stakeholders Training completion rates
Continuous improvement
suggestions received and
- Organizational goals and constraints implemented.
Methodology updates are released
- Customized agile methodology documentation
Service Levels

quarterly
Training programs available
Outputs

- Training materials and programs

monthly
24-hour response time for
- Agile Toolkit (templates, checklists, guides)
methodology-related queries
- Methodology adoption metrics Involve stakeholders from various
levels in methodology development
Best Practices

- Collaboration platforms (e.g., Confluence, SharePoint)

Create a feedback loop for
- E-learning platforms for training delivery
Tools

continuous improvement.
Develop a scalable methodology
- Agile project management tools configured to support
that can adapt to different project
the methodology
sizes and types.

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 PMO Implementation - Modern Building Case Study

Agile Lessons Learned Management

APMO: Facilitate lessons learned

Responsibilitie
To facilitate the continuous capture, sessions and maintain the knowledge base. Project
Objective

Teams: Participate in sessions and implement

dissemination, and application of lessons learned
improvements. Knowledge Management Team:

s
across all projects, fostering a culture of constant Organize and categorize lessons for easy retrieval
improvement and knowledge sharing.

Number of lessons captured per

- Sprint retrospectives outcomes
project/sprint
Rate of lesson application in subsequent
- Project post-mortems

Matrix
Inputs

projects
Improvement in project performance
- Stakeholder feedback
metrics
Participation rate in lessons learned
- Incident reports and resolution details
sessions
Lessons learned sessions conducted at the
- Lessons learned database
Service
Levels

end of each sprint and project

Outputs

- Best practices repository The lessons database is updated weekly.

- Improvement action plans Monthly knowledge-sharing sessions
- Knowledge-sharing sessions Create a safe environment for open and
Best Practices

- Knowledge management systems honest feedback

- Collaborative platforms for lessons-learned Categorize lessons for easy search and
Tools

sessions application.
- Agile retrospective tools (e.g., FunRetro, Integrate lessons learned reviews into
Retrium) regular project rituals.

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 PMO Implementation - Modern Building Case Study

Agile Portfolio Management

Portfolio Review Board: Make decisions

Responsibilitie
on project initiation, continuation, or
Objective

To manage the organization's project portfolio using agile termination. Project Managers: Provide
principles, ensuring strategic alignment, optimal resource project status updates and forecasts.

s
utilization, and maximized value delivery. Upper Management: Set strategic
priorities and review portfolio
performance
- Organizational strategic objectives Portfolio ROI
- Project proposals and business cases Strategic alignment score

Matrix
Inputs

- Resource capacity data Time-to-market for new initiatives

Resource utilization across the
- Market and competitive intelligence
portfolio
Quarterly portfolio review and
- Prioritized project portfolio

Service Levels
adjustment
Monthly portfolio performance
- Resource allocation recommendations
Outputs

reports
Weekly updates on portfolio
- Portfolio performance reports
Kanban board

- Strategic alignment assessments Use value-based prioritization

techniques (e.g., weigh the
Best Practices

- Agile portfolio management software (e.g., Clarity PPM, shortest job first)
Planview)
Implement rolling wave planning
Tools

- Kanban boards for portfolio visualization

for long-term initiatives.
Maintain a lean project pipeline to
- Scenario planning tools
avoid overcommitment.

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 22
 PMO Implementation - Modern Building Case Study

S4. Define Key Performance Indicators (KPIs)

Identify metrics to measure the PMO's performance and success of the PMO. KPIs help track progress and
demonstrate the PMO's value to the organization.

PMO Objectives

Main Strategic
# Function Strategic Objective Objective
Optimize Resource Utilization: Resources Effective Engagement
Manage Resource

Between Projects

are allocated efficiently across projects to

Allocation

maximize productivity and minimize

bottlenecks.
1
Balance Project Priorities: Align resource Enhance Collaboration
allocation with strategic goals, balancing
short-term and long-term project needs

Facilitate Informed Decision-Making: Decision-Making Enabler

Provide Advice to

Decision-Making
Management in

Provide data-driven insights and analyses

to support strategic decisions and risk
Upper

2
management
Align Projects with Business Objectives: Improve Governance
Ensure project outcomes contribute to
overall business strategy and goals.

