A summary of the current state of PMOs and a view of a PMO that has a more strategic focus on implementing business strategy instead of tactical project execution.

1. Jeffrey D. Mansfield
Project Management/Program Management/Portfolio Management Professional
jeffreydmansfield#@gmail.com
http://www.linkedin.com/in/jeffreydmansfield/
March 10, 2014

2.  PMOs were created to increase project
success rates by implementing best
practices, tools, and processes.
 Many have not been effective at
improving project delivery and are seen as
rigid, burdensome, and not helpful.
 A new style of PMO is emerging that is
focused on delivering business strategy, is
flexible and minimally invasive, and
focused on delivery of projects instead of
process and tools.
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/

3.  The majority of PMO’s are based on one of these
frameworks:
 Organizational Unit Based.
▪ Provides project related services to support an organization.
 Project Specific.
▪ Supports a specific project or program.
 Project Support.
▪ Provides enabling processes for management of projects.
 Enterprise Based.
▪ Responsible for alignment of projects to corporate strategy.
 Center of Excellence.
▪ Provides methodologies, standards, and tools to better deliver
projects.
Source – PMI’s Pulse of the Profession: PMO Frameworks
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/

4.  Project/Program Delivery.
 Schedule/Cost/Scope/Risk/Resource Management.
 Communications.
 Project integration.
 Standards, Methodologies, Processes.
 Methodology definition.
 Process development and improvement.
 Metrics definition.
 Portfolio Prioritization.
 Portfolio Reporting.
 Prioritization.
 Resource allocation.
 Governance and Performance Management.
 Performance reporting.
 Information distribution.
 Issue escalation.
Source – PMI’s Pulse of the Profession: PMO Frameworks
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/

5.  The effectiveness of over 40% of PMOs is viewed
as Poor or Fair.
 Fair – Not meeting some objectives, struggling with
others, weak sponsorship.
 Poor – Not meeting objectives, may be dissolved.
Source: Plainview 2008 PMO 2.0 Survey Report
 46% of organizations still do not understand the
value of project management.
 Rate has not changed from 2013 to 2014.
Source: PMI Pulse of the Profession,The High Cost of Low Performance 2014
 Many PMOs are tactically focused on process,
metrics, and tools instead of strategically focused
on business outcomes.
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/

6.  Viewed as a compliance organization, “the
process police”, not a service organization
that provides assistance on projects.
 Implements processes that are inflexible and
cannot be modified based on project needs.
 Places demands for additional information
on project managers.
 Implements tools that are not well used as
they provide little value to the project team.
 Lack of alignment of projects to business
strategy.
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/

7. PMOs are shifting focus to become a
more strategic organization that actively
supports the implementation of key
business strategy by:
 Focusing on critical initiatives.
 Instituting smart and simple processes.
 Fostering talent and capabilities.
 Encouraging a culture of change.
Source –The Boston Consulting Group – Strategic Initiative Management
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/

8.  Setting a vision while paying attention to fundamentals.
 Creating a framework for managing plans, budget, risks, and
reporting while allowing Project Managers to determine the actual
approach.
 Making change management a high priority.
 Part evangelist, part therapist, part coach to successfully transition
the organization to a more disciplined Project Management
approach.
 Creating a culture that embraces organizational excellence.
 The right people in place with Project Management as a formally
recognized role having a defined career path and the appropriate
training for everyone based on project role.
 Transparency to make strategic moves.
 Managing strategic portfolios with executives owning business
outcomes, and the PMO owning execution and feedback on the
portfolio.
Source – Forrester Consulting – Strategic PMOs Play aVital Role in Driving BusinessOutcomes
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/

9.  Although the original purpose of PMOs
was to increase project success rates,
many have struggled to improve project
delivery.
 They are frequently viewed as not being
effective and problematic.
 A new style of PMO is emerging, one
focused on implementing business
strategy which embraces flexibility, is
minimally invasive, and focused on
implementing strategy instead of process
and tools.
jeffreydmansfield@gmail.com http://www.linkedin.com/in/jeffreydmansfield/

10. Want more Information?
Suggested Reading:
Jeffrey D. Mansfield
Project Management/Program
Management/Portfolio Management Professional
Driving Business Strategy Implementation
through Projects
http://www.linkedin.com/in/jeffreydmansfield/
http://www.twitter.com/jeffmansfld
Resume -
http://www.slideshare.net/jeffreydmansfield/resume
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