Leading organizations who generate value from their Project/Program Office (PMO) are more adaptive in response to increasing complexity and disruptors in their industry. PMI defines a PMO as a key “management structure that standardizes the project/program‐related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.” PMOs also enable strategic change by aligning project/program work with business strategy.
GBMC worked with a publicly traded, multinational, cloud-computing and software company that needed to undertake a strategically important transformation project. The project had many layers of complexity, including risk-to-business continuity of operations. The company needed a consistent integrated approach, an underlying structure, and a common language for measuring and communicating progress, in order to manage the project’s complexity and risk. During this successful engagement, GBMC partnered with key stakeholders to establish a tailored PMO framework, enabling successful delivery of the complex transformation project while capturing benefits realized.
The PMO framework effort included creating a detailed Project Schedule as a baseline for efficiently driving the project management monitoring and control cadence for the geographically dispersed, cross-functional, business transformation project team.
The PMO framework solution was flexible and tailored to organizational PM practices and culture, delivering the right balance between detailed progress reporting for effective steering and accountability, and the time needed for project deliverables and conducting business as usual.
In the next two newsletters, GBMC will delve further into this case example on how to:
1. Implement a tailored PMO framework. There are many models of PMO to contemplate. However, it is essential that the framework fits the situation and the challenges being faced by the organization. It should be flexible, tailored to the organization’s PM practices and culture. It must be designed to deliver the right balance between detailed progress reporting for effective steering and accountability, and the time needed for project deliverables and conducting business as usual. Make it scalable and fit for purpose.
2. Capture benefits and communicate value realized. Like any project, benefits realization management is a key process. The business realized benefits such as increased engagement of the Executive Steering Committee; ongoing alignment with the project’s business case and evolving business needs; and clear ownership and accountability across stakeholders, to name a few. Communicate value realized to key stakeholders per an agreed cadence, using impactful visuals and consistent measures.
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