Poject Management Offices: A Practice Guide

In an era where organiional success increasingly hinges on effective project

management, the role of the project management office (PMO) has never been more
critical. Project Management ices: A Practice Guide is a groundbreaking resource
designed to bridge the gap between theoretical knowledge and practical application,
while shaping the future of PMOs.
Drawing from the collective wisdom of the global PMO community, this guide offers
innovative and deeply rooted insights into key challenges such as demonstrating
Project
value; aligning with organizational vision, mission, and strategy; and fostering
continuous improvement.
Management
Offices:
Project Management O ices: A Practice Guide is a resource for anyone looking to
enhance their PMO knowledge, including:
• PMO leaders: Strategic insights and practical frameworks to enhance their PMO’s
effectiveness, align it with organizational goals, and drive measurable value.
• PMO consultants: A forward-looking vision and new insights to improve their
recommendations and deliver greater value to customers.
• Executives: A strategic perspective on how PMOs can drive organizational
A Practice Guide
success, helping them make informed decisions about PMO investments and
strategic direction.
• PMO team members: A comprehensive understanding of PMO practices and
emerging trends, enabling them to contribute more effectively to their PMO’s
success and advance their careers.
• Aspiring PMO professionals: A clear roadmap for developing the skills and
knowledge necessary to succeed in PMO roles.
• PMO customers and other professionals: Detailed information to enhance
collaboration and alignment.

Project Management Offices: A Practice Guide combines extensive research, practical

experience, and collaborative input from hundreds of seasoned PMO practitioners and
experts from around the world. By embracing the concepts and strategies presented
in this guide, PMO professionals can transform their PMOs into dynamic, value-driven
entities that are indispensable to their organizations’ success.
The content in this practice guide reflects a consistent approach across the PMI PMO
Certified Professional (PMI-PMOCP)™ certification and other PMI learning products.

ISBN: 978-1-62825-822-6 U.S. $74.95

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Project Management Offices:
A Practice Guide

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Project Management Offices: A Practice Guide

ISBN: 978-1-62825-823-3 (ebook)

ISBN: 978-1-62825-822-6 (paperback)

Published by:

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Preface
The Project Management Institute has created Project Management Offices: A Practice Guide with an
ambitious vision: to reshape PMOs worldwide.
This comprehensive guide transcends traditional good practices, offering a forward-looking
roadmap distilled from the collective wisdom of hundreds of seasoned PMO professionals
across the globe. These experts, ranging from leaders of world-class PMOs in renowned
organizations to esteemed consultants, bring diverse backgrounds and extensive experience
in establishing, operating, and evolving PMOs. We extend our heartfelt thanks to all of these
volunteers who generously contributed their time, expertise, and insights to the development
and review of this guide. Their dedication and commitment have been invaluable in shaping this
comprehensive resource.
The genesis of this guide dates back to the early 2010s, culminating in significant milestones such
as the founding of the PMO Global Alliance (PMOGA) and the release of the PMO Value Ring™
methodology in 2017. PMOGA’s rapid growth led to its acquisition by the Project Management
Institute (PMI) in late 2023, solidifying its position as the world’s largest and most respected
PMO community.
As the PMI global PMO community, PMOGA continued to refine and expand the methodology
through extensive feedback and innovative ideas from its members. This iterative process resulted
in the new PMO Value Ring™ framework, which forms the core of this practice guide. It combines
an innovative, customer-centric approach with an unwavering focus on value generation, enabling
PMO professionals to tailor their approaches to specific organizational contexts.
The development of this guide began with a comprehensive literature review, encompassing
diverse academic research and expert-authored books. This exploration identified key themes,
challenges, and gaps in current PMO knowledge, providing a solid theoretical foundation and
inspiring new concepts to address these areas. What sets this guide apart, however, is its deep
roots in practical experience. Through numerous discussions, surveys, interviews, case studies,
and collaborative sessions with seasoned professionals worldwide, we have gathered insights that
reflect the true complexity and diversity of PMO practices.
This blend of theory and practice has resulted in a guide that is both comprehensive and
immediately applicable. It challenges conventional thinking while offering tested solutions to
common PMO challenges, contributing fresh, innovative insights to the field of PMO management.

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Preface iii
Structured for accessibility, this guide ensures value for PMO professionals at all levels. Whether
you are establishing a new PMO, optimizing an existing one, or evolving your PMO into a strategic
powerhouse, you will find immediately applicable strategies and frameworks.
We invite you to approach this guide with the same intellectual curiosity that drove its
development. Explore it thoroughly, but also consider how the insights align with or challenge your
own experiences. By engaging critically and creatively with this material, you can be equipped to
adapt these concepts to your unique context, furthering the evolution of PMO practices in your
organization and the broader community.
Remember, the journey of PMO excellence is ongoing, and this guide is your companion. Let it
inspire you to question, innovate, and elevate your PMO practices beyond the conventional. And
always keep in mind: At their core, PMOs are about people—those who run them, those who benefit
from them, and those whose lives are impacted by the projects they oversee.
Embark on the future of PMOs, where value creation and customer focus light the path. Your journey
starts now!
Americo Pinto
PMO Global Alliance (PMOGA) Managing Director
Project Management Institute

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iv Project Management Offices: A Practice Guide
Table of Contents
1 Introduction ........................................................................................................................................................... 1
2 How to Read This Guide ..................................................................................................................................... 5

Part 1—Building a New PMO Mindset .......................................................................................... 13

3 Understanding the PMO ................................................................................................................................. 15
4 Navigating Organizational Landscapes .................................................................................................... 29
5 The PMO as a Value-Driven Service Provider .......................................................................................... 45
6 Embracing PMO Customer Centricity ........................................................................................................ 57
7 PMO Services and PMO Maturity ................................................................................................................ 71
8 Developing Competencies for PMOs ......................................................................................................... 87

Part 2—The PMO Value Ring™ Framework ................................................................................... 99

9 Framework Overview .................................................................................................................................... 101
10 The Organizational Baseline Elements .................................................................................................... 107
11 The PMO Structural Components ............................................................................................................. 115
12 The PMO Customer Experience Cycle ...................................................................................................... 127

Part 3—Exploring the Value-Generating PMO Flywheel ........................................................... 137

13 Flywheel Overview ......................................................................................................................................... 139
14 Step 1: Awareness Building ......................................................................................................................... 145
15 Step 2: Needs Assessment ........................................................................................................................... 153
16 Step 3: Value Proposition .............................................................................................................................. 161
17 Step 4: Service Development ..................................................................................................................... 169
18 Step 5: Service Onboarding ......................................................................................................................... 181
19 Step 6: Service Operation ............................................................................................................................. 191
20 Step 7: Service Monitoring .......................................................................................................................... 201
21 Step 8: Service Improvement ...................................................................................................................... 211
22 Step 9: Value Delivery .................................................................................................................................... 221
23 Step 10: Value Recognition .......................................................................................................................... 231
24 Conclusion ......................................................................................................................................................... 245

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Table of Contents v
Part 4—Appendices ...................................................................................................................... 247
Appendix X1. Contributors and Reviewers ..................................................................................................... 249
Appendix X2. PMO Customer Expectation Assessment ............................................................................. 253
Appendix X3. PMO Service Maturity Assessment ......................................................................................... 275
Appendix X4. Critical Competency Profiles for PMO Service Delivery .................................................. 295

Bibliography .................................................................................................................................. 307

Glossary ......................................................................................................................................... 315

Index .............................................................................................................................................. 319

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vi Project Management Offices: A Practice Guide
List of Figures and Tables
Figures
Figure 3-1. Different PMO Viewpoints ................................................................................................................ 17
Figure 3-2. PMO Timeline ........................................................................................................................................ 20
Figure 3-3. PMO Types .............................................................................................................................................. 23
Figure 4-1. Organizational Contextual Scenarios ........................................................................................... 31
Figure 6-1. Common PMO Customer Groups .................................................................................................. 58
Figure 6-2. Key Principles of a Customer-Centric PMO ................................................................................ 60
Figure 7-1. PMO Service Approaches ................................................................................................................. 77
Figure 8-1. PMO Competency Domains ............................................................................................................ 90
Figure 9-1. PMO Value Ring™ Framework ....................................................................................................... 103
Figure 10-1. PMO Baseline Elements ................................................................................................................... 108
Figure 11-1. PMO Structural Components ........................................................................................................ 116
Figure 11-2. Fundamental Pillars of a PMO ....................................................................................................... 118
Figure 12-1. PMO Customer Experience Cycle ................................................................................................. 128
Figure 13-1. Value-Generating PMO Flywheel Model ................................................................................... 140
Figure 14-1. Awareness Building Step in the PMO Flywheel ...................................................................... 146
Figure 15-1. Needs Assessment Step in the PMO Flywheel ........................................................................ 154
Figure 16-1. Value Proposition Step in the PMO Flywheel .......................................................................... 162
Figure 17-1. Service Development Step in the PMO Flywheel .................................................................. 170
Figure 18-1. Service Onboarding Step in the PMO Flywheel ..................................................................... 182
Figure 19-1. Service Operation Step in the PMO Flywheel ......................................................................... 192
Figure 20-1. Service Monitoring Step in the PMO Flywheel ....................................................................... 202
Figure 21-1. Service Improvement Step in the PMO Flywheel .................................................................. 212
Figure 22-1. Value Delivery Step in the PMO Flywheel ................................................................................. 222
Figure 23-1. Value Recognition Step in the PMO Flywheel ......................................................................... 232

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List of Figures and Tables vii
Tables
Table 4-1. Strategies for Organizational Contextual Scenarios ............................................................... 42
Table 5-1. Traditional, Process-Focused PMO Versus a Modern, Service-Oriented PMO ............... 47
Table 6-1. Potential Outcomes of a PMO ......................................................................................................... 64
Table 7-1. Features of Strategic, Tactical, and Operational PMOs ........................................................... 73
Table 7-2. Common PMO Services Observed in the PMO Community ................................................ 74
Table 8-1. Core Competencies Applied to Different Domains ................................................................. 92
Table 20-1. Examples of PMO Service Delivery Performance Indicators .............................................. 204
Table 22-1. Examples of Value Delivery Performance Indicators ............................................................ 224
Table 23-1. Examples of Value Recognition Performance Indicators .................................................... 234

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viii Project Management Offices: A Practice Guide
 1

Introduction
In an era where organizational success increasingly hinges on effective project management, the
role of the project management office (PMO) has never been more critical. Project Management
Offices: A Practice Guide is designed not only to bridge the gap between theoretical knowledge and
practical application but also to shape the future of PMOs.
Drawing from the collective wisdom of the global PMO community, this guide offers insights that
are both innovative and deeply rooted in real-world experience. The guide addresses key challenges
facing modern PMOs, such as demonstrating value; aligning with organizational vision, mission, and
strategy; and fostering continuous improvement.
The objective of Project Management Offices: A Practice Guide is to equip PMO professionals with
adaptable strategies that can be tailored to their unique organizational contexts, enabling them to
transform their PMOs into strategic assets that drive measurable results and deliver effective value for
their organizations. As readers journey through these pages, they will uncover a wealth of practical
approaches designed to elevate their PMO’s impact and navigate the intricate complexities of today’s
organizational landscape.
This guide equips PMO professionals with forward-thinking strategies to anticipate and prepare for
the challenges and opportunities that lie ahead. By blending time-tested practices with innovative
concepts, the guide provides a comprehensive roadmap for PMO excellence that not only addresses
current needs but also positions PMOs as catalysts for future organizational success. This dynamic
approach ensures that readers are not just solving today’s problems but are also proactively shaping
the strategic role of PMOs in an ever-evolving business environment.

The Target Audience for This Guide

Project Management Offices: A Practice Guide is designed to serve a diverse audience of professionals
involved in or aspiring to work in PMOs. This comprehensive resource caters to individuals at various
career stages and with different levels of PMO experience, ensuring that it provides value to a broad
spectrum of practitioners in the field:

• PMO leaders, including directors, managers, and senior professionals responsible for
establishing, running, or transforming PMOs may benefit from this guide. These individuals
may find strategic insights and practical frameworks to enhance their PMO’s effectiveness,
align it with organizational goals, and drive measurable value. The guide offers them advanced
strategies for navigating complex organizational dynamics, optimizing PMO performance, and
positioning their PMO as a strategic asset within their organization.

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Introduction 1
• PMO consultants form another key audience for this guide. These professionals, who advise
organizations on PMO good practices and implementation strategies, may find a wealth of
information to support their consulting engagements. In addition to offering a comprehensive,
up-to-date framework and tools, this guide provides a forward-looking vision for PMOs. It equips
PMO consultants with cutting-edge insights that may improve their recommendations and
enable them to deliver greater value to their clients.
• Executives overseeing PMOs may also benefit from this guide. The guide offers them a strategic
perspective on how PMOs can drive organizational success, providing insights into leveraging
PMOs for strategic alignment and value creation. This high-level view can help executives make
informed decisions about PMO investments and strategic direction.
• PMO team members—the support staff working within PMOs—are another crucial target
audience. The guide provides a comprehensive understanding of PMO practices and emerging
trends. This knowledge enables them to contribute more effectively to their PMO’s success and
advance their careers within the field.
• Project management practitioners aspiring to transition into PMO roles may also benefit from
this guide. Whether they are project managers looking to move into PMO leadership positions
or professionals from other disciplines interested in PMO careers, this guide offers a thorough
grounding in PMO principles and practices. The guide provides a clear roadmap for developing
the skills and knowledge necessary to succeed in PMO roles.
• PMO customers and other professionals may also benefit from this guide, which offers detailed
information to assist anyone who wants to understand how they can benefit from having a PMO
that can work with and for them, as well as how they can work with and support a PMO.

By catering to this diverse audience, Project Management Offices: A Practice Guide aims to elevate
PMOs and develop PMO professionals worldwide. It serves as a comprehensive resource that PMO
professionals can return to throughout their careers, finding relevant insights and strategies as they
progress and take on new challenges in the dynamic field of PMOs and PMO leadership.

The Source of the Knowledge in This Guide

The knowledge encapsulated in Project Management Offices: A Practice Guide comes from a rich
tapestry of sources, blending innovative research with time-tested practical experience. This
comprehensive approach ensures that the guide offers both theoretical depth and real-world
applicability, making it an invaluable resource for PMO professionals at all levels.
This guide is the product of a rigorous and comprehensive methodology that combines
extensive research, practical experience, and collaborative input from hundreds of seasoned PMO
practitioners and experts from dozens of countries. These contributors have been part of the global
PMO community for more than a decade, playing a vital role in developing this material.
Project Management Offices: A Practice Guide is founded on a robust foundation of academic and
business research, underpinned by a comprehensive literature review, to ensure that the concepts
presented are anchored in solid theoretical frameworks. The bibliography section offers readers an

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2 Project Management Offices: A Practice Guide
extensive compilation of books and academic articles related to the topics discussed in this guide,
providing additional resources for deeper study and understanding of certain aspects that are
presented more concisely in the following sections.
To complement this foundation, hundreds of experienced PMO professionals participated in surveys
and interviews, including PMO leaders, consultants, team members, and executives across the
globe. Bringing together their multiple perspectives on current practices, challenges, and future
trends, the guide addresses the most pressing concerns of today’s PMO professionals.
An expert panel of thought leaders from project management and adjacent fields engaged
in insightful debates and discussions, challenging assumptions and refining concepts to
incorporate perspectives from areas that are traditionally outside of project management, such
as customer experience, which is central to the framework proposed in this guide. Exploring the
intersection of these diverse fields through collaborative discussions helped to develop a holistic
approach that rethinks the PMO’s role in driving organizational success while ensuring that these
recommendations are both innovative and grounded in real-world applicability.
To further strengthen the guide’s foundation, an in-depth analysis was conducted of dozens of
PMOs that excelled in recent annual PMO Global Awards—the largest and most prestigious awards
program recognizing PMO excellence worldwide, originally created by the PMO Global Alliance
and now part of the Project Management Institute. By examining these high-performing PMOs
alongside those facing significant challenges, the guide distills key lessons and practices that form
the core of this area, capturing emerging trends and future directions.
Dozens of workshops with PMO professionals were conducted over a period of 6 years to test,
validate, and refine the ideas that form the frameworks presented in this guide. This hands-on
approach ensures that recommendations are not only theoretically sound but also practically
implementable. In fact, many aspects of the framework have been utilized by PMOs around the
world long before the publication of this guide.
Finally, this guide was reviewed by an extensive group of experienced PMO professionals from
various countries and industries. This process allowed thousands of professionals from the global
project management community to provide valuable feedback.
By employing this multifaceted methodology, Project Management Offices: A Practice Guide, a
resource deeply rooted in practical experience and collaborative engagement, has been developed.
This guide is much more than just a compilation of existing knowledge; it is a trusted, up-to-
date, and future-oriented resource that provides PMO professionals at all levels with insights and
strategies that can be immediately applied to enhance PMO performance and drive organizational
success.

The Innovative Edge of This Guide

Project Management Offices: A Practice Guide represents a significant leap forward in PMO
management practices, offering a fresh, innovative approach that sets it apart from traditional
approaches. Its relevance and unique contributions make it an indispensable tool for PMO
professionals navigating the complexities of modern organizational environments.

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Introduction 3
Firstly, this guide introduces a paradigm shift in how PMOs are conceptualized and operated.
Moving beyond the traditional view of PMOs as mere administrative entities, it presents a dynamic,
value-driven model that positions PMOs as strategic partners in organizational success. This shift
is crucial in today’s fast-paced business environment, where PMOs must continually demonstrate
their value and adaptability.
A key innovation of this guide is its customer-centric approach to PMO management. Unlike many
existing resources that focus primarily on functions, services, processes, and methodologies,
this guide emphasizes understanding and meeting the needs of PMO customers within the
organization. It provides frameworks for identifying customer needs, tailoring PMO services, and
measuring customer satisfaction, enabling PMOs to become more responsive and valuable to
their organizations.
The guide introduces a sophisticated maturity model specifically designed for PMO services. This
model goes beyond simple, stage-based progressions, offering a multidimensional framework that
allows PMOs to assess and develop their capabilities across various services. This nuanced approach
to maturity enables PMOs to evolve in a more targeted and effective manner.
Another unique aspect is the guide’s integration of agile principles into PMO operations. While
many resources treat traditional and agile approaches as mutually exclusive, this guide offers
an innovative approach for creating an agility-driven PMO that can support both predictive
and adaptive project environments. This flexibility is crucial for PMOs operating in diverse
organizational contexts.
The guide also breaks new ground in its approach to measuring and communicating PMO value.
It introduces the concept of “perception of value” for PMOs—advanced metrics and valuation
techniques that go beyond traditional project success measures—helping PMOs articulate their
contributions to strategic organizational goals. This is particularly relevant in an era where PMOs
are increasingly expected to justify their existence and demonstrate tangible business impact,
becoming a strategic investment for the future and not just a “cost center.”
The guide stands out in its visionary perspective. It not only addresses current challenges but also
prepares PMO professionals for emerging trends and future scenarios. It provides strategies for
creating flexible PMO structures that can quickly pivot in response to changing organizational needs
or external pressures. This adaptability is crucial in today’s volatile business environment.
Project Management Offices: A Practice Guide is highly relevant to today’s PMO professionals
because it addresses the evolving challenges they face while providing innovative solutions and
forward-looking strategies. By embracing the concepts and strategies presented in this guide, PMO
professionals can transform their PMOs into dynamic, value-driven entities that are indispensable to
their organizations’ success.

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4 Project Management Offices: A Practice Guide
 2

How to Read This Guide

Project Management Offices: A Practice Guide has been designed to provide a comprehensive
and interconnected understanding of modern PMO management. Each section builds upon the
previous sections and sets the stage for those that follow, creating a cohesive narrative and an
integrated knowledge structure.
While each section of this guide focuses on specific aspects of PMO management, reading the
entire guide from beginning to end is strongly recommended to fully grasp the logical progression
of concepts, understand the interconnections among different elements, and appreciate the
overarching mindset underpinning the recommended practices, thereby offering maximum benefit.
The indications listed in this section can be used as a quick reference guide, allowing professionals
to revisit specific sections as needed in practice. This approach can help professionals apply
concepts effectively and understand how each element contributes to a high-performance PMO.
PMO professionals should consider the broader context when applying information from any
specific section. Success in implementing and managing PMOs depends on a holistic approach that
integrates all aspects discussed in this guide.
The purpose of each section is summarized as follows.

Part 1—Building a New PMO Mindset

• Section 3—Understanding the PMO. This section provides a foundational understanding of
PMOs, essential for newcomers and those seeking to refresh their knowledge on their evolving
role in modern organizations. The section offers a historical perspective on PMO evolution, an
updated definition, and a comprehensive overview of traditional PMO types, which the guide
challenges with a more flexible and adaptive approach.
Key insights:

ƒ PMOs are organizational entities that centralize portfolio, program, and project management
activities.
ƒ PMOs have evolved from administrative support to strategic partners in organizational success.
ƒ The role and structure of PMOs may vary based on organizational needs and maturity.

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How to Read This Guide 5
• Section 4—Navigating Organizational Landscapes. This section offers insights into various
organizational contextual scenarios where PMOs can exist. It is valuable for PMO professionals aiming
to identify their organization’s current contextual scenario and understand associated challenges and
opportunities when designing, establishing, or operating PMOs. The section also explores how PMOs
transition between scenarios and how to recognize signs of impending changes.
Key insights:

ƒ Eight organizational contextual scenarios are identified: potential, kickoff, growing, thriving,
crisis, decline, collapse, and resurgence.
ƒ Each scenario requires different PMO strategies and approaches.
ƒ PMOs should adapt to changing organizational contexts to remain effective.
• Section 5—The PMO as a Value-Driven Service Provider. This section introduces a
transformative PMO mindset that combines service orientation, agility, and a strong focus on
value. The section redefines PMOs as adaptive service providers, integrates agility principles to
enhance responsiveness, and addresses the challenge of demonstrating the PMO’s value.
Key insights:

ƒ The shift from a process-centric to a customer-centric, value-driven approach is highlighted.

ƒ A focus on delivering tangible benefits to the organization is critical.
ƒ Agility-driven PMO concept: The PMO should be able to adapt to changing needs and
environments.
• Section 6—Embracing PMO Customer Centricity. This section delves into the core of a
customer-centric PMO. From understanding PMO customer types to identifying desired
outcomes, the section provides crucial insights for PMO success, offering strategies for customer
segmentation and prioritization and exploring the 30 most common PMO outcomes.
Key insights:

ƒ Identify and prioritize PMO customers and their needs.

ƒ Details for the 30 most common potential outcomes (benefits) from a PMO are provided.
ƒ PMOs should tailor services to meet specific customer expectations.
ƒ PMOs should continuously gather and act on customer feedback.
• Section 7—PMO Services and PMO Maturity. This section presents a comprehensive list of the
26 most common strategic, tactical, and operational PMO services across portfolio, program, and
project domains. The section introduces flexible service approaches that adapt to varying needs
and challenges traditional PMO maturity concepts, offering a more nuanced understanding
based on service efficiency and alignment with evolving customer needs.
Key insights:

ƒ The 26 most common PMO services across strategic, tactical, and operational levels are
provided.

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6 Project Management Offices: A Practice Guide
 ƒ PMO service approaches are detailed: consultative, supportive, facilitation, directive,
controlling, and managed.
ƒ PMO maturity focuses on improving service sophistication and effectiveness.
• Section 8—PMO Competence Model. This section explores the 30 core competencies that PMO
professionals should have to excel in their roles and how they can be applied to different PMO
competency domains (design, operation, and improvement). The section provides guidance on
assessing current competency levels, identifying gaps, and developing targeted improvement
plans. This information is particularly valuable for PMO leaders aiming to build high-performing
teams and ensure their PMO remains a strategic asset to the organization.
Key insights:

ƒ The 30 core competencies for PMO professionals are explained.

ƒ PMO professionals should align competencies with PMO services and organizational needs.
ƒ Tips for developing strategies for ongoing PMO team skill enhancement are provided.

Part 2—The PMO Value Ring™ Framework

• Section 9—Framework Overview. This section provides an overview of the PMO Value Ring™
framework, a new PMI model for creating and operating value-driven, customer-centric PMOs.
The section presents a future-proof, holistic approach to PMO management that emphasizes
continuous value delivery and alignment with organizational needs, which is crucial for
transforming PMO operations into strategic assets.
Key insights:

ƒ A customer-centric approach to PMO design and operation is outlined.

ƒ Five key elements are detailed: PMO customer, organizational baseline elements, PMO structural
components, PMO customer experience cycle, and the value-generating PMO flywheel.
ƒ An emphasis on continuous value delivery and alignment with organizational needs is essential.
• Section 10—The Organizational Baseline Elements. Building on the PMO Value Ring™
framework, this section explores the foundational elements influencing PMO design and
operation. The section examines how organizational strategy, structure, culture, and industry
context impact PMO effectiveness and offers strategies to align PMO practices with these
baseline elements.
Key insights:

ƒ Organizational strategy guides PMO alignment with business objectives.

ƒ Organizational structure influences PMO positioning and authority.
ƒ Organizational culture and maturity affect the PMO approach and acceptance.
ƒ An industry-specific profile shapes PMO practices based on industry characteristics.

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How to Read This Guide 7
• Section 11—The PMO Structural Components. This section delves into the PMO structural
components, the essential building blocks of an effective PMO within the PMO Value Ring™
framework. The section guides professionals in developing clear mandates, robust strategies,
and effective governance frameworks, establishing a solid foundation for PMOs and setting the
stage for effective service delivery and value creation.
Key insights:

ƒ The PMO mandate defines the purpose, responsibilities, and authority of the PMO.
ƒ PMO governance establishes decision-making processes and accountability.
ƒ PMO strategy outlines how the PMO will deliver value over time.
• Section 12—The PMO Customer Experience Cycle. This section introduces a new approach to
PMO management, placing the customer at the center. The section presents the five stages of
the PMO customer experience cycle within the PMO Value Ring™ framework: exploration, design,
deployment, enhancement, and realization, which are crucial for creating customer-centric,
value-driven PMOs.
Key insights:

ƒ The five stages of the PMO customer experience cycle are outlined: exploration, design,
deployment, enhancement, and realization.
ƒ An iterative process focused on continuous improvement and value delivery is critical.
ƒ An emphasis on ongoing customer engagement and feedback is essential.

Part 3—Diving Into the Value-Generating PMO Flywheel

• Section 13—Flywheel Overview. This section introduces a dynamic model to operationalize
the PMO customer experience cycle, forming the heart of the PMO Value Ring™ framework. The
section explains the value-generating PMO flywheel model and how its steps interact to enable
continuous value creation for PMO customers. Strategies to implement the model and overcome
common obstacles are offered.
Key insights:

ƒ The value-generating PMO flywheel is a 10-step model for operationalizing the PMO
customer experience cycle.
ƒ The value-generating PMO flywheel builds momentum for continuous value creation.
ƒ An emphasis on the interconnectedness of PMO activities is essential.

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8 Project Management Offices: A Practice Guide
• Section 14—Step 1: Awareness Building. This section explores the first step of the value-
generating PMO flywheel, focusing on educating and developing the maturity of PMO
customers. The section offers strategies for creating awareness about the PMO’s role, capabilities,
and value, enhancing understanding of the PMO’s potential within the organization.
Key insights:

ƒ Educating stakeholders about PMO capabilities and value is critical.

ƒ Establishing regular communication channels is a key to PMO success.
ƒ Creating a PMO brand within the organization enhances effectiveness.
• Section 15—Step 2: Needs Assessment. This section covers the second flywheel step and
provides techniques for conducting practical needs assessments. The section offers strategies
to uncover underlying challenges and opportunities beyond the stated needs, creating a solid
foundation for effective service delivery and value creation in PMOs.
Key insights:

ƒ Identifying customer pain points and expectations leads to enhanced PMO effectiveness.
ƒ Using outcome-based language to understand the true needs of customers is essential.
ƒ Prioritizing needs based on organizational impact is a critical success factor.
• Section 16—Step 3: Value Proposition. This section details the third flywheel step, guiding
professionals in articulating clear, compelling statements of PMO value. The section explores key
elements of effective PMO value propositions, which are crucial for driving engagement with
PMO services and positioning the PMO as a strategic organizational partner.
Key insights:

ƒ Guidance for articulating how the PMO will address identified needs is provided.
ƒ Aligning PMO services with customer expectations is a key success factor.
ƒ Developing a compelling narrative and proposal of PMO value helps to gain overall support
for the PMO.
• Section 17—Step 4: Service Development. Focusing on the fourth flywheel step, this section
explains how to create, refine, and evolve value-driven PMO services. The section covers key
stages of the service development process, offering strategies for customer involvement and
ensuring flexibility in service design.
Key insights:

ƒ Creating or refining PMO services based on identified needs is essential.

ƒ Guidance on establishing service delivery approaches and performance indicators is provided.
ƒ Aligning resources and competencies with service requirements is a key success factor.

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How to Read This Guide 9
• Section 18—Step 5: Service Onboarding. This section, covering the fifth flywheel step,
provides insights on effectively introducing new or improved PMO services. The section offers
strategies for change management and measuring onboarding success, ensuring smooth
adoption and early value realization of new PMO services.
Key insights:

ƒ Guidance for introducing new or improved services to PMO customers is provided.

