TM
Frederic L. Casagrande, PMP®

 Introduction
 The Theory: PMO Framework
 The Practice: High-Performing PMO’s
 Q&A

The PMI® PMO Community of Practice
Me

 The PMI® PMO Community of Practice (CoP) is the largest global
virtual community (27000 members) focused on PMOs
 It facilitates Collaboration, Knowledge Sharing, and Professional
Development Opportunities for a growing community, providing
value to members that cannot be found elsewhere:
◦ The PMOSIG PMO Handbook
◦ The PMO Symposium (largest global conference focused on PMO)
◦ Collaborating with key industry analysts on the latest PMO trends
◦ Host the PMO of the Year® Award with PM Solutions®
◦ An ongoing series of PMO-focused webinars
◦ Monthly Newsletter with PMO thought leaders interviews

 2009 – Vice-Chair (PMI® PMO Specific Interest Group)
 2011 – Vice-President (PMI® PMO Community of Practice)
 2011 & 2012 – Program Chair (PMI® PMO Symposium)
 2013 – Judge (PMI® PMO of the Year® Award)
 2007 – Director of PMO (Interoute)
 2008 – Head of PMO (Universal Studios)
 2009 – PMO Director (AMER Group)
 2011 – Head of PMO (Emiraje Systems)
 2014 – Program Governance & Controls (ENEC)

PMI® Pulse of the Profession™
PMO Archetypes
PMO Domains of Work
Domains Mapping
Next Steps?

 In November 2013, PMI® released their PULSE of the
PROFESSION™ report on PMO Frameworks
 Based on previous work from the PMO Community of Practice
(initiated in 2009), the key objective of this paper was to tackle
the challenge of Defining the PMO through practitioners surveys
and Subject Matter Experts workshops
 This document is an integral part of PMI®’s Thought Leadership
Series on PMO’s, with eminent contributions from SME around
the world, and organizations like Forrester Research and Boston
Consulting Group
 It built a consensus on the most prevalent PMO archetypes in
practice today, defined PMO key functions and mapped the
practices associated with the PMO’s purposes and missions

 Organizational Unit PMO: Provides project-related services to support
a defined organizational unit (Business Unit, Department or Division)
 Project Office: Provides project-related services as a temporary entity
established to support a specific Project or Program
 Project Support Office: Provides enabling processes to continuously
support management of Project, Program or Portfolio work
throughout the organization
 Enterprise PMO: Responsible for alignment of Project and Program
work to Corporate Strategy and establishment of an appropriate
Enterprise Governance
 Center of Excellence: Equips the organization with methodologies,
standards and tools to enable better project delivery. Increases the
capability of the organization through good practices

 Governance: Define Standards, Methodologies & Metrics; Develop & Improve Processes
 Execution Management: Manage Project or Program Delivery; Define Business Goals; Manage
Resources; Manage Business Realization; Manage Risks; Manage Stakeholders; Manage
Communications
 Portfolio Management: Manage Prioritization & Strategic Alignment; Manage Resource
Allocation; Analyze Opportunities & Investments; Manage Risks; Report on Portfolio & Benefits
Realization
 Talent Management: Define Career Paths; Career Development; Capability & Skills Training &
Development; Certifications, Qualifications & Credentials
 Performance Management: Report on Performance & Compliance; Escalate Issues; Distribute
Information; Analyze Metrics & KPIs; Manage PMO Performance
 Organizational Change Management: Manage Customers & Stakeholders Satisfaction; Manage
Resistance; Assess Readiness; Manage Communications
 Administration & Support: Provision, Implement & Support Tools
 Knowledge Management: Define Knowledge Management Policies; Manage Intellectual &
Collateral Property; Manage Lessons Learned; Content Management Collaboration
 Strategic Planning Confirm Strategic Priorities; Define Business Goals and align to Initiatives;
Analyze Opportunities

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Governance
Execution Management
Portfolio Management
Talent Management
Performance Management
Organizational Change Management
Administration & Support
Knowledge Management
Strategic Planning
Organizational
Unit
PMO
Project
Office
Project
Support
Office
Enterprise
PMO
Center
of
Excellence

Governance
Execution Management
Portfolio Management
Talent ManagementPerformance Management
Organizational Change
Management
Administration & Support

Governance
Execution Management
Portfolio Management
Talent ManagementPerformance Management
Organizational Change
Management
Administration & Support

Governance
Execution Management
Portfolio Management
Talent ManagementPerformance Management
Organizational Change
Management
Administration & Support

Governance
Execution Management
Portfolio Management
Talent ManagementPerformance Management
Organizational Change
Management
Administration & Support

Governance
Execution Management
Portfolio Management
Talent ManagementPerformance Management
Organizational Change
Management
Administration & Support

 Following a call for volunteers, the PMI® PMO Community
of Practice has put together a team of Subject Matter
Expert to refine the current PMO Domains of Work:
◦ Perception by internal and external stakeholders?
◦ Why are those domains part of the PMO?
◦ What does the PMO need to be able to do?
◦ What functions are performed under each domain?
◦ What capabilities are needed to succeed at each domain?
◦ What competencies does the PMO need?
◦ What deliverables are expected of the PMO?
◦ How does a domain specifically apply to a PMO Archetype?

PMO of the Year® Award
2006 to 2013 Recipients
What do they have in common?
How to follow their example?

 A showcase for PMOs that have demonstrated vision and
business acumen in implementing new ideas, methods, or
processes that led to measurable improvements in project
management realizing business benefits for their
organizations
 Salutes a PMO that has demonstrated excellence and
innovation in developing and maturing an organizational
structure to support the effective management of projects
 Initiated in 2006 by PM Solutions®
 Managed & Hosted jointly with PMI® PMO CoP since 2010
 Awarded annually during PMI® PMO Symposium

 2006 – EDS (Office of the Multi-Year Plan)
 2007 – Norton Healthcare (Enterprise PMO)
 2008 – Accident Fund Insurance (Innovation & Planning)
 2009 – Rockwell Automation (Software PMO)
 2010 – IBM (Project Management Center of Excellence)
 2011 – Dell Services (Healthcare & Life Sciences PMO)
 2012 – Verizon Wireless (Marketing PMO)
 2013 – Canada Health Infoway (PMO)

 They have demonstrated a strong alignment to key strategic
directives of their organization
 They have quantitative data to illustrate their business impact
 They have a process for continuous improvement to improve
their organization’s project management capabilities
 They have existing programs for talent resourcing and career
development for project related staff
 They work on business critical initiatives for which initial
Business Goals, Objectives and KPIs are largely available
 They have been instrumental to successful business outcomes,
and key stakeholders acknowledge their business value
 They have a plan for their future that will potentially impact
their organization

 Stay aligned with your company’s strategy. Understand what is
expected from the PMO. Fail, and you become irrelevant!
 Get noticed! Work on the biggest challenges, make a difference,
and ensure key stakeholders acknowledge your contribution!
 Collect data rigorously and document everything. Quantify the
value of the PMO and back up your accomplishments
 Improve continuously. Strive to become a better PMO and
enable your company to become better at Project Management
 Nurture resources inside AND outside of the PMO. Mentor!
Coach! Train & Develop! Educate broadly and then deeply.

Questions & Answers
Resources

 PMI® PMO Community of Practice
◦ http://pmo.vc.pmi.org
 PMI® Thought Leadership Series on PMO’s
◦ http://www.pmi.org/Knowledge-Center/PMO-Thought-
Leadership.aspx
 PMO of the Year White Paper (2013)
◦ http://www.pmsolutions.com/white_papers/2013_PMO_of_the_Ye
ar_White_Paper_(Final).pdf