9 signals your_pmo_needs_direction_pm_pg_march2013

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Does your PMO need direction? Read the PM-Partners group '9 signals that your PMO needs direction'. Call us on 1300 70 13 14 if you need more information or want to conduct a project health check.

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9 signals your_pmo_needs_direction_pm_pg_march2013

  1. 1. 9 Signals that your PMO needs direction Advisory Capability Deliverywww.pm-partners.com.au © PM-Partners group. All rights reserved
  2. 2. FIRST SIGNALExecutives are not engaged with the PMOwww.pm-partners.com.au © PM-Partners group. All rights reserved
  3. 3. FIRST SIGNALwww.pm-partners.com.au © PM-Partners group. All rights reserved
  4. 4. SECOND SIGNAL No Training Planswww.pm-partners.com.au © PM-Partners group. All rights reserved
  5. 5. SECOND SIGNAL With ongoing market pressures, evolution of best practices and increasing demands to do more with less most staff could use additional or refresher training. Without structured training plans your PMO may become outdated which will The same can be said for result in your PMO losing business all roles within your value, depth of knowledge and organisation. experience.www.pm-partners.com.au © PM-Partners group. All rights reserved
  6. 6. THIRD SIGNAL No common approachwww.pm-partners.com.au © PM-Partners group. All rights reserved
  7. 7. THIRD SIGNAL Without consistency, the PMO cannot learn from experiences. For a PMO to be successful it must have appropriate, repeatable and effective processes in place that are reviewed regularly.www.pm-partners.com.au © PM-Partners group. All rights reserved
  8. 8. FOURTH SIGNAL Inadequate Reporting To Managementwww.pm-partners.com.au © PM-Partners group. All rights reserved
  9. 9. FOURTH SIGNAL However if there is no meaningful reporting mechanism to report project and portfolio status to executive management, then it’s very difficult to show or prove PMO relevance to them. Gain executive support by providing relevant, compelling data and insights.www.pm-partners.com.au © PM-Partners group. All rights reserved
  10. 10. FIFTH SIGNALPMO Doesn’t Handle Key Projectswww.pm-partners.com.au © PM-Partners group. All rights reserved
  11. 11. FIFTH SIGNAL A key indicator of executive management lacking confidence in the PMO is when key projects are redirected elsewhere within the organisation and are managed by individuals that are not part of the PMO. Whilst it is good practice for an organisation to set up a special temporary PMO for projects that are larger and more complex than anything run before. It is necessary for the PMO to be an integral part of the company’s success.www.pm-partners.com.au © PM-Partners group. All rights reserved
  12. 12. SIXTH SIGNAL Apathywww.pm-partners.com.au © PM-Partners group. All rights reserved
  13. 13. SIXTH SIGNAL Apathy in the workplace is a significant signal that there are underlying issues that need to be addressed immediately by the leadership team. Failure to correct issues in the PMO early can leave a normally ambitious PMO open to develop other, more alarming and (costly) problems.www.pm-partners.com.au © PM-Partners group. All rights reserved
  14. 14. SEVENTH SIGNAL Under-performancewww.pm-partners.com.au © PM-Partners group. All rights reserved
  15. 15. SEVENTH SIGNAL Each company will encounter the occasional missed deliverable or deadline because in reality no PMO is perfect. However, it is important that PMO leaders identify whether these missed deliverables are a symptom of a much larger issue within the PMO. If lagging performance is becoming noticeable it is imperative to quickly identify the problem by assessing people, process and organisational factors and to take steps necessary to address issues or realign the PMO to the organisations needs.www.pm-partners.com.au © PM-Partners group. All rights reserved
  16. 16. EIGHTH SIGNAL High turnoverwww.pm-partners.com.au © PM-Partners group. All rights reserved
  17. 17. EIGHTH SIGNAL Watch for rising resignation numbers. A deluge of transfers and resignations are a clear signal of dissatisfaction within the PMO. Perhaps PMO members may have become disgruntled with lack of growth opportunities, there is a lack of communication, or the PMO isn’t receiving the executive support it requires. Be mindful of PMO staff attitudes as strong performers will often be the first ones to realise something is wrong, but they won’t always be the first to leave.www.pm-partners.com.au © PM-Partners group. All rights reserved
  18. 18. NINTH SIGNAL The Blame Gamewww.pm-partners.com.au © PM-Partners group. All rights reserved
  19. 19. NINTH SIGNAL The blame game is usually a late occurring signal that a PMO needs direction. Usually there will be other signals that the PMO is struggling before the workplace environment deteriorates into a witch-hunt. If your team is preoccupied with redirecting blame rather than sourcing a solution it is a clear indicator that workplace difficulties are pervasive and the PMO would benefit from some guidance.www.pm-partners.com.au © PM-Partners group. All rights reserved
  20. 20. The use of expert support is an increasingly popular solution for a PMO when it requires strategic direction. This approach can be very effective, as external experts have the broad experience across many PMOs, as well as the background to operate at the appropriate level. This can prove vital regarding reinvigoration of a PMO or establishing a more proactive and flexible PMO strategy.www.pm-partners.com.au © PM-Partners group. All rights reserved
  21. 21. Advisory Capability Delivery We are the trusted service provider to Australia’s leading and emerging PMOs.www.pm-partners.com.au © PM-Partners group. All rights reserved

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