ƒ Providing training and support for PMO service adoption is essential.
ƒ Managing changes associated with new PMO service implementation is a key element for
success.
• Section 19—Step 6: Service Operation. Detailing the sixth flywheel step, this section focuses
on effective practices for managing day-to-day PMO service delivery. The section covers vital
aspects of successful service operations, emphasizing consistent, high-quality execution in
realizing the PMO’s value proposition. The section also highlights the importance of integrating
feedback, maintaining operational efficiency, and leveraging technology to enhance service
reliability and customer satisfaction.
Key insights:

ƒ Guidance on the day-to-day management of PMO services is provided.

ƒ Executing service-level agreements (SLAs) is a key to PMO success.
ƒ Managing resources and workload effectively is essential.
• Section 20—Step 7: Service Monitoring. This section explores the seventh flywheel step,
discussing effective tracking, measurement, and analysis of PMO service performance. The
section covers key elements of successful PMO service monitoring and strategies for defining key
performance indicators (KPIs) to measure service efficiency in delivering agreed-upon service
levels.
Key insights:

ƒ Recommendations for tracking PMO service performance against established metrics are
provided.
ƒ Guidance for ensuring compliance with SLAs is detailed.
ƒ Gathering data for continuous improvement contributes to PMO success.
• Section 21—Step 8: Service Improvement. Covering the eighth flywheel step,
this section focuses on enhancing PMO services by improving their maturity and
sophistication to increase the chances of delivering the promised value to PMO customers.
The content is essential for PMO professionals who want to understand the key aspects of
effective service improvement. The section is particularly valuable for professionals seeking
strategies for analyzing and monitoring data, identifying improvement opportunities,
and measuring the impact of improvements. These skills are crucial for those aiming to
maintain PMO relevance and value through ongoing service maturity enhancement.

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10 Project Management Offices: A Practice Guide
 Key insights:

ƒ Enhancing PMO service maturity and effectiveness is critical to a PMO’s success.

ƒ Implementing changes based on performance data and PMO customer feedback is an
effective improvement strategy.
ƒ Continuously aligning PMO services with evolving customer and organizational needs
contributes to a PMO’s overall effectiveness.
• Section 22—Step 9: Value Delivery. This section explores the ninth flywheel step, focusing
on realizing and demonstrating tangible PMO benefits. The section covers key elements of
successful value delivery and effective strategies for communicating PMO value, which are
crucial for justifying the PMO’s existence and securing ongoing organizational support.
Key insights:

ƒ Realizing and demonstrating tangible benefits of PMO services is essential.

ƒ The importance of quantifying the PMO’s impact on organizational success is discussed.
ƒ Recommendations for communicating value to stakeholders effectively and implementing
changes based on performance data and PMO customer input are provided.
• Section 23—Step 10: Value Recognition. Covering the final value-generating PMO flywheel
step, this section ensures that delivered PMO value is acknowledged and leveraged. It explores
key aspects of successful value recognition, offering strategies for building awareness of PMO
contributions, facilitating customer acknowledgment, enhancing PMO credibility, and creating a
positive feedback loop.
Key insights:

ƒ Guidance on ensuring customers acknowledge and appreciate the PMO’s value is provided.
ƒ Recommendations for developing strategies to enhance value perception are detailed.
ƒ Creating a positive feedback loop for ongoing PMO support is essential for PMO success.
• Section 24—Conclusion

Part 4—Appendices
• Appendix X1—Contributors and Reviewers
• Appendix X2—PMO Customer Expectation Assessment. This section provides a
comprehensive assessment for systematically evaluating and understanding PMO customer
needs and expectations regarding the outcomes generated by the PMO. The section includes
recommendations from the global PMO community on how to translate customer expectations
into effective, actionable services, ensuring that the PMO remains aligned with the evolving
needs of its customers and the organization.

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How to Read This Guide 11
 Key insights:

ƒ Systematically evaluating customer needs and expectations is key.

ƒ Using standardized assessments to gather PMO customers’ expectations regarding the
outcomes that should be generated by the PMO is essential.
ƒ Aligning PMO services with identified customer priorities helps ensure PMO success.
• Appendix X3—PMO Service Maturity Assessment. This section provides a comprehensive
assessment to evaluate PMO service maturity. The section introduces a detailed maturity model
with five levels that allow PMOs to assess their current capabilities across the 26 most common
PMO services. The content covers key aspects of conducting the PMO maturity assessment,
interpreting results, and using these insights to drive targeted improvements.
Key insights:

ƒ Using standardized assessments to evaluate PMO service maturity helps to ensure the PMO is
performing as planned.
ƒ Using the maturity model to guide PMO service improvement is a key success factor.
ƒ Recommendations for establishing action plans to evolve PMO service maturity are provided.
• Appendix X4—Critical Competency Profiles for PMO Service Delivery. This section provides
an in-depth analysis of the most critical competencies—selected from 30 core competencies—
that are essential for the effective delivery of each of the 26 most common PMO services. Based
on the collective experience and insights of the global PMO community, this list highlights the
competencies deemed most crucial for effectively delivering each service.
Key insights:

ƒ Focusing on key competencies enhances performance where it matters most, improving

service outcomes.
ƒ Aligning skill development with services equips professionals to meet demands, significantly
improving results.
ƒ Using this competency profile as a practical guide enables PMO professionals to focus their
skill development on areas that will most enhance their service delivery.

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12 Project Management Offices: A Practice Guide
 Part 1
Building a New
PMO Mindset

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 3

Understanding the PMO

Why This Section Matters to PMO Professionals
For PMO professionals, a deep understanding of the PMO’s nature, evolution, and diversity is not
just academic knowledge—it is a critical foundation for success. This section is essential because it
provides the context necessary to navigate the complex and ever-changing landscape of PMOs in
modern organizations.
Firstly, this section provides a historical context that helps to appreciate how PMOs have
transformed from their inception to their current form. This knowledge allows PMO professionals to
better understand the core functions and roles that PMOs have played over the decades and how
these have been influenced by changing business needs and technological advancements.
Secondly, recognizing the diverse paths of PMO development highlights the importance of
adaptability and customization. By studying these variations, PMO professionals can gain insights
into how PMOs can be tailored to meet specific organizational requirements and cultural contexts.
Lastly, this section provides a rich repository of ideas and practices that professionals can draw
from. It highlights the benefits and limitations of various approaches and encourages a more
flexible, hybrid approach tailored to the specific needs of the organization. This flexibility is key to
maintaining relevance and effectiveness in rapidly changing business environments.

Defining the PMO

In recent years, the PMO has become a significant aspect of leading organizations across the
globe. As businesses face increasingly complex challenges and a rapidly changing global
economic environment, PMOs have emerged as crucial for ensuring project success and driving
organizational strategy.
For at least four decades, PMOs have been defined as management entities that standardize the
project-related governance processes and facilitate the sharing of resources, methodologies, tools,
and techniques to maximize the return on project investments.1 However, the role of PMOs has

1
Project Management Institute (PMI). (2024). PMI Lexicon of Project Management Terms—Version 4.0. PMI.

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Understanding the PMO 15
evolved far beyond this basic definition. Modern PMOs are increasingly becoming dynamic and
adaptable entities that are crucial in aligning project outcomes with organizational objectives,
fostering innovation, and driving business value.
The significance of PMOs in today’s business environment is immense. As organizations increasingly
rely on projects to implement strategy and drive change, PMOs serve as the crucial link between
executive vision and operational execution. They can operate at strategic, tactical, or operational
levels, becoming invaluable partners to their customers and empowering leaders to achieve success.
However, it is important to note that PMOs are not one-size-fits-all entities. Their structure, function,
and focus vary significantly based on organizational needs, industry context, and maturity levels.
In the vast landscape of project management literature, the PMO emerges as a concept with
myriad interpretations. While consensus exists on its fundamental nature—a centralized team or
department within an organization—the specifics of its functions and scope vary widely.
A common confusion occurs when people refer to the PMO leader as “the PMO,” which is
conceptually incorrect unless they are referring to a “project management officer,” a title that is not
commonly used for professionals leading PMOs. Typically, these leaders are referred to as managers,
coordinators, or directors, depending on the PMO’s characteristics. Referring to the PMO as a single
individual minimizes the significant impact it has on organizational performance. The PMO as an
entity ensures that projects are managed effectively and aligned with business objectives, while the
PMO leader is just one part of this larger system. It is crucial to differentiate between the PMO as an
organizational entity and the PMO leader as the individual who manages and leads its functions.
Some definitions emphasize the PMO’s role in standardizing processes and methods, while others
highlight its function in supporting projects and project managers. More strategic interpretations
position the PMO as a key player in portfolio management. Occasionally, though less commonly, the
PMO is described as the central hub for project management despite project managers often being
dispersed across various business units.
Amid this diversity of perspectives, one common thread persists: The PMO is invariably a formal
organizational entity dedicated to managing portfolios, programs, and projects. However, its precise
purpose, scope, and responsibilities can differ significantly from one organization to another.
Rather than attempting to craft an all-encompassing definition, it is more pragmatic to
acknowledge this inherent diversity. Thus, we propose a simple yet flexible PMO definition:

PMOs are organizational entities, typically established as departments or teams, primarily tasked with
centralizing activities related to the management of portfolios, programs, and/or projects. The nature of
these activities can vary according to the unique needs of each organization.

While not always called project management offices, some organizational units serve the same
purpose under different names. These entities align with the core PMO definition by performing
common PMO functions and sharing similar objectives.

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16 Project Management Offices: A Practice Guide
 Process
Standardization

Reporting and
Analytics

Project
Support

Risk
Mitigation

Strategic
Alignment

Resource
Management

Figure 3-1. Different PMO Viewpoints

To illustrate the multifaceted nature of PMOs, consider a cube with each of its six sides presenting
one component of a concept. When combined, the six concepts form a fuller picture of the cube
and what it represents. If there are six people, each one looking at only one side of the cube, they
will each have a limited perception of what the full cube represents. But when combining their
knowledge, they gain a better picture of the cube as a whole (see Figure 3-1).
This example serves as an apt metaphor for understanding PMOs. As each individual’s perception
of the cube is correct yet incomplete, so are the various perspectives on PMOs. Each viewpoint
captures a valid aspect of what a PMO can be, but none encapsulates its full potential.
PMO professionals, like those viewing only one side of the cube, often focus on specific aspects of
PMO functionality based on their experiences and areas of expertise. Some may emphasize process

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Understanding the PMO 17
standardization, others project support, and others strategic alignment. While each perspective is
valid, it represents only a part of the PMO’s potential scope.
Organizations are not static entities. They move, evolve, grow, and face new challenges. A PMO that
remains rigidly focused on one aspect of its potential functionality risks becoming less effective
over time.
For instance, a PMO initially established to enforce project management standards may need
to pivot toward portfolio management and strategic alignment as the organization matures.
Recognizing and adapting to these changing needs is paramount for PMO success.
The example of the cube underscores the importance of recognizing and integrating diverse
perspectives in understanding PMOs. It highlights that PMOs can and should be different, adapting
to their organization’s specific needs and contexts.
PMO professionals should remain aware that their current perspective, while valuable, is part of a
larger, dynamic whole. As the organizational context shifts, so must the PMO’s approach, ensuring it
continues delivering value and supporting strategic objectives effectively.
In essence, the key to PMO success lies in embracing this diversity and maintaining the flexibility to
adapt. By doing so, PMOs can remain relevant, effective, and valuable assets in the ever-changing
landscape of modern organizations.
This guide explores the multifaceted nature of PMOs; their evolving role in modern organizations;
and good practices for establishing, operating, and improving effective PMOs. By understanding
the critical role of PMOs in today’s business context, PMO professionals can better position
themselves to drive organizational success and navigate the complexities of modern project
management.

Understanding PMO Challenges

The evolving landscape of project management presents numerous challenges for PMOs in today’s
organizations. These challenges are diverse and complex, ranging from strategic alignment issues to
technological disruptions, and addressing them is crucial for PMOs to remain relevant and valuable
in the modern business environment.
One of the primary challenges that PMOs face is demonstrating tangible value to the organization.
In an era of lean operations and budget scrutiny, PMOs are under increasing pressure to justify their
existence by showing how they contribute to the bottom line. This challenge is compounded by
the difficulty in quantifying the often-intangible benefits of effective project management, such as
improved decision-making and risk mitigation.
Another significant challenge is adapting to the rapid pace of technological change. As new
technologies emerge, such as artificial intelligence (AI), PMOs should continuously evolve to
incorporate these innovations while ensuring consistency across the organization. This balancing
act between innovation and stability is a constant struggle for many PMOs.

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18 Project Management Offices: A Practice Guide
Strategic alignment also remains a persistent challenge. PMOs should ensure that programs
and projects are executed efficiently and contribute meaningfully to organizational goals. This
effort requires a deep understanding of business strategy and translating it into actionable
project portfolios.
A 2023 research-based thought leadership report from the Project Management Institute suggested
that PMOs with increasingly strategic roles can generate more value for their organizations.2
However, securing a seat on the executive board and gaining the trust of senior management
remains a significant challenge for many PMOs, which are still often viewed by executives as tactical
and operational areas rather than strategic assets.
This challenge persists not only because PMOs may need to position themselves adequately
within their organizations but also because, in many cases, low organizational maturity in project
management prevents executives from fully recognizing the potential value offered by the
PMO. This lack of value recognition creates a complex dynamic where PMOs struggle to elevate
their status and influence within the organization despite their potential to drive significant
strategic value.
PMOs face the dual challenge of demonstrating their strategic value while simultaneously educating
and influencing organizational leaders about the broader impact of effective project management.
This effort requires PMOs to develop sophisticated communication strategies that can articulate
their value proposition in terms that resonate with executive leadership, often translating project
management outcomes into business impacts and strategic advantages.
Moreover, PMOs should navigate the delicate balance of providing immediate, tangible
benefits while also working toward long-term strategic alignment and organizational maturity.
Obtaining this balance often involves a gradual process of building credibility through consistent
value delivery, coupled with ongoing efforts to raise awareness about project management’s
strategic potential.

Decoding the PMO: From Origins to Modern Adaptability

The PMO has a rich history of continuous evolution, reflecting the ever-changing needs of
businesses and the increasing significance of project management. Over time, these organizational
units have evolved from merely providing technical support to becoming key strategic players in
today’s business environment.
It should be noted that the evolution of PMOs globally has not followed a uniform path. Their
development has differed significantly across different regions and industries due to influences such
as local organizational cultures and maturity levels. Whereas some areas now boast widespread
PMO sophistication in their business landscape, others are still at the early stages of this journey,
with much room for growth and refinement in their PMO practices.

2
Project Management Institute (PMI). (2023, March). The Evolution of PMOs: Delivering Value Through xMOs. PMI.

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Understanding the PMO 19
 Early Methodology Agile
Foundations Boom Challenge

Late
1950s 2010s
to 1980s 1990s 2000s 2010s to
1970s present

Control Strategic Value-Driven

Era Shift Era

Figure 3-2. PMO Timeline

Here is a detailed look at the key stages in the development of PMOs over the decades (see Figure 3-2):

• Early Foundations (1950s to 1970s). What we recognize today as PMOs can be traced back to
the mid-20th century. To implement large-scale government and military projects, centralized
project management functions were established during the 1950s and 1960s. For instance, the
U.S. Department of Defense set up PMOs to manage complex defense projects during the Cold
War era, and this approach is still successfully used today. Similarly, NASA used a centralized
approach for managing projects in coordination with the Apollo space mission, which was
considered an ambitious undertaking during the 1960s. These early versions of PMOs were
geared toward managing large-scale, elaborate projects that called for detailed coordination
as well as oversight. Their role was mostly about processes—mainly schedule control, resource
allocation, and cost control.
• The Control Era (1980s). PMOs began appearing in corporate settings through operational
perspectives focused on control and auditing around the 1980s. During this period, PMOs acted
like watchdogs that ensured adherence to predetermined schedules, budgets, or specifications
within any given project context. Performing in this capacity meant maintaining tight control
over execution, often through stringent reporting processes coupled with robust monitoring
systems. Though it kept projects disciplined, this control-centric approach sometimes made
PMOs appear bureaucratic, hence stalling progress in those projects. However, this approach laid
the foundation for future sophistication of project management practices.
• The Methodology Boom (1990s). The focus of PMOs changed significantly in the 1990s. As a
distinct discipline of its own, project management became a unit of interest to the PMOs, which
then created standardized project management methodologies, tools, and other tactical aspects
associated with projects. During this time, formalized project management methodologies
were introduced, and Project Management Institute’s A Guide to the Project Management Body
of Knowledge (PMBOK® Guide) was widely adopted. In this role, PMOs were the custodians of

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20 Project Management Offices: A Practice Guide
 methodology, responsible for training project managers, developing standard templates and
processes, and ensuring consistency in executing projects throughout their organizations.
In addition, during this period, project management software played an important role in
expanding PMO capabilities. Such technological advancement helped improve an organization’s
ability to keep track of projects, allocate resources, and report on their progress, making them
more valuable.
• The Strategic Shift (2000s). PMOs started taking a more strategic shape upon moving into
the new millennium. Portfolio management became a buzzword, and most PMOs aligned
projects with organizational strategy. This alignment resulted in enterprise project management
offices (EPMOs), which signified a change in company-wide project oversight toward strategic
alignment with corporate objectives. New technologies also made more integrated and
accessible project management tools possible. However, the benefits of these advancements
were often limited by the need for more organizational maturity in project management
practices. PMOs were tasked with managing projects and driving organizational change toward
improving overall project management maturity.
• The Agile Challenge (2010s). In the 2010s, there was a rapid rise in agile methodologies that
presented both a challenge and an opportunity to PMOs. Traditional, control-oriented PMOs
were questioned; some even claimed they were incompatible with the “new agile world.” This
situation forced PMOs to review their role and value proposition. PMO professionals began to
think about how they would be able to generate value for their organizations from the top down
rather than continue focusing purely on technical aspects like most PMOs. Therefore, this change
was essential in ensuring the continued relevance and necessity of PMOs amid the changing
landscape of project management. PMOs started injecting hybrid project environments—
borrowing from both traditional and agile mindsets. They dropped their focus on rigid methods
to enable agility across organizations.
• The Value-Driven Era (Late 2010s to present). More recently, PMOs increasingly realize
that it is through this generation of organizational value that they can survive and become
indispensable partners for stakeholders, especially top management. This insight has been
driven by more proficient leaders within its ranks, who are aided by simplified processes and
highly automated and integrated tools. Modern-day PMOs bridge gaps between actualities,
needs, constraints, and challenges faced by the organizations they work for, which allows
for improved perception or recognition of values associated with them. This improvement
represents a significant shift in organizational management, where control-centric entities turn
into value-driven strategic partners. Today’s PMOs are no longer about managing projects;
instead, they focus on using them to facilitate organizational strategy, make innovation
realizable, and enhance tangible value creation. Given this complex environment combined
with the increasing rate of change, PMOs are becoming more critical strategic partners to
organizations.

It is clear that the evolution of PMOs is still far from over. The most successful will be those that can
guess and respond to what organizations require at any particular time, take advantage of emergent
technologies, and continually illustrate such value in contributing to organizational objectives.

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Understanding the PMO 21
Exploring PMO Types and Models: A Spectrum of Approaches
PMO professionals often turn to established models when implementing or redesigning PMOs.
However, the abundance of available models presents a conundrum: Which one is truly the “best”
or “right” choice? This dilemma often leads to a problematic assumption that one model is ideal,
rendering all others obsolete or irrelevant.
This traditional approach—seeking a perfect PMO model as a panacea for all organizational
challenges—needs to be revised because it encourages organizations to adopt a perceived “ideal”
model and, if unsuccessful, await the next trend to try again. Such a strategy critically overlooks one
of the most salient characteristics of PMOs—their inherent uniqueness.
PMOs represent a complex phenomenon that defies universal consensus, unlike the relatively
standardized practices for portfolio, program, and project management. The truth is that there
are no empirically proven, universally ideal, or consistently effective PMO models. While various
models proposed by different authors offer valuable insights, they should not be viewed as mutually
exclusive paths. Instead, these models should be seen as a palette of options that can potentially be
combined to meet specific organizational needs.
Figure 3-3 illustrates some of the different PMO types that can be implemented. The most relevant
literature on PMOs helps to provide a more comprehensive list that includes:

• Agile PMO. An agile PMO is specifically designed to support agile project management
methodologies, such as Scrum, Kanban, or Extreme Programming (XP). This type of PMO focuses
on fostering agile practices, principles, and values, promoting continuous improvement and
providing guidance on agile tools and techniques.
• Control tower PMO. The control tower PMO has a more active role in project management,
ensuring that projects comply with established policies, processes, and methodologies. This
type of PMO oversees project management practices, monitors project performance, and audits
projects to ensure consistent organizational execution. The control tower PMO is more focused
on maintaining quality and control over projects.
• Consultative PMO. A consultative PMO focuses on providing expert advice, guidance, and
support to project teams within an organization. This type of PMO is similar to the supportive
PMO, as it offers a range of services to help project teams improve their project management
practices and achieve project success. The primary difference is the emphasis on a more
proactive advisory role in the consultative PMO.
• Controlling PMO. The controlling PMO has a moderate-to-high level of control within
the organization; it enforces compliance with established project management policies,
methodologies, and frameworks. This PMO type focuses on managing risks, issues, and change
requests; overseeing project management practices; and ensuring that projects consistently
follow organizational processes and standards to maintain quality and control.
• Departmental PMO. The departmental PMO is specific to a particular department or business
unit within the organization, providing project management support and guidance tailored to
that department’s needs.

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22 Project Management Offices: A Practice Guide
 Suppor tiv
Delivery e
PMO
PMO

Enterprise Strategic
PMO Value Management
Office Office

Controlling
Project Management PMO
xMO Center of Excellence
ive
irect
D MO
P

Figure 3-3. PMO Types

• Directive PMO. The directive PMO has a high level of control, actively managing and
directing projects within the organization. It is suitable for organizations with higher project
management maturity and a need for centralized control and consistency. This PMO type
ensures projects are effectively managed and deliver expected results, often having authority
over project managers and teams and being deeply involved in project management decision-
making processes.
• Delivery PMO. The delivery PMO is responsible for managing and delivering projects within
the organization, providing the necessary tools, processes, and resources. With a moderate level
of control, it focuses on ensuring that projects are delivered on time, within budget, and to the
expected quality standards. A delivery PMO supports project teams in executing their projects,
monitoring progress, and reporting on project performance, and is primarily concerned with the
day-to-day management and successful completion of projects.
• Enterprise PMO (EPMO). An EPMO is a high-level PMO with a broad scope and authority within
the organization. The EPMO is responsible for overseeing and coordinating all PMO activities,
ensuring alignment with the organization’s strategic objectives and providing a consistent
approach to project management across the organization.

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Understanding the PMO 23
• Functional PMO. The functional PMO is responsible for the management of projects within a
specific functional area or domain, such as IT, human resources, or finance. The functional PMO
supports that department by providing project management guidance, resources, and tools
tailored to the specific needs of that domain.
• Hybrid PMO. A hybrid PMO combines elements of different PMO types based on the specific
needs and context of the organization. A hybrid PMO can be tailored to the organization’s
requirements, offering a more flexible approach to project management.
• Innovation PMO. The innovation PMO focuses on driving experimentation within an
organization by providing support for projects and initiatives aimed at fostering innovation,
creativity, and new product development. The innovation PMO may work closely with research
and development (R&D) teams as well as cross-functional project teams.
• Operational PMO. An operational PMO focuses on supporting individual projects and project
teams within an organization. The operational PMO provides project management guidance,
tools, and resources to ensure the successful execution and delivery of projects. The operational
PMO has a more tactical role, addressing the day-to-day needs of project teams, and is closely
aligned with project execution and delivery.
• Portfolio management office. The portfolio management office (Pf-PMO) is responsible
for managing the organization’s entire portfolio of programs, projects, and other work. The
Pf-PMO oversees the portfolio to ensure alignment with the organization’s strategy, prioritize
investments, and optimize resource allocation. With the highest level of authority and strategic
focus, the Pf-PMO plays a crucial role in portfolio management and delivery, ensuring that all
initiatives support the overall organizational goals.
• Program management office. The program management office (Pg-PMO) is responsible for
managing and coordinating multiple related projects that are part of a larger program. This type
of PMO focuses on ensuring that the program’s objectives and benefits are achieved, managing
interdependencies among projects, and providing program-level governance. With a strategic
role within the organization, the Pg-PMO is closely aligned with program management and
delivery, ensuring that all projects within the program contribute to the overall program goals.
• Project-specific PMO. Sometimes called a project controls office (PCO), a project-specific
PMO is established to support a single, large-scale, or high-risk project. This type of PMO
provides dedicated project management support and resources to help ensure the project’s
successful delivery.
• Project support office. A project support office (PSO) provides administrative support and
coordination for individual projects and project teams within an organization. The PSO ensures
that project managers have the necessary resources, tools, and guidance to successfully manage
their projects. A PSO handles activities such as project tracking, reporting, and documentation,
focusing on the day-to-day needs of project teams. With a more tactical role, the PSO is closely
aligned with project execution and delivery.
• Project management center of excellence. A project management center of excellence
(PMCoE) is a specialized type of PMO dedicated to promoting and enhancing an organization’s

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24 Project Management Offices: A Practice Guide
 project management capabilities. The PMCoE serves as a central hub for project management
knowledge, skills, resources, and accepted practices, aiming to improve the organization’s overall
project management maturity and effectiveness.
• Supportive PMO. The supportive PMO focuses on providing support to project teams through
the provision of tools, templates, accepted practices, and training. The supportive PMO typically
has a low level of control within the organization and primarily aims to improve project
management practices by sharing knowledge and resources. The supportive PMO helps project
teams with day-to-day project management tasks and offers guidance when needed.
• Strategic PMO. The strategic PMO focuses on aligning the organization’s portfolios, programs,
and projects with its strategic objectives and ensuring that they deliver value. The strategic
PMO involves project prioritization, resource allocation, benefits realization, and governance.
A strategic PMO typically has a high level of authority within the organization and works
closely with senior management to ensure that the organization’s project portfolio is
effectively managed.
• Tactical PMO. The tactical PMO is responsible for managing and coordinating multiple
related projects, ensuring that the organization’s project management processes are followed
consistently and that good practices are shared. This type of PMO focuses on improving the
organization’s project management capabilities and serves as a central repository for project
management knowledge, skills, and resources.
• Transformation management office. The transformation management office (TMO) drives
and manages large-scale organizational change initiatives. The TMO oversees and coordinates
programs and projects that are critical to achieving strategic goals, ensuring alignment with the
organization’s vision and strategy.
• Value management office. A value management office (VMO) is responsible for ensuring
that projects deliver maximum value to the organization. The VMO focuses on evaluation,
prioritization, tracking of project benefits, and return on investment (ROI), ensuring that projects
align with the organization’s strategic objectives and contribute to its success.
• xMO. This concept is centered around the idea that the PMO’s traditional focus on portfolios,
programs, and projects can be extended to other areas of the organization, where management
support and expertise can add value. By embracing this broader scope, the xMO can better
support the organization’s strategic objectives, facilitate cross-functional collaboration, and
enhance organizational agility. An example of an xMO is the change management office (CMO),
which focuses on managing organizational change, ensuring that the organization can adapt to
new strategies, technologies, or business models.

The literature on PMOs presents a rich tapestry of types, each offering unique perspectives on how
these entities can function within organizations. This diversity reflects the complex and multifaceted
nature of PMOs and the varied needs of the organizations they serve.
In analyzing the types of PMOs described in this section, each one approaches the subject from one
of the following perspectives:

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Understanding the PMO 25
• Scope of coverage. The type of PMO is defined by its scope of influence, which can range
from overseeing the entire organization to a specific department or division, or even a single
program or project. Each type of PMO addresses unique needs and operates within different
scopes, emphasizing the importance of context-specific structures in project management.
The main types include departmental PMOs, EPMOs, project-specific PMOs, Pg-PMOs, and
functional PMOs.
• Service approach. The type of PMO is determined by its operational approach, which can
be consultative, controlling, or directive. The primary types include the control tower PMO,
consultative PMO, supportive PMO, directive PMO, and PSO. Each PMO type adapts its service
approach to best meet the organization’s needs, balancing guidance, support, and control.
• Type of functions. The type of PMO is determined by the set of functions it provides, which can
be operational, tactical, strategic, or any other specific combination of predetermined functions.
The primary types include the agile PMO, delivery PMO, innovation PMO, operational PMO,
Pf-PMO, PMCoE, strategic PMO, tactical PMO, and VMO.
• Flexible models. More recently, new approaches emphasizing greater flexibility have emerged.
While still categorized as specific types, these approaches gradually break away from rigid
classifications, proposing a more adaptable approach grounded in each organization’s unique
needs. The primary types include hybrid PMOs and xMOs.

Each approach offers valuable insights into how PMOs can be structured and operated. However,
it is crucial to understand that no single type should be considered a universal solution. Instead,
these models should inspire PMO professionals to develop tailored solutions that address their
organization’s unique needs.

