This document summarizes a workshop on evaluating PMOs presented by Americo Pinto. It provides background on Americo Pinto and his experience studying over 300 PMOs. The PMO Value Ring methodology was developed over 6 years of research with 89 PMO leaders and provides recommendations to configure a PMO in a way that generates value for an organization. It involves identifying PMO stakeholders and their expectations, selecting appropriately aligned functions for the PMO, defining processes to execute those functions, establishing metrics to monitor performance, ensuring the PMO team has the right skills, assessing maturity levels over time, and monitoring value generation through strategic indicators.
In this presentation, the Ricardo explains the project management office and the main types. He also shows the benefits gained, the mistakes and successes of a PMO, and the challenges to implement a PMO.
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
In this presentation, the Ricardo explains the project management office and the main types. He also shows the benefits gained, the mistakes and successes of a PMO, and the challenges to implement a PMO.
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
A project management office (PMO) charter to document scope, decision rights, and executive sponsorship. Get the template @ http://www.demandmetric.com/content/pmo-charter-template
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
This is a sample of a strategic planning session to align your PMO with your organizations strategic goals. I have purposely left out some of the content so that you can contact me directly for more information or to use this content for your own organization. Although some content is missing, this does provide you with a broad view of how to do planning in your own organization.
One of the greatest challenges in regards to implementing a successful PMO, is being able to deal with continuous change(s).
The determination of what and how, can be improved, but requires both the organisation and the people to change the way they function in their business environment.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the PMO.
Specifically, an EPMO can act as a key enabler leading and supporting the organizational change work, therefore can make the change management process much easier, for the associated stakeholders.
In order for an EPMO to act a game changer, it is rather necessary to radically change the existing corporate structure, keep up with the challenges and align them with the corporate strategy and vision.
The IT PMO - A Handbook for Federal ProgramsVergys
The IT PMO is the nexus among strategy, IT initiatives, budget, and business objectives. And as the need for information technology grows, so does the importance of the IT PMO. This handbook outlines the processes and artifacts to initiate, execute, and mature a well-functioning PMO.
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
A project management office (PMO) charter to document scope, decision rights, and executive sponsorship. Get the template @ http://www.demandmetric.com/content/pmo-charter-template
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
This is a sample of a strategic planning session to align your PMO with your organizations strategic goals. I have purposely left out some of the content so that you can contact me directly for more information or to use this content for your own organization. Although some content is missing, this does provide you with a broad view of how to do planning in your own organization.
One of the greatest challenges in regards to implementing a successful PMO, is being able to deal with continuous change(s).
The determination of what and how, can be improved, but requires both the organisation and the people to change the way they function in their business environment.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the PMO.
Specifically, an EPMO can act as a key enabler leading and supporting the organizational change work, therefore can make the change management process much easier, for the associated stakeholders.
In order for an EPMO to act a game changer, it is rather necessary to radically change the existing corporate structure, keep up with the challenges and align them with the corporate strategy and vision.
The IT PMO - A Handbook for Federal ProgramsVergys
The IT PMO is the nexus among strategy, IT initiatives, budget, and business objectives. And as the need for information technology grows, so does the importance of the IT PMO. This handbook outlines the processes and artifacts to initiate, execute, and mature a well-functioning PMO.
ROI CERTIFICATION PROGRAM
A comprehensive way to gain the skills, resources,
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and programs of all types – down to the financial
return on investment (ROI).
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
ROI Basics: An Overview of the ROI Methodology with Patti PhillipsVFTNetworks
Never before has ROI been of such importance. The ROI Institute’s ROI Methodology is the most documented approach to measuring and evaluating learning and development programs. This webinar series presents the key elements in the ROI process.
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
1. www.pmovaluering.com
THE PMO VALUE RING
WORKSHOP
London, March 1st 2017
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
AMERICOPINTO@PMOGA.COM
2. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
ABOUT ME
My hometown is Rio de Janeiro, Brazil, but I am a
citizen of the world.
I have 20 years of experience in project management
and PMOs as a Consultant, Practitioner, Professor,
Researcher, Speaker and Author.
I am a PhD Candidate at Rennes School of Business
in France, doing research on PMOs.
