The document discusses the significance of Project Management Offices (PMOs) in organizations, highlighting their increasing recognition and value in executing strategic objectives. It outlines the evolving role of PMOs from administrative functions to strategic enablers that facilitate project execution and alignment with organizational goals. The document further emphasizes the need for establishing high-performing PMOs through clear objectives, capabilities, and frameworks to deliver value across project portfolios.

1. Ulohomuno, Eze, Afieroho. PMP – September 2017
BY
ULOHOMUNO, EZE. AFIEROHO MBA,PMP,COREN
THE PMO – ENABLING STRATEGY EXECUTION EXCELLENCE

2. Ulohomuno, Eze, Afieroho. PMP – September 2017
TABLE OF CONTENT
• Understanding the PMO landscape
• THE PMO – suffering identity crisis, but value creating
• THE PMO – enabling strategy execution excellence
• Establishing a high performing PMO
• The need
• Values and capabilities
• Implementation framework
• Setting the agenda- establishing the PMO value
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3. Ulohomuno, Eze, Afieroho. PMP – September 2017
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UNDERSTANDING THE PMO LANDSCAPE

4. Ulohomuno, Eze, Afieroho. PMP – September 2017
THE PMO – suffering identity crisis, but value creating
• Organizations are gradually recognizing the value of project management and the PMO
 upward trend—from 61 percent in 2007 to 71 percent today
.
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US$71 million to
in the form of revenue or cost
reductions
81% top performing
organizations have a PMO,
compared to 59% of
underperformers
There is no formalized model
and no standard consensus on
the “right” form of a PMO.
There is also little consensus
even on fundamental notions,
such as what the letters
actually stand for.
• Though suffering Identity crisis- it is no longer a nice-to-have, but a need-to-have
Culled from PMI’s Pulse of the Profession

5. Ulohomuno, Eze, Afieroho. PMP – September 2017
THE PMO – Enabling Strategy Execution Excellence
• An evolving concept that create value when aligned with strategy
• Shifting from purely administrative to incorporate the strategic,
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The PMO- help an organization execute their strategy; choosing the optimal set of projects;
effectively executing; and realizing benefits
Culled from PMO competency continuum by Gerard M. Hill (2004)

6. Ulohomuno, Eze, Afieroho. PMP – September 2017
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ESTABLISHING A HIGH PERFORMING PMO

7. Ulohomuno, Eze, Afieroho. PMP – September 2017
THE NEED
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Orchestrating a portfolio of projects, for different customers with rapidly changing business needs
requires;
• Collective insight that aligns investment agenda with the organization’s strategic plan.
• Project planning tools and direct oversight that maximize the potential for achieving targeted
outcomes and objectives.
• Collaboration capabilities that remove organizational and geographic boundaries for faster, better
decision making.
A PMO will help DJL deliver greater value throughout its ecosystem of project participants,
business decision makers, and customers and clients

8. Ulohomuno, Eze, Afieroho. PMP – September 2017
VALUES & CAPABILITIES
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Standards
• establishing, maintaining, and maturing a set of policies and procedures to
govern project delivery within the organization
Knowledge
• executing activities associated with knowledge acquisition and dissemination
for the benefit of project practitioners (including training)
Consulting
• assisting with or directly managing the execution of projects as required in
order to provide “expert guidance”
Invest- Portfolio Management
•Mature processes and frameworks to
select the right projects, that align with
strategic goal and optimise the return on
investment
Execute- Programme Delivery
•Improving the management and delivery
of projects, programs and overall
portfolios
Realise- Benefit Realisation
•Managed Benefits delivering intended
outcomes
PMO Value
PMO Capabilities

9. Ulohomuno, Eze, Afieroho. PMP – September 2017
IMPLEMENTATION FRAMEWORK
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10. Ulohomuno, Eze, Afieroho. PMP – September 2017
SETTING THE AGENDA- Establishing the PMO value
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Formalizing the
Value Proposition-
PMO Objective
• Translate the high focus
area/opportunity into
concrete set of deliverables
• Set realistic timeline for
each deliverable
• Define benefits for each
objective
Establishing
Meaningful Value
Measures
• Determine the potential
areas where the PMO may
provide value, considering
the current challenges or
opportunities that the
organization faces
Establishing
Mission for
Success
• The focus should be on the
transformational nature of
how the PMO will impact
and improve the
organization

11. Ulohomuno, Eze, Afieroho. PMP – September 2017
THANK YOU