The Limitations of Traditional PMO Types

While the various PMO types outlined in the literature provide valuable insights, they also present
several limitations when applied rigidly:

• Oversimplification. Predefined models often fail to capture the full complexity of an

organization’s needs.
• Static nature. These models may not account for the dynamic, ever-changing nature of business
environments.
• One-size-fits-all mentality. These models can lead to a cookie-cutter approach that does not
address unique organizational challenges.
• Focus on structure over value. There is a risk of prioritizing adherence to a model over
delivering tangible benefits.

Rigidly adhering to one of these models often forces an organization to conform to a perspective
that does not align with its unique context.

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26 Project Management Offices: A Practice Guide
Reimagining PMO Models: Beyond One-Size-Fits-All Solutions
The evolution of PMOs reflects a growing understanding that flexibility and customization are key
to their success. Empirical evidence consistently shows that the most-valued PMOs craft bespoke
structures tailored to their unique organizational context rather than rigidly adhering to a single,
predefined model.
While the project management literature offers a rich array of PMO models, each with valuable
insights, treating these as universal solutions can be counterproductive. Organizations are dynamic
entities with ever-changing needs, and PMOs should mirror this adaptability to remain relevant
and practical.
The danger lies in the temptation to seek a “perfect” PMO model or to jump from one trendy type
to another. Such approaches often lead to misalignment between the PMO and the organization’s
actual needs, resulting in decreased value perception and effectiveness.
Instead of rigidly categorizing PMOs or adhering strictly to predefined types, successful PMOs often
exhibit a blend of characteristics drawn from multiple types. This hybridization allows them to create
a unique structure that best serves their context and stakeholder needs.
As organizations face new challenges and opportunities, new PMO types will inevitably emerge.
However, the key to success lies not in adopting these new types wholesale, but in drawing
inspiration from them to further refine and adapt existing PMO structures.
PMO professionals should focus on creating and continuously evolving tailored models
based on their organization’s specific needs. They should recognize that the label or category
assigned to a PMO becomes far less important than its effectiveness and alignment with
organizational goals.
The most successful PMOs of the future will transcend rigid categorizations and create genuinely
customized structures. By embracing flexibility, focusing on stakeholder needs, and continually
adapting to change, PMOs can position themselves as indispensable strategic partners in
organizational success.
This evolution in PMO thinking represents not just a change in structure or function but a
fundamental shift in how people perceive the role of project management within organizations.
It is a move toward a more nuanced, context-specific approach that addresses each organization’s
unique challenges and opportunities.
In this new paradigm, the “best” PMO is not one that perfectly fits a predefined model but one that
perfectly fits its organization—today, tomorrow, and into the future. By embracing this flexible,
adaptive approach, PMOs can help ensure their continued relevance and value in an increasingly
complex and fast-paced business world, driving organizational success through tailored, effective
project management practices.

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Understanding the PMO 27
Looking Ahead to the Next Section
Having established a solid foundation for understanding PMO fundamentals, it is essential to
recognize that PMOs do not operate in isolation. PMOs function within intricate organizational
environments influencing their structure, performance, and overall success.
The following section will explore these organizational contexts and how different scenarios affect
PMO operations. This knowledge equips PMO professionals to adjust their strategies to address their
organizations’ unique needs and challenges.
By mastering these environments, PMOs can establish themselves as crucial assets that drive project
success, no matter the organizational setting. The next section explores the diverse landscapes
where PMOs must operate and excel.

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28 Project Management Offices: A Practice Guide
 4
Navigating Organizational
Landscapes
Why This Section Matters to PMO Professionals
The Organizational Context Scenarios framework outlined in this section is crucial for PMO
professionals. The scenarios provide valuable insights into how PMO professionals can identify the
current context in their organization, enabling them to develop and apply contextually relevant
strategies. By understanding these scenarios, PMO professionals can tailor their approaches to fit the
unique challenges and opportunities within their organizations, enhancing their ability to deliver
effective solutions.
Ultimately, this section equips PMO professionals with the knowledge and tools to navigate the
complexities of PMO management across various types of organizational scenarios. Whether
working in low-maturity environments, launching a new PMO, maximizing the success of
existing PMOs, preventing PMO decline, or even reintroducing a PMO after a previous failure,
PMO professionals face a range of challenges that require strategic insight and adaptability.
By understanding these diverse scenarios, professionals can implement targeted strategies that
address specific organizational needs and drive sustainable success.

The Organizational Contextual Scenarios Dynamics

PMOs are not static; they evolve, adapt, and sometimes encounter difficulties as they progress
through different contextual scenarios. The Organizational Contextual Scenarios framework
offers a detailed framework to understand these dynamics, providing valuable insights
into the various challenges and opportunities that PMOs may face at different points in
their journey.
To fully appreciate the significance of this framework, it is essential to consider its place within
the broader context of organizational theory and project management practice. The framework
aligns with systems thinking principles, recognizing that PMOs do not exist in isolation but
are part of a complex organizational ecosystem. Each scenario in the framework reflects the
internal PMO state, its interactions with various stakeholders, and its response to external
environmental factors.

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Navigating Organizational Landscapes 29
The framework also touches upon aspects of organizational behavior, culture, and maturity. The
initial scenarios highlight the importance of cultural readiness and executive buy-in for PMO
success. The framework’s recognition of potential decline and collapse scenarios, even if they are not
the inevitable destiny for every PMO, serves as a reminder that PMOs should consistently articulate
and demonstrate their value proposition.
Finally, the inclusion of a resurgence scenario in the framework is particularly noteworthy, as it
acknowledges the potential for organizational learning and renewal. This concept aligns with
theories of organizational resilience and adaptive capacity, suggesting that even after significant
setbacks, PMOs can evolve and reestablish their value proposition.
As organizations grapple with increasing complexity and uncertainty in their project environments,
the Organizational Contextual Scenarios framework offers a valuable compass for navigating these
challenges and achieving potential opportunities. The framework encourages a dynamic and
adaptive approach to PMO management, recognizing that the PMO’s role and focus may need to
adapt in response to changing organizational needs and external pressures.
With a closer look at each of the eight scenarios, it becomes evident that this framework is not
just a theoretical construct but a practical tool for guiding PMO strategies and operations. The
framework offers a roadmap for navigating the complex journey of PMO development, adaptation,
and renewal, providing insights that can help organizations maximize the value they derive from
their PMOs.

Understanding the Eight Organizational Contextual Scenarios

Experience shows that organizations may go through distinct contextual scenarios that significantly
impact their PMO initiatives. Eight scenarios that typically influence PMO initiatives have been
identified, and each one presents its own unique challenges and opportunities. Recognizing the
current organizational context can significantly shape the PMO strategy.
Understanding these scenarios is crucial for tailoring the PMO strategy. Each scenario requires a
different approach, and recognizing the current organizational context is the first step in aligning
the PMO with organizational needs. PMOs that understand and adapt to these scenarios thrive in
the long run.
There is no assumption of linear progression through these scenarios. In reality, PMOs may not
always transition through stages in a predictable sequence. Some PMOs may skip certain scenarios
or experience them in a different order, and various parts of the PMO may mature at different
rates or exist in different stages simultaneously, depending on the unique strategic needs and
circumstances of the organization. This nonlinear and dynamic nature emphasizes the importance
of flexibility when applying this model.
Figure 4-1 illustrates the eight organizational contextual scenarios, each representing a distinct state
in the organization’s journey, highlighting the unique characteristics, challenges, and opportunities
faced by PMO professionals at each stage.

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30 Project Management Offices: A Practice Guide
 Potential Kickoff Growing Thriving

Crisis Decline Collapse Resurgence

Figure 4-1. Organizational Contextual Scenarios

Potential Scenario
This first scenario represents the earliest state of a PMO initiative. The organization recognizes
the potential benefits of a PMO but lacks the necessary cultural foundation or maturity to
implement one effectively. Although the organization is not ready for a PMO, the potential exists.
It is necessary to focus on changing the organizational culture before considering setting up
a PMO.
Though experts see the potential for a beautiful tree in a few years, they also know the current
scenario is akin to fertile ground awaiting cultivation. The soil has potential fertility but requires
adequate preparation to become suitable for planting. Proper preparation, including tilling and
enriching the soil, is essential to transform this potential into a robust and flourishing tree.
This scenario is characterized by:

• High-potential environment. The organization has recognized the benefits of a PMO but is not
yet prepared for implementation.
• Absence of formal project management structures or processes. There are no established
frameworks or methodologies in place.

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Navigating Organizational Landscapes 31
• Initial discussions and planning around PMO concepts. Conversations about the PMO’s
potential roles, benefits, and structures are beginning but no formal action has been taken.
• Organizational culture and maturity. A significant need for cultural change and maturity
development has been identified.

Key Focus Areas for Development

Addressing the following focus areas can help the organization prepare the “soil” for the PMO,
ensuring a successful future implementation.

• Cultural change. Prioritize creating a culture that values project management and understands
the role of a PMO.
• Education and advocacy. Inform key stakeholders about the benefits and functions of a PMO.
• Foundation building. Begin laying the groundwork for future PMO implementation, including
basic training and initial process development.

Kickoff Scenario
In this scenario, the organization has achieved a baseline level of cultural readiness and maturity.
Executive leadership demonstrates sufficient awareness of the potential contributions of a PMO,
enabling initial buy-in and a basic understanding of its value. A minimal level of project management
culture and maturity has been established, allowing for the initial implementation of a PMO.
This scenario is analogous to a fertile piece of land being ready for planting after careful preparation.
The soil has been tilled and enriched, creating the ideal conditions for seeds to thrive. The land is
poised to support robust growth and a bountiful harvest.
This scenario is characterized by:

• Introduction of basic project management frameworks and methodologies. Implement

foundational project management practices to guide initial projects.
• Setup of early-stage projects and processes. Establish preliminary processes and start the
initial projects to demonstrate PMO capabilities.
• Executive buy-in and initial support for the PMO concept. Gain the necessary executive
sponsorship and support to initiate the PMO.
• Formation of initial PMO team requirements and role definitions. Define the roles and
responsibilities of the initial PMO team members.

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32 Project Management Offices: A Practice Guide
Key Focus Areas for Development
By addressing the following focus areas, the organization can help ensure the successful
establishment and growth of the PMO, setting a strong foundation for future stages.

• Cultural reinforcement. Continue fostering a project management culture and reinforce the
importance of the PMO.
• Stakeholder engagement. Actively engage with stakeholders to maintain and build upon initial
support and buy-in.
• Process optimization. Refine and optimize early-stage processes based on feedback and initial
project outcomes.
• Capability building. Develop the skills and capabilities of the PMO team to handle increasing
responsibilities and complexities.

Growing Scenario
This scenario marks a significant period of expansion and maturity for the organization in terms
of project management. The PMO begins to scale its operations and refine its processes while
delivering initial customer benefits. As the PMO scales up operations, results are measured and
the promised benefits begin to materialize. The key here is to keep the momentum going and
consistently demonstrate value.
This scenario is like a young tree entering a growth spurt, extending its branches and leaves and
delivering its first fruits. The tree’s rapid expansion symbolizes newfound potential and energy.
With each new leaf and fruit, it demonstrates its capacity for growth and productivity. This phase is
marked by vigor and promise, showing early signs of the abundant harvests to come and illustrating
the benefits of a supportive environment and careful nurturing.
This scenario is characterized by:

• Increasing portfolio of projects managed by the PMO. The PMO handles a growing number of
projects, showcasing its expanding influence.
• Enhancement of processes and methodologies. Refine and optimize processes to improve
efficiency and effectiveness.
• Growth in PMO team size and resources. Expand the team and acquire additional resources to
support increased operations.
• Expanding stakeholder engagement and support. Strengthen relationships with stakeholders
and secure broader organizational support.

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Navigating Organizational Landscapes 33
Key Focus Areas for Development
By concentrating on the following focus areas, the organization can help ensure the PMO’s
successful expansion and maturation, creating a robust framework for future advancements.

• Sustaining momentum. Ensure that the PMO continues to demonstrate value and maintain its
growth trajectory.
• Performance measurement. Regularly assess project outcomes and PMO performance to
identify areas for improvement.
• Capacity building. Enhance the skills and capabilities of the PMO team to handle more complex
projects.
• Stakeholder communication. Keep stakeholders informed and engaged with the PMO’s
progress and achievements.

Thriving Scenario
This scenario represents the peak of organizational project management performance and
PMO recognition. The PMO reaches its zenith, generating substantial value for customers and
the organization and gaining widespread acknowledgment for its relevance, importance, and
contributions to project success and organizational goals.
This scenario is like a mature tree in full bloom, producing abundant fruit and being recognized
for its strength, beauty, and the life it supports. Its branches are laden with fruit, providing
nourishment and shelter to many. The tree stands as a symbol of resilience and vitality, admired for
its contributions to the ecosystem. This flourishing state showcases the pinnacle of growth and the
rewards of sustained care and nurturing.
This scenario is characterized by:

• High levels of efficiency and effectiveness in project delivery. Projects are delivered on time,
within scope and budget, and consistently meet or exceed expectations.
• Strong governance and adherence to established processes. Robust governance frameworks
ensure compliance and high-quality standards.
• High stakeholder satisfaction and engagement. Stakeholders are highly satisfied and actively
engaged with the PMO, recognizing its value.
• Continuous delivery of successful projects. The PMO consistently delivers successful projects
that drive organizational success.

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34 Project Management Offices: A Practice Guide
Key Focus Areas for Development
By focusing on the following areas, the organization can maintain and enhance the PMO’s
peak performance, helping to ensure it continues to deliver substantial value and support the
achievement of strategic goals.

• Sustaining excellence. Maintain high standards of project management and continuously seek
opportunities for improvement.
• Innovation. Encourage innovation and adopt new methodologies and technologies to stay
ahead.
• Stakeholder relationship management. Strengthen and maintain strong relationships with
stakeholders to help ensure ongoing support and engagement.
• Recognition and reward. Recognize and reward the contributions of the PMO team to sustain
motivation and high performance.

Crisis Scenario
This scenario marks a turning point where the organization faces challenges that impact the PMO’s
value proposition. Stakeholders may struggle to perceive the PMO’s value, and executive support
begins to wane.
This scenario is like a once-vibrant plant starting to wilt. Deprived of nutrients, it declines in vitality
and impact unless intervention revives its strength. The plant’s leaves begin to yellow and fall,
symbolizing its struggle to survive. Without timely care and the restoration of essential resources,
the tree faces an inevitable decline, highlighting the urgent need for immediate action to restore its
health and vitality.
This scenario is characterized by the following:

• Processes, systems, and artifacts are not used. If the PMO has developed processes, systems,
and artifacts that are not being used, it is a sign that the PMO is not meeting their customer’s
needs or delivering the expected benefits.
• Constant complaints about the PMO performance. If customers constantly complain about
the PMO’s performance, it is a sign that the PMO is not delivering the expected benefits or
meeting their needs.
• Reduction of PMO autonomy. If the PMO’s autonomy is being reduced, it is a sign that the
organization may not be committed to the PMO or that the PMO is not delivering the expected
benefits.
• PMO customers complain about bureaucracy. If stakeholders complain that the PMO is adding
unnecessary bureaucracy and slowing down the project delivery process, it is a sign that the
PMO may not be effectively balancing the need for governance with the need for agility.

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Navigating Organizational Landscapes 35
• Resistance to the PMO does not subside over time. If customers continue to resist the PMO’s
efforts, even after it has been in operation for some time, it is a sign that the PMO is not meeting
their needs or delivering the expected benefits.
• The PMO is not invited to attend important meetings. If the PMO is not being invited to
attend important meetings, it is a sign that it is not seen as a strategic partner within the
organization.
• Decreasing efficiency and effectiveness in project delivery. Projects are increasingly delayed,
over budget, or failing to meet quality standards.

Key Focus Areas for Development

Addressing the following focus areas can stabilize the PMO, mitigate immediate challenges, and lay
the groundwork for recovery and renewed growth.

• Diagnostic assessment. Conduct a thorough evaluation to identify the root causes of the crisis.
• Stakeholder reengagement. Actively communicate with stakeholders to rebuild trust and
demonstrate the PMO’s value.
• Resource reallocation. Ensure the PMO has the necessary resources to overcome challenges.
• Process improvement. Identify and implement improvements to enhance efficiency and
effectiveness.
• Leadership intervention. Strong leadership is crucial to guide the PMO through the crisis and
ensure timely corrective actions.

Decline Scenario
If the organizational crisis is not effectively managed, this scenario emerges. The PMO is losing
support rapidly and struggling to demonstrate or deliver on its expected value. Resistance to
PMO activities intensifies, and its necessity comes into question. Even drastic measures may prove
insufficient to halt the downward trajectory, as reversing the decline requires a herculean effort.
This scenario is like a tree suffering from severe neglect, with its leaves dying and falling off. The
neglected plant’s survival is in doubt as it struggles to maintain any vitality. Attempts to stop its
decline might fail because its roots are weak and its branches are brittle. Without immediate and
comprehensive intervention, the plant faces an almost certain demise, highlighting the critical need
for timely care and resources to potentially revive and restore its health.
Key characteristics of this scenario include:

• Loss of executive-level support. When executives begin to question the PMO’s value, it is a
clear sign that the PMO may not be delivering what it should.
• Eroding PMO customer support and engagement. PMO customers are disengaging and
losing faith in the PMO’s ability to add value.

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36 Project Management Offices: A Practice Guide
• Constant changes in PMO leadership. A high turnover rate within the PMO leadership team is
a sign that the organization may not be committed to the PMO or that the PMO is not delivering
the expected benefits.
• High turnover in the PMO team. Similarly, a high turnover rate within the PMO team is a sign
that the team may not be functioning effectively or that there are deeper issues at play.
• Cost-cutting in the PMO. If the PMO is subject to cost-cutting measures, it is a sign that the
organization may not see it as a strategic partner or that it is not delivering the expected benefits.
• The PMO’s performance is often sabotaged. If customers actively work to sabotage the PMO’s
efforts, it is a sign that a deeper issue is at play, and the PMO urgently needs to reassess its approach.
• PMO customers hide information from the PMO. If customers withhold information from the
PMO, it is a sign that they do not trust the PMO or do not believe it is providing value.

Key Focus Areas for Development

Addressing the following focus areas can help the organization attempt to halt the PMO’s downward
trajectory, stabilize its operations, and create opportunities for potential recovery and revitalization.

• Immediate intervention. Act quickly to stabilize the PMO by addressing the most critical
issues first.
• Rebuild trust. Engage with stakeholders to rebuild trust and demonstrate a commitment to
reversing the decline.
• Resource allocation. Ensure that adequate resources are allocated to support the PMO’s
recovery efforts.
• Process reevaluation. Review and improve current processes to enhance efficiency and
effectiveness.
• Leadership and guidance. Strong leadership is crucial to guide the PMO through this
challenging period and restore its credibility and value.

Collapse Scenario
In this scenario, the organizational context is such that the PMO ceases to function effectively or
becomes obsolete. Lacking executive backing, autonomy, resources, and influence, the PMO fails to
deliver minimal value, rendering it dispensable to the organization. This scenario is undesirable but
sometimes necessary for a fresh start. It represents the potential end of the PMO’s life cycle within
the current organizational context.
This scenario is like a plant that has withered beyond recovery. Deprived of sunlight, water, and
nutrients, it no longer grows or blooms, becoming lifeless. The plant, lacking necessary support and
resources, fails to sustain even minimal vitality, which sometimes signifies the end of its life cycle.
This inevitable decline reflects the consequences of prolonged neglect and insufficient intervention,
emphasizing the critical need for consistent care and resources to sustain life.

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Navigating Organizational Landscapes 37
Characteristics of this scenario include:

• Complete breakdown of PMO processes and governance. The PMO can no longer maintain
any of its established processes or governance structures.
• Total loss of stakeholder confidence and support. Stakeholders no longer believe in the
PMO’s ability to add value, resulting in a complete withdrawal of support.
• Inability to manage projects effectively. Projects suffer due to the lack of effective
management, leading to frequent failures.
• Consideration of disbanding the PMO. The organization seriously considers dissolving the
PMO as it no longer serves its purpose.

Key Focus Areas for Development

Addressing the following focus areas can help the organization determine the best course of action,
whether it involves attempting to revive the PMO or deciding to disband it and start a new one.

• Root cause analysis. Conduct a thorough analysis to understand the underlying reasons for the
PMO’s collapse.
• Stakeholder communication. Communicate openly with stakeholders about the challenges
and potential solutions.
• Strategic decision-making. Decide whether to attempt a PMO revival or to disband and
start fresh.
• Resource reallocation. If revival is chosen, allocate the necessary resources to address
deficiencies.
• Leadership and vision. Strong leadership is essential to either guide the revival process or
manage the transition to a new structure.

Resurgence Scenario
In this scenario, the organizational context allows for the PMO idea to be reborn. This reemergence
can be complex and risky, potentially complicated by organizational trauma from past experiences.
While challenging, this scenario can lead to an even more robust PMO if managed correctly. It
represents a potential rebirth of the PMO concept, often rising from the ashes of previous failures.
This scenario is like a dormant seed sprouting anew after a wildfire. Like a seedling facing the
remnants of a forest fire, with the right care and procedures, the new plant can grow stronger than
before. This process involves overcoming significant challenges, but if managed correctly, it can
result in a more robust and resilient tree. The rebirth from the ashes symbolizes renewal and the
potential for greater strength, demonstrating the power of effective management and nurturing.

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38 Project Management Offices: A Practice Guide
This scenario is characterized by:

• Renewed focus on rebuilding and improving the PMO. Concentrate efforts on reconstructing
the PMO with improved strategies.
• Reestablishment of governance and processes. Implement robust governance frameworks
and refined processes.
• Reengagement of stakeholders with a refreshed strategy. Reconnect with stakeholders
through a newly devised strategy to gain their support.
• Early signs of recovery and improvement. Look for initial indicators of positive changes and
enhanced performance.
• Learning from previous failure. Apply lessons learned from past setbacks to avoid repeating
mistakes and help strengthen the PMO.

Key Focus Areas for Development

By focusing on these areas, the organization can successfully navigate the complexities of
reestablishing the PMO, leading to a more resilient and effective project management office that
supports organizational goals.

• Customer-centric and value-driven practices. Implement the new PMO based on established
practices that focus on customer needs and delivering value.
• Change management. Effectively manage the transition and address any organizational
resistance.
• Stakeholder communication. Ensure transparent communication to rebuild trust and
demonstrate renewed value.
• Continuous improvement. Implement mechanisms for ongoing assessment and enhancement
of PMO practices.
• Resource optimization. Ensure the optimal use of resources to support the resurgence efforts.
• Leadership and vision. Apply strong leadership to guide the resurgence and inspire confidence
among stakeholders.

Signs of Transition Between Scenarios

The transition between these organizational contextual scenarios is rarely a sudden event but rather
a gradual process marked by several key indicators. Recognizing these signals is crucial for proactive
PMO management and timely intervention. While specific indicators may vary depending on the
organization and its context, several common signs often herald a shift from one state to another.

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Navigating Organizational Landscapes 39
Here are some examples:

• Stakeholder perception and support. As a PMO moves from a growing to a thriving state,
there is typically an increase in positive feedback from stakeholders, greater engagement in
PMO initiatives, and more frequent requests for PMO services. Conversely, a shift toward the
crisis state might be signaled by growing skepticism about the PMO’s value, reduced stakeholder
participation (particularly at the executive level), and increased resistance to PMO-led initiatives.
• Executive support. A transition to a more positive state is often accompanied by increased
executive backing, manifesting as greater resource allocation, more frequent inclusion in
strategic discussions, or expanded PMO authority. On the other hand, waning executive support,
such as budget cuts or reduced access to leadership, can signal a move toward less favorable
states.
• Performance metrics. A PMO moving toward a thriving state typically shows consistent
improvement in KPIs such as on-time delivery, budget adherence, and stakeholder satisfaction.
Conversely, declining project success rates or increasing numbers of troubled projects might
indicate a shift toward crisis or decline states.
• PMO’s ability to adapt and innovate. A PMO moving toward more positive states often
demonstrates increasing agility, regularly introducing new methodologies or tools to improve
project delivery. Stagnation in processes or resistance to change, on the other hand, might
indicate a move toward less favorable states.
• Organizational alignment. As a PMO moves toward more positive states, there is typically
increasing alignment between PMO activities and organizational strategic objectives. A
disconnect between PMO focus and organizational priorities might signal a shift toward crisis or
decline states.
• Quality and quantity of PMO outputs. A move toward more positive states is often marked by
an increase in the volume and quality of PMO deliverables such as reports, training sessions, or
process improvements. A decline in these outputs, or a decrease in their perceived value, might
signal a transition to less favorable states.
• Team morale and turnover within the PMO. A PMO moving toward more positive states often
experiences improved team morale, lower turnover rates, and an ability to attract top talent.
Increasing turnover, difficulty in recruiting, or low team morale might signal a transition toward
less favorable states.
• PMO’s influence on organizational culture. As a PMO moves toward more positive states,
there is typically a growing project management culture across the organization, with increased
adoption of PMO-recommended practices. A decline in this cultural influence might signal a shift
toward less favorable states.
• PMO’s role in decision-making processes. A transition to more positive states is often
accompanied by the PMO playing an increasingly strategic role, being consulted on major
decisions that impact portfolio and project management. A reduction in this decision-making
influence might signal a move toward less favorable states.

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40 Project Management Offices: A Practice Guide
• Organizational changes. Changes within the organization can also trigger transitions between
states. Structural shifts, leadership changes, or shifts in strategic direction can all impact the
PMO’s state.

It is important to note that these indicators should not be considered in isolation but rather as
part of a holistic assessment of the PMO’s health. A combination of these indicators often signals
the transition between states, and the significance of each may vary depending on the specific
organizational context.
Regular monitoring of these indicators can help PMO professionals and organizational executives to
identify state transitions early, allowing for timely and appropriate strategic responses.

Strategies for Different Organizational Contextual Scenarios

Each organizational contextual scenario presents unique challenges and opportunities. Recognizing
these states allows organizations to implement targeted strategies that are most appropriate for
their status quo. These strategies are not one-size-fits-all solutions but rather tailored approaches
designed to maximize success.
For PMO professionals, having a toolkit of strategies for each scenario is invaluable. Having different
strategies at hand can enable PMO professionals to proactively address challenges and exploit
opportunities for growth and improvement. These strategies serve as a starting point for developing
tailored approaches that consider the unique context and needs of each organization.
Detailed and extensive strategies for each organizational contextual scenario are outlined in Table 4-1.
In each of these scenarios, it is crucial for PMO professionals to remain adaptable, maintain open
communication with stakeholders, and continuously align the PMO’s efforts with organizational
needs and strategic objectives. By applying these strategies, PMO professionals can effectively
navigate the challenges and opportunities presented at each stage of the PMO life cycle, ensuring
the PMO’s relevance and value to the organization.
The Organizational Contextual Scenarios framework provides valuable insights into the dynamics of
PMOs, offering a structured approach to understanding their most common states. This framework
serves as a powerful tool for PMO professionals, guiding their strategies and decision-making processes.
The framework’s key strength lies in its structured understanding of organizational scenarios,
categorizing them into eight distinct states. This categorization provides clarity and a common
language, enabling PMO professionals to communicate more effectively about their organization’s
current state and future direction and helping them to tailor their approaches to specific
organizational contexts.
Despite these benefits, the framework has limitations that warrant consideration. One primary concern
is the risk of oversimplification. The eight distinct scenarios may not fully capture the complex and
fluid nature of real-world PMOs, which often exhibit characteristics of multiple states simultaneously.
This complexity can make it challenging to neatly categorize a PMO into a single scenario.

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Navigating Organizational Landscapes 41
Table 4-1. Strategies for Organizational Contextual Scenarios

Scenario Strategies
Potential • Conduct an organizational readiness assessment.
• Evaluate the current project management maturity level.
• Foster a project-centric culture.
• Build executive support.

Kickoff • Create a compelling PMO proposal.

• Obtain buy-in from executive leadership and key stakeholders.
• Define the PMO’s mandate, governance structure, and strategy.
• Identify PMO customers and their needs.
• Develop a value proposition for the PMO and outline its services.
• Develop PMO services, processes, and performance indicators.
• Form and prepare the PMO team.
• Establish clear roles and responsibilities within the PMO.
• Onboard PMO customers and launch PMO operations.
• Measure initial results and make necessary adjustments.

Growing • Complete onboarding and transition to regular operations.

• Enhance customer engagement.
• Prioritize reporting and analytics.
• Concentrate on building capabilities.
• Focus on achieving quick wins.
• Measure value delivery.
• Identify and fill potential gaps.

Thriving • Refine the PMO value proposition.

• Expand the customer base.
• Refine and expand the PMO’s service offerings.
• Align closely with organizational strategy.
• Develop tailored approaches.
• Optimize resource utilization.
• Enhance PMO maturity.
• Focus on continuous improvement.
• Measure value recognition.

Crisis • Conduct a PMO health assessment.