I have been studying and benchmarking more than 300
PMOs over the last 6 years.
I have been leading a worldwide community of PMO
professionals with more than 5.000 members.
I was awarded with the PMI Distinguished Contribution
Award in 2011.
3. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHERE THIS STUFF COMES FROM
It is the result of a 6-year international research program.
It was jointly developed with 89 experienced PMO leaders.
It has been recently published and presented in more than 30 global
conferences worldwide.
It is based on a collective intelligence database.
4. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
ABOUT OUR COMMUNITY
Imagine if you could ask
thousands of experienced PMO
professionals worldwide about
how to overcome your own
challenges.
That’s what we do at PMO Global
Alliance, the worldwide virtual
community of PMO professionals.
We develop collaborative
research, projects and solutions
based on the collective
intelligence of our community.
5. www.pmovaluering.com
It is a software based on an international
methodology, developed with the participation of
successful PMO leaders.
It is based on a broad study, consolidating the
experience of mature professionals from around
the globe.
Supports the creation, review and operation of the
PMO, focusing on generating effective value for
the organization.
Provides recommendations, and guides the PMO
configuration from successful experiences, similar
to the actual situation of the organization.
WHAT IS THE PMO VALUE RING?
6. www.pmovaluering.com
Success cases in PMOs are hardly constructed from isolated successful
experiences, which have been influenced by variables that can not be
identified or replicated.
In addition to that, isolated experiences also disregard the fact that
organizations are not always able and willing to implement good practices.
This way, evaluating the practices in use in organizations alone does not
always portray what is really best and most efficient.
Our benchmarking is based on statistical analyzes, made on the experiences
of an international community formed by professionals who have the
experience and knowledge in the day to day of successful PMOs.
The consensus of these professionals about which practices actually work
(collective intelligence) in different organizational scenarios is the high value
content that serves as a source for the recommendations proposed by PMO
VALUE RING.
BENCHMARKING APPROACH
7. www.pmovaluering.com
• More than 5,000 users in 65 countries.
• Available in English, Portuguese, and Spanish.
• All the essence of the methodology is available for free to the
community.
• It can be used by professionals, consultants, teachers and students
interested in the PMO theme.
• It is a contribution to the international community of professionals in
PMOs.
PMO VALUE RING FACTS
8. www.pmovaluering.com
• The PMO VALUE RING methodology proposes that the PMO
shoud be seen as a "service provider".
• As such, it has "clients", its stakeholders, each with specific
needs and expectations.
• Meeting stakeholder expectations is the best way to generate
perceived value.
• The PMO will accomplish this by providing "services" (functions)
in the best possible way.
PMO VALUE RING MINDSET
10. www.pmovaluering.com
• Never follow pre-set types of PMOs. This is the shortest way to
failure.
• Success will depend on the ability of your PMO to be flexible
enough to adapt to stakeholder needs.
• There is no right or wrong in PMOs. There is only what you need
to do so that the value of your PMO is recognized.
• Do not be afraid - or lazy - to re-evaluate or reinvent your PMO
whenever necessary.
PMO VALUE RING MINDSET
11. www.pmovaluering.com
Find out what are the most appropriate
functions for your PMO, according to the
needs of your stakeholders
Balance the set of functions of
your PMO to generate value
perception to your stakeholders
Design your PMO processes,
using best practices and
recommendations
Select performance indicators, monitor
quality, and demonstrate how your PMO is
generating value
Evaluate the maturity of your PMO
and receive recommendations to
plan your evolution
Define how the value generation of your
PMO will be monitored with a
dashboard with strategic metrics
Find out what the financial return
of your PMO is, considering the
reality of your company
Evaluate your team, use
recommendations to define the
best allocation, and create
development plans
1
2
3
45
6
7
8
PMO VALUE RING BENEFITS
12. www.pmovaluering.com
FIND OUT WHICH ARE THE MOST INDICATED
FUNCTIONS FOR YOUR PMO, ACCORDING
TO THE NEEDS OF YOUR STAKEHOLDERS
BENCHMARKING:
The PMO should not waste resources on functions that do not
generate the benefits and outcomes expected by stakeholders. The
lack of this alignment makes the PMO not generate value perception,
losing support over time.
