Making a case for the reformation of the PMO Based upon evolving technology and the globalization of companies there is an increasing need to manage projects, but there has been little success of Project Management Offices (PMO) to do so; thereby not providing value to its organization. PMOs are disillusioned of their importance and the business has responded with removal of those positions.

1. The Secret Society of
Transformational Leadership
Making a case for the Reformation of the PMO
Natalie Griego-Pavon,
PMP
Summer 2015

2. Abstract- This is my Thesis…
 Based upon evolving technology and
the globalization of companies there
is an increasing need to manage
internal projects, but there has been
little success of Project Management
Offices (PMO) to do so; thereby not
providing value to its organization.
 PMOs are disillusioned of their
importance and the business has
responded with removal of those
positions.

3. What’s the Problem?
 50% of PMOs close within 3 years;
 40% of projects fail to meet budget, schedule or
objectives;
 68% of stakeholders view their PMO as
bureaucratic;
(Jones & Shoen, 2014) (Needs,
2014)
 Traditional project management guidelines define
success by meeting schedule and budget –
 But the interpretation by the business is DID THIS
PROJECT BRING VALUE?

4. Addressing the Issues
Current Issue Goal Reformation Risk Mitigation
Bureaucracy:
Large centralized
delivery
organization
focused on
governance,
process and
controls
Make measurable
progress toward the
achievement of strategy
without requiring the
creation of a large
centralized delivery
organization
De-centralized with focus
on ability to change in
accordance of business;
communicate and report
at appropriate levels
Changing scope and
never reaching
objectives
Leadership keep Mission
and Strategy clear; the
activities may be modified
but the end goal still
relevant
Misalignment: Gap
of what the PMO is
doing and
expectations of
business
Reaching alignment
between strategy and
tactics or function
At a tactical level:
Integration of project and
change management;
building skillset internal to
the business
At a strategic level:
Leadership to define
expectations
Difficulty in tracking or
reporting true progress
of projects
Leadership to define
measurement of success;
empower project teams.
Project Delivery:
40% of projects do
not meet
objectives,
Improve on delivery
metrics; focus on “product
over process” (Rogers)
Re-assess highly
structured methodology;
Waterfall, Agile or Hybrid.
Keep or modify what
works – throw out what
Resource
Management
Leadership to recognize
need for additional
Headcount (HC) within
operations; shift budget
from PMO to Operations

5. Vision- Reformed PMO
A new vision is required to adapt to a changing business climate where
alignment, agility, and value are the metrics projects are measured against

6. Roles & Responsibilities
Level Role Responsibility
Transformational
Leadership Team/
Project Review
Board (PRB)
Director/VP of Ops,
Finance, IT, etc.
>Communication/Reporting to C-
Suite
>Project Selection/criteria
>Project Success criteria/metrics
>Reporting requirements
>Resource management
Office of
Transformational
Leadership
Director >Communication and Reporting to
C-Suite
>Coordination of PRB/TLT
>Indirect management of Business
PM/CMs
Business Project and
Change Managers
>Project execution
>Project Reporting
>Change Management
IT Project Managers >Alignment with IT strategy

7. Leadership, Leadership and More
Leadership
By flipping the triangle, management is enabled to make decisions based upon direction
by executive leadership. This approach will address all three issues of bureaucracy,
misalignment and project delivery.

8. Summary
Dr. John P.
Kotter-
 “Management makes sure the
system functions well – if it’s a good
system. Leadership is needed
when the system no longer works
well and must figure out how to
change it.”
PMOs no longer work well – these
organizations must evolve and
provide value. It will take leadership
and vision to move forward and
adapt.

9. Thank you!
 White Paper will be available
September 2015
 This presentation is a summary of
the White Paper
 If you have any observations or
comments please contact me via
Linkedin