The document discusses strategic positioning and development of Project Management Offices (PMOs), highlighting traditional models and their limitations, such as lack of customer focus and strategic alignment. It advises on evolving PMOs to adopt an entrepreneurial mindset with a focus on customer value, strong executive support, and clear accountability for outcomes. Key success factors include incorporating customer perspectives, defining value propositions, and building a robust PMO network to foster champions across the organization.

1. The Business of
PMO Development
Strategic Positioning
For Real Results
©2013 Line of Sight

2. Traditional PMO Models
•Minimal staffing, deep PM expertise
•Focus on methodologies and best practices
•Use of knowledge and content management tools
Center of
Excellence
•Mix of PM and training expertise
•Focus on Coaching, Mentoring, Training
•Use of PMIS and LMS
Project Support
Office
•Stable of PM’s
•Focus on leading and managing projects
•Use of schedule, risk, and related tools
Delivery
PMO
•PM’s, BA’s, training staff
•Portfolio ownership
•Use of EPM and PPM tools
Enterprise
PMO
2©2013 Line of Sight

3. Why Traditional
PMO Models Under-Deliver
 Not explicit enough-lacking critical details
 Internally focused
 Little emphasis on value to customers
 Lack a strategic focus, linkage to higher
level goals
 Does not “tell the story” of how the PMO
will evolve
3©2013 Line of Sight

4. Common Pitfalls Developing a PMO
 Executive Sponsorship
 Identity Crisis
 Unable to Quantify Value
 No Evolutionary Planning
 Under Resourced/Wrong Resources
4©2013 Line of Sight

5. The Business of the PMO
The PMO should strive to create an
entrepreneurial environment:
 Relentless focus on customers
 Multi-faceted staff
 “Can-do” attitude
 Crisp execution
 Focus on goals and ability to say no
5©2013 Line of Sight

6. Position the PMO
• Align with organization’s strategic goals
• Make accountable for achieving specific
outcomes
• Establish key executive champions and
internal roles
• PMO leadership participates in setting
strategic direction
• Link at the right level of the organization
6©2013 Line of Sight

7. Traditional PMO Functions
7
Framework
Customized
Services
Automation
Competency
Development
Project
Resource
Management
Performance
Management
Program
Benefits
Realization
Portfolio
Governance
StrategicFunctions
PMO Infrastructure
©2013 Line of Sight

8. Evolving the Functions of
a PMO over Time
8
Methods Services Tools.
Compet-
ency
Project
Resource
Mgmt.
Perf. Mgmt Program
Benefits
Realization
Portfolio
Gov.
Methods Services Tools
Compet-
ency
Project
Resource
Mgmt.
Perf. Mgmt Program
Benefits
Realization
Portfolio
Gov.
Methods Services Tools.
Compet-
ency
Project
Resource
Mgmt.
Perf. Mgmt Program
Benefits
Realization
Portfolio
Gov.
80% Installed
40-79% Installed
<40% Installed
Not Yet Applied
Initial Go-live + 180 Go-live + 360
©2013 Line of Sight

9. Success Factors for Early Stages
 Incorporate Customer Perspective
• Use surveys for early customer wants/needs
• Use listening sessions/focus groups to
validate PMO functions
 Define visible value propositions
• Focus on customer success factors and KPI’s
 Build the PMO network
• Build strong executive support early
• Foster champions at all levels and
geographies
9©2013 Line of Sight

10. Evolving Role of the PMO
Low Complexity High Complexity
Enterprise
Projects/
Programs
Line of Business
Projects
Phase
1
Phase
2
Phase
3
Phase
4
Phase
5
10©2013 Line of Sight

11. Benefits of this Strategic
Approach
11
 Clearly defines the PMO, what will be
delivered, how and when.
 Delivers immediate value for your
customers.
 Provides the ability to focus on what
is important now, while planning for
the future.
 Builds foundation to develop value
driven services that provide ROI.
 Develops a staffing profile.
©2013 Line of Sight