• Develop a crisis management plan.
• Reengage PMO customers.
• Realign with organizational needs.
• Align PMO strategy closely with current organizational priorities.
• Develop a revised value proposition for the PMO.
• Reassess and adjust service offerings.

Decline • Perform a comprehensive PMO audit.

• Develop a turnaround strategy for the PMO.
• Create a roadmap for rebuilding PMO capabilities.
• Reassess and potentially redesign the PMO’s organizational structure.
• Evaluate and address skill gaps within the PMO team.
• Reestablish executive support.
• Implement stringent performance management.
• Consider bringing in new leadership to drive the turnaround.

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42 Project Management Offices: A Practice Guide
Table 4-1. Strategies for Organizational Contextual Scenarios (Continued)

Scenario Strategies

Collapse • Plan for an orderly shutdown.

• Support staff transition.
• Capture lessons learned.
• Manage stakeholder communication.
• Investigate potential for decentralized functions.
• Consider outsourcing the PMO.
• Explore possibilities for a future PMO resurgence.

Resurgence • Ensure the use of an appropriate framework for the PMO.

• Develop a compelling new vision.
• Secure strong executive sponsorship.
• Rebuild trust through transparency.
• Focus on cultural change.

Another limitation is the assumption of linear progression. In reality, PMOs may not always progress
through states in a predictable sequence. Some may skip certain states or experience them in a
different order, reflecting the unique strategic needs and circumstances of each organization. This
nonlinear nature emphasizes the need for flexibility in applying the framework.
The framework’s effectiveness can also be limited by contextual variations. What constitutes success
for one PMO might differ significantly for another, underscoring the importance of customization
in its application. PMO professionals should adapt the framework to their specific organizational
culture, goals, and challenges.
The treatment of the resurgence scenario, while valuable, presents another area for consideration.
While it offers one path forward after a PMO’s collapse, it is important to recognize that
organizations have multiple options. Some organizations may choose to reimagine their project
management approach entirely rather than resurrect a previous model. Acknowledging this range
of possibilities makes the framework more comprehensive and practical.
To maximize the benefits of the framework while mitigating its limitations, PMO professionals
should adopt a flexible approach to its application. This approach involves recognizing that
PMOs may exhibit characteristics of multiple scenarios simultaneously and adapting strategies
accordingly. Continuous assessment is crucial, regularly evaluating the PMO’s state and adjusting
approaches as needed, rather than rigidly adhering to predefined paths.
Customization is key to effective implementation. The framework should be tailored to specific
organizational contexts, acknowledging that success metrics may vary across different PMOs. It is
also important to view the framework as part of a broader toolkit for PMO management, integrating
it with other relevant models and practices for a more holistic approach.

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Navigating Organizational Landscapes 43
In conclusion, the Organizational Contextual Scenarios framework provides a valuable foundation
for understanding and managing different scenarios encountered within organizations. By
recognizing its limitations and embracing its flexibility, PMO professionals can apply the framework
more effectively to their unique situations.

Looking Ahead to the Next Section

As PMOs continue to navigate diverse organizational landscapes, a significant shift in thinking has
emerged: the move toward a value-driven service provider model. This evolution marks a profound
change in how PMOs function and contribute to organizations. By adopting a service-oriented
mindset, PMOs can transition from rigid, process-centric entities to dynamic, customer-focused
partners, committed to improving project outcomes and driving overall organizational success. This
shift naturally complements the adaptability required in various organizational scenarios.
In the next section, the specifics of this value-driven approach and how it empowers PMOs to
remain agile, responsive, and invaluable across different contexts are explored, as well as how PMOs
can leverage this new mindset to maximize their effectiveness and impact.

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44 Project Management Offices: A Practice Guide
 5
The PMO as a Value-Driven
Service Provider
Why This Section Matters to PMO Professionals
This section is vital for PMO professionals, offering insights into service-oriented PMOs and agility
principles. The information in this section equips PMO professionals with tools to adapt practices,
enhance responsiveness to changing business needs, and foster continuous improvement.
The section also addresses the challenge of justifying a PMO’s existence, emphasizing customer
perceptions in value recognition. Details are provided to help empower professionals to shift from
process enforcement to value creation and perception management, positioning the PMO as an
indispensable strategic asset.
By embracing a service provider model and agile mindset, PMOs can align with organizational
goals, boost stakeholder satisfaction, and demonstrate measurable value. This approach is crucial in
today’s dynamic environment, where adaptability and value delivery are paramount.

Reimagining the PMO as a Service Provider

A service provider is an entity—whether an individual, team, or organization—that offers
specialized services to meet the specific needs of its customers. These providers possess unique
expertise, resources, and capabilities in particular fields, delivering value through intangible benefits
rather than physical products.
Service providers are characterized by their intense focus on understanding and fulfilling customer
needs. They operate under defined service agreements, continuously adapting their offerings to
meet evolving demands. This adaptability and customer-centric approach have made the service-
provider model increasingly relevant in our dynamic business environment.
PMOs stand at a critical juncture in their evolution. Traditionally viewed as administrative bodies
focused on enforcing standards and processes, PMOs now have the opportunity to reimagine their
role within organizations.
By adopting a service-provider mindset, PMOs can transform from rigid, process-focused entities
into dynamic, customer-oriented partners dedicated to enhancing project success and driving
organizational performance.

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The PMO as a Value-Driven Service Provider 45
This shift represents a fundamental transformation in how PMOs operate and deliver value.
At its core, the service-provider mindset places the needs and satisfaction of the PMO’s
“customers”—project managers, executives, team members, and other stakeholders—at
the forefront of all operations. This perspective transforms the PMO from an administrative
or control-focused unit into a valuable, strategic asset that actively contributes to the
organization’s success.
Adopting a service-provider approach allows PMOs to:

• Align more closely with organizational goals and strategies.

• Enhance their responsiveness to changing project and business needs.
• Improve stakeholder satisfaction and engagement.
• Demonstrate clear, measurable value to the organization.
• Foster a culture of continuous improvement and innovation in project management practices.

This section will explore the key characteristics of service-oriented PMOs, compare them
with traditional PMO structures, and examine the benefits and implementation challenges of
this approach.
By understanding and embracing the service-provider mindset, PMOs can position themselves
as indispensable partners in organizational success, driving project excellence and strategic
achievement in an increasingly complex business world.
The transformation of a PMO into a service-oriented entity involves adopting several key
characteristics that distinguish it from traditional PMO models. These characteristics reflect a
fundamental shift in focus, priorities, and operational approach. By embracing these traits, PMOs
can position themselves as valuable, customer-centric service providers within their organizations.
The core characteristics that define a service-oriented PMO and how each trait contributes to a
more dynamic, responsive, and value-driven approach to project management are outlined in
Table 5-1.
The key attributes of the approaches not only differentiate service-oriented PMOs from their
traditional counterparts but also enable them to adapt more effectively to the ever-changing needs
of modern organizations and their diverse project portfolios.

Adopting a Service-Provider Mindset

The service-provider mindset represents a powerful evolution in how PMOs operate and
deliver value. By focusing on customer needs, offering flexible and tailored services, proactively
engaging with stakeholders, and continuously improving based on feedback, PMOs can
position themselves as indispensable partners in achieving project success and driving
organizational strategy.

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46 Project Management Offices: A Practice Guide
Table 5-1. Traditional, Process-Focused PMO Versus a Modern, Service-Oriented PMO

Process-Focused PMOs Service-Oriented PMOs

Standards enforcement: Only enforces standards, Value delivery: Prioritizes delivering value to customers
processes, and methodologies across the organization within the organization

Process-centric: Emphasizes adherence to established Customer-centric: Puts the needs of its customers at
project management processes the forefront

Uniform practices: Strong emphasis on creating and Flexible adaptation: Maintains necessary standards
maintaining uniform practices across all projects while flexibly adapting practices to meet specific project
needs

Reactive approach: Often responds to issues as they Proactive approach: Actively engages with projects
arise rather than proactively addressing potential and departments, offering support and guidance before
challenges issues arise

Output-focused: Often focuses heavily on generating Outcome-focused: Offers a clear set of services to
and distributing reports on project status and metrics generate the customers’ expected outcomes

One-size-fits-all approach: Tends to apply the same Tailored approaches: Recognizes that different projects
approaches across all projects regardless of specific and departments may require different approaches and
needs tailors services accordingly

Rigid structure: Tends to be more rigid and slower to Agile adaptation: More agile and can quickly adapt to
adapt to changing organizational needs changing organizational needs

Process compliance: Measures success by compliance Value for the customer: Measures efficacy, customer
with processes satisfaction, and value delivered

The most important characteristics of a PMO established with a service-provider mindset include:

• Customer focus. Prioritize understanding and meeting the needs of internal customers. Place
customer needs and satisfaction at the forefront of all operations. Proactively engage with
customers to understand their individual needs and offer solutions.
• Value delivery. The primary goal is to deliver value to the organization. Success is measured by
customer satisfaction and value delivered, not just project outcomes or process adherence.
• Specialized expertise. PMOs offer specialized knowledge in project management. This
expertise is a service provided to various departments and teams within the organization.
• Service offerings. Like external service providers, PMOs should have a clear catalog of services
they offer to their internal customers.
• Scalability. PMOs can often scale their services based on organizational needs, offering more
intensive support for high-priority projects or scaling back for departments with high project
management maturity.

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The PMO as a Value-Driven Service Provider 47
• Proactive engagement. PMOs proactively engage with customers to understand their needs
and offer solutions, rather than simply reacting to requests.
• Relationship management. PMOs focus on building and maintaining strong relationships with
their customers, a key characteristic of successful service providers.
• Performance metrics. Like other service providers, PMOs should measure and report on their
performance, demonstrating their value to the organization.
• Continuous improvement. PMOs regularly refine and adapt their services based on feedback
and changing organizational needs, much like external service providers evolve to meet market
demands.

This approach not only enhances the perceived value of the PMO but also contributes to better
project outcomes, improved stakeholder satisfaction, and ultimately, greater organizational
success.
The future of PMOs lies not just in methodologies and processes but in the ability to understand,
anticipate, and meet the evolving needs of organizational customers. As organizations continue
to face complex challenges in rapidly changing environments, PMOs that embrace this service-
oriented approach will be well positioned to adapt, thrive, and drive meaningful value.
By viewing the PMO through the lens of a service provider, organizations can leverage their
capabilities more effectively, leading to improved project outcomes, better resource utilization, and
stronger alignment between project execution and organizational strategy.

The Agility Foundation for PMO Practice

The journey toward an agility-driven PMO begins with a deep understanding of the Manifesto for
Agile Software Development and its principles. Created in 2001 by a group of software developers,
the Agile Manifesto was a response to the limitations of traditional, plan-driven approaches to
software development. While initially focused on software, the principles outlined in the manifesto
contain universal truths that can be powerfully applied to PMO operations and organizational
management at large.
The concept of agility has transcended its origins in software development to become a crucial
paradigm for PMOs. As organizations face increasingly complex challenges and dynamic
environments, traditional PMO approaches often fall short of delivering the responsiveness and
value required for success.
The Agile Manifesto contains values and principles that can be powerfully applied to PMOs.
By adapting them to the PMO context, a framework for more flexible, value-driven, and
customer-centric PMOs can be created.
This adaptation is not merely about adopting agile approaches and methodologies for project
execution. Instead, it represents a fundamental shift in how PMOs operate, interact with customers,
and deliver value to the organization. It requires rethinking the PMO through the lens of agility,

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48 Project Management Offices: A Practice Guide
emphasizing continuous delivery, embracing change, fostering collaboration, and prioritizing value
over rigid processes.
The Agile Manifesto’s four core values offer a transformative perspective on how PMOs can operate
more effectively in today’s dynamic business environment. By reinterpreting and applying these
values in the context of PMO operations, organizations can emphasize the importance of human
interactions over rigid processes, the delivery of valuable services over extensive planning, close
customer engagement over strict service-level agreements, and flexibility and adaptability over
rigid adherence to plans.
Each of these four values can be reinterpreted and applied in the context of PMO operations:

1. People and relationships over rigid processes. This principle emphasizes the importance
of human interactions and team dynamics in achieving success. For PMOs, this means shifting
focus from enforcing rigid processes to fostering effective collaboration and communication.
In practice, this might include implementing more flexible work structures, encouraging
cross-functional collaboration, and prioritizing team-building activities.
2. Delivering valuable services over extensive planning. Just as agile software development
prioritizes working software over comprehensive documentation, an agility-driven PMO
should focus on delivering tangible value to its customers rather than getting delayed
with excessive planning or documentation. This does not mean abandoning planning
altogether but rather adopting a more iterative approach, where plans are regularly revisited
and adjusted based on feedback and changing circumstances. PMOs should strive to
deliver services and support in incremental, valuable chunks rather than waiting for large,
comprehensive rollouts.
3. Close customer engagement over strict service-level agreements. This principle underscores
the importance of ongoing collaboration and communication with customers. For PMOs, this
means moving beyond rigid service-level agreements to foster genuine partnerships with
their internal customers. The engagement effort involves actively seeking feedback, cocreating
solutions, and maintaining an ongoing dialogue to ensure PMO services remain aligned with
evolving organizational needs.
4. Flexibility and adaptability over rigid adherence to plans. A PMO’s ability to respond
quickly to change is crucial. This means developing the PMO’s capacity to pivot quickly when
circumstances change rather than stubbornly adhering to outdated plans or processes. In
practice, this might involve implementing more flexible services or developing rapid response
capabilities to address emerging customer needs.

Beyond these four values, the Agile Manifesto also outlined 12 principles that can be adapted
to the PMO context, providing a roadmap for PMOs seeking to enhance their agility, relevance,
and impact within their organizations. These principles offer a guiding framework for PMOs
to evolve from process-centric entities to strategic, value-driven partners in organizational
success.

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The PMO as a Value-Driven Service Provider 49
The 12 principles of the Agile Manifesto adapted to a PMO context are:

1. The highest priority is to satisfy the organization through early and continuous delivery of
valuable and adaptable PMO services.
2. Embrace changing organizational priorities and the needs of PMO customers even late in
PMO initiative development. The PMO should leverage change to enhance its value, the
organization’s competitive advantage, and its strategic flexibility.
3. Deliver valuable PMO services and improvements incrementally, from weekly updates to
monthly enhancements, prioritizing shorter delivery cycles to enable rapid feedback and
adaptation.
4. Foster daily collaboration between the PMO team and PMO customers throughout the PMO
initiatives. Break down silos and encourage cross-functional engagement.
5. Build PMO services and initiatives around motivated, cross-functional teams. Provide the teams
with the necessary resources, autonomy, and support, trusting them to deliver value and drive
continuous improvement.
6. Prioritize direct, real-time communication within the PMO and with PMO customers. While
documentation is valuable, effective communication (face to face or virtual) is the most
effective way of sharing information, aligning expectations, and resolving issues.
7. Measure PMO success primarily through the tangible value delivered to the PMO’s customers
and the organization. Focus on outcome-based metrics that demonstrate the PMO’s impact on
business objectives and customer satisfaction.
8. Promote sustainable operations through a balanced workload, continuous learning, and
adaptable processes. The PMO should set a pace that allows for consistent value delivery while
avoiding burnout and maintaining long-term effectiveness.
9. Continuously enhance PMO services through technical excellence, process optimization, and
innovative solutions. Regularly assess and upgrade the PMO’s services, tools, methodologies,
and competencies to stay aligned with evolving organizational needs.
10. Embrace simplicity in PMO operations by focusing on high-value services and eliminating
unnecessary complexity. Continuously refine processes, streamline governance, and prioritize
efforts that directly contribute to organizational success.
11. Empower self-organizing teams within the PMO to design and evolve service offerings,
methodologies, and practices. The most effective PMO structures, processes, and solutions
emerge from teams that have the autonomy to innovate and adapt to changing organizational
needs.
12. At regular intervals, the PMO conducts thorough self-assessments to evaluate its effectiveness,
relevance, alignment with organizational goals, and overall value for its customers and the
organization. Based on these reflections, the PMO continuously refines its strategies, services,
and practices to enhance its value proposition and agility.

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50 Project Management Offices: A Practice Guide
These adopted principles emphasize the PMO’s focus on delivering value, embracing change,
fostering collaboration, and continuously improving its practices to better serve the organization.
Embracing these agile values and principles represents a significant shift for many PMOs. The
shift requires moving away from a control-oriented mindset toward one that prioritizes flexibility,
collaboration, and continuous value delivery. This move can be challenging, as it often involves
unlearning deeply ingrained practices and ways of thinking. However, the potential benefits of this
transformation are substantial. By adopting an agile mindset, PMOs can become more responsive
to organizational needs, better equipped to handle uncertainty and change, and more effective in
driving real business value. The PMO can move from being perceived as bureaucratic overhead to
becoming a true strategic partner in organizational success.
It is important to note that embracing agility does not mean abandoning all structure or
governance. Rather, it involves finding a balance between flexibility and control, and between
responsiveness and consistency. The goal is to create a PMO that can provide the necessary
structure and support while remaining adaptable and value-focused.

PMOs That Adapt and Thrive

Contrary to popular belief, agility in PMOs is not merely about adopting agile methodologies or
tools. At its core, agility represents a profound shift in behavior and mindset. This distinction is
crucial for understanding the true nature of what we might call an agility-driven PMO.
An agility-driven PMO is not defined by the services it offers but by how the PMO operates and
adapts to the needs of its customers and the organization as a whole. It is entirely possible, and in
many cases desirable, for a PMO to offer no services that involve traditional agile methodologies or
tools. Services are simply the means to meet customer needs, and true agility lies in the ability to
flexibly choose and adapt these means in a responsive manner.
Consider, for instance, an energy company with a portfolio of large capital projects. In this context,
a predictive approach might be more suitable than an adaptive one. Conversely, in a technology
company, more adaptive methods may be preferable. The key lies in the PMO’s ability to assess the
context and choose the most appropriate approach, whether it is labeled “agile” or “traditional.”
One more example, now using an approach that categorizes problems based on their complexity
and uncertainty: Consider a tech company with well-established, off-the-shelf products. Despite
being in the IT sector, their projects might have low uncertainty, making a predictive approach more
suitable. Conversely, large investment projects with uncertain outcomes, such as developing new
energy solutions, might benefit from a hybrid approach. The PMO should assess the uncertainty
level and choose the appropriate method, blending agile and traditional approaches as needed.
In many environments, a hybrid approach will make the most sense. This situation is particularly
true for PMOs serving a variety of customers from different departments (e.g., IT and engineering)
with specific needs and challenges. True agility manifests in the ability to navigate this spectrum of
approaches, selecting and combining elements as needed to deliver maximum value.

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The PMO as a Value-Driven Service Provider 51
In practice, this might mean a PMO in a large manufacturing company using traditional, predictive
methods for plant construction projects while simultaneously employing an agile approach for IT
initiatives and a hybrid approach for product development. The agility lies not in the methods used
but in the PMO’s ability to select, adapt, and switch between these approaches as needed, always
with an eye on delivering maximum value to the organization.
The essence of agility in PMOs, therefore, lies in how the PMO behaves—striving to adhere to agile
values and principles regardless of the specific solutions it uses to serve its customers. In other
words, agility in PMOs is not about what the PMO does but how it does it and how it responds to
the needs of its customers and the organization. True agility manifests in the ability to adapt and
navigate across this spectrum of approaches, selecting and combining elements as needed to
deliver maximum value.
This transformation allows PMOs to become more responsive to organizational needs, better
equipped to handle uncertainty and change, and more effective in driving real business value. This
shift enables PMOs to move from being perceived as bureaucratic overhead to becoming agile
enablers of organizational success.

Implementing Agility in PMO Practice

Implementing agility in PMO practice involves several key steps and considerations to ensure a
successful transformation. This process begins with developing an adaptive mindset that embraces
change, values flexibility, and prioritizes continuous improvement.
Creating a responsive structure and implementing customer-centric practices are crucial for agility.
The PMO should offer flexible services that adapt to changing organizational needs and leverage
data for informed decision-making.
Leadership plays a vital role in driving and sustaining agility, while transparent communication
and collaboration enhance the process. Lastly, fostering innovation and maintaining a focus on
delivering value will help the PMO become a true agility-driven entity.
The key steps and considerations for implementing agility in PMO practice include the following:

• Develop an adaptive mindset. The foundation of an agility-driven PMO is a mindset that

embraces change, values flexibility, and prioritizes continuous improvement.
• Create a responsive structure. The organizational structure of the PMO should support agility
and quick decision-making.
• Implement customer-centric practices. Putting the PMO customer at the center of PMO
operations is crucial for agility.
• Develop flexible service offerings. An agility-driven PMO should be able to quickly adapt its
services to meet changing organizational needs.
• Embrace data-driven decision-making. Leveraging data is crucial for making informed,
agile decisions.

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52 Project Management Offices: A Practice Guide
• Promote decentralized management. An agility-driven PMO promotes shared management
with project and product teams. This approach empowers teams to make decisions and adapt
quickly to changes.
• Evaluate and navigate complexity. Continuously assess and manage project complexity to
ensure that approaches and plans enable teams to successfully navigate the project life cycle.
• Foster adaptive leadership. PMO leaders play a crucial role in driving and sustaining agility.
• Enhance transparent communication. Open and clear communication is essential for an
agility-driven PMO.
• Enhance collaboration and knowledge sharing. Agility thrives on effective collaboration and
rapid knowledge dissemination.
• Foster innovation. An agility-driven PMO should be a catalyst for innovation.

Implementing these practices requires patience, persistence, and a willingness to learn and adapt.
It is important to remember that becoming an agility-driven PMO is a journey, not a destination.
Regular reflection, continuous improvement, and a relentless focus on delivering value should be at
the heart of this transformation.
Agility in PMOs is an ongoing commitment to adaptation, improvement, and value delivery. This
commitment requires not just new skills and practices but a fundamental shift in how the PMO
views itself and its position within the organization.
This journey toward becoming an agility-driven PMO is about cultivating a mindset of flexibility,
customer centricity, and continuous improvement. The shift toward agility is about being
responsive to change, focused on value delivery, and committed to enabling organizational
success.

Navigating the Challenges of Demonstrating PMO Value

Quantifying the value of a PMO is a multifaceted challenge. Unlike straightforward financial metrics,
the value generated by a PMO often encompasses a range of intangible benefits that, while critical
to organizational success, are difficult to measure and express in purely monetary terms.
Empirical attempts to demonstrate the monetary value of a PMO to an organization’s business
have been ongoing. While academic initiatives have provided valuable insights into the PMO
phenomenon, they have often presented inconclusive results when attempting to demonstrate the
expected impact of a PMO on an organization’s business.
Research has shown that finding a universal model is challenging due to the many variables
that can influence how a PMO generates an impact on the business. These variables include
the organization’s culture, project management maturity, executive sponsorship, and, most
importantly, the specific needs of each organization and how the PMO was set up to meet
those needs.

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The PMO as a Value-Driven Service Provider 53
On the other hand, the recent experience of some of the most prominent and successful PMOs
globally has shown that PMOs that do not consistently generate perceived value for their
customers—no matter how well they excel at the technical quality of their work—are constantly
challenged and questioned.
These PMOs face a constant risk of being discontinued. Just like a service provider that does not
deliver the expected benefits, PMOs that cannot make customers realize the value they generate for
the organization are at risk of becoming obsolete.

Value Is in the Eye of the Beholder

As beauty, value is in the eye of the beholder. This phrase underscores a fundamental truth about
PMO value: Success is not defined solely by the objective delivery of value but also by how this
value is perceived by the PMO’s customers.
A PMO might implement the most efficient processes and deliver projects on time and within
budget, but if stakeholders do not recognize and value these efforts, the PMO’s contributions may
go unappreciated.
Each customer’s perception of value will differ based on their individual pain points and needs.
Therefore, mapping these pains and needs is essential for the PMO to design solutions that
effectively meet customer expectations.

The Journey of Value Generation

Value generation is a journey where each customer’s expectations evolve as their maturity increases.
This dynamic process allows the PMO to construct a value journey for each customer, enabling
continuous value delivery that meets evolving expectations and needs. PMO professionals should
understand the importance of adapting and evolving alongside customers, ensuring that the PMO
remains relevant and valuable over time.
A delivered value can be tangible or intangible, and both forms can be measured. Tangible values
include cost savings, revenue increases, and efficiency gains. On the other hand, intangible values
encompass improved communication, stakeholder satisfaction, and enhanced collaboration. Both
types of value are critical and need to be recognized and measured to demonstrate the PMO’s
impact effectively.

The Concept of Customer Perception of Value

The concept of “customer perception of value” refers to the customer’s evaluation of the benefits
they receive from a product or service in relation to the costs or sacrifices they make. This evaluation
is subjective and varies based on individual preferences, experiences, and expectations. Based on
extensive knowledge from other knowledge areas, the general concept of “value perception” has
been adapted to the reality of PMOs.

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54 Project Management Offices: A Practice Guide
The perception of value is a subjective feeling that reflects whether customer expectations have
been met. While technical indicators are essential, they cannot fully reflect an organization’s
perception of a PMO’s relevance to the business. However, it is possible to manage and measure
how a PMO generates value perception for its customers, and the experiences of world-class PMOs
indicate that a PMO’s ability to generate value perception is critical for its survival and continuity.
PMOs should focus on generating value perception and ensuring that customers recognize
the value they bring to the organization to justify their existence and enable them to thrive.
By focusing on delivering services and support that PMO customers perceive as valuable, a PMO
can more effectively demonstrate its worth and contribute to the success of its customers and
the organization.

The Influence of Maturity on Value Perception

The customer’s maturity significantly influences the perception of value in project management.
Even when a PMO delivers substantial value, it may not be recognized by customers who lack the
maturity to understand the importance of the outcomes generated.
To better understand this concept, consider the analogy of an adult and a child being offered a real
Ferrari—the highly coveted car—or a remote-controlled Ferrari toy. With a mature understanding,
the adult would choose the real Ferrari for its undeniable value. In contrast, the child might choose
the toy as it meets their expectation of benefits and aligns with their limited understanding of the
real Ferrari’s value.
In the real world, this situation might manifest in a scenario where high-level executives, despite
being highly experienced and competent in their business areas, focus on tactical and operational
aspects of project management rather than strategic ones. Their lower project management
maturity may prevent the executives from fully appreciating the strategic value provided by
the PMO.

Looking Ahead to the Next Section

With the PMO positioned as a value-driven service provider, it is clear how this approach can elevate
PMOs into strategic assets for their organizations. Yet, to truly thrive in this capacity, PMOs should
do more than offer services—they should adopt a customer-centric mindset. Shifting the focus from
processes to people is the next pivotal step in the evolution of PMOs.
In the following section, the concept of PMO customer centricity and exploring how it can further
boost the PMO’s ability to deliver value and contribute to organizational success will be explored.
The strategies for understanding customer needs, customizing services, and fostering strong
stakeholder relationships will also be explained. This customer-centric approach builds on the
value-driven model, pushing PMO effectiveness to new levels.

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The PMO as a Value-Driven Service Provider 55
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 6
Embracing PMO Customer
Centricity
Why This Section Matters to PMO Professionals
This section is critical for PMO professionals as it represents a paradigm shift in how PMOs operate
and deliver value. The customer-centric approach transforms PMOs from process-oriented entities
to strategic partners focused on meeting customer needs and expectations. This section provides
the framework for this transformation, offering practical insights into understanding customer
expectations, tailoring services, and measuring customer satisfaction.
The section also includes a list of 30 common, expected PMO outcomes drawn from extensive
global research. With this customer-focused approach, PMO professionals can prioritize efforts, tailor
services, and create tangible value, ultimately increasing the PMO’s impact and proving its worth to
the organization.

Defining PMO Customers

At the heart of a modern PMO lies a clear understanding of who exactly qualifies as a PMO customer.
In essence, PMO customers are stakeholders within an organization that directly receive, use, or
benefit from the services provided by the PMO.
While the terms “customers” and “stakeholders” are sometimes used interchangeably in the context
of PMOs, they represent distinct concepts that are crucial to understand.

• PMO customers. This grouping includes those stakeholders who directly receive and use PMO
services. They have specific needs that the PMO aims to meet and can provide direct feedback
on the value and quality of PMO offerings. The relationship is transactional and service oriented.
• Other PMO stakeholders. PMO stakeholders encompass a broader group, including anyone
who has an interest in or is affected by the PMO’s activities, whether they directly use its services
or not.

All PMO customers are stakeholders, but not all stakeholders are customers. For example, at a
large retail chain undergoing a digital transformation, IT team leaders often utilize the PMO’s
mentoring services, making them both direct customers and stakeholders of the PMO. In contrast,
store managers across the country, while not direct customers since they don’t receive services

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Embracing PMO Customer Centricity 57
from the PMO, are still stakeholders because the transformation will significantly impact their store
operations, making them indirectly affected by the outcomes of the PMO’s work.
The most frequent PMO customers can be broadly categorized into several groups (see Figure 6-1).
The common groups of PMO customers include:

• Project managers. Often the primary customers, project managers rely on the PMO for
methodologies, tools, templates, and support in managing their projects.
• Program managers. Program managers depend on the PMO for program-level support,
including resource allocation, interproject dependencies, and strategic alignment.

