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Next Generation PMOs: Moving From Project Police to Strategic Advisors

Speaker: Holly Lyke-Ho-Gland, Program Manager Company: APQC Website: www.apqc.org Welcome to the PMI Houston Conference & Expo and Annual Job Fair 2015

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Agenda

• Demographics • Common PMO characteristics • Comparison of PMOs in large

and small organizations • Factors driving PMO’s support

of enterprise wide initiatives

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Organization's Revenue

The majority of the respondents come from organizations with revenues under $ 1 billion.

Respondent’s Job Function The majority of the respondents are directly involved in project management within their organization.

Demographics

PROJECT MANAGEMENT OFFICES(PMO) GENERAL TRENDS

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Organizational Model

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Top Five PMO Customers

1. Executive team

2. Operations

3. IT

4. Finance

5. Sales and Marketing

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PMOs’ Key Performance Indicators

N = 96 Note: The values in this graph do not add up to 100%, because it was a select all that apply question.

Type of Projects

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Strategic initiatives (70.0%)

Process development and improvement projects (57.3 %)

IT and infrastructure development (47.9%)

Service delivery (41.7%)

Transformational change (55.2%)

Product development portfolio (35.4%)

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Current Responsibilities Project

Planning

Developing project plans (77.7%)

Managing interdependency

between projects(68.8%)

Project Execution Gathering information

and reporting on project status (93.5%)

Seeing projects finish on time

(74.7%)

Reducing risks of projects(71.3%)

Ensuring projects stay on budget

(68%)

Additional

Establishing project methodologies and templates (91.7%)

Governing project review process

(70.7%)

Providing consultative services

to project teams (68.5%)

Top 5 Growing Responsibilities*

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* Responsibilities PMOs foresee having within the next two years

Improving the quality of projects

Providing corrective actions and suggestions

Conducting process audits to identify improvement areas

Providing guidance on project selection and prioritization

Providing performance assessments for planning efforts

Top Nine PMO Skills

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Core Skills

Project management process (86.5%)

Problem solving (73.4%) Time management

(67.4%) Risk management (66.0%)

Budget management (62.5%)

Soft Skills Leadership (68.8%)

Communications (66.0%) Interpersonal (e.g., active

listening) (66.0%)

Additional Skills Change management

(62.1%)

N = 96

Top Five PMO Skill Gaps*

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N = 96 * Skills needed in the PMO within the next two years

TALE OF TWO PMOS

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Structural Characteristics

Structural components provide insight into the span of influence and, to some extent, the role of the PMO within the organization.

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Comparative KPIS

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Top Five Responsibilities Le

ss th

an $

100

milli

on

• Gathering information and reporting on project status

• Developing project plans

• Reducing risks of projects

• Ensuring projects stay on budget

• Seeing projects finish on time $2

0 bi

llion

or g

reat

er

• Gathering information and reporting on project status

• Seeing projects finish on time

• Governing project review process

• Ensuring projects stay on budget

• Establishing project methodologies and templates

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Skills Competencies and Gaps

Role in Strategic Initiatives

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SUPPORTING STRATEGIC AND TRANSFORMATIONAL CHANGE

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What was Relevant?

• KPIs • Responsibilities • Skillsets

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What are They Measured on?

Strategic Initiatives

Revenue generation

Transformational Change

Project completion rate

Stakeholder satisfaction

What are They Responsible for?

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Transformational Change

Both

Strategic Initiatives

• Providing formal project charters • Seeing the projects finish on time • Provide corrective action suggestions for projects

• Assisting with the development of strategic initiatives • Gathering information and reporting on project status

• Reducing the risk of projects • Ensuring that projects stay on budget • Improving the quality of projects • Governing project reviews • Providing consultative services to project teams

• No additional

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Core skills • Project

management • Time

management • Budget

management • Problem

solving

Soft skills • Communications • Leadership • Political savviness

Additional skills • Business

acumen • Knowledge

management • Change

management • Forecasting

Skills Needed to Support Enterprise Wide Projects

What are Their Skills?

Our Mission

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and activities independent of structure

WHY APQC? Why APQC?

APQC Highlights

Growing Global Membership Roster

Co-founded the Malcolm Baldrige National Quality Award

APQC develops business taxonomy with The Process Classification FrameworkSM (PCF)

Created the C. Jackson Grayson Distinguished Quality Pioneer Medal

Named to KM World’s list of 100 Companies That Matter in Knowledge Management (4 time winner)

Recognized for outstanding performance with the MAKE (Most Admired Knowledge Enterprise) award (2 time global

winner and 9 time North America winner)

APQC launched the Open Standards Benchmarking Collaborative

Questions?

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Additional Information

• Access the full reports in: • Next Generation PMO Collection • Transformational Change-Making it Last

Collection • Effective Project Management Organizations

(Collection) • Unparalleled Portfolio Management: Best-

Practice Processes and Lessons Learned

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Contact Information • Speaker: Holly Lyke-Ho-Gland, Program Manager of Process and

Performance Research • Company: APQC • Website: www.apqc.org • Phone: 713-685-7223 • E-mail: hlykehogland@apqc.org

Thank You