Standardized Project Management Improve Governance

Practices: Develop and implement a
Provide Project

Methodology
Management

consistent project management

methodology to improve project delivery
3 and performance
Enhance Project Success Rates: Promote Improve Governance
the best practices and frameworks that
increase the likelihood of project success.

Foster Continuous Improvement: Capture Effective Engagement

Learned Meetings
Manage Lessons

and disseminate lessons learned to

enhance future project performance and
avoid repeating past mistakes.
4
Build Knowledge Management: Create a Decision-Making Enabler
repository of lessons learned that teams
across the organization can reference

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 23
 PMO Implementation - Modern Building Case Study

Manage Resource Allocation Between Projects

Relevance Targeted Current KPI Function Tot
Indicators al
% status performance Performance
Resource Utilization
40% 85% 63% 74.1% 29.6%
Rate

58.8%
Project Priority
35% 4.5 1.5 33.3% 11.7%
Alignment Score
Resource Bottleneck 20%/quar
25% 14% 70.0% 17.5%
Reduction ter

Provide Advice to Upper Management in Decision-Making

Relevance Targeted Current KPI Function Tot
Indicators al
% status performance Performance
Decision
Implementation 40% 80% 67% 83.8% 33.5%
Rate

65.7%
Business Objective
35% 4.5 2 44.4% 15.6%
Alignment Score
Data-Driven Insight
25% 90% 60% 66.7% 16.7%
Utilization

Provide Project Management Methodology

Relevance Targeted Current KPI Function Tot
Indicators al
% status performance Performance
Methodology
40% 95% 67% 70.5% 28.2%
Adoption Rate

58.7%
Project Success Rate 35% 85% 66% 77.6% 27.2%
Methodology
25% 4.5 60% 13.3% 3.3%
Effectiveness Score

Manage Lessons Learned Meetings

Relevance Targeted Current KPI Function Tot
Indicators al
% status performance Performance
Lessons Learned
Implementation 40% 75% 69% 92.0% 36.8%
Rate
20 access
80.7%

Knowledge Base
35% per project 14 70.0% 24.5%
Utilization per month
Continuous
Improvement 25% 4.5 3.5 77.8% 19.4%
Impact Score

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 24
 PMO Implementation - Modern Building Case Study

Classifi
# # KPI Description equation limits Data source
cation
Measures the Project
Utilization
Resource

lagging
Manage Resource Allocation

percentage of available (Total hours utilized / Total management

60%

70%

85%

95%
Rate
1

resources per hour available hours) * 100 software,

used on projects timesheet data
Between Projects

Project priority
Alignmen

(Sum of (Project priority

leading
Assesses how well
Priority
Project

t Score

matrix, resource

2.7

3.5

4.5
resource allocation aligns score * Resource allocation
2

5
with project priorities allocation
%)) / Total projects
reports
(Number of bottlenecks in
the previous period - Number Project delay
Bottleneck
Reduction

Tracks the reduction in

Resource

leading
of bottlenecks in the current reports,

0.06

0.1

0.2

0.3
bottlenecks caused by
3

period) / number of resource

resource constraints
bottlenecks at an earlier constraint logs
period * 100
Measures the
Implementat
Provide Advice to Upper Management in

percentage of advised (Number of implemented Decision logs,

Decision

ion Rate

lagging
0.5

0.6

0.8

0.9
decisions that are decisions / Total Number of implementation
4

implemented by upper advised decisions) * 100 reports

management
Decision-Making

Decision
Alignment Score

Assesses how well- alignment

Objective

Average score of alignment

Business

leading
advised decisions align assessments,
3.8

4.5

4.5
ratings (1-5 scale) for each
5

5
with overall business business
decision
objectives strategy
documents
Tracks the percentage (Number of advice items with Advice
Data-Driven

Utilization

leading
Insight

100%
of advice that data-driven insights / Total documentation,
65%

75%

90%
6

incorporates data- Number of advice items) * data analysis

driven insights 100 reports

Measures the Project charter

Adoption Rate
Methodology

(Number of projects using

Provide Project Management Methodology

percentage of projects documents,

leading
100%

standardized methodology /
75%

80%

95%

using the standardized methodology

7

Total number of projects) *

project management compliance
100
methodology reports

Tracks the percentage Project closure

Success Rate

(Number of successful

lagging
Project

of projects completed reports,

55%

70%

85%

95%

projects / Total Number of

8

on time, within budget, performance

completed projects) * 100
and meeting objectives assessment
Project
Effectiveness