Functional
Project managers
managers and
• Tools and templates teams
• Resource allocation
• Progress tracking
Portfolio
Program managers
managers • Portfolio management
• Program management • Prioritization frameworks
• Risk oversight • Decision-making support
• Cross-project Executives
coordination • Strategic insights
• High-level reports
• ROI analysis Project
External team
partners members
and
clients

PMO

Figure 6-1. Common PMO Customer Groups

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58 Project Management Offices: A Practice Guide
• Portfolio managers. These customers look to the PMO for portfolio-level insights, prioritization
frameworks, and strategic decision-making support.
• Executives and senior management. Senior and executive-level management are customers
who receive the PMO’s strategic insights, performance reports, and decision-support services.
• Project team members. Project professionals across the team use PMO-provided tools and
processes in their day-to-day project work.
• Functional managers and teams. Other managers and team members in the organization rely
on the PMO for coordination across different departments, resource management, and aligning
project outcomes with functional objectives.
• External partners or clients. In some cases, external entities may be PMO customers if they
directly benefit from or interact with PMO services.

To qualify as a PMO customer, an individual should have a direct interaction with or dependency on
the PMO’s offerings. The key factor is that these customers have specific needs that the PMO aims to
fulfill through its services.
Different customers have varying requirements—a project manager might need hands-on support
with risk management practices, while the CEO might require high-level, strategic insights for
decision-making.
By understanding these groups and their unique demands, PMOs can enhance their service delivery,
providing tailored, value-added support that drives organizational success and delivers meaningful
value.

Building a Customer-Centric PMO

The concept of customer centricity is very much in tune with the ethos of service providers such as
a PMO because it recognizes that putting the customer at the center of operations is of paramount
importance. This shift to customer centricity represents a fundamental change in how PMOs
approach their strategies, processes, and overall performance. PMOs should now consider evolving
customer needs and expectations; it is no longer possible to justify the PMO’s existence by focusing
solely on methods, tools, or any other technical outputs it generates.
Customer centricity as a critical differentiator enables PMOs to create stronger relationships, foster
commitment, and achieve sustainable growth. This positioning acknowledges that customers have
substantial power in an age of abundant choices and information. Customers not only require
quality services but also want exceptional experiences and meaningful interactions at every
touchpoint with the PMO.
Being customer centric is particularly important for PMOs. As internal service providers, PMOs
should align their value proposition with the needs of their organizational customers, thus ensuring
that project management practices deliver business value directly. By adopting a customer-centric
approach, PMOs can cease being mere administrative entities and turn into strategic partners,
pushing for organizational success.

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Embracing PMO Customer Centricity 59
Customer centricity refers to being strategic in approaching businesses’ decisions, operations, and
interactions, placing customers at their core. This philosophy prioritizes understanding, anticipating,
and fulfilling customer needs to create long-term value and satisfaction.
At the heart of customer centricity is an understanding that the PMO’s role is to serve its
customers—the various persons who depend on PMO services. This change in perspective turns the
usual idea of a PMO as a process-oriented, administrative entity into one that contributes value and
becomes a partner in organizational success.

Principles of a Customer-Centric PMO

Adopting a customer-centric approach within a PMO requires adherence to several key principles
that ensure the PMO remains focused on delivering value and meeting the needs of its customers.
The fundamental principles of a customer-centric PMO are illustrated in Figure 6-2.
The principles of customer-centric PMOs include the following:

• Customer-first mindset. All decisions, processes, and services should be assessed based on how
they meet the customers’ needs. This mentality helps ensure that every action taken by the PMO
is aligned with the goal of enhancing customer satisfaction and delivering tangible benefits. By
prioritizing customer needs, the PMO can build trust and foster long-term relationships.
• Value delivery. The focus should be on delivering value to PMO customers rather than just
enforcing procedures or methodologies. Value delivery involves understanding what constitutes
value for different customers and ensuring that PMO activities contribute to achieving the most
relevant outcomes, whether they are strategic, tactical, or operational.

Customer- Value Customized

First Delivery Experiences
Mindset

Continuous Customer Proactive

Improvement Success Interaction
Measurement

Figure 6-2. Key Principles of a Customer-Centric PMO

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60 Project Management Offices: A Practice Guide
• Customized experiences. Services and interactions should be adapted according to PMO
customers’ needs, culture, and maturity level. This customization requires a deep understanding
of the customer landscape, including their specific challenges, preferences, and expectations. By
providing personalized services, the PMO can enhance its effectiveness and relevance.
• Proactive interaction. The PMO should actively seek out customer concerns rather than waiting
for them to be raised, helping to ensure satisfactory results. Proactive interaction involves
regularly engaging with customers to identify potential issues early and address them promptly.
This approach helps build a responsive and agile PMO that can quickly adapt to changing
customer needs.
• Customer success and satisfaction measurement. Define and track metrics that reflect PMO
customer success, satisfaction, commitment, and advocacy. These metrics provide valuable
insights into how well the PMO meets customer expectations and where improvements are
needed. Regular measurement and analysis of these metrics can help in maintaining a customer-
centric focus and driving continuous improvement.
• Constant feedback loops and continuous improvement. Regularly gather feedback from PMO
customers to improve customer touchpoints and service outcomes continuously. Feedback is a
critical component of a customer-centric approach as it provides direct input from the customers
about their experiences and needs. By establishing a continuous feedback loop, the PMO can
ensure that it remains aligned with customer expectations and adapts its services accordingly.

Identifying PMO Customers’ Expectations

Understanding PMO customers’ expectations is paramount to a PMO’s success and relevance. These
expectations represent the potential outcomes that customers anticipate from the PMO and its
offered services. By gaining deep insight into these needs, the PMO can tailor its strategies and
services to align closely with what truly matters to its customers.
PMO customers should articulate their needs to the PMO in terms of benefits and outcomes rather
than technical functions, services, or outputs. Their primary concern is achieving effective results
that address practical challenges in their daily work. By focusing on desired outcomes, customers
enable the PMO to better understand the actual value they seek, allowing for more targeted and
impactful solutions.
This outcome-oriented communication fosters a more substantial alignment between the PMO’s
offerings and the customers’ actual needs, ultimately leading to higher satisfaction and more
meaningful contributions to organizational success.
For instance, an executive is primarily interested in having reliable, comprehensive information
readily available for decision-making—an outcome that enhances their ability to lead effectively.
This desired result is more important to them than the processes, specific reports, or data analysis
tools the PMO might use to deliver this information. Similarly, a project manager’s primary concern
is not the project management methodology but rather the results it enables—more efficient, cost-
effective, and predictable projects.

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Embracing PMO Customer Centricity 61
By proactively seeking to understand and address these outcome-focused expectations, the PMO
can tailor its services to truly align with customer needs and add meaningful value to its work. This
customer-centric approach enables the PMO to anticipate requirements, offer relevant solutions,
and consistently deliver impactful results that resonate with its customers’ objectives.
To illustrate this concept, consider the analogy of a physician treating patients with various types
of pain. Patients expect the doctor to alleviate their pain and cure them. If these expectations are
met, the value of the physician’s work is recognized. Just as different types of pain require specific
treatments, different PMO customers have distinct needs that should be addressed with tailored
services.
In the PMO world, every “pain” requires a specific “medicine,” meaning that each challenge or desired
outcome aligns with a tailored PMO service. Just as a doctor prescribes treatment to address a
patient’s symptoms, the PMO offers services designed to tackle specific organizational needs. For
example, when there is a “pain” of lacking strategic alignment, the “medicine” might be portfolio
management support to better connect the projects with strategic goals. In another case, if the
challenge is inconsistent information for decision-making, the PMO could implement integrated
systems and project status reporting to deliver reliable insights. Similarly, if the aim is to increase
team motivation, the PMO might “prescribe” training or mentoring services. This approach ensures
that every customer and organizational need is matched with a targeted solution.
When collecting PMO customers’ expectations initially, it might seem logical to present customers
with a “menu” of potential PMO services and ask them to select their preferences. However, this
approach is fundamentally flawed. The crux of the issue lies in the disparity between the technical
language of PMO services and the outcome-oriented language of PMO customers.
Asking PMO customers to choose from a list of services is akin to a doctor asking patients to select
their preferred medicines. Customers, like patients, are typically not experts in the matter and
cannot make informed decisions about which services best meet their needs. The solution lies in
communicating with PMO customers using outcome-oriented language.
By asking each customer to select and prioritize the outcomes they value most, the PMO can
identify the priorities it should focus on delivering. For instance, if a priority outcome is “more
availability of resources with skills in project management,” it becomes evident that “provide training
and project competency development” is more likely to generate this outcome than “monitoring
and controlling programs or projects.” Assessing how well each service can generate each outcome
allows the PMO to identify the most critical services to deliver the expected results.
Understanding and meeting PMO customer expectations is fundamental to creating a PMO that
consistently generates value. By focusing on benefits and communicating in a customer-centric
language, PMOs can align their services with customer needs, fostering engagement, continuous
improvement, and strategic alignment. This approach enhances the PMO’s impact and ensures its
long-term relevance and success within the organization.

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62 Project Management Offices: A Practice Guide
The 30 Potential PMO Outcomes
Building on the customer-centric approach, this section presents a powerful resource for PMO
professionals: a curated list of 30 potential PMO outcomes. This comprehensive list has emerged
from extensive research within the global PMO community, encompassing PMOs from diverse
regions and industries. The insights gathered represent a broad spectrum of experiences,
challenges, and good practices observed across various organizational contexts.
The outcomes listed have been distilled from interactions with PMO leaders, project
managers, and stakeholders from multinational corporations, government agencies, nonprofit
organizations, and small- to medium-sized enterprises. This diverse sample ensures that the list
captures a wide range of potential needs and pain points that PMOs might encounter, regardless
of their specific industry or geographical location. The 30 potential outcomes of a PMO are
detailed in Table 6-1.
The PMO Customer Expectation Assessment, found in Appendix X2 of this guide, is a valuable tool
for PMO professionals. For each of the 30 outcomes, it features “Evidence of Need,” which highlights
signs that a customer may face challenges in a specific area; “How to Question the Customer,” which
offers conversation starters to explore needs and expectations; and “Recommended Services,”
which lists common PMO services that could address the specific outcome. This assessment helps
PMOs to determine needs systematically, prioritize services based on customer requirements, make
informed decisions about resource allocation, and create a strategic, customer-centric approach to
PMO operations.

Benefits of a Customer-Centric PMO

Transforming a traditional PMO into a customer-centric one can significantly enhance its
relevance and effectiveness within an organization. Some typical advantages associated with this
transformation include:

• Added value creation. When PMO services align with customers’ needs, then value-chain
activities become more visible on both sides. This alignment helps ensure that the PMO
contributes directly to the achievement of organizational goals and delivers outcomes that
are meaningful to its customers. As a result, the PMO is seen as a valuable partner in the
organization’s success.

Example: At a global manufacturing company, executives struggled to see the connection

between strategies and projects. The PMO introduced a comprehensive portfolio management
process that visually mapped projects to strategic objectives. This initiative allowed executives to
clearly perceive the value of ongoing projects, leading to more informed decision-making and a
25% increase in strategically aligned projects within 6 months.

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Embracing PMO Customer Centricity 63
Table 6-1. Potential Outcomes of a PMO

Outcome Description

1 Better availability of skilled Ensuring that the organization has access to highly skilled project
resources and program managers to lead these initiatives effectively
This outcome is typically perceived in the medium to long term, as
developing skilled resources requires consistent effort and time for
training and experience to yield results.

2 Better organizational change Implementing structured organizational change management

management practices to ensure smooth transitions and minimize disruptions
This outcome is typically perceived in the medium to long term, as
seeing the benefits of recommended services related to organizational
change management takes time to fully materialize.

3 Better control over project Establishing clear reporting structures and accountability measures
teams to effectively manage project teams
This outcome is typically perceived in the short to medium term.
While some improvements in team control can be seen quickly with
the implementation of recommended services, fully optimized team
management may take several months to achieve.

4 Better definition of roles and Clearly defining roles and responsibilities to ensure that all project
responsibilities team members understand their duties and contributions
This outcome is typically perceived in the short to medium term. While
initial role definitions can be established quickly, fully embedding
and optimizing these roles across the organization may take several
months.

5 Better project prioritization Prioritizing projects based on their strategic value and impact to
ensure optimal resource allocation and focus
This outcome is typically perceived in the medium term. While initial
prioritization can be established relatively quickly, the full benefits
of optimized project selection often become apparent over several
months as projects progress.

6 Better quality of project Ensuring that projects deliver high-quality results that meet or
results exceed stakeholder expectations
This outcome is typically perceived in the medium to long term. While
some quality improvements may be noticeable in the short term,
consistently delivering high-quality results across multiple projects
often takes time and becomes more apparent over a longer period.

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64 Project Management Offices: A Practice Guide
Table 6-1. Potential Outcomes of a PMO (Continued)

Outcome Description

7 Better talent management Developing and implementing strategies to attract, retain, and
develop top talent in project management
This outcome is typically perceived in the medium to long term. The
full benefits of attracting, developing, and retaining top talent often
become apparent over a longer period.

8 Effective knowledge transfer Facilitating the transfer of knowledge and good project management
practices within the organization to maintain consistency and
expertise
This outcome is typically perceived in the medium term. While some
knowledge transfer occurs immediately through some services provided
by the PMO, the full benefits of organization-wide knowledge-sharing
and application usually become apparent over several months.

9 Enhanced decision-making Providing accurate, timely information to support better decision-

making processes, leading to more successful portfolio, program, or
project outcomes
This outcome is typically perceived in the short to medium term. While
some improvements in decision-making can be seen quickly with better
data and processes, the full impact on project outcomes may take
several months to become apparent.

10 Enhanced project customer Delivering projects that consistently meet or exceed project
experience customer expectations, leading to higher satisfaction and loyalty
This outcome is typically perceived in the medium term. While some
improvements in project customer experience may be noticeable
quickly, consistently delivering enhanced experiences across multiple
projects often takes several months to achieve and become apparent.

11 Enhanced resource Optimizing the allocation and use of resources to ensure that
management projects are adequately staffed and supported
This outcome is typically perceived in the medium term. While initial
improvements in resource allocation can be seen quickly, the full
benefits of optimized resource management across multiple projects
often become apparent over several months as projects progress.

12 Greater alignment with Ensuring that all programs and projects support the organization’s
strategic objectives strategic goals, maximizing their impact and value
This outcome is typically perceived in the medium to long term.
While initial alignment can be established quickly, the full benefits of
strategically aligned programs and projects often become apparent
over a longer period as they deliver results that contribute to
organizational objectives.

(Continued)

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Embracing PMO Customer Centricity 65
Table 6-1. Potential Outcomes of a PMO (Continued)

Outcome Description

13 Greater integration among Promoting collaboration and integration among different departments
organizational areas to ensure cohesive and efficient project execution
This outcome is typically perceived in the medium to long term. While
initial steps toward integration can be implemented quickly, achieving
meaningful and lasting integration among different organizational areas
often requires time to overcome silos and establish new collaborative
practices.

14 Higher return on investment Maximizing the financial return on portfolios, programs, and projects by
(ROI) ensuring they deliver significant value and align with strategic goals
This outcome is typically perceived in the long term. While some
improvements in project selection and execution can be seen earlier,
the full financial impact and higher ROI often become apparent only
after projects are completed and benefits are realized, which can take
a year or more.

15 Improved availability of Providing timely and accurate portfolio, program, and project
information information to support decision-making processes
This outcome is typically perceived in the short to medium term. While
some improvements in information availability can be seen quickly with
the implementation of new systems and processes, fully optimizing
information flow and utilization may take several months to achieve.

16 Improved collaboration and Enhancing communication channels and fostering collaboration to

communication ensure all project team members and stakeholders are aligned and
informed
This outcome is typically perceived in the short to medium term. While
some improvements in collaboration and communication can be seen
quickly with new practices and tools, fully embedding a collaborative
culture across the organization may take several months to achieve.

17 Improved organizational Cultivating a culture of accountability and focusing on achieving

commitment to results portfolio, program, and project results that align with organizational
goals
This outcome is typically perceived in the medium to long term. While
initial steps toward improving commitment can be implemented quickly,
fully embedding a results-focused culture across the organization often
requires time to change mindsets and establish new practices.

18 Improved project budget Ensuring strict budget controls and financial oversight to keep
management projects within budget
This outcome is typically perceived in the short to medium term.
While improvements in budget tracking and control can be seen
quickly, the full benefits of consistently keeping projects within budget
often become apparent over several months as multiple projects are
completed.

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66 Project Management Offices: A Practice Guide
Table 6-1. Potential Outcomes of a PMO (Continued)

Outcome Description

19 Improved project customer Building and maintaining strong relationships with project customers
relationships through effective communication and meeting expectations
This outcome is typically perceived in the medium term. While some
improvements in project customer relationships can be seen quickly
with better communication practices, building strong relationships often
takes a history of consistent performance and engagement across
multiple project touchpoints.

20 Improved performance Monitoring and managing portfolio, program, and project performance
management to identify issues early and ensure successful delivery
This outcome is typically perceived in the short to medium term. While
some improvements in performance tracking can be seen quickly, the full
benefits of enhanced performance management across multiple projects
often become apparent over several months as the system matures.

21 Improved success rates Ensuring that programs and projects are completed on time and
within budget while meeting their objectives, which enhances overall
organizational success
This outcome is typically perceived in the medium to long term.
While some improvements in project execution can be seen quickly,
consistently higher success rates across multiple projects and
programs often take time to achieve and become apparent, usually
over a period of 6 months to a year or more.

22 Improved reliability of Ensuring that all portfolio, program, and project information is reliable,
information provided up to date, and accurate to support informed decision-making
This outcome is typically perceived in the short to medium term.
While initial improvements in data quality can be seen quickly with
new systems and processes, fully establishing a culture of reliable
information across all projects may take several months to achieve and
validate.

23 Improved stakeholder Engaging stakeholders throughout program or project life cycles to

engagement ensure their needs are met and expectations managed
This outcome is typically perceived in the short to medium term. While
some improvements in stakeholder engagement can be seen quickly
with new practices, building strong, consistent engagement across all
stakeholder groups often takes several months to fully establish and
demonstrate results.

24 Increased organizational Fostering a culture of learning and continuous improvement by

learning capturing and sharing lessons learned
This outcome is typically perceived in the medium to long term. While
initial steps toward capturing and sharing lessons can be implemented
quickly, building a true culture of organizational learning and seeing its
impact on project performance often takes a year or more to fully realize.

(Continued)

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Embracing PMO Customer Centricity 67
Table 6-1. Potential Outcomes of a PMO (Continued)

Outcome Description

25 Increased productivity on Implementing good practices and tools to boost the productivity and
projects efficiency of project teams
This outcome is typically perceived in the short to medium term. While
some productivity improvements can be seen quickly with new tools and
processes, fully optimizing team productivity across multiple projects
often takes several months as teams adapt to and master new practices.

26 Increased visibility of project Providing clear and regular updates on project progress to ensure all
progress stakeholders are informed and aligned
This outcome is typically perceived in the short term. Improvements
in project progress visibility can often be seen quickly with the
implementation of new reporting processes and tools, usually within
the first few weeks or months of implementation.

27 More accurate project Using reliable data and methodologies to provide accurate project
forecasting forecasts and better planning
This outcome is typically perceived in the medium term. While initial
improvements in forecasting can be seen relatively quickly, developing
truly accurate and reliable forecasting capabilities often takes several
months as historical data accumulates and forecasting models are
refined based on actual project outcomes.

28 Reduction of risk exposure Implementing comprehensive risk management strategies to identify,

assess, and mitigate risks
This outcome is typically perceived in the medium term. While initial
risk identification and mitigation strategies can be implemented quickly,
the full benefits of reduced risk exposure on portfolios, programs, and
projects often become apparent over several months as programs
and projects progress and potential risks are successfully managed
or avoided.

29 Stronger governance and Establishing and maintaining strong governance frameworks to

compliance ensure compliance with all relevant regulations and policies
This outcome is typically perceived in the medium to long term. While
initial portfolio, program, and project governance structures can be
established quickly, fully embedding strong governance practices and
demonstrating consistent compliance across the organization often
takes several months to a year to achieve and validate.

30 Reduction of project life cycle Streamlining project processes to reduce the time required to
complete projects and deliver results faster
This outcome is typically perceived in the medium term. While some
improvements in project efficiency can be seen quickly, consistently
reducing project life cycles across multiple projects often takes several
months to achieve as new methodologies and practices are fully
adopted and refined.

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68 Project Management Offices: A Practice Guide
• Enhanced PMO customer relationships. Emphasizing customer success and satisfaction
leads to closer, more positive ties across the entire organization. Strong customer relationships
are built on trust, communication, and a shared commitment to achieving project goals. By
focusing on customer needs, the PMO can build stronger, more collaborative relationships with
stakeholders.

Example: A technology firm’s PMO established a mentorship program for inexperienced project
managers. By providing one-on-one guidance, regular check-ins, and tailored advice, the PMO
developed strong, trust-based relationships with the project managers. As a result, project
success rates improved by 40% over a year, and the PMO became known as a trusted partner in
professional development.

• Flexible responses. Ongoing feedback from PMO customers allows the PMO to respond quickly
to changing specific contexts. Flexibility is crucial in a dynamic business environment where
customer needs and project requirements can evolve quickly. A customer-centric PMO is better
equipped to adapt to these changes and provide timely, effective support.

Example: A diversified conglomerate’s PMO noticed that its IT and construction divisions had vastly
different project management needs. In response, they developed two distinct methodologies:
an agile-based approach for the fast-paced IT division and a more traditional waterfall method for
the construction unit. This tailored approach led to a 60% increase in methodology adoption rates
across both divisions within 3 months.

• Better strategic fit. The PMO understands customer needs so that its services can effectively
align with general organizational strategy. Aligning PMO services with organizational strategy
helps ensure that the PMO contributes to the achievement of strategic objectives and provides
value that supports the overall direction of the organization.

Example: Anticipating the organization’s impending digital transformation efforts, a retail

company’s PMO proactively launched an extensive project management competency
development program. When the transformation initiative was officially announced 6 months
later, the organization already had a pool of more than 100 trained professionals ready to lead
critical projects.

• Increased PMO relevance. To help ensure that such a unit is needed and accountable in
the organization, the PMO should take a customer-focused standpoint. A customer-centric
PMO demonstrates its value through its ability to meet customer needs, solve problems, and
deliver successful project outcomes. This relevance helps secure the PMO’s position within the
organization and justify its existence.

Example: A financial services firm’s PMO conducted a comprehensive review of its services
and tools. The PMO identified several practices and tools that were no longer justified by their
customers’ actual needs. The PMO sunsetted these outdated services and tools and redirected
efforts to develop new services to address emerging customer needs. This proactive approach
not only saved the company US$500,000 annually but also positioned the PMO as an innovative,
forward-thinking unit essential to the organization’s future success.

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Embracing PMO Customer Centricity 69
In short, a customer-centric PMO represents an evolution of PMO practices. Integrating
operations with an organization’s actual needs significantly improves value. By doing this, PMOs
can create more value, deliver better project results, and position themselves as critical to their
organization’s success.

Looking Ahead to the Next Section

Having explored the concept of PMO customer centricity, it is clear how this approach can greatly
enhance a PMO’s effectiveness and add value to the organization. To fully unlock this potential,
however, PMOs should have a deep understanding of the services they provide and how these
offerings evolve over time.
The following section explores PMO services and maturity, covering a wide range of services—from
strategic guidance to operational support. The section describes how these services mature and
adapt, enabling PMOs to consistently improve their value proposition. By mastering service delivery
and maturity, PMO professionals can be better equipped to implement customer-centric strategies
that meet and exceed expectations at every stage.

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70 Project Management Offices: A Practice Guide
 7

PMO Services and PMO Maturity

Why This Section Matters to PMO Professionals
This section provides PMO professionals with a comprehensive list of the 26 most common PMO
services, based on research from the global PMO community. The section offers a detailed overview
of strategic, tactical, and operational services widely implemented across various organizations.
Additionally, it introduces a valuable model that highlights different approaches for delivering these
services to PMO customers, moving beyond the traditional, one-size-fits-all categorization. This
flexible framework enables more nuanced and adaptable service delivery. The section also clarifies
what PMO maturity truly means and presents a model for evaluating the maturity of PMO services.
By exploring this range of services, delivery methods, and the concept of service maturity,
PMO professionals can gain insights into how to tailor their offerings to meet the unique needs of
their organization.

From PMO Functions to PMO Services

PMOs should evolve from functional units into strategic service providers within their organizations.
This shift reflects a deeper understanding of how PMOs can drive value and contribute to
organizational success in today’s complex business landscape.
At their core, PMOs serve as central hubs for portfolio, program, and project management expertise.
A PMO offers a comprehensive suite of services designed to enhance capabilities and drive
organizational success. These offerings are not static; they evolve as the organization’s goals change,
PMO customers’ requirements arise, and the PMO itself matures.
The transition from viewing PMO activities as “functions” to “services” represents a fundamental
change in organizational mindset. This customer-centric approach positions the PMO as a value
provider, focusing on meeting its customers’ needs. By framing their offerings as services, PMOs can
more clearly articulate their value proposition and align with organizational needs.
This service-oriented approach offers several advantages. A focus on service allows for
greater flexibility and adaptability, enabling PMOs to adjust their offerings based on changing
organizational needs. Services are typically easier to define, measure, and evaluate, facilitating
performance tracking and continuous improvement efforts.

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PMO Services and PMO Maturity 71
Moreover, the service model encourages more active customer engagement, creating a two-way
relationship rather than a top-down, functional approach. The service mindset fosters a value-driven
mentality, where the PMO should clearly demonstrate its value to the organization. This perspective
professionalizes the PMO role, positioning it as a strategic partner rather than just an administrative
function.
The service approach also allows for customization, enabling PMOs to tailor their offerings to meet
the diverse needs of different customers, departments, or business units. The approach often comes
with clearer expectations and service-level agreements, increasing accountability and leading to
improved service quality and stakeholder satisfaction.
By embracing this service-oriented mindset, PMOs can transform from static, process-oriented entities
into proactive, value-generating partners in organizational success. This evolution positions the PMO to
play a more strategic role, directly contributing to organizational agility, efficiency, and overall success.
In essence, PMO services are designed to enhance project management maturity, drive strategic
alignment, and ultimately contribute to the achievement of organizational goals. Understanding
and leveraging these diverse services is essential for both PMO professionals and organizational
leaders seeking to maximize the value of their project management initiatives in an increasingly
complex business environment.

Service Categories and Domains

PMO services encompass a wide range of functions designed to support and enhance portfolio,
program, and project management within an organization. These services are integral to ensuring
that projects are executed efficiently, strategically aligned with organizational goals, and deliver
maximum value.
These PMO services can be classified into three main categories: strategic, tactical, and operational,
as detailed in Table 7-1.
Additionally, these services can be applied across the three different domains. By tailoring PMO
services to these domains, organizations can effectively address their distinct needs:

• Portfolio. This domain encompasses the strategic management of all programs and projects
within an organization. PMO services in this domain include portfolio planning, prioritization,
performance measurement, and alignment with organizational strategy. This ensures that the
portfolio delivers maximum value and supports the organization’s overall objectives.
• Program. This domain involves the coordinated management of multiple related projects that
are aligned to achieve a common goal. PMO services here include program governance, resource
allocation, risk management, and benefits realization, ensuring that all projects within the
program deliver their intended benefits.
• Project. This domain focuses on the management of individual projects, ensuring that each
project is completed on time, within budget, and to the required quality standards. PMO services
in this domain include project planning, execution, monitoring, and closure.

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72 Project Management Offices: A Practice Guide
Table 7-1. Features of Strategic, Tactical, and Operational PMOs

PMO Service Type Features

• Aligns directly with the organizational portfolio, strategy, and goals

• Involves executive-level decision-making and oversight
Strategic
• Impacts the entire organization or multiple departments
• Influences organizational culture and project management maturity

• Serves multiple programs, projects, or customers simultaneously

• Involves middle management and senior project professionals
Tactical • Standardizes processes and methodologies
• Manages shared resources and interdependencies
• Facilitates communication and coordination across different initiatives

• Serves individual programs, projects, or customers

• Involves project managers and team members directly
Operational
• Provides day-to-day support and problem-solving
• Focuses on specific project deliverables and milestones

Most Common PMO Services

The services provided by PMOs can vary significantly depending on the organization. However,
there are several common services that world-class PMOs offer to drive organizational success.
Table 7-2 provides a comprehensive overview of the 26 most common PMO services observed in the
global PMO community, their categories (strategic, tactical, or operational), and applicable domains
(portfolio, program, and project).
It is important to highlight that other services or variations of services presented in Table 7-2 can
be observed, albeit less frequently, in PMOs around the world. Although these variations are not
common and therefore not listed, this does not make them any less necessary or relevant. On the
contrary, they are essential in tailoring PMOs to the specific needs of each organization, ensuring
that unique particularities and demands are effectively addressed.

