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PMO Health Check Worksheet: Assessment

The document outlines criteria for assessing the effectiveness of a Project Management Office (PMO) across several areas including portfolio management, project planning, execution, monitoring, standards, and communication. It provides ratings for how well the PMO performs in each criteria from never to fully in place. The final section calculates an overall priority score for each criteria based on its value, a choice rating, and estimated cost to implement improvements.

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ABINOU OUNIBA
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445 views24 pages

PMO Health Check Worksheet: Assessment

The document outlines criteria for assessing the effectiveness of a Project Management Office (PMO) across several areas including portfolio management, project planning, execution, monitoring, standards, and communication. It provides ratings for how well the PMO performs in each criteria from never to fully in place. The final section calculates an overall priority score for each criteria based on its value, a choice rating, and estimated cost to implement improvements.

Uploaded by

ABINOU OUNIBA
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as XLSX, PDF, TXT or read online on Scribd
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PMO Health Check Worksheet

Assessm
Never
# Assessment Criteria
(0)

There are multiple portfolios (strategic, maintenance,


1
etc.) with teams dedicated to each portfolio.

Project portfolios are prioritized based on the value


each project contributes to the organization's goals &
2
objectives and calibrated by investment of effort and
time to deployment.

Portfolios are re-prioritized on a quarterly or longer


3
cycle in concert with business planning cycle.

The organization's ability to pursue projects (financial,


4 talent, time) within the portfolio is factored into the
prioritization process.

The portfolio management process includes tracking


5 completed projects and monitoring the benefits realized
in context to the benefits anticipated.

Pending projects are released for execution based on


which projects can be done next given the current
6
availability of resources so that the organization does
over extend its ability to complete what it starts.

Project progress and performance are frequently


reviewed to determine that their continuance is
7
appropriate given the current realities in the market,
regulatory climate and other external variables.

Section Total
Projects plans are adaptive and calibrated based on
1 project complexity, duration and depth and breadth of
resources required.

Project plans are leveraged by a repository of project


charter, communication plan templates (including
stakeholder-focused status reporting) and workplan
2
templates in order to accelerate and streamline
planning effort and to produce consistent and best
practice based plans.

Project workplans limit tasks to 40 hours, with each


3 producing observable work products; and time windows
(start & stop dates) for completion

Project tasks, once started, have only two completion


status ("in process" or "complete") and the following
4
timing statuses: "on schedule," "late" (2 weeks or less)
or "critically past due."

Project workplans are based on workstreams, with each


stream containing observable and measurable
5
milestones; workstream owner; and
impact/intercessions with other workstreams.

Project workplans include key decision points (stay


course, stop or recalibrate), typically tied to material
6
contracting points and/or capital expenditure
commitment/spending events.

Project plans include formal communication plans and


7
samples of project status reports by stakeholder group.

Section Total
At a minimum, weekly/biweekly progress reports are
produced; they provide the progress against planned
work, the complications encountered, the remedies
1
being implemented, any recommendations for changing
course and the commitment to what will be
accomplished by the end of the reporting period.

Project team members are provided with a rolling two


2
weeks of assignments that are updated weekly.

Project managers have project administration support


3 on large projects to ensure projects progress is
accurately reported by project team members.

Project team members are dedicated to projects in


4 blocks of time and only shared between projects when
primary project workload permits within that time block.

Project managers focus their time on eliminating


5 potential progress roadblocks and resolving issues
ahead of the team being impacted or distracted.

Project managers work with team members, as needed,


6 to ensure they have the support, knowledge and
resources needed to complete their assignments.

Project managers focus project team on achieving


7 outcomes within specified time-blocks versus focusing
on team hours and utilization rates.

Section Total

Post Project Deploym


Projects are formally evaluated for stakeholder
satisfaction, team chemistry and project process within
1 two months of deployment, and the results compiled
and shared with management, project teams and
appropriate stakeholders.

Project charters include the metrics and methods to be


2 used to collect and evaluate the benefits being realized
by deployed projects in context to those expected.

Deployed project performance scorecards are


3 maintained at the project, portfolio and overall PMO
level.

Projects delivering less than expected results are


examined and analyzed to identify reasons for the
4
shortfall, improvement opportunities going forward and
remedies for improving the outcomes being achieved.

Project delivering more than expected results are


examined and analyzed to identify the factors
5
contributing to the success and ways to replicate those
factors in other projects.

Project teams and respective operating units are


rewarded with incentives based on the performance of
6
respective projects. These rewards can be monetary,
event or recognition based.

All performance incentive rewards are defined and


quantified within the project charter in terms of the
7
outcomes needed to trigger the incentives, the form of
those incentives and how they will be distributed.

Section Total
The PMO's standards and practices are scalable and
1 always calibrated based on what outcomes will best
benefit the organization.
PMO is organized in a way that provides project
managers the resources and tools needed to complete
2
projects as fast as possible with a minimum of
administrative overhead.
PMO's mission and operational practices are designed
to continuously ensure that the project assets of the
3 organization yield the optimum benefits possible within
the time and budgetary constraints imposed by
management.

PMO standards and practices are built around a


4 framework that is streamline and as bureaucracy-free
as possible.

PMO leadership is focused on leveraging project


5
manager's success and not on policing compliance.

PMO leadership conducts formal project plan reviews to


ensure that the plan does not over extend team
6
members, minimizes cross project resource contention
and uses a "pull"/outcome driven approach.

PMO leadership provides education and training to its


project professionals based on the skills needed to
7
execute the projects well in advance of next projects to
be activated.

Section Total

PMO subscribes and facilitates a collaborative


1 management model that promotes cross functional
dialogue and cooperation
PMO monitors frequency and outcome of formal
planning and status meetings between project
2
managers and related project stakeholders and where
appropriate participates in those exchanges.

PMO ensures that communication plans are tailored to


the stakeholder audience by conducting formal walk-
3
thrus of each plan with the project manager to review
how the plan's messaging will yield optimum outcomes.

PMO conducts joint project manager planning sessions


(no less than monthly) to identify issues, challenges
and concerns that project manager are encountering
4 and to explore ways to mitigate them. These sessions
focus on knowledge transfer, lessons learned, policies,
procedures and other aspects that are impacting the
delivery of successful projects.

PMO conducts advance walk-thrus and rehearsals for


all major presentations to be made to key stakeholders
5 and upper management to ensure that the messaging
is outcome (not process) focused, accurate (spin free)
and supported by facts.

PMO provides workshops to project teams to advance


6 their active listening, presentation, writing, conflict
resolution and facilitation skills.

PMO prefers face-to-face communication and


collaboration over remote and technology based
7 methods where practical and feasible in order to
optimize the value of interpersonal exchanges and the
chemistry that promotes.

Section Total

TOTAL
Assessment 0 0
Planning Implementing In Place Value to PMO
Choice
(1) (2) (3) (Low-1 to High -3)

Project Portfolio Management

0 0
Project Planning

0 0
Project Execution & Oversight

0 0

Post Project Deployment Performance Monitoring and Incentives Management


0 0

Project Standards Governance


0 0

Project Communication & Collaboration


0 0

0 0
0
Value Factored
Cost to Implement Final Priority
(Low-3 to High -1) Priority (from 1 to 42)
(Choice*Value*Cost)

nt

0
0

0
ght

nd Incentives Management
0

ce
0

0 0

oration

0
0

0
Next Steps

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