Assesses the perceived

Methodolog

Average score from project manager

leading

effectiveness of the
Score

3.5

4.5

4.5

manager and stakeholder surveys,

9

5
y

project management
surveys (1-5 scale) stakeholder
methodology
feedback forms
Measures the
Lessons Learned

Lessons learned
Implementation
Manage Lessons Learned Meetings

percentage of
(Number of lessons database,
lagging

identified lessons that

35%

50%

75%

90%
Rate
10

implemented / Total Number project

are successfully
of lessons identified) * 100 improvement
implemented in future
logs
projects
Tracks how often the
Knowledge
Knowledge

logs, user
Utilization

accesses

accesses

lessons learned The average number of

leading
activity
reports
access
base
Base
11

10

20

30

knowledge base is knowledge base accesses per

5

accessed and used by project per month

project teams
Assesses the perceived
improvement
performance
Project team

assessments
Improvement
Impact Score
Continuous

impact of lessons
surveys,

leading

Average score from project

2.5

3.5

3.5
12

learned on project
5

team surveys (1-5 scale

performance
improvement

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 25
 PMO Implementation - Modern Building Case Study

Resource Utilization Rate Decision Implementation Rate Methodology Adoption Rate Lessons Learned Implementation Rate
Total hours utilized Total available hours Previous cuurent rate Targeted Number of implemented decisions Total number of advised decisions Previous cuurent rate Targeted Number of projects using standardized methodology Total number of projects Previous cuurent rate Targeted Number of lessons implemented Total number of lessons identified Previous cuurent rate Targeted
352 500 63 70.4 80 35.2 20 35 67 57.1 80 28.57143 20 35 67 57.1 95 24.06015 63 88 69 71.6 75 38.18182
17 10 13 23 28 38 6 3
Previous current Previous current Previous current Previous current

12% 8% 5%
21% 16%
29% 29%
40%

60%
71% 71%
79% 84%
88% 92% 95%

Project Priority Alignment Score Business Objective Alignment Score Project Success Rate Knowledge Base Utilization
(Sum of (Project priority
Total number of completed
score * Resource Total projects Previous cuurent rate Targeted Average score of alignment ratings Previous cuurent rate Targeted Number of successful projects Previous cuurent rate Targeted Average number of knowledge base accesses per project per month Previous cuurent rate Targeted
projects
allocation %))
25 7 2 3.57 4.5 27.77778 2.70 2.00 2.70 4.50 21 17.00 25.00 66.00 68.00 85.00 28 17.00 14.00 17.00 20.00 29.75
3 1 3 2 19 17 6 3

Previous current Previous current Previous current Previous current

20% 15%
21% 22%
30%
40%
44% 44%

56% 56%
60%
70%
78% 80%
79% 85%

Resource Bottleneck Reduction Data-Driven Insight Utilization Methodology Effectiveness Score Continuous Improvement Impact Score
(Number of bottlenecks
in previous period - Number of bottlenecks in Number of advice items with data-
Previous cuurent rate Targeted Total number of advice items Previous cuurent rate Targeted Average score from project manager and stakeholder surveys (1-5 scale) Previous cuurent rate Targeted Average score from project team surveys (1-5 scale Previous cuurent rate Targeted
Number of bottlenecks in previous period driven insights
current period)
12 80 14 15.00 20 18.75 45 60 60 75.0 90 20.83333 3 2.7 3.0 4.5 16.66667 3.9 3.5 3.9 4.5 21.66667
6 5 30 15 2 2 1 1
Previous current Previous current Previous current Previous current

17% 13%
25% 22%
30% 33% 33%
40%

60%
70% 67% 67%
75% 78%
83% 87%

Manage Resource Allocation Between Projects performance Provide Advice to Upper Management in Decision-Making Provide Project Management Methodology Manage Lessons Learned Meetings
previous 1 2 3 current previous 1 2 3 current previous 1 2 3 current previous 1 2 3 current
58.80 70.30 60.20 79.40 81.73 65.70 67.50 68.90 70.00 70.40 58.70 55.00 62.80 66.40 68.73 80.07 77.50 72.00 84.00 89.60

Function performance Function performance Function performance Function performance

90.00 71.00 80.00 100.00
80.00 70.00 70.00 90.00
70.00 80.00
69.00 60.00
60.00 70.00
68.00 50.00 60.00
50.00
67.00 40.00 50.00
40.00
66.00 30.00 40.00
30.00 30.00
65.00 20.00
20.00 20.00
64.00 10.00 10.00
10.00
0.00 63.00 0.00 0.00
previous 1 2 3 current previous 1 2 3 current previous 1 2 3 current previous 1 2 3 current

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 26
 PMO Implementation - Modern Building Case Study

S5. Determine PMO Competencies

Define the skills and competencies required for PMO staff. This step ensures that the team has the expertise
to perform their roles effectively.