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PMO Services and PMO Maturity 73
Table 7-2. Common PMO Services Observed in the PMO Community

Service Description

Strategic Services
1 Advice to executive level Providing strategic guidance and advice to senior executives on
portfolio, program, and project management to ensure alignment with
organizational goals and objectives
Domains: portfolio/program/project

2 Benefits realization Managing and measuring the realization of benefits from an

management organization’s portfolio of programs and projects to ensure they deliver
the expected value to the organization
Domains: portfolio/program

3 Foster project culture Promoting project management culture within the organization to
enhance project awareness, support, and collaboration
Domains: portfolio/program/project

4 Governance oversight Establishing and maintaining governance frameworks to ensure

portfolios, programs, and projects are managed in accordance with
organizational policies and standards
Domains: portfolio/program/project

5 Organizational change Managing the impact of organizational changes on programs and

management projects to ensure smooth transitions and minimize disruption
Domains: program/project

6 Portfolio management Overseeing the selection, prioritization, monitoring, and overall

management of programs and projects within the portfolio to ensure
alignment with strategic objectives and optimal resource allocation
Domain: portfolio

7 Strategic planning support Providing support for strategic planning activities to ensure programs
and projects align with long-term organizational goals
Domain: portfolio

Tactical Services
8 Knowledge management Capturing, organizing, and sharing portfolio, program, and project
management knowledge; lessons learned; and good practices to foster
continuous improvement and organizational learning
Domains: portfolio/program/project

9 Methodologies and Developing, implementing, and maintaining standardized methodologies

frameworks management and frameworks to ensure consistency and quality in portfolio, program,
and project management
Domains: portfolio/program/project

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74 Project Management Offices: A Practice Guide
Table 7-2. Common PMO Services Observed in the PMO Community (Continued)

Service Description
10 Resource management Allocating and managing resources effectively across projects to ensure
optimal utilization and minimize conflicts
Domain: project

11 Systems and tools Managing and maintaining systems and tools to support effective
management portfolio, program, and project management
Domains: portfolio/program/project

12 Training and development Offering training and development programs to enhance the skills and
competencies in portfolio, program, and project management within the
organization
Domains: portfolio/program/project

Operational Services
13 Audit assessments Conducting thorough audits and assessments of projects to
ensure compliance with standards, identify issues, and recommend
improvements
Domain: project

14 Change control management Overseeing the change control process to manage changes in programs
and projects, ensuring minimal disruption and alignment with objectives
Domains: program/project

15 Customer relationship Maintaining and enhancing relationships and interfaces with project
management customers to ensure their needs and expectations are met throughout
the project life cycle
Domain: project

16 Data analytics and reporting Providing data analytics and reporting services to monitor project
performance, identify trends, and support informed decision-making
Domain: project

17 Issue management Identifying, tracking, and managing issues that arise in projects to
ensure they are resolved promptly and do not impact success
Domain: project

18 Mentoring and coaching Providing mentoring and coaching to project managers and teams to
enhance their skills, knowledge, and performance
Domain: project

(Continued)

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PMO Services and PMO Maturity 75
Table 7-2. Common PMO Services Observed in the PMO Community (Continued)

Service Description
19 Performance management Monitoring and managing the performance of programs and projects
to ensure they meet their objectives and deliver expected outputs and
outcomes
Domains: program/project

20 Program management Managing and coordinating multiple related projects as a program to

deliver benefits and achieve strategic goals
Domain: program

21 Project management Managing and coordinating a project to deliver specific objectives within
scope, time, budget, and quality constraints
Domain: project

22 Project support services Offering comprehensive technical support to project managers,

including assistance with project planning and task coordination, while
working under the guidance of the project manager
Domain: project

23 Quality assurance Ensuring that project deliverables meet defined quality standards
through systematic quality assurance processes
Domain: project

24 Risk management Identifying, assessing, and managing risks throughout the program and
project life cycles to minimize their impacts on success
Domains: program/project

25 Specialized services Providing specialized services customized to meet the unique

requirements of individual projects; PMO team members possess the
expertise and resources necessary to support project managers in
activities where they may lack specific technical or domain knowledge
Domain: project

26 Stakeholder engagement Identifying and managing stakeholder expectations and engagement to

ensure their support and involvement in projects
Domain: project

PMO Service Approaches

The concept of PMO service approaches represents a significant evolution in how PMOs operate
and deliver value within organizations. This shift moves away from traditional, rigid service models
toward a more dynamic and flexible approach that enables PMOs to better meet the evolving needs
and expectations of their diverse customer base.
Traditionally, PMOs were often categorized into fixed types such as consultative, directive,
supportive, or controlling, with the assumption that a PMO would operate uniformly regardless
of its customers or the services provided. However, this one-size-fits-all approach has proven to
inadequately represent the reality observed in PMOs across various organizations worldwide.

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76 Project Management Offices: A Practice Guide
In fact, the reality within organizations is far more nuanced. Depending on the characteristics
of the customers, such as their project management maturity level and the specific services
being provided, different approaches can and should be utilized. This realization has led to the
development of a more flexible, customer-centric model of PMO service delivery.

Tailoring Approaches to Customer Needs

A key insight in this new paradigm is that a PMO might offer the same service to two different
customers using distinct approaches. For example, the PMO could adopt a consultative manner
for one customer while taking a more controlling approach for another. This decision is typically
influenced by the maturity level of each customer in terms of project management capabilities.
Consider a scenario where a PMO is providing services to both the IT and finance departments of
an organization. The IT department, being more frequently involved in projects, is likely to have a
higher project management maturity level. In contrast, the finance department, which is primarily
process-oriented, might have a lower maturity level in project management. Consequently, the PMO
might provide the same service to both departments but with different approaches, offering more
autonomy to IT and less to finance.
This customer-centered approach recognizes that different departments or teams within an
organization can have vastly different experiences with—and capabilities in—project management.
By tailoring the approach to the specific needs and maturity levels of different customers, the PMO
can provide the right balance of support and autonomy, enhancing its effectiveness and value to
the organization. The different approaches allow PMOs to gradually increase the autonomy given to
customers as their capabilities and maturity grow. The primary approaches a PMO might use for a
specific service are shown in Figure 7-1.
The primary approaches include:

• Consultative approach. In this approach, the PMO acts as an advisor, providing expert advice
and recommendations. The customers maintain full control over portfolios, programs, and
projects, making their own decisions based on the guidance received. This approach is often
suitable for mature customers with solid capabilities and maturity.

Consultative
(strategic
direction) Supportive
(advisory
role) Facilitative
(coordination
and support) Directive
High (structured
guidance) Controlling
(strict
oversight) Managed
PMO (full
Custo ownership)
mer
Matu
rity

Low

Figure 7-1. PMO Service Approaches

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PMO Services and PMO Maturity 77
• Supportive approach. In this approach, the PMO offers practical assistance, tools, and resources
to help customers execute their responsibilities more effectively. While the PMO facilitates and
supports, the customers retain significant control and autonomy over portfolios, programs, and
projects. This approach can be effective for customers with moderate capabilities and maturity.
• Facilitative approach. This approach involves the PMO facilitating activities with customers
through collaborative sessions. Customers have a high level of involvement and ownership with
the PMO, creating an environment conducive to achieving shared goals related to portfolios,
programs, and projects. This approach can be particularly useful in cross-functional scenarios
where customers have moderate capabilities and maturity.
• Directive approach. In this approach, the PMO implements standardized processes and
provides clear guidelines for executing specific tasks. While customers follow the established
processes, they have less control over how tasks are executed, as the PMO dictates the processes
related to portfolios, programs, and projects. This approach might be necessary for customers
with low capabilities and maturity.
• Controlling approach. In this approach, the PMO oversees and regulates processes under the
customer’s responsibility, maintaining control over portfolios, programs, and projects. The PMO
has the authority to make decisions and implement actions, significantly reducing customer
autonomy. This approach might be used in high-risk projects or with customers with very low
capabilities and maturity.
• Managed approach. This is the most hands-on approach, where the PMO takes full
responsibility for managing specific portfolio, program, or project activities for the organization
or its customers. The PMO actively manages activities, leaving customers with minimal control
over execution. This approach might be used for strategic, organization-wide initiatives or in
cases where the customer lacks the capacity to manage the initiatives or activities effectively.

It is important to note that some PMO services may not encompass all of the approaches and may
be restricted to only a few of them.

Choosing the Right Approach

The choice of service approach may depend on several factors, including the organization’s culture,
the level of the customer’s project management maturity, available resources, and the nature of the
projects being managed.
PMOs may also adopt a hybrid model, combining elements of different approaches to best meet the
organization’s needs. For example, an organization might use a managed approach for core strategic
projects. Alternatively, a PMO might adopt a supportive approach for most projects but take on a
directive role for high-priority initiatives requiring strict standards adherence.
Ultimately, the goal of these various approaches is to enhance project management effectiveness,
align project outcomes with organizational objectives, and deliver value to the organization. The key
to successful implementation lies in clarity and consistency in how the chosen approach is applied
and understood within the organization.

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78 Project Management Offices: A Practice Guide
By tailoring the approach to the organization’s specific needs and context, PMOs can ensure they
provide the most effective support for project success. Flexibility and adaptability are essential,
allowing the PMO to evolve and adjust its strategies as organizational needs change over time.
This adaptive strategy allows PMOs to meet customers where they are in terms of project management
maturity, providing the right level of support to drive continuous improvement and success.

Applying Service Approaches in Various PMO Services

Examples of how different services align with specific approaches include:

Example #1—Service: Advice to Executive Level

• Consultative approach. The PMO provides strategic guidance to executives based on accepted
practices and industry standards.
• Supportive approach. The PMO offers tools and templates to help executives plan and manage
strategic initiatives.
• Facilitative approach. The PMO organizes strategic planning workshops with executives to
collaboratively define project priorities and goals.
• Directive approach. To ensure alignment with organizational goals, executives should establish
strategic directives.

Example #2—Service: Benefits Realization Management

• Consultative approach. The PMO advises on the most appropriate methods and practices for
benefits realization based on industry benchmarks.
• Supportive approach. The PMO provides frameworks and tools to help measure and manage
benefits across portfolios and programs.
• Directive approach. The PMO mandates specific benefits realization processes and metrics that
should be adhered to by program managers.
• Managed approach. The PMO takes full responsibility for tracking and reporting benefits
realization metrics to help ensure alignment with strategic goals.

Example #3—Service: Methodologies and Frameworks Management

• Consultative approach. The PMO provides expert advice on selecting and tailoring
methodologies to suit organizational needs.
• Supportive approach. The PMO offers training and resources to help teams understand and
apply methodologies.

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PMO Services and PMO Maturity 79
• Facilitative approach. The PMO leads collaborative sessions to develop or refine methodologies
and frameworks with input from various stakeholders.
• Directive approach. The PMO implements standardized methodologies and frameworks that
should be followed by all programs and projects.

Example #4—Service: Training and Development

• Consultative approach. The PMO provides personalized coaching and mentoring to project
professionals to help them improve their capabilities.
• Supportive approach. The PMO offers training programs and resources to enhance project
management skills across the organization.
• Facilitative approach. The PMO organizes workshops and peer-learning sessions to share
knowledge and good practices.
• Directive approach. The PMO requires mandatory training for all project professionals to help
ensure compliance with organizational standards.

Example #5—Service: Audit Assessments

• Consultative approach. The PMO advises project teams on accepted practices to meet audit
requirements and improve project performance.
• Supportive approach. The PMO provides guidelines and tools to help project teams prepare for
audits and address identified issues.
• Directive approach. The PMO conducts mandatory audits to help ensure compliance with
project management standards and identify areas for improvement.
• Managed approach. The PMO takes responsibility for conducting thorough audits and
implementing necessary corrective actions.

Example #6—Service: Customer Relationship Management

• Consultative approach. The PMO provides expert advice on improving project customer
engagement and satisfaction.
• Supportive approach. The PMO offers tools and resources to help project teams manage
project customer relationships effectively.
• Facilitative approach. The PMO organizes regular meetings and feedback sessions between
project teams and project customers to foster collaboration.
• Directive approach. The PMO establishes clear guidelines and processes for managing project
customer interactions and expectations.

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80 Project Management Offices: A Practice Guide
Example #7—Service: Risk Management

• Consultative approach. The PMO advises on good practices and strategies for identifying and
mitigating project risks.
• Supportive approach. The PMO provides risk management tools and resources to help project
teams effectively manage risks.
• Facilitative approach. The PMO leads risk assessment workshops to collaboratively identify and
address project risks.
• Directive approach. The PMO implements mandatory risk management processes and
frameworks that should be followed by all projects.

Example #8—Service: Governance Oversight

• Consultative approach. The PMO advises program and project managers on good practices and
compliance requirements, helping them align their activities with governance standards while
maintaining some flexibility.
• Supportive approach. The PMO provides tools, templates, and resources to help program and
project managers meet governance requirements, offering practical support without enforcing
compliance.
• Facilitative approach. The PMO organizes workshops and training sessions to educate project
teams on governance practices, encouraging collaborative learning and self-compliance among
teams.
• Controlling approach. The PMO enforces strict governance policies and procedures that all
programs and projects should adhere to. This approach involves regular audits, compliance
checks, and the authority to halt or redirect projects that do not meet governance standards,
ensuring that all activities align with organizational policies.

Example #9—Service: Resource Management

• Consultative approach. The PMO provides expert advice on resource management strategies,
helping program and project managers to optimize resource allocation based on good practices
and organizational goals.
• Supportive approach. The PMO offers tools and systems to track and manage resources,
providing assistance to project teams in efficiently utilizing available resources while retaining
control over their allocation.
• Facilitative approach. The PMO facilitates resource planning meetings, bringing together
project managers and resource owners to collaboratively address resource allocation challenges
and help ensure alignment with organizational priorities.

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PMO Services and PMO Maturity 81
• Controlling approach. The PMO centrally controls the allocation and utilization of resources
across all programs and projects. This approach includes approving resource requests,
reallocating resources as needed, and monitoring resource usage to prevent overallocation or
underutilization, ensuring optimal efficiency and adherence to strategic priorities.

Example #10—Service: Portfolio Management

• Consultative approach. The PMO advises on portfolio management good practices, helping
executives make informed decisions about which projects to include in the portfolio and how to
prioritize them.
• Supportive approach. The PMO provides tools and frameworks for portfolio analysis and
reporting, assisting executives in tracking portfolio performance and making data-driven decisions.
• Facilitative approach. The PMO organizes portfolio review meetings, facilitating discussions
among executives to assess portfolio performance, address challenges, and realign priorities as
needed.
• Controlling approach. The PMO maintains strict oversight over portfolio selection,
prioritization, and monitoring, ensuring that all programs and projects align with strategic
objectives. The PMO has the authority to approve or reject projects based on strategic fit and
resource availability.

By aligning these services with the most suitable approaches, the PMO can effectively meet each
service’s specific needs and challenges, ensuring maximum impact and relevance within the
organization.
The service approaches presented in this section revolutionize our understanding of PMOs,
definitively dispelling the outdated notion that PMOs can be rigidly classified into simplistic
categories such as directive PMO, controlling PMO, or supportive PMO. This evolution in thinking is
based on observations of successful PMOs worldwide, revealing that the reality is far more nuanced
and complex than these rigid classifications suggest.
In practice, high-performing PMOs demonstrate a remarkable ability to adapt their approaches
dynamically, often employing different strategies simultaneously across various services and
customers within the same organization. This flexibility allows PMOs to tailor their support to the
specific needs, maturity levels, and contexts of each customer, maximizing the value they deliver.
For instance, a PMO might adopt a consultative approach when working with a highly mature IT
department on strategic planning, while taking a more directive stance with a less experienced
marketing team on project execution. Simultaneously, it could provide supportive services
to the finance department for resource management. This adaptability enables the PMO to
meet each customer’s unique needs effectively, fostering growth and success across the entire
organization.
Moreover, this flexible approach allows PMOs to evolve their services over time, gradually shifting
from more hands-on, controlling approaches to more consultative ones as their customers’

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82 Project Management Offices: A Practice Guide
capabilities mature. This evolution helps ensure that the PMO continues to add value, even as the
organization’s needs change.
In essence, the modern PMO is not defined by a single approach but by its ability to seamlessly
transition among multiple approaches, always with the goal of delivering maximum value. This
sophisticated understanding of PMO capabilities opens up new possibilities for how these entities
can drive organizational success, foster innovation, and support strategic objectives across all levels
of project management maturity.
As PMO professionals internalize this more nuanced perspective, they can develop more
comprehensive, flexible, and impactful service offerings. This approach not only enhances the PMO’s
ability to meet current organizational needs but also positions it to adapt and thrive in the face of
future challenges and opportunities.

Understanding PMO Service Maturity

Project management maturity has long been a focus for organizations aiming to enhance their
project delivery capabilities. While organizational project management maturity is a well-established
concept, there is growing recognition that PMO maturity is a distinct and equally crucial aspect.
PMO maturity refers to the sophistication and effectiveness with which a PMO delivers its services
and contributes to organizational success. Unlike organizational project management maturity,
which assesses an organization’s overall portfolio, program, and project management capabilities,
PMO maturity specifically examines the PMO’s evolution and performance.
The Cambridge Dictionary defines maturity as “a very advanced or developed form or state.” In the
context of PMOs, this concept encompasses the progressive development of the PMO’s practices,
capabilities, and ability to deliver value to the organization.
Traditionally, many organizational maturity models have oversimplified PMO effectiveness by
treating the mere existence of a PMO as a marker of maturity. This approach fails to account for the
varying levels of development and effectiveness that PMOs can exhibit, creating a significant gap in
understanding and assessing PMO performance.
Furthermore, the idea of a standardized “mature PMO” model is problematic. PMOs should be
adaptable to meet their organizations’ unique needs and expectations, making this standardization
counterproductive. The key to PMO success lies in tailoring approaches and services to specific
organizational contexts.
The concept of PMO service maturity represents a significant evolution in the understanding
of how PMOs contribute to organizational success. By focusing on the sophistication of service
delivery rather than adherence to a predefined model, this approach allows for a more nuanced and
effective assessment of PMO performance.
The PMO service maturity model recognizes that two PMOs can provide the same service with vastly
different levels of sophistication and potential value generation. The focus shifts from what services
a PMO performs to how effectively it performs them.

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PMO Services and PMO Maturity 83
This perspective challenges two common myths about PMO maturity:

• A strategic PMO is a mature PMO. This myth ignores that maturity is about service delivery
effectiveness, not the type of services provided. Even a PMO offering only strategic services can
have low maturity if it does not deliver those services effectively.
• A PMO should evolve from an operational to a strategic approach. A PMO’s evolution does
not necessarily follow this path. The PMO’s approach should be defined by customer needs and
expectations, not a predetermined evolutionary path.

A critical aspect of a PMO is aligning services with customer needs and expectations. Peter Drucker’s
famous quote, “There is nothing so useless as doing efficiently that which should not be done at all,”
perfectly encapsulates this critical aspect of PMO maturity. A PMO might excel in delivering a wide
array of services with great efficiency, but if these services do not address the organization’s actual
needs, they add little value.
For a PMO, being strategic, tactical, or operational is not an objective in itself but a consequence of
meeting customers’ needs. A mature PMO not only performs its chosen services well but also selects
services that deliver value in its specific organizational context.
The goal is not necessarily to reach the highest service maturity level in all dimensions—strategic,
tactical, and operational. Instead, the focus should be on achieving the right level of service maturity
to effectively support the organization’s needs and strategic objectives.
Therefore, it is essential to understand that PMO service maturity alone does not equate to success.
While a higher level of service sophistication can indeed increase the likelihood of delivering the
desired outcomes, it is equally vital for the PMO to ensure that its services are genuinely aligned
with the needs of its customers and the organization. In other words, a high level of maturity
without proper alignment to real needs will fail to generate a perception of value, ultimately leading
to a waste of resources, efforts, and funds. This misalignment will inevitably result in the decline of
the PMO, even if it provides technically flawless services. Success is achieved not by maturity alone
but by delivering value that resonates with and meets the PMO customers’ and organization’s true
priorities.
Appendix X3 in this guide offers a PMO Service Maturity Assessment—a comprehensive model for
evaluating the maturity of the 26 most common PMO services. This assessment provides:

• A structured approach to measure the current maturity level of PMO services;

• Identified strengths and areas for improvement in PMO services;
• Assistance in establishing benchmarks and goals for PMO development; and
• Guidance on enhancing PMO services.

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84 Project Management Offices: A Practice Guide
Looking Ahead to the Next Section
This section detailed PMO services and maturity, examining the various roles a PMO can play and
explaining how they can progress over time. However, delivering these services and successfully
navigating maturity requires PMO professionals to possess a specific set of skills.
The next section explores the critical area of building PMO competencies. The essential skills,
knowledge areas, and traits needed for PMO professionals to thrive will be presented. From strategic
thinking and stakeholder engagement to technical expertise and leadership, the section guides
PMO professionals on how to develop and strengthen these competencies. This emphasis on skills
provides the groundwork for applying the service and maturity concepts discussed, helping to
ensure that PMOs deliver maximum value to their organizations.

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PMO Services and PMO Maturity 85
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 8
Developing Competencies
for PMOs
Why This Section Matters to PMO Professionals
Understanding how to develop competencies is crucial for PMO professionals seeking to
enhance their effectiveness and strategic value within their organizations. This section provides
a comprehensive roadmap for continuous professional growth, emphasizing the importance of
ongoing skill development in the dynamic field of portfolio, program, and project management.
This section empowers PMO professionals to take charge of their career progression by outlining a
structured approach to competency development. The section offers a systematic method for self-
assessment, gap analysis, and targeted improvement, enabling practitioners to align their skills with
current job requirements and future career aspirations.
Ultimately, this comprehensive approach to competency development equips PMO professionals
with the tools and mindset needed to excel in their roles, adapt to change, and position themselves
as indispensable assets within their organizations. This approach reinforces the critical role of
continuous learning in maintaining the PMO’s strategic relevance and impact.
Core competencies are the foundation of PMO professionalism. These competencies encompass
a range of skills, including communication, leadership, analytical thinking, and stakeholder
engagement. Every PMO professional should excel in these areas to ensure overall PMO
effectiveness. However, it is important to note that certain specialized competencies may be
required depending on the specific services the PMO provides. These targeted competencies enable
professionals to develop expertise in their roles and contribute meaningfully to the PMO’s success.
The required proficiency levels for core competencies can vary significantly. Factors influencing this
include the complexity of PMO services, organizational maturity, and, most importantly, the service-
level agreements (SLAs) established with PMO customers. Higher expectations and goals often
necessitate more advanced competencies to enable the PMO to deliver superior outcomes.
When PMO professionals lack the necessary skills and knowledge, it can lead to inefficiencies, errors,
and missed opportunities. This impacts immediate deliverables and can erode the PMO’s credibility
within the organization.
To help ensure consistent value delivery, PMOs should prioritize their ongoing competency
development. This effort involves regularly assessing PMO team competencies, identifying gaps,
and implementing targeted training programs. This competency development work also requires

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Developing Competencies for PMOs 87
fostering a culture of continuous learning, where PMO team members are encouraged to expand
their skills and stay current with industry trends and good practices.

Core Competencies for PMO Professionals

At the core of an exceptional PMO are versatile professionals who possess wide-ranging skill sets
and diverse competencies. These fundamental abilities are crucial for successfully navigating the
intricate ecosystem of contemporary organizations, helping the PMO to not only meet but exceed
expectations in delivering concrete value to both its customers and the broader organization.
Drawing from the experience of PMO leaders worldwide, 30 core competencies have been
identified as essential for PMO professionals. These competencies cover a wide range of areas, from
technical expertise to soft skills. By mastering these competencies, PMO professionals can be equipped
to effectively demonstrate the PMO’s value to customers at all levels. These 30 core competencies
empower individuals to enhance the PMO’s overall effectiveness and contribute to driving
organizational success through a customer-focused, value-driven approach. The core competencies are:

1. Accuracy. Ensure precision in PMO service outputs and verify details to maintain consistent
quality and reliability that directly impact PMO customer satisfaction and value.
2. Adaptability. Swiftly adjust PMO strategies, services, and practices to accommodate changing
customer needs, market conditions, and organizational priorities.
3. Analytical skills. Leverage data analysis to identify patterns, trends, and insights that drive
value-based decision-making and enhance outcomes for PMO customers.
4. Business acumen. Understand the organization’s business to align PMO activities with strategic
objectives and maximize value delivery.
5. Collaboration. Foster cross-functional teamwork to achieve common goals, emphasizing
customer-centric PMO outcomes and value creation across the organization.
6. Communication. Skillfully articulate and exchange information across diverse stakeholder
groups, with the ability to tailor messages for different audiences.
7. Conflict resolution. Address disagreements or disputes with a focus on preserving customer
relationships and maintaining value-driven outcomes.
8. Continuous improvement. Consistently enhance PMO services, processes, and practices to
increase efficiency, effectiveness, and customer value delivery.
9. Cultural awareness. Recognize and respect cultural differences in the organization to better
serve diverse customers and optimize value creation.
10. Customer focus. Prioritize customer needs and expectations in all PMO strategies, services, and
activities, ensuring that PMO outcomes deliver tangible value.
11. Decision-making. Make timely, informed choices that balance customer needs, organizational
goals, and value creation in the organizational context.

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88 Project Management Offices: A Practice Guide
12. Interpersonal intelligence. Apply emotional intelligence and empathy to navigate complex
stakeholder relationships.
13. Integrity and ethics. Uphold ethical standards in all PMO activities to build trust and support
trust-based relationships with customers.
14. Innovation. Generate and implement creative solutions that enhance PMO services and deliver
increased value to customers.
15. Leadership. Guide the PMO team, customers, and stakeholders to achieve value-driven goals.
16. Negotiation. Skillfully balance diverse interests to reach agreements that maximize value for
customers and the organization.
17. Objectivity. Maintain an unbiased perspective to ensure fair and value-focused decision-making.
18. Proactivity. Anticipate customer needs and potential challenges, taking the initiative to
address issues before they impact customer satisfaction and the PMO’s value.
19. Problem-solving. Efficiently identify and resolve issues that threaten PMO outcomes and
customer satisfaction, minimizing disruptions to value delivery.
20. Process management. Optimize PMO processes to enhance efficiency, quality, and value
creation.
21. Project management. Apply good practices to manage projects, ensuring optimal value delivery.
22. Relationship building. Foster strong, collaborative partnerships with PMO customers to
enhance trust, understanding, and effective recognition of PMO value.
23. Resilience. Maintain focus on value generation despite setbacks, adapting strategies to
overcome obstacles while helping to ensure successful outcomes.
24. Risk management. Identify and mitigate risks that could impact customer satisfaction and
service delivery while safeguarding expected outcomes and value generation.
25. Stakeholder engagement. Effectively engage with all stakeholders to help ensure alignment
on customer-centric goals and value-driven PMO outcomes.
26. Strategic influence. Effectively persuade and educate customers about the PMO’s strategic
value and how its services drive organizational success.
27. Strategic thinking. Align PMO strategies, value propositions, and services with long-term
organizational goals and customer needs, working to ensure sustained value creation.
28. Teamwork. Foster a collaborative environment where PMO team members work cohesively to
deliver customer value and achieve PMO success.
29. Time management. Efficiently prioritize tasks to maximize value delivery within timelines and
customer expectations.
30. Training skills. Design and implement effective learning strategies to enhance customers’
competencies, including training, mentoring, and coaching.

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Developing Competencies for PMOs 89
Exploring PMO Competency Domains
PMO competency domains encompass the various areas of responsibility that PMO professionals
engage in while working within a PMO. These domains categorize the specialized expertise required
depending on the PMO professional’s role, shaping their approach to delivering effective services
aligned with organizational needs.
The three primary PMO competency domains are design, operation, and improvement.
Each domain represents a fundamental aspect of PMO management, outlining the skills and
responsibilities professionals should master to ensure effective service delivery and maximize value
(see Figure 8-1).
The features of each competency domain are as follows:

• Design. This domain focuses on the design and development of PMO services. The domain
is essential for establishing a solid foundation for service delivery, ensuring that services are
strategically aligned and effectively meet stakeholder needs.
• Operation. This domain involves the day-to-day management and execution of PMO services.
The domain focuses on delivering services according to the established plans, ensuring
consistency, efficiency, quality, and value delivery.
• Improvement. This domain focuses on refining and optimizing PMO services to enhance their
efficiency, effectiveness, and value delivery. The domain involves analyzing performance data,
gathering feedback, and implementing actions to ensure continuous improvement.

Operation
Design

Improvement

Figure 8-1. PMO Competency Domains

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90 Project Management Offices: A Practice Guide
The PMO competency domains offer a structured approach to understanding and developing
the diverse competencies required in a PMO. By categorizing expertise into design, operation,
and improvement domains, this model provides PMO professionals with a clear path for skill
development and career growth.
This three-domain structure allows PMO professionals to focus their skill development on specific
areas of service expertise. The model also provides a framework for PMO leaders to ensure their
teams possess a balanced mix of competencies, covering all aspects of service management from
conception to optimization.
By embracing this approach, PMOs can ensure their services are well-designed, efficiently delivered,
and continuously refined. This systematic development of competencies across all domains fosters
an adaptable, effective PMO that is strategically aligned with organizational goals.
The PMO competency domains are a valuable tool for individual professional development and
organizational capability building. The model empowers PMOs to deliver consistent value, drive
strategic initiatives, and solidify their position as crucial contributors to organizational success.
The 30 core competencies for PMO professionals, along with real-world examples of their
application in the three competency domains, are detailed in Table 8-1.

