How is your PMO viewed today? Are project managers saying…PMO is just an overhead function, non-value added, a bunch of rule makers. As PMO’s gain momentum again in the project world it is time to take a look at how the PMO can really add value to the organization. If you are starting up a new PMO or need to revive an aging one this webcast is for you. Join us to walk through 8 steps to make your PMO a best in class organization, driving project execution.

1. Is Your PMO on
Life Support?
8 Steps to Revive It!
Copyright © 2017 Unanet
Kim Koster
Director, Product Marketing, Unanet
Max Patin
VP, Enterprise Engineering

2. Why Have A PMO?
SOURCE: PMI’S 2017 PULSE OF THE PROFESSION®

3. What Are People Saying
About YOUR PMO?
P - Please
M – More
O - Output
The PMO is just an overhead function!
The PMO is not really interested in project performance!
The PMO is not aligned with our overall corporate strategy!
The PMO does NOT understand resource management!
The PMO keeps producing policies we can’t use!

4. 8 Tips to Revive Your PMO
Ask the Project Stakeholders what they need to be successful
Revisit the PMO Vision and Charter
Relook at policies and procedures and update as necessary
Create a resource management practice – policies and tools
Assess the skills of the Project Teams and course correct
Develop common project and portfolio KPIs
Align to Corporate and/or Organizational Goals
Provide Teams with a Toolkit for success
1
2
3
4
5
6
7
8

5. #1 - Collaboration
#1 - Ask the Project Stakeholders what they need to be successful!
• What are the major issues the
project teams are having?
• Are the old processes still
applicable to their current
situation?
• Are the tools still working for
them?

6. #2 Purpose of the PMO
#2 - Revisit the PMO Vision and Charter
• Help project teams manage and execute their projects successfully!
• Update and Maintain policies for all project – tailorable to project size
and complexity
• Resource management
• KPIs for the enterprise as well as projects and programs
• Consistent reporting across all projects
• Managing Change
• Role based training of policies, procedures, and tools
• Align with the corporate goals and strategies

7. #3 Policy Creation
and/or Update
• Policies should establish best practices
for your organization
• Assure that the policies and
procedures will help the teams be
successful
• Provide standardization across the
enterprise (Level 3 Maturity)
• Make sure there is a repository where
all stakeholders access the current
documents
• Feedback loop to make sure policies
are being followed
• Self Audit Plan and Corrective Actions
#3 Relook at policies and procedures and update as necessary

8. #4 Resource Management
1. Have a centralized repository for all resource
plans that is accessible to all stakeholders
2. Create a skills catalog so that the right
resources will be available when you need
them
3. Forecast resources throughout the project
lifecycle, don’t just start at contract award
4. Use a single pool of resources across your
company not just on one project or portfolio
5. Plan at the project level and roll-up to the
enterprise – do not forecast by department
only
6. Provide stakeholders real-time resource
demand and KPI reports as well as role based
dashboards
7. Don’t plan your most important resources on
disparate excel spreadsheets, use a tool like
Unanet
Scope
Schedule
Resources
Cost
#4 Create a resource management practice – policies and tools

9. Poll #1
How would you rate the maturity of
Your Resource Management Discipline?
A. Very Immature
B. Somewhat Immature
C. Somewhat Mature
D.Mature

10. Powering the Project Cycle
$
Project embodies
dimensions of
funding and POP
PM plans time and
expense
PM promotes
plan as
assignments
Employees charge time/expense;
PM alters assignments;
PM monitors forecast
PM plans contracted effort
PM promotes plans to assignments;
Employees record time/expenses against project;
PM adjusts assignments to meet ending targets
ProjectnearsPOPor
funding/laborcatlimit
PM locks in final
assignments
Effort finishes on-
time and on-budget
Future Assignments
Past Actuals
Plans
3
4 5
6
On-target
Under-run
Over-run
…and labor category
allocations
Unique for T&M
…and FP revenue
schedule
Unique for FP
Close
Initiate
Bid
2
PlanAssign
Execute
1

11. Unanet Resource
Management
Demo

12. #5 – Skills of the
Project Teams
#5 Assess the skills of the Project Teams and course correct
• PM Discipline Training
• Certifications?
• Role Based Training
• Tools
• Policies and
Procedures
• Coaching and Mentoring
• 360 Feedback

13. #6 – KPIs for Everyone
#6 - Develop common project and portfolio KPIs
• Avoid KPI multiplying – less is more
• The data quality must be good to have
accurate indices
• The person responsible for the KPI should
have direct control of it’s results
• KPIs reflect overall corporate goals
• Relevance to all levels of the organization
• KPIs should be in simple terms
• Benchmark both externally and internally
• Collect lessons learned and learn from the
past
• Utilize a system that has easy access to KPIs
that are real-time and accurate.
• Examples: Utilization, %Complete, Earned
Value, Gross Margin%, Net Margin%, Burn
Rate, etc.

14. Poll 2
Are you currently using KPIs to drive
your project and/or business
performance?
• Yes
• Sometimes
• No

15. Popular Metrics

16. KPI’s
Demo

17. Poll 3
Does your current system give you
real-time KPIs on demand?
• Yes
• No

18. #7 – Align to
Corporate Goals
#7 Align to Corporate and/or Organizational Goals
• Vision
• Strategy
• Corporate Goals
• Organizational Goals
• Project Goals

19. #8 – People, Process,
and Tools
People
ProcessesTools
#8 Provide Project Teams a Toolkit for Success

20. Benefits of an
Effective PMO
It All Boils Down to Project Planning
and Execution!