Roles Analysis
# Function Required Roles Role Main objective
Oversees resource prioritization and allocation across projects to align with
Portfolio Manager
Manage Resource strategic goals
1 Allocation Between Coordinates and manages the distribution and utilization of resources to
Projects Resource Manager meet project needs effectively.

Provides strategic oversight and advice to ensure alignment with

PMO Director
Provide Advice to organizational goals
2 Upper Management in Offers expertise and recommendations to upper management to support
Project Management
Decision-Making: informed decision-making
Consultant
Develops and maintains project management standards, processes, and
Provide Project Project Management tools to ensure consistency across projects
3 Management Methodology Specialist
Methodology
PMO Analyst Supports the methodology with data-driven insights

Lessons Learned Organizes and facilitates lessons learned meetings, ensuring best practices
Coordinator and insights are captured and shared
Manage Lessons
4
Learned Meetings Collects data and analyzes lessons learned to provide actionable insights for
PMO Analyst future project improvement

Headcount
Headcount
Required
Frequency
Function

# Function Evaluation

Manage Resource
Allocation Resource allocation is a continuous and critical PMO function, as multiple projects often
Between Projects compete for limited resources. The Portfolio Manager and Resource Manager will be needed
High

1 2
frequently to ensure optimal resource use, especially during project planning, execution, and
reallocation phases.

Provide Advice to The PMO Director and Project Management Consultant will regularly engage during crucial
Moderate to High

Upper decision-making moments, such as project prioritization, strategic shifts, and issue escalations.
2 Management in 2 While not required as continuously as resource allocation, this function will be frequently
Decision-Making: requested during executive reviews, strategy meetings, or when significant project
adjustments are necessary.
Provide Project The Project Management Methodology Specialist and PMO Analyst ensure consistent
Management methodology application across projects. This function may be periodically reviewed, updated,
Moderate

3 Methodology 2 or enforced, particularly at the start of new projects or when processes or standards change.
As methodologies tend to be stable once set, this function may not be required as often but is
essential for maintaining project consistency.
Manage Lessons
Low to Moderate

Learned Meetings Lessons Learned meetings usually occur at the end of a project or phase. This function will be
required less frequently than ongoing activities like resource allocation or decision-making
4 2
advice, but it remains critical for continuous improvement. The Lessons Learned Coordinator
and PMO Analyst will be engaged primarily during project closures or post-mortem reviews.

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 PMO Implementation - Modern Building Case Study

Competencies Analysis

Provide Advice to Upper Management in Decision-Making:

F1-C Strategic Organizationa Change Performance

Leadership l Awareness Management Management CAIPp CAIPf

M R M R M R M R
PMO Member
0.35 0.25 0.20 0.20
Amjad Alghamdi 4 1.40 4 1.00 3 0.60 3 0.60 90.0%
Usama 2 0.70 3 0.75 1 0.20 2 0.40 51.3%
Amin Mohammed 3 1.05 4 1 3 0.6 4 0.8 86.3%

88.13%
Ibrahim Alhaj 3 1.05 3 0.75 2 0.40 2 0.40 65.0%
Reem Al-Qarni 2 0.70 1 0.25 2 0.40 1 0.20 38.8%
Abeer Al-Khaled 1 0.35 1 0.25 1 0.20 3 0.60 35.0%
Ahmad Al-Hafi 2 0.70 3 0.75 2 0.40 4 0.80 66.3%
Mohammed Al-Amri 1 0.35 1 0.25 1 0.20 1 0.20 25.0%