Aligning Core Competencies With PMO Services

The PMO’s effectiveness is not solely a function of the services it provides but is deeply rooted in
the competencies of its professionals. While possessing a diverse set of skills is advantageous, it
is essential to recognize that certain competencies are more critical than others when it comes
to delivering specific PMO services effectively. This nuanced understanding of competency
importance enables PMO professionals to focus their development efforts on the skills that will most
significantly enhance their performance and the value they deliver to the organization.
The alignment between core competencies and PMO services is a strategic approach that maximizes
both individual and organizational effectiveness. By identifying which competencies are paramount
for each service, PMO professionals can tailor their skill development to meet the precise demands
of their roles.
For instance, strategic services such as providing advice to executive leadership or supporting
strategic planning require competencies like business acumen, strategic thinking, and strategic
influence. Professionals excelling in these areas can better understand the organization’s vision,
align projects and programs with long-term goals, and influence decision-making processes at the
highest levels. Their ability to communicate effectively and lead with integrity further enhances their
impact, ensuring that the PMO is seen as a valuable strategic partner within the organization.
Tactical services, including knowledge management and training and development, benefit
significantly from competencies like collaboration, training skills, and continuous improvement.
Professionals with strengths in these areas can effectively disseminate knowledge, foster a culture
of learning, and enhance team capabilities, all of which contribute to the organization’s adaptability
and innovation.

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Developing Competencies for PMOs 91
Table 8-1. Core Competencies Applied to Different Domains

Competencies Examples of Domain Application

1 Accuracy • Design: Ensuring precise service definitions and requirements

• Operation: Maintaining consistent quality in service delivery
• Improvement: Analyzing data accurately to identify areas for
enhancement

2 Adaptability • Design: Creating flexible service models

• Operation: Adjusting services to meet changing customer needs
• Improvement: Implementing new approaches based on feedback
and trends

3 Analytical skills • Design: Using data to inform service-design decisions

• Operation: Monitoring service performance metrics
• Improvement: Identifying patterns and trends for service optimization

4 Business acumen • Design: Aligning service design with organizational strategy

• Operation: Ensuring services deliver business value
• Improvement: Proposing enhancements that align with business
goals

5 Collaboration • Design: Working with customers to define service requirements

• Operation: Coordinating with teams to deliver services effectively
• Improvement: Engaging cross-functional teams for service
enhancements

6 Communication • Design: Articulating service concepts and plans clearly

• Operation: Providing regular updates on service performance
• Improvement: Presenting improvement proposals effectively

7 Conflict resolution • Design: Addressing customer disagreements in service planning

• Operation: Resolving issues that arise during service delivery
• Improvement: Navigating differing opinions on service changes

8 Continuous improvement • Design: Incorporating feedback loops into service design

• Operation: Identifying opportunities for incremental improvements
• Improvement: Increasing the PMO service maturity and measuring
enhancement initiatives

9 Cultural awareness • Design: Considering cultural factors in service design

• Operation: Adapting service delivery to diverse cultural contexts
• Improvement: Incorporating cultural insights into service
enhancements

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92 Project Management Offices: A Practice Guide
Table 8-1. Core Competencies Applied to Different Domains (Continued)

Competencies Examples of Domain Application

10 Customer focus • Design: Centering service design on customer needs

• Operation: Ensuring responsive and satisfactory service delivery
• Improvement: Using customer feedback to drive service
enhancements

11 Decision-making • Design: Making strategic choices in service design

• Operation: Making timely decisions during service delivery
• Improvement: Deciding on which enhancements to prioritize

12 Interpersonal intelligence • D
 esign: Understanding customer emotions and needs in service
planning
• Operation: Managing relationships during service delivery
• Improvement: Navigating emotions during change processes

13 Integrity and ethics • Design: Ensuring ethical considerations in service design

• Operation: Maintaining ethical standards in service delivery
• Improvement: Upholding integrity in improvement processes

14 Innovation • Design: Developing novel service concepts

• Operation: Implementing creative solutions in service delivery
• Improvement: Generating innovative ideas for service enhancement

15 Leadership • Design: Guiding the vision for new services

• Operation: Inspiring the PMO team in service delivery
• Improvement: Leading change initiatives for the PMO

16 Negotiation • Design: Balancing customer interests in service planning

• Operation: Negotiating resources for service delivery
• Improvement: Gaining buy-in for service changes

17 Objectivity • Design: Maintaining impartiality in service-design decisions

• Operation: Evaluating service performance without bias
• Improvement: Assessing improvement needs objectively

18 Proactivity • Design: Anticipating future needs in service design

• Operation: Addressing potential issues before they arise
• Improvement: Initiating enhancement processes proactively

(Continued)

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Developing Competencies for PMOs 93
Table 8-1. Core Competencies Applied to Different Domains (Continued)

Competencies Examples of Domain Application

19 Problem-solving • Design: Addressing challenges in service conceptualization

• Operation: Resolving issues in service delivery
• Improvement: Tackling complex problems for service enhancement

20 Process management • Design: Developing efficient PMO service processes

• Operation: Ensuring smooth execution of PMO service processes
• Improvement: Optimizing PMO processes for better service delivery

21 Project management • Design: Planning the implementation of new PMO services

• Operation: Offering project management service for customers
• Improvement: Overseeing PMO-service-enhancement initiatives

22 Relationship building • Design: Establishing connections with customers for service input
• Operation: Maintaining strong relationships during service delivery
• Improvement: Collaborating with customers for service
enhancements

23 Resilience • Design: Persisting through challenges in service development

• Operation: Adapting to obstacles in service delivery
• Improvement: Overcoming resistance to change in enhancement
efforts

24 Risk management • Design: Identifying potential risks in service design

• Operation: Mitigating risks during service delivery
• Improvement: Assessing risks associated with service changes

25 Stakeholder engagement • Design: Engaging customers in service planning

• Operation: Managing customers’ expectations during delivery
• Improvement: Involving customers in improvement initiatives

26 Strategic influence • Design: Gaining support for new service concepts

• Operation: Promoting the value of ongoing services
• Improvement: Advocating for necessary service enhancements

27 Strategic thinking • Design: Aligning service design with long-term goals

• Operation: Ensuring service delivery supports strategic objectives
• Improvement: Identifying strategic opportunities for PMO value
proposition enhancement

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94 Project Management Offices: A Practice Guide
Table 8-1. Core Competencies Applied to Different Domains (Continued)

Competencies Examples of Domain Application

28 Teamwork • Design: Collaborating on service design teams

• Operation: Fostering teamwork in service delivery
• Improvement: Working together on improvement initiatives

29 Time management • Design: Meeting deadlines in service development

• Operation: Ensuring timely service delivery
• Improvement: Balancing improvement efforts with ongoing
operations

30 Training skills • Design: Developing training plans for service onbarding

• Operation: Providing ongoing training for service delivery
• Improvement: Training teams on new processes or enhancements

Conversely, operational services like audit assessments and quality assurance demand a different
set of competencies, including attention to detail and objectivity. These competencies are crucial
for delivering unbiased evaluations that can lead to process improvements and risk mitigation.
Professionals who excel in these competencies help maintain the organization’s credibility and
operational excellence.
Understanding this alignment is not just about improving individual performance; it also has
profound implications for team dynamics and resource allocation within the PMO. By mapping
competencies to services, leaders can assemble teams where each member’s strengths are optimally
utilized, leading to more cohesive and high-performing units. This strategic deployment of human
resources helps ensure that programs and projects receive the expertise they need, when they need
it, thereby enhancing overall project success rates and value delivery.
The Critical Competency Profiles for PMO Service Delivery, which provides an in-depth analysis of
essential competencies for effective PMO service delivery, can be found in Appendix X4. The profiles
outline the competencies identified as critical for each of the 26 most common PMO services, along
with explanations of their significance for successful execution.

How to Develop Competencies for PMO Professionals

Recognizing the critical importance of continuous professional development, forward-thinking
PMO professionals understand that staying ahead of the curve is not just beneficial—it is essential.
By cultivating a robust set of core competencies and specialized skills, PMO professionals can

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Developing Competencies for PMOs 95
elevate their performance, enhance the PMO’s value proposition, and ultimately contribute to the
organization’s strategic objectives.
This guide outlines a comprehensive approach to competency development for PMO professionals,
offering a roadmap for self-assessment, targeted improvement, and ongoing growth. By following
these steps, PMO professionals can embark on a journey of continuous learning and adaptation,
ensuring they remain at the forefront of project management excellence.
For PMO professionals aiming to enhance their capabilities or develop their teams, consider the
following comprehensive approach:

• Conduct a thorough assessment of current competencies. Evaluate skills against both core
PMO requirements and service-specific needs. Use standardized assessment tools and seek input
from peers and supervisors.
• Identify competency gaps and prioritize areas for improvement. Analyze assessment results
to pinpoint competency deficiencies. Align improvement priorities with organizational goals and
PMO strategic objectives.
• Develop a personalized development plan. Create a detailed development plan with specific,
measurable, achievable, relevant, and time-bound (SMART) goals. Include both short-term and
long-term objectives to ensure continuous progress.
• Pursue diverse learning opportunities. Engage in formal training programs and pursue
relevant certifications. Seek hands-on experience through challenging assignments and cross-
functional projects. Attend industry workshops and seminars to learn from experts and peers.
• Continuously gather and act on feedback. Implement a structured feedback system involving
colleagues, customers, and mentors. Conduct regular self-reflection exercises to assess progress
and adjust development plans. Use 360-degree feedback mechanisms to gain a comprehensive
view of performance.

Consider implementing a formal PMO talent management program to maximize the impact
of competency development efforts. This program should align individual growth plans with
organizational objectives, provide resources for skill development, and create opportunities for
knowledge sharing within the PMO community.
PMO professionals can significantly enhance their ability to deliver value by focusing on core and
specialized competencies. This holistic approach ensures the achievement of promised outcomes
and positions the PMO as a strategic asset capable of driving organizational success and meeting
evolving customer needs.
Remember, competency development is an ongoing journey that requires dedication and
adaptability. As the business landscape evolves, so should the skills of PMO professionals. By staying
committed to continuous improvement and embracing a growth mindset, PMO professionals can
help ensure they remain effective, relevant, and indispensable to their organizations.

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96 Project Management Offices: A Practice Guide
Looking Ahead to the Next Section
Having explored the key PMO competencies, PMO professionals should now be aware of the
knowledge and skills necessary to thrive in their roles. But to truly amplify their impact, PMO
professionals should use a comprehensive framework that brings together all of the concepts
covered.
The following section presents the PMO Value Ring™ framework, an innovative model that unites
customer centricity, value delivery, service maturity, and competency development into a unified
approach. This framework serves as a roadmap for PMO success, guiding professionals through
every stage of development and operation. By embracing and applying this framework, PMO
professionals can maximize their potential, helping to ensure that their PMOs consistently deliver
value and contribute to organizational success. Part 2 explores this transformative model and how it
can be used to revolutionize PMO practice.

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Developing Competencies for PMOs 97
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 Part 2
The PMO Value
Ring Framework
TM

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 9

Framework Overview
Why This Section Matters to PMO Professionals
This section introduces a comprehensive framework that transforms PMOs from tactical overseers to
strategic partners driving organizational success. The framework sets the foundation for a new era
of PMO management, where value creation and customer satisfaction are at the forefront, making it
indispensable knowledge for any PMO professional aiming to stay relevant and impactful in today’s
dynamic business environment.
By mastering this framework, PMO professionals can elevate their role from project management
enforcers to strategic value creators. The framework equips PMO professionals with the tools to
design, implement, operate, and evolve PMOs that consistently deliver value and contribute directly
to organizational success.

Introducing the New PMO Value Ring™ Framework

The PMO Value Ring™ framework represents a groundbreaking approach for PMO professionals,
marking a significant paradigm shift in how PMOs function and deliver value within organizations.
This innovative framework goes beyond traditional PMO models by emphasizing value creation
and delivery, effectively transforming PMOs from being perceived as mere tactical and operational
overseers into strategic partners that drive organizational success.
At the core of the PMO Value Ring™ framework lies the critical alignment between projects and
strategic goals. This alignment ensures that every project, regardless of its size or scope, contributes
meaningfully to the overarching objectives of the organization. By doing so, the framework elevates
the role of the PMO, positioning it as an indispensable catalyst in achieving long-term organizational
success. This strategic alignment is not just about mapping projects to goals; it is about creating a
symbiotic relationship where project outcomes directly fuel strategic achievements.
The framework’s strength lies in its flexible, transparent, and customer-centric approach that
maximizes value creation. It encourages PMOs to adopt a more dynamic and proactive role, moving
away from the traditional, reactive stance often associated with project management offices. By
focusing on delivering measurable benefits and aligning their efforts with customers’ needs and
business priorities, PMOs can effectively demonstrate their value to their organizations.

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Framework Overview 101
Moreover, the PMO Value Ring™ framework promotes a culture of continuous improvement and
adaptability. In an era characterized by rapid technological advancements and shifting market
dynamics, the ability to adapt quickly is a critical success factor. The framework encourages PMOs to
regularly assess and refine their processes, methodologies, and performance metrics. This ongoing
evaluation ensures that PMOs stay aligned with the evolving needs of the organization and its
customers. By embedding adaptability into their DNA, PMOs can become more resilient and better
equipped to navigate the complexities of modern business landscapes.
The customer-centric aspect of the PMO Value Ring™ framework is particularly noteworthy and
deserves special attention. By placing the needs and expectations of PMO customers at the
forefront of their operations, PMOs can deliver more relevant and impactful services. This customer-
first approach represents a significant departure from traditional PMO models that often prioritize
processes over people.
By focusing on customer needs, PMOs can tailor their services to deliver maximum value, enhance
customer satisfaction, and foster stronger relationships. This approach not only improves the
perception of the PMO within the organization but also builds trust and credibility with PMO
customers at all levels.
The PMO Value Ring™ framework represents a critical redefinition of the role of PMOs within
organizations. Focusing on value creation, strategic alignment, and customer centricity enables
PMOs to transition from being operational support units to becoming strategic enablers of
organizational success. This transformation is not just beneficial; it is essential for PMOs to remain
relevant and effective in an increasingly complex and competitive business landscape.
PMO professionals who master this framework elevate their role from mere enforcers of processes
and tools to true creators of value. Equipped with the recommended practices outlined here, they
gain the skills to design, implement, operate, and continuously improve PMOs that reliably deliver
value and make a tangible impact on organizational success. By shifting their focus to strategic
alignment and measurable outcomes, these professionals can build PMOs that not only support
project execution but also drive business growth, enhance PMO customer satisfaction, and foster
a culture of continuous improvement. In doing so, they position the PMO as a central player in
achieving long-term organizational goals.
The primary goal for which the PMO Value Ring™ framework was designed is value generation.
This goal goes beyond completing projects on time and within budget; it ensures that each
PMO customer can achieve their project-related objectives, thus contributing directly to the
organization’s strategic goals.
The framework emphasizes generating valuable outcomes through strong customer orientation,
a trend witnessed in successful PMOs across the globe. The following five key elements were
incorporated into the present framework to ensure consistent delivery of such value by PMOs
(see Figure 9-1):

• PMO customer. At the center is the PMO customer, who serves as the primary reference point
for PMO professionals as they continuously shape PMO strategies, define objectives, and manage
operations. By becoming a true partner to its key customers, the PMO can effectively generate
value for them and for the organization as a whole.

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102 Project Management Offices: A Practice Guide
 Organizational Strategy

PMO Mandate

ion 1. E
lizat xp
lor
Organizational Culture and Maturity

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Recognition Building

5.

Organizational Structure
Value Needs
Delivery Assessment
10 1
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4. E nh a nce

Service
8
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Value
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7 4

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Operation Onboarding

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Industry-Specific Profile

Figure 9-1. PMO Value Ring™ Framework

• Organizational baseline elements. These elements are foundational components in any

application of the PMO Value Ring™ framework. The elements include organizational strategy,
culture and maturity, structure, and industry-specific profile, forming the backdrop that
enables customized approaches aligned with the unique needs of each scenario. Through this
integration, PMOs become more deeply embedded within organizations, enhancing their ability
to generate value.
• PMO structural components. These components form the pillars upon which successful PMOs
are built. The pillars include the PMO mandate, PMO strategy, and PMO governance. These
components define essential aspects of a PMO, establishing objectives, scope of operations,
responsibilities, authority, and a clear vision for the PMO’s evolutionary journey within the
organization.

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Framework Overview 103
• PMO customer experience cycle. This stage consists of exploration, design, deployment,
enhancement, and realization—all aimed at delivering effective value through positive and
ever-changing experiences with PMO customers. This stage is an iterative cycle that responds
continuously to evolving customers’ needs, expectations, and feedback, hence playing the role
of a binding agent between customers and PMOs, ensuring that the PMO becomes increasingly
relevant and strategic within the organization.
• Value-generating PMO flywheel. At its core, the value-generating PMO flywheel breaks down
the PMO customer experience cycle into actionable steps that highlight the continuous nature
of value generation, with each successive cycle building momentum for future successes.

Moving Beyond One-Size-Fits-All PMO Models

A crucial aspect of the PMO Value Ring™ framework is that it sets itself apart from conventional
approaches, which, while valuable sources of inspiration, do not adequately represent the diversity
of PMOs in the real world. While many traditional models advocate for an “ideal PMO” as a universal
benchmark, the PMO Value Ring™ framework takes a fundamentally different approach. This
innovative framework recognizes that successful PMOs vary significantly across organizations
and considers this variability a vital component of PMO success, rather than a deviation from a
standardized model.
The PMO Value Ring™ framework emphasizes that each PMO should be uniquely tailored to meet
the specific needs, goals, and cultural nuances of its organization. By focusing on a flexible and
customer-centric approach, the framework empowers PMO leaders to adapt their strategies,
prioritize relevant services, and align their efforts with the organization’s unique objectives. This
adaptability not only enhances the PMO’s effectiveness but also strengthens its ability to deliver
measurable value and support long-term business success, positioning the PMO as a dynamic
contributor rather than a one-size-fits-all solution.
Experience shows that successful PMOs in diverse organizations worldwide exhibit unique
characteristics, and this diversity is a critical success factor. Recognizing this, the PMO Value
Ring™ framework does not impose a single, ideal model or PMO type as a universal standard for
organizations to achieve. Instead, it acknowledges the value of the various perspectives offered in
literature as sources of inspiration rather than ready-made solutions. These perspectives serve as
adaptable ideas, providing PMO professionals with options to draw from while considering their
organization’s specific needs, strategic goals, and unique environment.
The PMO Value Ring™ framework serves as a “bridge” that empowers PMO professionals to design
their own customized solutions, recognizing that each organization has unique needs, challenges,
and cultural contexts shaping its ideal PMO structure. Rather than aiming to replace existing
models, the framework acknowledges their validity and usefulness as sources of inspiration. Instead
of prescribing what a PMO should be, the focus is instead on guiding how the PMO should be
created and bridging diverse perspectives. This approach enables professionals to refine and adapt
these perspectives into unique solutions that meet the specific requirements of each organizational
context.

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104 Project Management Offices: A Practice Guide
In practice, the application of the PMO Value Ring™ framework might result in vastly different PMO
structures, even within the same industry. For instance, two technology companies might end
up with distinctly different PMO models based on their specific growth stages, market positions,
organizational cultures, and strategic priorities. This adaptability is particularly valuable in today’s
fast-paced business environment, where organizations need to be agile and responsive to change.
A PMO designed and managed using the PMO Value Ring™ framework is inherently more flexible
and better positioned to evolve alongside the organization it serves. This approach demonstrates
that successful PMOs differ significantly from one organization to another and acknowledges this
variability as a critical factor in PMO success, rather than viewing it as a deviation from a standard
model.
The following sections delve into each aspect of the PMO Value Ring™ framework, allowing PMO
professionals to thoroughly understand its components.

Looking Ahead to the Next Section

The PMO Value Ring™ framework is a comprehensive model that can help PMO professionals
to build value-driven, customer-centric PMOs. However, to apply the framework effectively, it is
essential to understand the key elements that shape the PMO’s design and management.
The following section explores the organizational baseline elements—factors like strategy,
structure, culture, and industry profiles—that define the environment in which a PMO operates. By
gaining a deeper understanding of these foundational elements, PMO professionals can better align
their efforts with their organization’s unique context, ensuring that their PMOs meet organizational
needs and constraints.

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Framework Overview 105
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 10
The Organizational Baseline
Elements
Why This Section Matters to PMO Professionals
Understanding the organizational baseline elements is crucial for PMO professionals, as they form
the foundation of a successful PMO. This section explores four critical elements that are akin to an
organization’s DNA, shaping the environment in which a PMO operates and influencing its design,
operation, and ultimate impact.
Comprehending these baseline elements is essential for PMO professionals to create a PMO that
aligns seamlessly with the organization’s goals and culture. This understanding enables PMO
professionals to navigate complex organizational dynamics, adapt to changing environments, and
position the PMO as an indispensable catalyst for organizational success.
This section provides PMO professionals with the knowledge and skills needed to analyze their
organization’s unique context, tailor their approach accordingly, and create sustainable PMO
success.

Decoding the Organizational Context

The first component of the PMO Value Ring™ framework is the organizational baseline elements,
which form the foundation for a successful PMO. See Figure 10-1.
A PMO does not exist in isolation or operate in a vacuum. It is a part of its organization’s
ecosystem. As the survival and prosperity of a living organism both depend on a proper fit with its
surroundings, a successful PMO is contingent upon its capacity for aligning with and leveraging
its foundation. Failure to consider these elements may lead to a PMO becoming alienated and a
possible failure to demonstrate value and gain traction within the organization.
Four critical elements determine how a PMO should be designed and operated:

• Organizational strategy. Organizational strategy provides a clear direction and purpose for the
PMO, acting as a guiding compass. Aligning closely with organizational strategy makes the PMO
a powerful catalyst for strategic execution that translates top-level objectives into tangible PMO
outcomes, thereby driving organizational success.

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The Organizational Baseline Elements 107
 Organizational Strategy
Organizational Culture and Maturity

Organizational Structure
Industry-Specific Profile

Figure 10-1. PMO Baseline Elements

• Organizational structure. PMOs operate within the organizational structure framework.

The ability of any given PMO to perform well depends mainly on whether it can navigate around
an organization’s preexisting structure to develop supportive processes and methods that
will blend smoothly with already established hierarchies and communication channels. It is
important to understand the “true structure,” as the real dependencies, power, and influence
network often differ from what is shown on organizational charts.
• Organizational culture and maturity. Invisible forces such as organizational culture and
maturity can propel some PMOs forward but hinder others’ progress. Successful PMOs should
consider such features while incrementally raising the overall level of project management
maturity when dealing with projects based on cultural norms.

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108 Project Management Offices: A Practice Guide
• Industry-specific profile. The industry-specific profile provides the broader context against
which a PMO operates. This element implies that each industry has certain particularities in
terms of regulations, practices, or challenges that may force any given PMO toward adjusting its
strategies, methodologies, and areas of focus correspondingly.

Taken together, these elements form an organization’s DNA—melding the environment within
which a PMO functions while influencing its design, operation, and ultimate impact every step
of the way. The concept of “organizational DNA” is more than just a metaphor; it represents every
organization’s unique characteristics. For PMOs, understanding this DNA is the first step toward
establishing a mutually beneficial relationship between the PMO and the wider organization.
These four organizational baseline elements create an individual stamp for each organization, which
requires different tailored approaches for PMO implementation and management. Each aspect has
significance in its own right; however, it is their connection that really gives meaning to the PMO
as presented under an operational context. One misalignment can cause chain reactions that may
influence how effective and valuable a PMO can be. Therefore, comprehending these interactions
is crucial for any PMO executive who wants to create sustainable value while driving organizational
transformation.
These elements are also not static. They can change with market shifts, business growth, or new
strategic challenges. Successful PMO professionals should consistently adjust their strategies to
position their PMOs as indispensable catalysts for organizational success.
These elements are explained in greater detail next, examining their finer aspects and how they
impact the PMO. This broader perspective can grant PMO professionals significant knowledge and
skills to help navigate complex issues related to organizations, thereby enhancing the sustainability
of PMO success.

Organizational Strategy: The Backbone of PMO Success

Organizational strategy is the foundational compass for a PMO, providing critical direction and
purpose. Just as a ship in rough waters relies on a map and compass to steer it where desired,
organizational strategy acts as the compass that guides the way through the intricate maze of
project management.
The organizational strategy is like an organization’s roadmap toward its vision. The strategy outlines
where an organization wants to go and how it wants to get there, including setting goals, long-
term objectives, and practical steps for achievement. For PMO professionals, understanding this
strategy well is not optional but, rather, a necessary trait. Inattentive movement or a lack of a clear
understanding by a PMO team about organizational strategy can lead to purposeless activities with
no meaningful impact.
A company’s strategic priorities and goals are stipulated in the organizational strategy. When
there is a change in strategic priorities or goals, such as a shift in organizational strategy, the PMO
should realign its focus accordingly. For example, if in the future an organization decides to pivot
toward innovation, then it may have projects that foster innovation and could possibly develop

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The Organizational Baseline Elements 109
new methodologies supporting these types of projects within the PMO team. Such alignment helps
ensure that all efforts delivered by the PMO are relevant, enhancing its value toward achieving
overall strategic objectives.
The influence of organizational strategy on PMO operations is both profound and multifaceted as
seen in these areas:

• Portfolio management. Organizational strategy provides a critical filter for project selection
and prioritization. The PMO evaluates potential projects through this lens, ensuring resources are
directed at initiatives that truly contribute to organizational goals.
• Methodology selection. Strategic considerations often come into play when deciding among
adaptive, predictive, or hybrid approaches. For example, strategies focused on rapid innovation
may lean more toward an agile approach, while those targeting predictability would tend more
toward a traditional approach.
• Capability development. PMOs that understand the direction of the organization and are
forward-looking can cultivate the right team skills and competencies to prepare for future needs
rather than just meeting today’s demands.
• Technology adoption. Tools and technologies often accompany strategic priorities. For
example, a strategy focused on data-driven decision-making may include investments in modern
analytics platforms or the innovative potential of artificial intelligence.
• Governance structure. An organization’s approach to risk and innovation influences a PMO’s
level of control and oversight. A more flexible governance structure may be required when rapid
market expansion is emphasized.

Understanding the company’s objectives alone is insufficient for effective strategic alignment;
action is needed beyond this point to integrate these goals proactively into all aspects of PMO
operations. PMOs that successfully align themselves with their organization’s strategies frequently
transform from simple project execution nodes to trusted strategic partners. These PMOs become
instrumental in not only implementing strategy but also in informing and shaping it, providing
valuable insights derived from their unique vantage point overseeing multiple projects and
initiatives across the organization.
Aligning the PMO with organizational strategy should not be set up once; instead, it requires
constant tuning over time, and an effective PMO should be able to adapt quickly when these
changes occur. This dynamic alignment helps ensure that the PMO continues to deliver value and
remains a critical driver of organizational success.

Organizational Culture and Maturity: The Invisible Forces Shaping

the PMO
PMO success is significantly influenced by organizational culture and maturity, which are unseen
forces. It is important for PMO professionals to comprehensively understand these inputs as they
seek to establish a PMO that adds value and thrives within their organization’s unique nature.

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110 Project Management Offices: A Practice Guide
Organizational culture involves an organization’s overall values, belief systems, attitudes, and
practices. Organizational culture may be seen in the underlying rules of operation, rewarded
behaviors, and dominant mindsets. In this case, maturity refers to how advanced organizations are
with project management techniques at the portfolio, program, and project levels. Hence, these
dynamics either become launching pads or obstacles to PMO success.
The dynamic between an organization’s evolving culture and maturing project management
practices has a significant impact on the PMO itself. For instance, a more mature organization may
require more sophisticated project tracking and reporting mechanisms, which the PMO should
implement. Similarly, a shift toward a more collaborative or innovative culture may necessitate
changes in how the PMO fosters team dynamics and project execution.
Critical aspects of organizational culture and maturity that PMO professionals should consider include:

• Values and norms. Value and norms comprise the basic principles used when making choices
within an organization.
• Communication patterns. These patterns influence how information flows through the
organization, whether flat or hierarchical.
• Risk tolerance. Risk tolerance determines how well the organization handles uncertainty,
including innovation.
• Decision-making processes. Decision-making processes help determine whether decisions are
made by consensus or from the top down.
• Collaborative dynamics. The collaboration dynamics influence how different departments work
together within the organization.
• Change readiness and adaptability. These factors influence the organization’s ability to accept
and absorb new ideas.
• Organizational project management maturity. This level of maturity influences an
organization’s level of knowledge, understanding, and application of portfolio, program, and
project management practices.
• Hidden interests and informal authority. These factors include unofficial power structures,
patterns, and interests that may influence decision-making and reporting within an organization.
The implementation and operation of a PMO are highly influenced by an organization’s
environment. PMO professionals should consider the organization’s history with PMOs such as any
past successes or failures.
The perceived value of the PMO and its ability to execute complex practices depend on
organizational project management maturity and the acumen of PMO customers. In less mature
environments, starting with simpler processes before introducing more advanced approaches is
often necessary.
PMOs should not forget that organizational maturity and culture are dynamic; they change over
time due to external pressures, transformational leadership, and strategic reorientation. Successful
PMO professionals track such changes and adjust their approaches accordingly.

