Jim Livesey

A PMO has an average shelf life

of 3 to 5 years?
• Where do they go?

• Are they re-invented, do they evolve?

Or
Do they cease because they were transitory and the
project they support has delivered.
 A PMO Is Many Things

Project Control Office Directorate PMO

POP UP PMO

Project Management Office IT PMO

Project Support Office
Enterprise PMO
Programme Management Office
Centre of Excellence

Portfolio Management Office

PMO as a Service
ePMO
 A PMO Journey
Benchmarking
P30
Specialist v Generalist
PMO Charter
Right level of maturity for the business
Assurance
Improving Capabilities
PPM
Methodology
Standards & guidelines You may have just started
Processes or
you may be a long way on your
Enhanced PMO support to Projects journey
either way numerous things help
Consolidated reporting
to shape and determine your
Governance Forums pmo.

Basic PMO support to a Project

 New Vision Improve
Delivery
Organisation
A wide range of factors Changes
influence your direction.

Cost savings
Drivers
Of
Change
New
Technology

How do you adapt and evolve?

Industry
Changes
Flavour of Tooling
the Month
EVOLVING PMO The need to adapt, change, and evolve is constant with a PMO.

But, how do you know which is the next step?

iliti es
Numerous ways of ab
Governance

evolving are open to C ap Governance 5

you.

PPM/PMO Maturity Level

Governance
Governance
4

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. Role Programme 0
s & Re
spon Portfolio
sibili
ties
Gartner Identifies Seven Best Practices for an Effective PMO

1. Acquire the right people, knowledge, skills and collaborative behaviours

2. Identify and execute high-impact, high-visibility initiatives
3. Report on what the business really cares about
4. Build a framework that shows how the PMO aligns with strategic enterprise objectives
5. Provide senior managers with simple, unambiguous information
6. Highlight the PMO’s achievements
7. Evolve the PMO to support bimodal IT and digital business

I’d add four others to the above:

• Continue to improve the fundamentals that support successful delivery of projects
• Be a partner, an advocate, and driver for success
• Retain an independent view
• Know where you are now and where you want to be
Exercise:
We have looked a range of different ways of evolving PMO.

Are we getting to a position that we need a more generic approach?

In teams, please would you discuss and feedback:

“The Pros & Cons of a generic model for evolving PMO”

Candice
Warnock
Can we “not”
change?
One Model Fits
All?
 Economy The SG ecosystem
Public
ET Business
Politics Hub
Assurance & PPM
Executive

Business Support Teams

CoE
Audit Finance
Team

6 x Coordination and
Health &
Social
Ad Hoc / Temp Care

People Board Programme Econom

Offices y
Learnin
Place Board g&
Ad Hoc / Justice
Performance
Commun
& Priorities Temp Project
ities
Board Offices
Exchequer Methodologies Strategy
Governance & Technologies
 How stable is the environment you
Disagreement

operate in? [4] “Edge of

Chaos” –
[5] “Co- avoidance,
[2] “Selling” – creating” – disintegration
buy-in strategies, methods and
change agents, approaches that
persuasion, maximise the
management of
negotiation, RTSC knowledge,
resources, and the
utilisation of
passion and
[1] “Telling”
responsibility
– rational
Agreement

[3]
decision “Consulting” –
making, scenarios,
classical PPM, leadership,
org intuition,
development learning orgs,
systems thinking
Certainty Uncertaint
 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: Basic business management
•Improves PM
PMO capabilities objectives •Manage
sight
Project into PM
•Provides and maturity continuous
Office standard and •Introduce
environment improvement
•Discreet repeatable projects •Applies and cross-
project offices methodology reporting common department
for all projects tools 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 business, practices and
programme tools with
level authority foundation of executives
and project customers,
a viable PM •Can be a stakeholders
environment teams separate and vendors
•Full set of business unit
PMO functions •Oversight and
•Advanced control to
in use staffing other PMO
 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?
Translat
or

Thinke
Enginee r
r

Socialis
er Pionee
r
Is the PMO ready and able
to evolve?
Do what you can

With what you have

Where you are

Theodore Roosevelt
Communities of Practice
Exerci
se
Exercise:
Stop
Do more
Start