REFLECTIONS:
Is your PMO really generating the benefits expected by your
stakeholders?
WHAT TO DO IN PMO VALUE RING:
• Automatically identify and collect stakeholder expectations.
• Establish different relevance for each group of stakeholders.
• Use the experience of a worldwide community of PMO professionals
to understand how to best meet existing expectations.
EXPECTED RESULTS:
List of recommended functions for the PMO, considering the
expectations of the stakeholders. Total alignment between PMO
efforts and expected results. Greater perception of value by
stakeholders.
STEP 1
ALIGNING OBJECTIVES AND BENEFIT EXPECTATIONS
13. www.pmovaluering.com
BALANCE THE SET OF FUNCTION OF YOUR
PMO TO GENERATE PERCEPTION OF VALUE
IN YOUR STAKEHOLDERS
BENCHMARKING:
PMO functions should be selected considering their ability to
generate value perception over time in stakeholders. This balance is
critical to sustaining sponsorship and stakeholder satisfaction.
REFLECTIONS:
Are the functions of your PMO capable of generating value
perception in the short, medium and long term?
WHAT TO DO IN PMO VALUE RING:
• Select the functions that will be performed by the PMO in the next
cycle.
• Evaluate the adherence of the selected set of functions to the
expectations of stakeholders.
• Use the experience of a worldwide community of PMO
professionals to understand how the selected functions will be able
to generate value perception over time.
EXPECTED RESULTS:
Set of PMO functions for the next cycle, aligned with the benefits
expected by stakeholders, and the ability to generate value
perception over time.
STEP 2
BALANCING THE GENERATION OF VALUE OVER TIME
14. www.pmovaluering.com
DRAW THE PROCESSES OF YOUR PMO,
USING BEST PRACTICES AND
RECOMMENDATIONS
BENCHMARKING:
Each function represents a PMO process. It is essential to describe in
detail how each process will be executed, as this is the most effective
way to ensure that the PMO delivers value in the way agreed with its
stakeholders.
REFLECTIONS:
Are your PMO processes clearly defined, with steps, responsibilities,
and deliverables agreed upon with your stakeholders?
WHAT TO DO IN PMO VALUE RING:
• Establish the process for each function selected for the PMO..
• Define inputs, outputs, and responsibilities for each process.
• Use the experience of a worldwide community of PMO professionals
to understand how to make your PMO processes more effective and
results-driven.
EXPECTED RESULTS:
Detailed processes for each PMO function, including inputs, outputs
and responsibilities. PMO Services Catalog, to be agreed with its
stakeholders.
STEP 3
ALIGNING EXPECTATIONS AND INCREASING PRODUCTIVITY
15. www.pmovaluering.com
SELECT PERFORMANCE INDICATORS,
MONITOR THE QUALITY, AND DEMONSTRATE
HOW YOUR PMO IS GENERATING VALUE
BENCHMARKING:
Each PMO process should be monitored through specific
performance indicators that can demonstrate that its responsibilities
are being met as agreed, effectively and efficiently. The first step in
demonstrating value is to be able to measure it effectively.
REFLECTIONS:
What is the best way to measure your PMO's performance and if it's
really generating value? How to demonstrate the value and
contribution of the PMO?
WHAT TO DO IN PMO VALUE RING:
• Select which performance indicators will be used to monitor each
PMO function.
• Establish relevancies, form and frequency of measurement, and
goals.
• Use the experience of a worldwide community of PMO professionals
to understand which are the best indicators for each function, and
what are the recommended relevancies for effective value
demonstration.
EXPECTED RESULTS:
Set of performance indicators for PMO performance monitoring.
STEP 4
DEFINING METRICS TO MONITOR VALUE GENERATION
16. www.pmovaluering.com
EVALUATE YOUR TEAM, USE
RECOMMENDATIONS TO DEFINE BEST
RESOURCE ALLOCATION, AND CREATE
DEVELOPMENT PLANS
BENCHMARKING:
In order for the PMO to generate effective value, it is necessary for
its functions to be performed by professionals with adequate skills.
Each PMO function requires critical skills to be developed.
