Departments or at the project level fulfilling

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departments or at the project level, fulfilling necessary, day-to-day tasks to ensure the seamless operation and delivery of projects and programmes. The Definition of PMO Success Remains the Same This is regardless of its position within the organisation, proving the PMO’s value has not changed over the years. It is true that the PMO struggles to demonstrate its value, according to PMI’s Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation 2013 and still relies on the classic definitions of project success (on-time, to-budget delivery) to determine PMO effectiveness. In 2015, 78 percent claimed to use this measurement, although project success levels are not necessarily good indicators of the PMO’s success levels. The graph above shows that indicators, which are more PMO service aligned such as ‘service utilisation of the PMO’, are only measured by 33 percent of PMOs. The PMO needs to consider which metric and measurement areas highlight its own effectiveness and successes rather than relying on measures which in reality are the responsibility of the project or programme manager (i.e., projects delivered on time, etc.). In terms of those metrics and measurements that are tracked, the PMO reports that things are getting better. One area to watch is ‘customer satisfaction,’ which, for some PMOs, is getting worse whilst for others is getting much better. What is not clear from the results is whether these customers are those of the PMO or those of the programmes and projects. We will take a look at how ‘customer satisfaction’ within PMOs manifests itself later on in the report when we focus on the challenges they face in businesses today. Which of the Following Metric & Measurement Areas Does Your PMO Track? Role and Value of the PMO 15 Alignment of programmes / projects to strategic objectives 61% Service utilisation of the PMO 33% Customer satisfaction 44% Effectiveness of the project management methodology 53% Training rates of programme / project staff 26% Visibility of programme / project statuses 68% Programmes / projects delivered on time and to budget 78% Resource utliisation and staffing issues 53%
16 Measuring PMO Effectiveness Levels Off We can clearly see that the PMO has work to do in improving the measurement of its own effectiveness. When asked “Does the PMO function measure and report formally to the organisation (Executives, Senior Management, Project Governance Boards, etc.) on its own effectiveness?” 66 percent of respondents answered in the positive. Measurement of the PMO’s effectiveness has remained about the same over the past few years (in 2015, 66 percent; in 2013 and 2012, 68 percent). During the survey’s inception in 2010, only 51 percent claimed the PMO measures its own effectiveness. So while we have seen some improvement in that area in the past five years, the PMO still has a long way to go in this area.

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