Manage Resource Allocation Between Projects

F2-C Strategic
Planning
Decision
Making and Resource Project
and Problem Optimization Management CAIPp CAIPf
Execution Solving
M R M R M R M R
PMO Member
0.20 0.15 0.40 0.25
Amjad Alghamdi 2 0.40 4 0.60 2 0.80 2 0.50 57.5%
Usama 3 0.60 2 0.30 4 1.60 4 1.00 87.5%
Amin Mohammed 2 0.4 3 0.45 2 0.8 2 0.5 53.8%
Ibrahim Alhaj 3 0.60 4 0.60 2 0.80 4 1.00 75.0% 81.25
Reem Al-Qarni 2 0.40 1 0.15 2 0.80 1 0.25 40.0% %
Abeer Al-Khaled 1 0.20 1 0.15 1 0.40 3 0.75 37.5%
Ahmad Al-Hafi 2 0.40 3 0.45 2 0.80 4 1.00 66.3%
Mohammed Al-Amri 1 0.20 1 0.15 1 0.40 1 0.25 25.0%

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 PMO Implementation - Modern Building Case Study

Provide Project Management Methodology

F3-C Methodolog
y
Developmen
Training and
Developmen
t
Data Analysis
and
Interpretation
Reporting
and
Visualization
CAIPp CAIPf
t
M R M R M R M R
PMO Member
0.35 0.20 0.30 0.15
Amjad Alghamdi 3 1.05 2 0.40 2 0.60 1 0.15 55.0%
Usama 2 0.70 2 0.40 4 1.20 2 0.30 65.0%
Amin Mohammed 3 1.05 3 0.6 3 0.9 1 0.15 67.5%
Ibrahim Alhaj 2 0.70 2 0.40 3 0.90 1 0.15 53.8%
78.75
Reem Al-Qarni 1 0.35 3 0.60 4 1.20 3 0.45 65.0%
%
Abeer Al-Khaled 2 0.70 2 0.40 1 0.30 3 0.45 46.3%
Ahmad Al-Hafi 2 0.70 2 0.40 4 1.20 4 0.60 72.5%
Mohammed Al-
4 1.40 4 0.80 3 0.90 2 0.30 85.0%
Amri

Manage Lessons Learned Meetings

F4-C Facilitation
Skills
Knowledge
Managemen
t
Communicatio
n Skills
Continuous
Improvemen
t Mindset
CAIPp CAIPf

M R M R M R M R
PMO Member
0.30 0.25 0.25 0.20
68.8
Amjad Alghamdi 3 0.90 2 0.50 3 0.75 3 0.60
%
65.0
Usama 3 0.90 3 0.75 3 0.75 1 0.20
%
68.8
Amin Mohammed 2 0.6 3 0.75 4 1 2 0.4
%
75.0
Ibrahim Alhaj 2 0.60 4 1.00 4 1.00 2 0.40 80.00
%
77.5 %
Reem Al-Qarni 4 1.20 2 0.50 4 1.00 2 0.40
%
82.5
Abeer Al-Khaled 4 1.20 2 0.50 4 1.00 3 0.60
%
Ahmad Al-Hafi 2 0.60 2 0.50 4 1.00 4 0.80 72.5%
Mohammed Al-
2 0.60 3 0.75 3 0.75 3 0.60 67.5%
Amri

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 29
 PMO Implementation - Modern Building Case Study

Roles Cards

Field Details
Job Title sn
Department [Insert Department]
Reports To [Insert Reporting Manager]

Location [Insert Location]

Job Type [Full-Time/Part-Time/Contract]

Salary [Insert Salary Range]

Job Summary [Brief overview of the job role, highlighting the primary purpose and key
objectives.]
Key Responsibilities - [Responsibility 1: Describe specific duties]
- [Responsibility 2: Describe specific duties]
- [Responsibility 3: Describe specific duties]
- [Responsibility 4: Describe specific duties]
- [Responsibility 5: Describe specific duties]
Qualifications - [Qualification 1: Education or certifications required]

- [Qualification 2: Years of experience required]

- [Qualification 3: Any special requirements]
Skills - [Skill 1: Technical or soft skills required]
- [Skill 2: Technical or soft skills required]
- [Skill 3: Technical or soft skills required]
Work Environment [Description of the work environment, e.g., office, remote, fieldwork]

Benefits - [Benefit 1: Health insurance, etc.]