REFLECTIONS:
Do the professionals who work in the PMO really have the
necessary skills to perform the functions under their responsibility?
WHAT TO DO IN PMO VALUE RING:
• Make a 360º evaluation for all members of your PMO.
• Identify which professionals are best suited for each function.
• Identify existing development gaps and their impact on the success
of the PMO.
• Allocate PMO members to their respective functions.
• Create individualized development plans, and plan the development
of your PMO's competencies.
EXPECTED RESULTS:
Professionals allocated to carry out the functions of the PMO.
Competency gaps identified. Personal and PMO plans for
competency development.
STEP 5
PREPARING THE TEAM FOR HIGH PERFORMANCE
17. www.pmovaluering.com
ASSESS THE MATURITY OF YOUR PMO AND
RECEIVE RECOMMENDATIONS TO PLAN
YOUR EVOLUTION
BENCHMARKING:
The PMO must plan clearly how its evolution will take place, which
will contribute to the generation of value. The better the PMO
provides its functions, the greater the value generated.
REFLECTIONS:
What is the level of maturity of your PMO? How does PMO maturity
influence value generation? Does your PMO have a plan for
evolution?
WHAT TO DO IN PMO VALUE RING:
• Identify current and desired levels of PMO maturity..
• Establish action plans for the evolution of maturity over the cycle.
EXPECTED RESULTS:
PMO maturity assessment. Goals for evolution. Action plans for the
evolution of the PMO.
STEP 6
PLANNING THE EVOLUTION AND MAXIMIZING THE VALUE GENERATED
18. www.pmovaluering.com
DISCOVER WHAT IS THE FINANCIAL
RETURN OF YOUR PMO, CONSIDERING THE
REALITY OF YOUR COMPANY
BENCHMARKING:
The PMO's financial return (ROI) is a fundamental measure that
must be calculated considering the different PMO configurations as
well as the different organizational scenarios that generate losses on
which the PMO will act.
REFLECTIONS:
What is the financial return of the PMO? Is the PMO cost structure
appropriate? Is the PMO really meeting the needs of the
organization as a whole?
WHAT TO DO IN PMO VALUE RING:
• Identify the potential financial benefit of the PMO.
• Adapt the calculation to the specific problems of the organization.
• Evaluate the alternatives to maximize the financial return of the
PMO.
EXPECTED RESULTS:
Indicator of financial return of the PMO. Detail of information for
decision making.
STEP 7
CHECKING THE CONTRIBUTION AND FEASIBILITY
19. www.pmovaluering.com
DEFINE HOW YOUR PMO'S VALUE
GENERATION WILL BE MONITORED, WITH A
CONTROL PANEL AND STRATEGIC
INDICATORS
BENCHMARKING:
The PMO should establish strategic performance indicators that
allow the generated value to be monitored and evaluated at a
required frequency. A control panel for PMOs should consider all
the strategic aspects necessary for its success.
REFLECTIONS:
Which performance indicators can demonstrate whether the PMO is
fulfilling its strategic role, generating value for the organization?
How to monitor such indicators, and how to keep the PMO in line
with expectations and needs?
WHAT TO DO IN PMO VALUE RING:
• Establish performance indicators for the strategic control panel.
• Set goals and objectives.
• Report the results and follow the indicators.
• Take corrective actions to ensure the value of the PMO.
EXPECTED RESULTS:
Control panel with strategic performance indicators for the PMO.
Monitoring the performance of the PMO. Generation of effective
value for the organization and its stakeholders.
STEP 8
MONITORING AND DEMONSTRATING VALUE GENERATION
23. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
A new mindset about PMOs has emerged: The “Stakeholders-
Driven PMO” concept.
The only thing that really matters is to be recognized by the
stakeholders.
Meeting stakeholders’ expectations depends on how they
perceive the PMO in terms of value.
The PMO VALUE RING methodology supports the identification
of PMO stakeholders and the definition of their relevance for the
PMO.
24. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
“The first step is to choose
the ideal type of PMO for
your organisation.”
MYTH OR FACT #2
25. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
The choice of a "type" is absolutely unnecessary. Flexibility is
the key to generating value.
Your PMO may be all types at the same time. Or maybe none
of them.
What really matters is that the PMO must perform functions
that meet stakeholders’ expectations.
The PMO VALUE RING methodology supports the
identification of the best aligned functions for a PMO, based
on stakeholders’ expectations.
32. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
“Sometimes providing project
management methodology
and tools are not the most
important functions for a
PMO.”
MYTH OR FACT #3
33. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
How the PMO will generate value over time is important to
maintain the support of its stakeholders.
The functions of the PMO must generate value perception in
the short and long term.
When selecting the functions of your PMO, don’t forget to
keep it balanced.
The PMO VALUE RING methodology supports the selection
of a well-balanced mix of functions for the PMO, based on the
potential to generate perceived value over time for each of
them.
38. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
“Projects’ success may not
be always the best proof of
the PMO’s success.”
MYTH OR FACT #4
39. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
It is impossible to demonstrate value without measuring
performance.
Each PMO function should be measured differently.
The selected set of KPIs should be used to monitor PMO
performance.
The PMO VALUE RING methodology provides detailed
recommendations for establishing PMO processes and a
comprehensive list of performance indicators for each PMO function.
41. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
“The competencies of a
PMO professional are the
same found in a project
manager.”
MYTH OR FACT #5
42. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
The greater the adherence to the required competencies, the
greater is the value generated.
The most appropriate professionals should be selected and
allocated for each function, considering the relevance of each
competence.
The PMO VALUE RING methodology supports a 360o Feedback
Assessment for PMO team members, and identifies the best
way to allocate them to each PMO function.
48. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
“The PMO should evolve its
maturity from the
operational to the strategic
level.”
MYTH OR FACT #6
49. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
The mature PMO performs its functions in a high level of
sophistication. No matter if these functions are strategic or
operational.
The greater the function maturity, the greater is the value
generated.
The PMO VALUE RING methodology provides a model for
assessing PMO maturity, and recommendations for action plans
to improve PMO maturity.
54. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
The basic assumption is that PMOs exist to mitigate cost
overrun of the organisation's portfolio, caused by various
reasons.
PMO’s functions will determine its potential to mitigate
portfolio cost overrun.
For some organisations, a PMO does not make sense.
The PMO VALUE RING methodology provides a full model
to calculate a PMO’s ROI, considering the performed
functions, and the specific reasons for the organisation’s
losses.
57. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
“Monitoring the strategic portfolio
and monitoring the PMO
strategically are different
activities.”
MYTH OR FACT #8
58. www.pmovaluering.com
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
“Value” for a PMO is much more than just a financial
measure.
Many factors will influence the strategic performance of a
PMO and, consequently, its ability to generate value and be
recognized.
The PMO strategic map will be the ultimate reference to the
value generation for its stakeholders and the organisation.
The PMO VALUE RING methodology provides a BSC-
oriented dashboard to monitor the PMO strategic
performance.
61. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT YOU MUST NEVER FORGET IF YOU WANT TO SUCCEED
Never follow pre-established PMO types. They are the shortest
path to failure.
The secret of success is to be sufficiently flexible to meet the
expectations of your stakeholders.
Everything in PMOs will depend on the functions that are being
performed.
There is no right and wrong in PMOs. There is only what your
PMO must do to have its value perceived.
Reevaluate and reinvent your PMO whenever necessary.
62. www.pmovaluering.com
certified consultants
PMO-CC (PMO VALUE RING Certified Consultant)
focus on the quality of delivery
associated professionals
PMO-AP (PMO VALUE RING Associated Professional)
focus on creating mindset awareness
certified trainers
PMO-CT (PMO VALUE RING Certified Trainers)
focus on ensuring proper education
US$ 300
exam + experience + one real case study
limited quantity by sales territory
Independent consultants can apply where there is no LSP
one new real case every 12 months for renewing
1 license for free each six months
US$ 200
exam + one conceptual or real case study
limited quantity by sales territory
indicated by GSP/RSPs/LSPs
independent trainers can apply where there is no LSP
valid for 3 years. new exam required for renewing
US$ 150
Exam
Every professional can apply
valid for life
PMO VALUE RING CERTIFICATION PROGRAM
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