- [Benefit 2: Retirement plans, etc.]
- [Benefit 3: Paid time off, etc.]
Application Process [Instructions for applying, e.g., submit resume and cover letter to email]

Closing Date [Insert Application Deadline]

Summary of PMO Competencies Determination Process

Overview
The process of determining PMO competencies was conducted using the value ring methodology, focusing on four
key functions of the PMO:
Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 30
 PMO Implementation - Modern Building Case Study

1. Manage Resource Allocation Between Projects

2. Provide Advice to Upper Management in Decision-Making
3. Provide Project Management Methodology
4. Manage Lessons Learned Meetings
Findings and Results
1. Required Roles and Objectives

• Eight key roles were identified: Portfolio Manager, Resource Manager, PMO Director, Project Management Consultant,
Project Management Methodology Specialist, PMO Analyst, and Lessons Learned Coordinator.
• Each role has a specific objective aligned with the four essential functions.
2. Function Frequency and Required Headcount

• Resource Allocation: High frequency, 2 headcounts (Portfolio Manager and Resource Manager)
• Advice to Upper Management: Moderate to High frequency, 2 headcounts (PMO Director and Project Management
Consultant)
• Project Management Methodology: Moderate frequency, 2 headcounts (Methodology Specialist and PMO Analyst)
• Lessons Learned Meetings: Low to Moderate frequency, 2 headcounts (Lessons Learned Coordinator and PMO
Analyst)
3. Competency Assessment

The assessment was conducted using a Competency Assessment Index (CAI) for each function, evaluating team
members on various skills:
• F1-C (Resource Allocation): Strategic Planning, Decision Making, Resource Optimization, Project Management
• F2-C (Advice to Upper Management): Strategic Leadership, Organizational Awareness, Change Management,
Performance Management
• F3-C (Project Management Methodology): Methodology Development, Training and Development, Data Analysis,
Reporting and Visualization
• F4-C (Lessons Learned Meetings): Facilitation Skills, Knowledge Management, Communication Skills, Continuous
Improvement
4. Team Performance

• The team showed varying levels of competency across the four functions.
• Top performers for each function:
o F1-C: Amjad Alghamdi (90.0%) and Amin Mohammed (86.3%)
o F2-C: Usama (87.5%) and Ibrahim Alhaj (75.0%)
o F3-C: Mohammed Al-Amri (85.0%) and Ahmad Al-Hafi (72.5%)
o F4-C: Abeer Al-Khaled (82.5%) and Reem Al-Qarni (77.5%)
Important Details
1. The assessment used weighted scoring for each competency within the functions.
2. Overall team performance varied across functions, with the highest average F2-C (Advice to Upper Management)
score at 88.13%.
3. Some team members consistently performed across functions, while others had strengths in specific areas.
4. The process identifies both individual and team competency gaps, allowing for targeted development and resource
allocation.
Implications
1. The results can guide training and development initiatives to address competency gaps.
2. Project resource allocation can be optimized based on individual strengths identified in the assessment.
3. The PMO can leverage high-performing individuals in each function to mentor others and improve overall team
performance.
4. Regular reassessment using this methodology can track progress and evolving competency needs within the PMO.

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 31
 PMO Implementation - Modern Building Case Study

S6. Assess PMO Maturity

Evaluate the PMO's current maturity level. This involves assessing existing processes, capabilities, and outcomes
to identify areas for improvement and growth.
PMO Maturity Assessment Report
Executive Summary
This report presents the findings of a PMO maturity assessment conducted using the Value Ring methodology. The assessment
evaluated four key PMO functions, revealing an overall maturity score of 60.93%, placing the PMO at an "Established" level.
While some functions demonstrate high maturity, others present opportunities for significant improvement.
Key Findings
1. Overall PMO Maturity: 60.93% (Established)
2. Function-specific Maturity Levels:
o Managing Resource Allocation Between Projects: 64% (Established)
o Providing Advice to Upper Management in Decision-Making: 48% (Developing)
o Providing Project Management Methodology: 53% (Established)
o Managing Lessons Learned Meetings: 83% (Optimized)

Maturity Score
100.00% 83.00%
80.00% 64.00%
53.00% 48.00%
60.00%
40.00%
20.00%
0.00%
MANAGE RESOURCE PROVIDE ADVICE TO PROVIDE PROJECT MANAGE LESSONS
ALLOCATION BETWEEN UPPER MANAGEMENT MANAGEMENT LEARNED MEETINGS
PROJECTS IN DECISION-MAKING METHODOLOGY

Detailed Analysis
1. Managing Resource Allocation Between Projects (64% - Established)
Current State:
• Formal resource allocation process implemented.
• Regular resource forecasting was conducted.
• Proactive resource management practices in place
• Minimal resource conflicts observed.
• Good visibility of resource availability
Target: Maintain Optimized level
Improvement Actions:
• Optimize the resource allocation process.
• Implement advanced resource forecasting and modeling.
• Develop strategic resource management practices.
• Implement systems to prevent resource conflicts.
• Achieve complete visibility and optimization of resource utilization.
2. Providing Advice to Upper Management in Decision-Making (48% - Developing)
Current State:
• Some regular interaction with upper management has been established.
• Basic reporting structure in place
• Mix of proactive and reactive advisory services
• Some data-driven insights were provided.

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 PMO Implementation - Modern Building Case Study

Target: Improve to Established level

Improvement Actions:
• Implement regular, structured interactions with upper management.
• Formalize the reporting structure.
• Shift towards proactive advice provision.
• Enhance data-driven insights and regularly share them.
• Position the PMO as a valuable advisor to management.
3. Providing Project Management Methodology (53% - Established)
Current State:
• Comprehensive project management methodology in place
• Standardized practices across projects
• Regular training on methodology is provided.
• Consistent application of methodology observed.
Target: Improve to Optimized level
Improvement Actions:
• Implement a continuous improvement process for the methodology.
• Integrate industry best practices into the methodology.
• Develop advanced training and certification programs.
• Maintain comprehensive, up-to-date documentation.
• Tailor the methodology to specific organizational needs.
4. Managing Lessons Learned Meetings (83% - Optimized)
Current State:
• Formal lessons learned process established.
• Regular lessons learned at meetings conducted.
• Lessons are systematically captured, documented, and shared.
• Noticeable reduction in repeated mistakes
• Proactive application of lessons to prevent issues
Target: Maintain Optimized level
Conclusion and Recommendations
The PMO demonstrates varying maturity levels across its key functions, with a strong performance in
managing lessons learned at meetings and opportunities for improvement in providing advice to upper
management in decision-making.
To enhance overall PMO maturity, we recommend:
1. Prioritizing improvements in the advisory function to upper management
2. Continuing to refine and optimize resource allocation processes.
3. Evolving the project management methodology toward an optimized state
4. Maintaining high performance in lessons learned management while seeking innovative ways to leverage
this knowledge further.
The PMO can strengthen its value proposition and better support organizational objectives by focusing on
these areas.

S6. Assess PMO

[Link]
Our reference:

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 33
 PMO Implementation - Modern Building Case Study

S7. Calculate PMO ROI

Measure the PMO's return on investment. This step involves quantifying the financial and strategic benefits the PMO
provides to the organization.

PMO-Annual Direct Cost

Full Health Flight Total
Contact Governmenta
# Employee name Nationality Role Type
Packag Insuranc Ticket annual
l Fees/ month
e e/ year s Cost
Full-
1 Amjad Alghamdi Saudi PMO director 14000 1260 2100 3200 188420
time
Full-
2 Usama Egyptian Portfolio Manager 12000 955 2100 1600 159160
time
Project
Full-
3 Amin Mohammed Egyptian Management 12000 955 2100 1600 159160
time
Consultant
Palestinia Resource Full-
4 Ibrahim Alhaj 11250 955 1200 2100 149760
n Manager time
Full-
5 Reem Al-Qarni Saudi PMO Analyst 8000 720 1200 1100 106940
time

Lesson Learned Part-

6 Abeer Al-Khaled Saudi 4800 432 1200 1100 65084
Coordinator time

Part-
7 Ahmad Al-Hafi Lebanese PMO Analyst 8000 900 1200 2100 110100
time
Project
Mohammed Al- Management Full-
8 Saudi 12360 1112.4 1200 1100 163968.8
Amri Methodology time
Specialist

SAR 1,102,592.80

PMO- Annual Indirect Cost

1 Financial Services Accounting Dept. 54000
2 Employment Human Resource Dept. 11300
3 Contracts Purchasing Dept. 30250
4 ERP IT Dept - SS 15000
5 Visual Ads Marketing Dept.-SS 6990
6 Snacks Facility Management Dept.-SS 2100

SAR 119,640.00

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 PMO Implementation - Modern Building Case Study

Lack of strategy realization monitoring

Unmanaged organizational changes
Lack of project management skills
insufficient human resources

Lack of cost and time control

inefficient use of resources

Lack of subtractors control
communication problems

change in project scope

Function Vs. Problems

bad projects estimate

Low-quality projects
Lack of Sponsorship

Lack of leadership
unmanaged risks
Function Contribute to the solution
median probabilities of each function to solve the problem
# of the problem
Manage Resource Allocation
1 10 40 10 10 15 25 15 5 10 15 15 15 35 10
Between Projects
Provide Advice to Upper
2 40 25 15 15 15 15 25 40 35 15 15 15 15 35
Management in Decision-Making
Provide Project Management
3 10 15 40 15 35 30 30 15 15 35 30 35 25 25
Methodology
4 Manage Lessons Learned Meetings 15 10 25 25 25 20 20 15 15 20 15 25 15 20

ROI calculations

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 35
 PMO Implementation - Modern Building Case Study

Function benefit description

Problem Function contributing Action

implement robust estimation techniques
Provide Project Management
as part of the project management
Bad Projects Methodology
methodology.
Estimates
Manage Lessons Learned Review past estimates in lessons learned
Meetings meetings to improve future estimations.
Manage Resource Allocation Optimize resource allocation to maximize
Insufficient Human Between Projects the use of available human resources.
Resources Provide Advice to Upper Advise upper management on resource
Management in Decision-Making needs and potential hiring strategies.
Implement cost and time control
Provide Project Management
techniques within the project
Lack of Cost and Time Methodology
management methodology.
Control
Manage Resource Allocation Ensure proper resource allocation to
Between Projects support cost and time control efforts.
Provide Project Management Include risk management processes in
Methodology the project management methodology.
Unmanaged Risks Advise upper management on risk
Provide Advice to Upper
mitigation strategies and their
Management in Decision-Making
importance.

Implement scope management processes

Provide Project Management
within the project management
Methodology
Change in Project methodology.
Scope
Review scope change impacts in lessons
Manage Lessons Learned
learned meetings to improve future
Meetings
handling.

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 36
 PMO Implementation - Modern Building Case Study

S8. Implement PMO Balanced Scorecard

Use a balanced scorecard to track and manage the PMO's performance against strategic objectives. This
tool helps align PMO activities with the organization's overall goals.

Financial Perspective Customer Perspective

Strategic Objective: Effective Engagement Strategic Objective: Enhance Collaboration
KPI Target Benchmark KPI Target Benchmark
% of projects and
initiatives completed Industry
85%
successfully within the average: 75%
determined timeframe % of audience satisfaction 90% Previous year: 80%
% of risks and challenges Previous year:
80%
resolved or mitigated 70%
Internal Processes Perspective Learning & Growth Perspective
Strategic Objective: Improve Governance Strategic Objective: Decision-Making Enabler
KPI Target Benchmark KPI Target Benchmark
% of projects following
Current rate: % of compliance with issuing PMO Industry-standard:
approved PMO 95% 98%
80% periodic reports on time 95%
methodology

# of newly established 4 per Previous 100% by Current progress:

% of completion of the EPM system
processes and controls quarter quarter: 2 year-end 70%

Performance Monitoring and Analysis

Data Collection: Implement systems to collect data for each KPI, preferably every month regularly
Performance Review: Conduct monthly reviews to track progress against targets and benchmarks.
Trend Analysis: Identify trends in performance over time for each KPI, using visual dashboards for
straightforward interpretation.
Gap Analysis: Determine areas where performance falls short of targets, prioritizing those with the most
significant gaps.
Root Cause Analysis: For underperforming areas, conduct thorough investigations to identify the root causes of
performance gaps
Action Planning: Develop specific, time-bound action plans to address identified issues and improve
performance.
Strategic Alignment Check: Based on BSC results, assess quarterly how well PMO activities align with
organizational goals.
Continuous Improvement: Use insights from the BSC to drive continuous improvement in PMO processes and
methodologies.
Stakeholder Communication: Regularly communicate BSC results to relevant stakeholders through concise
reports and presentations.
Annual Review and Update: Conduct an annual review of the BSC, updating objectives, KPIs, and targets as
needed to reflect changing organizational priorities and maturity of the PMO.
End of Document

Thanks, Dr. Ahmed Alsenosy

Project Management Office - Certified Practitioner (PMO-CP™) - PMO Value Ring Methodology 37