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The Organizational Baseline Elements 111
Organizational Structure: Integrating the PMO With the
Organization
Organizational structure forms the foundational framework that shapes the effectiveness of a PMO.
It serves as a blueprint, defining how various components of an organization interact and function
together.
A deep understanding of the organizational structure is crucial for PMO professionals to create
an influential and effective PMO that seamlessly integrates into the organizational fabric. The
organizational structure encompasses several critical aspects that directly impact PMO design and
operations, such as but not limited to:

• Hierarchy levels. The layers of management and reporting lines;

• Decision-making authority. The processes and locations of decision-making within the
organization;
• Departmental boundaries. How responsibilities are divided across different units;
• Communication channels. Both formal and informal pathways for information flow;
• Resource allocation. The distribution of human and financial resources;
• Governance models. Frameworks for oversight and accountability; and
• Cultural dynamics. The interplay between structure and organizational culture.

It is crucial to recognize that organizational structures are not static; they evolve as organizations
change and grow. PMOs should stay attuned to these structural shifts and be prepared to adapt
accordingly.
Changes in the organizational structure can impact the PMO’s role and how it interacts with other
departments. For instance, if the organization undergoes a restructuring that affects reporting lines
or departmental boundaries, the PMO may need to clarify its new role and responsibilities. This
clarification can ensure that the PMO operates smoothly within the new organizational framework
and maintains its effectiveness.
By profoundly understanding and skillfully navigating this structural landscape, PMO professionals
can create a PMO that fits seamlessly into the organizational structure and becomes a driving force
for efficiency, collaboration, and strategic success. This adaptive approach ensures that the PMO
remains relevant and valuable as the organization evolves, positioning it as an indispensable asset
in achieving organizational objectives.

Industry-Specific Profile: Tailoring the PMO to Different Realities

An organization’s industry-specific profile can significantly shape the way its PMO operates.
This profile encompasses the unique characteristics, challenges, and accepted practices of the
organization’s industry or economic sector. For PMO professionals, recognizing and adapting to
these nuances is crucial for driving real value and ensuring organizational success.

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112 Project Management Offices: A Practice Guide
Key factors that shape PMOs across different industries include:

• Regulatory environment. The regulatory environment varies across sectors and regions,
influencing compliance requirements and operational frameworks.
• Project types. Project types can differ among industries, leading to methodology variations and
unique management approaches.
• Technology landscape. Sectors and regions may differ in technological integration levels,
affecting project execution and management.
• Market dynamics. Economic conditions, competition, and market trends may influence the
priorities of projects’ timelines.
• Risk profile. Every industry has its own risks, which may necessitate the development of risk
management strategies tailored to each sector.
• Stakeholder ecosystems. The diversity and expectations of PMO customers may differ from
industry to industry, affecting PMO strategies.
• Industry standards and practices. Project management methodologies may be influenced by
each sector’s applicable standards.
• Cultural and maturity factors. A PMO’s effectiveness may depend on the maturity level of
project management practices in its respective industry as well as the sector’s cultural norms in a
particular country.

To exemplify these differences, consider some industry examples showing how PMOs should align
their approaches, methodologies, and focus areas with specific challenges, regulations, and good
practices within sectors:

• Construction. This sector focuses on large-scale, long-term projects with a high emphasis on
safety and environmental regulations and complex stakeholder engagement.
• Energy. The energy sector should consider regulatory compliance for its capital-intensive
projects as well as rapid technology changes, particularly related to renewable energy.
• Financial services. The financial sector faces challenges with cybersecurity and regulatory
compliance as well as the fast pace of technology adoption in the industry.
• Government. The government sector has unique considerations such as public accountability,
complex stakeholder engagement, strict procurement laws, and long-term planning efforts.
• Healthcare. Healthcare organizations should consider patient safety, data privacy, regulatory
compliance, and innovation that is balanced with efficiency.
• Information technology. The IT sector faces challenges with rapid project cycles, agile
methodology considerations, innovation, continuous integration, and deployment practices.

To effectively meet these industry-specific requirements, PMO professionals should understand the
importance of adjusting their approach to appropriately respond to their sector’s specific demands.

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The Organizational Baseline Elements 113
This careful consideration of industry challenges has been demonstrated by successful PMOs,
highlighting that flexibility is not just desirable but rather necessary for driving value in any project.
The fact that industry landscapes are dynamic is vital. PMO professionals should be ready to adjust
strategies as sectors change, new regulations come into effect, and technology disrupts various
industries.
An industry-specific profile is an essential determinant for all aspects of PMO operations. By
blending project management principles and practices with sector-specific realities, PMO
professionals can create customized approaches that help ensure their PMO’s relevance,
effectiveness, and value within distinctive contexts.

Looking Ahead to the Next Section

The organizational baseline elements set the foundation for understanding the contextual factors
that can influence a PMO’s operations. The upcoming section examines the PMO structural
components—the PMO mandate, PMO strategy, and PMO governance. These components further
build the foundation on which PMOs function, outlining their purpose, strategic direction, and
operational framework. By mastering the development and implementation of these structural
elements, PMO professionals can position their PMOs to deliver meaningful value within their
specific organizational environments.

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114 Project Management Offices: A Practice Guide
 11
The PMO Structural
Components
Why This Section Matters to PMO Professionals
For PMO professionals, understanding the structural components of a PMO is crucial, as these
elements provide the foundation for a successful and impactful PMO. This section highlights three
core components—PMO mandate, PMO governance, and PMO strategy—that go beyond theory;
they serve as practical, actionable pillars that bring the PMO to life.
By delving into these components, PMO professionals can establish a solid PMO structure and
help ensure their PMO operates effectively, aligns with organizational goals, and delivers tangible
value. This section equips PMO professionals with the knowledge to establish a solid PMO structure,
fostering a strategic and value-driven approach in their organizations.

Building the PMO Foundations

At the heart of every high-performing PMO stands the PMO structural components, which provide
the foundation for PMOs to excel. While the organizational baseline elements discussed in the
previous section set the stage, providing the contextual backdrop against which a PMO operates,
the PMO structural components bring the PMO to life, giving it form, direction, and purpose.
The complex relationships among the PMO structural components and the organizational baseline
elements are of paramount importance. Each structural component is deeply influenced by—and
should align seamlessly with—the organization’s strategy, structure, culture and maturity, and
industry-specific profile. This symbiotic relationship can ensure that the PMO is not an isolated
entity but an integral part of the organizational ecosystem, capable of effecting change and driving
improvement from within the organization’s very fabric. The three PMO structural components
earn the designation of ”structural” because they constitute the essential elements upon which the
PMO is constructed. The components provide the necessary architecture for the PMO to operate
effectively and efficiently.
A well-structured PMO is built on three fundamental pillars: mandate, strategy, and governance.
See Figure 11-1.

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The PMO Structural Components 115
 Organizational Strategy

PMO Mandate

tion 1. E
iza xp
lor
Organizational Culture and Maturity

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5. Recognition Building

Organizational Structure
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Industry-Specific Profile

Figure 11-1. PMO Structural Components

These elements work in concert to define the PMO’s purpose, approach, and operational
framework:

• PMO mandate. This component defines the PMO’s “why,” articulating its purpose and
justification within the organizational context. The mandate ensures that the PMO’s activities
align with the organization’s strategic objectives, providing a clear rationale for its existence and
operations.

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116 Project Management Offices: A Practice Guide
• PMO governance. This component establishes the PMO’s “who” and “when,” setting forth the
decision-making processes, roles, responsibilities, and accountability mechanisms. Governance
guides PMO operations, maintaining consistency in its practices. PMO governance also defines
the policies, procedures, and standards that govern the PMO’s day-to-day activities.
• PMO strategy. This component outlines the PMO’s “what” and “how,” establishing the long-
term plan that defines how the PMO will grow and evolve to continuously deliver value to the
organization. PMO strategy focuses on the specific actions and improvements the PMO may
undertake to enhance its impact over time.

These three components are far from theoretical ideas; they are practical, actionable elements
that can bring a PMO to life, allowing it to navigate an organization’s complexities with clear
direction and accuracy. The components serve as a critical bridge, translating broad organizational
imperatives into a value-driven PMO that is ideally attuned to organizational needs.
In essence, the PMO mandate sets the foundation, PMO strategy charts the path for future
development, and PMO governance enforces accountability and control. Together, they ensure that
the PMO not only delivers value but also continuously adapts and aligns with the organization’s
long-term vision and evolving maturity.
The interrelationships among the PMO mandate, PMO strategy, and PMO governance are crucial
for ensuring the long-term coherence and effectiveness of the PMO. These three elements are
mutually reinforcing: The mandate provides direction, strategy drives continuous improvement and
adaptation, and governance ensures alignment and compliance. Together, they can ensure that the
PMO is not only equipped to fulfill its current responsibilities but is also capable of evolving and
improving over time.
In addition, understanding the intricate relationships among these organizational baseline
elements and the PMO structural components (organizational strategy, organizational culture and
maturity, organizational structure, and industry-specific profile) is crucial for PMO professionals. This
understanding allows for proactive adjustments to the PMO structural components in response
to organizational changes, ensuring that the PMO remains a relevant, effective, and value-driving
entity within the organization. See Figure 11-2.
The three PMO structural components and their essential elements, implementation strategies, and
good practices are presented in more granular detail in the next sections. Strategies to develop
a clear and compelling PMO mandate, craft a PMO strategic plan that aligns seamlessly with
organizational goals, and establish a PMO governance framework that ensures efficient, effective,
and value-driven PMO operations are explained.

PMO Mandate: The Starting Point of a Successful PMO

The PMO mandate is the cornerstone of a successful PMO. It provides an all-encompassing
declaration that defines the PMO’s purpose, coverage scope, and responsibilities in the
organizational context. A well-articulated mandate serves as a guide to steer the PMO’s strategy and
ensure it aligns with the organization’s overall goals.

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The PMO Structural Components 117
 Organizational Strategy –– > PMO Organizational Strategy ––> PMO Organizational Strategy –– > PMO
Mandate: Sets the overall direction Strategy: Drives the PMO’s long-term Governance: Establishes the control
and expectations for the PMO’s role goals and evolution to support the mechanisms needed to align the PMO
organization’s strategic objectives with broader organizational goals

tional Strat
aniza egy
Org
Industry-Specific Profile –– >
Organizational Culture PMO Mandate: Defines the

y
rit
and Maturity ––> PMO unique needs, regulations, and

atu
Mandate: Shapes the level of business requirements the
authority and support the PMO dM

Ind
PMO PMO should address in its role
receives and defines it role Mandate

ustr y
Culture an

Organizational Culture A B Industry-Specific Profile ––

PMO Governance:
>

-Specific Pro
and Maturity ––> PMO Defines tailored oversight and
Governance: Determines compliance mechanisms to
the degree of formalization in meet industry standards
ional

processes and decision- PMO PMO

making rigor Governance Strategy Industry-Specific Profile –– >
PMO Strategy:
izat

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Organizational Culture Establishes how the PMO
n

and Maturity ––> PMO should evolve to stay

ga

Strategy: Shapes the PMO

C compliant with industry trends
Or

evolution to deliver increasing and regulatory requirements in

value to its customers the long term
O rg e
a niz a tur
ti o n a l S tr u c

Organizational Strategy –– > PMO Organizational Structure –– > PMO Organizational Structure ––> PMO
Mandate: Determines the PMO’s Governance: Drives the PMO’s Strategy: Defines how the PMO
authority, reporting lines, and long-term goals and evolution to interacts with other departments,
responsibilities support the organization’s strategic allocates resources, and scales its
objectives activities to align with organizational
divisions and functions

A PMO Mandate –> – PMO

Governance: Structures and B PMO Mandate –– > PMO
Strategy: Defines the PMO’s C PMO Governance –– > PMO
Strategy: Ensures the PMO
oversees rules for PMO strategic direction and focus strategy is implemented
governance according to the PMO
PMO Strategy ––> PMO mandate
PMO Governance –> – PMO Mandate: Refines or expands
Mandate: Informs adjust- the PMO mandate PMO Strategy –– > PMO
ments to the PMO mandate Governance: Evolving PMO
strategy shapes how PMO
governance adapts to support
the PMO mandate

Figure 11-2. Fundamental Pillars of a PMO

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118 Project Management Offices: A Practice Guide
The PMO mandate answers essential questions such as: Why does the PMO exist? What value is it
expected to deliver? and Who are its primary customers? The closer the PMO mandate is linked to
the organizational strategy, the more relevant and impactful its contributions can be.
The PMO mandate is involved in several crucial areas, including:

• Clarity of purpose. Clearly stated mandates are essential in minimizing confusion among
stakeholders on who does what, leading to minimal conflicts.
• Responsibility definitions. To prevent underutilization or overreach, the PMO mandate
determines limits on what the PMO can do.
• Stakeholder alignment. The PMO mandate can ensure that all stakeholders understand the
PMO’s purpose and value proposition.
• Strategic alignment. The mandate helps “align” or synchronize the PMO’s activities with the
organization’s strategic objectives.
• Performance benchmark. The PMO mandate provides baseline metrics against which the
PMO’s performance can be measured and evaluated over time.

One significant factor defining the PMO mandate is the PMO coverage scope, which determines
how far-reaching or influential a PMO can be. Typically, there are three levels as follows:

• Enterprise PMO. An enterprise PMO (EPMO) operates at the highest organizational level,
aligning all portfolios and projects with strategic business objectives across the entire
organization.
• Departmental/divisional PMO. The departmental or divisional PMO operates within a specific
area, aligning projects within that area to the department or division goals. It has authority
within the specified area.
• Program-/project-specific PMO. By definition, a temporary PMO operates in support of a
specific program or large, complex project, aligning activities to the program or project and
having authority over its scope.

The PMO mandate is greatly influenced by the coverage scope selection. The PMO coverage scope
should be aligned with organizational needs and maturity levels.
The PMO charter formalizes the PMO mandate, clarifying in a preliminary perspective the PMO
coverage scope, why it is needed, what it seeks to achieve, and where it fits within an organization’s
structure. The charter establishes the initial pillars for PMO success, thus ensuring alignment, clarity,
and organizational support.
The following items should be included in the PMO charter, which is developed from a high-
level perspective based on preliminary information collected. This information will be reviewed,
validated, and detailed in the subsequent steps of this framework.

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The PMO Structural Components 119
• PMO purpose and mission. This information details why the PMO exists within the
organization.
• PMO vision. The PMO vision explains what the PMO wants to be in the medium and long term.
• PMO coverage scope. The coverage scope can determine the level of influence that the PMO
may have such as enterprise level, departmental or divisional level, or program-/project-specific
level. However, hybrid structures, such as an EPMO combined with divisional PMOs within key
business areas relevant to the organization, are also common.
• PMO objectives. The objectives represent the initially identified needs that led to the decision to
establish a PMO.
• PMO stakeholders. This information includes a preliminary identification of the key PMO
customers and an initial understanding of their needs.
• Basic resource needs. This information includes a preliminary evaluation of the resource needs
required for the effective establishment of the PMO.
• Implementation roadmap. A preliminary roadmap should be included as a phased plan for
establishing or evolving the PMO.
• PMO success criteria. The success criteria includes preliminary KPIs and metrics that will be used
to measure PMO success.
• Review-and-update process. The review-and-update process provides a mechanism for
periodically reviewing and updating the PMO mandate.
• PMO charter approval. The charter approval comprises any formal sign-offs or approvals from
key stakeholders and executive sponsors that may be required.

These are foundational PMO aspects; they establish a PMO’s identity and purpose from a high-
level strategic and tactical perspective. However, it is essential to note that while the PMO charter
provides an overview, it does not include all of the operational details about the PMO, which will be
detailed in the next steps of this framework.

PMO Governance: The Backbone of PMO Operations

Effective PMO operations hinge on robust governance, which is crucial for ensuring that the PMO
functions smoothly and adds significant value to the organization.
PMO governance encompasses decision-making processes, levels of autonomy, roles and
responsibilities, accountability measures, and the overall governance framework within which
the PMO works. Efficient governance helps ensure that a PMO is aligned with the organization’s
objectives, operates transparently, and functions effectively.

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120 Project Management Offices: A Practice Guide
It is important to note that PMO governance is different from portfolio, program, and project
governance—all related concepts in project management. The key difference lies in their scope and
focus as follows:

• PMO governance. PMO governance examines the policies, procedures, and standards that
guide the operation/management of a PMO as an organizational entity. This governance
includes a definition of reporting structures, decision-making authorities, accountability
measures, and paths of escalation. The PMO governance framework also establishes roles and
responsibilities within the PMO and delineates authority levels for different aspects of the PMO.
• Portfolio governance. Distinct from program and project management, portfolio governance
oversees the entire portfolio life cycle to maintain strategic alignment. Portfolio governance
focuses on the policies, procedures, and standards that govern the selection, prioritization,
and management of an organization’s collection of programs and projects, ensuring optimal
resource allocation and alignment with overall business strategy.
• Program governance. Program governance focuses on the policies, procedures, and standards
that oversee the coordination and management of related projects, ensuring the realization
of collective benefits and strategic objectives that exceed those achievable through individual
project management.
• Project governance. Project governance refers to the framework of policies, processes, and
decision-making structures that guide the planning, execution, and control of a single project.
Project governance establishes clear roles, responsibilities, and accountability measures to
ensure a project aligns with organizational objectives, meets stakeholder expectations, and
delivers intended outcomes within the defined constraints of scope, time, cost, and quality.

While the PMO often plays a role in portfolio, program, and project governance, PMO governance is
about how the PMO itself is structured and managed to support these other governance functions
effectively. The PMO might develop and enforce governance standards for portfolios, programs, and
projects, but PMO governance ensures the PMO has the proper structure and authority to perform
these functions effectively.
A PMO governance structure should include:

• PMO roles and responsibilities. Who does what within the PMO, and how do they interact with
the rest of the organization?
• PMO reporting lines. Who does the PMO report to within the organization? What are the
established channels and processes for the PMO to report its activities, progress, and issues?
• PMO decision-making processes. What decisions can be made at what level within the PMO?
When and how should decisions be escalated to higher authorities? How are stakeholders
involved in the decision-making process? How are decisions recorded and communicated?

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The PMO Structural Components 121
• PMO autonomy levels. What is the PMO’s level of autonomy and how are decisions made at
various levels?
• PMO accountability. How are the PMO and its team members held accountable for their actions
and decisions?
• PMO performance metrics. What are the KPIs established to measure the effectiveness and
efficiency of the PMO?
• PMO compliance. How will the PMO’s adherence to organizational policies, industry standards,
and ethical guidelines be ensured?
• Change management. How are changes to the way activities are conducted within the PMO
proposed? How should approved organizational changes be launched smoothly and effectively
communicated?
• Conflict resolution. How will disputes between PMO customers and other stakeholders be
resolved? How can these grievances be forwarded to higher authorities? How should third
parties participate in solving these complicated matters?
• PMO continuous improvement. How will the feedback loops be captured and how will lessons
learned be applied? How does PMO governance evolve as the PMO and organization mature?

Effective PMO governance is essential for the success and sustainability of a PMO. The governance
process provides the structure and guidelines necessary for the PMO to operate efficiently, make
decisions effectively, and deliver value to the organization. By clearly defining roles, responsibilities,
decision-making processes, and accountability measures, PMO governance can ensure that the PMO
can navigate complex organizational landscapes while aligning with strategic objectives.
Implementing robust PMO governance is an ongoing process that requires careful planning,
stakeholder engagement, and a willingness to adapt. As the PMO and organization evolve, so too
must the PMO governance framework. Regular reviews and refinement of governance measures
can help ensure that the PMO remains practical, relevant, and valuable to the organization and its
customers.
The PMO governance framework develops alongside the organization’s journey through this
framework. The governance framework begins as a simple proposal, built on the initial assumptions
outlined in the PMO charter. At this early stage, the framework is deliberately kept straightforward,
recognizing that much will be discovered and adjusted as the PMO grows and evolves.
As the PMO progresses, the framework naturally gains more clarity and detail. By engaging with
customers and understanding their needs, the PMO refines its services and obtains more accurate
information.
What starts as a basic outline gradually transforms into a comprehensive framework with clearly
assigned roles, decision-making processes, and accountability structures. This gradual evolution
ensures that the framework remains practical and aligned with the PMO’s ongoing development.

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122 Project Management Offices: A Practice Guide
Taking this step-by-step approach allows the PMO governance framework to stay flexible
and responsive to the organization’s changing needs. The PMO avoids the mistake of adding
unnecessary complexity too soon and instead grows in a way that reflects its current state and its
value contribution.

PMO Strategy: Charting the Course for Value Delivery

The PMO strategy is a comprehensive and dynamic plan that outlines how the PMO will deliver
value to its stakeholders over the short, medium, and long term. This strategy is a crucial element
that bridges the gap between the PMO mandate and its day-to-day operations, ensuring that the
PMO remains aligned with organizational goals while consistently meeting the evolving needs of
PMO customers.
Primarily, it is about creating a roadmap for value delivery. While this document provides
information on “what” to do, it does not show “how” to do it. The following are some of the critical
components of a typical PMO strategy:

• PMO vision and mission alignment. This alignment details how a broader, high-level vision
and mission statement, as defined in the PMO charter, can be operationalized over different
timeframes: short term, middle term, and long term. The vision and mission help PMO
professionals understand their direction by transforming these aims into practical choices
and measurable results. This effort links PMO performance objectives to the overall purpose,
ensuring alignment in every aspect of PMO operations.
• PMO alignment with organizational objectives. The PMO strategy outlines how the PMO
will continuously align its activities with broader organizational goals and strategies, ensuring
that the PMO remains a valuable strategic asset in the organization. These activities include
mechanisms for regularly reviewing and adjusting priorities based on shifting focus points
within the organization or through showing a direct impact on primary business targets by
projects through various means.
• PMO maturity and evolution roadmap. This component of the PMO strategy focuses on the
internal development of the PMO and project management capabilities within the organization.
The roadmap provides a step-by-step plan to improve organizational project management
practices and competencies.
• PMO value journey. This aspect of the PMO strategy is externally focused, mapping out
how the PMO’s value proposition to its customers will evolve. This component details the
progression of the PMO, outlining how it will continuously adapt its services to meet changing
business and customer needs. The value journey includes strategies to communicate a PMO’s
value, emphasizing how the PMO will shape customer perceptions of its value and become
indispensable to the organization’s success.
• PMO performance metrics and KPIs. The PMO charter’s high-level success metrics are
elaborated in the PMO strategy, which establishes detailed KPIs and performance metrics to

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The PMO Structural Components 123
 measure progress toward achieving the vision and mission. This component includes both
quantitative and qualitative measures of PMO effectiveness and value delivery, as well as a
system for regular reviews and refinement of these metrics to ensure they remain relevant and
aligned with organizational priorities.
• PMO customer engagement plan. The PMO strategy details how engagement with different
PMO customers will evolve to support realizing the vision and mission. This plan includes
strategies for managing expectations, building relationships, and ensuring continuous alignment
with customer needs. The plan outlines tailored approaches for different customer groups and
mechanisms for gathering and acting on customer feedback to drive continuous improvement.
• PMO resource and capability development. The PMO strategy specifies how resources
(human, financial, technological) and capabilities will be developed and utilized to achieve the
vision and fulfill the mission. This component includes training, hiring, technology adoption,
process improvement plans, resource allocation, and building a culture of continuous learning
and development within the PMO and across the organization.
• PMO risk management. The PMO strategy details how risks to achieving the PMO vision and
mission will be identified, assessed, managed, and mitigated over time, encompassing internal
PMO risks, broader organizational risks that could impact PMO effectiveness, and dangers related
to PMO customers’ perceptions of value. This effort includes developing strategies to proactively
address potential misalignments between PMO services and stakeholder expectations and
safeguarding the PMO’s relevance and perceived value within the organization.
• PMO service portfolio evolution. The PMO strategy defines how the PMO’s service offerings
will evolve to meet changing organizational needs and drive increasing value. This effort
includes developing a framework for regularly assessing the effectiveness of current services,
identifying emerging needs, and developing new capabilities to ensure the PMO remains at the
forefront of project management excellence.
• PMO communication and change management. The PMO strategy includes developing plans
for effectively communicating the PMO’s value proposition and managing the organizational
changes necessary for PMO success. This effort encompasses a comprehensive approach to
change management, including strategies for overcoming resistance, fostering buy-in at all
levels of the organization, and ensuring the smooth adoption of new processes and practices
introduced by the PMO.
• PMO continuous improvement. The PMO strategy establishes mechanisms for ongoing
evaluation and improvement of PMO practices, ensuring that the PMO contributes value and
remains relevant. This effort includes regular assessments of PMO performance, benchmarking
against industry practices, and a structured approach to implementing improvements based
on lessons learned and emerging practices in project management and organizational
effectiveness.
• Innovation and adaptation. The PMO strategy outlines how the PMO will foster innovation
in project management practices and adapt to emerging trends and technologies. This effort
includes creating plans for staying abreast of industry developments, experimenting with new
methodologies and tools, and cultivating a culture of innovation within the PMO.

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124 Project Management Offices: A Practice Guide
By addressing these components, the PMO strategy translates the high-level aspirations of
the PMO charter into concrete, measurable action plans, helping the PMO to remain aligned
with its core objectives while navigating the complexities and changes of the organizational
environment.
The PMO strategy should not be considered static; it requires frequent reviews and updates to
stay relevant amid organizational and environmental changes. Keeping the strategy dynamic is
essential for ensuring it continues to add value by aligning with the organization’s evolving needs.
These activities, usually conducted annually, allow proactive adjustments to be made, helping to
ensure the PMO remains an important asset within the organization. Customer involvement should
occur during these reviews, considering both internal and external factors affecting the PMO’s
performance.
The PMO strategy begins as a high-level outline based on initial assumptions and goals. As the PMO
engages with its customers, the strategy gains depth and specificity. This approach helps ensure
that the PMO strategy remains aligned with organizational objectives, responsive to PMO customers’
needs, and focused on delivering increasing value over time.
Several critical situations warrant a thorough review and potential update of the PMO strategy:

• PMO establishment and evolution. This work is performed during the initial PMO setup,
creating a foundational document. The document is then evolved upon reaching significant
maturity milestones to reflect higher sophistication and set new goals.
• Organizational changes. This review is performed during major restructuring to align with
new organizational designs. Reviews may also be performed when key customers change,
particularly at the executive level, or following shifts in overall organizational strategy.

• Project portfolio dynamics. This review is performed after any significant adjustments to the
project portfolio composition are made, as well as upon completion of any major programs or
projects to incorporate lessons learned.

• External environment shifts. Reviews may occur in response to significant market changes,
including industry trends and competitive pressures, and when facing new regulatory
requirements or economic conditions.

• Technological advancements. These reviews may occur upon the adoption of new project
management tools or methodologies or when implementing enterprise-wide systems or
emerging technologies (e.g., AI, blockchain).
• Customer feedback and performance reviews. These reviews may be performed in response
to substantial customer feedback about the PMO’s performance or value delivery. Reviews may
also be done as part of the annual strategic PMO planning cycle to ensure ongoing relevance
and effectiveness.

In essence, a well-crafted and regularly updated PMO strategy serves as a living roadmap, guiding
the PMO’s evolution, aligning its activities with organizational objectives, and ensuring its continued
relevance and value in the face of changing business landscapes and customer expectations.

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The PMO Structural Components 125
Looking Ahead to the Next Section
Building upon the structural components, the next component of the PMO Value Ring™ framework
shifts the focus toward customer experience. Delivering real value means prioritizing how PMOs
engage with and serve their customers.
The next section introduces the PMO customer experience cycle—a model that places the customer
at the heart of PMO activities. This cycle, from exploration to realization, offers a clear framework
for consistently meeting and exceeding customer expectations. By adopting this approach, PMO
professionals can help ensure their structural components are used effectively to create positive,
value-driven experiences.

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126 Project Management Offices: A Practice Guide
 12
The PMO Customer
Experience Cycle
Why This Section Matters to PMO Professionals
Understanding the PMO customer experience cycle is crucial for PMO professionals as it represents a
comprehensive approach to transforming the PMO into a strategic asset.
This section introduces a customer-centric framework that shifts the PMO’s focus from merely
executing projects to delivering tangible value to customers and stakeholders. By adopting this
cycle, PMO professionals can enhance their ability to meet evolving organizational needs, foster
stronger stakeholder relationships, and drive continuous improvement.
This cycle provides practical insights into each stage of the customer experience cycle, highlighting
how PMOs can adapt their services, measure success, and maintain strategic alignment. Embracing this
approach allows PMO professionals to elevate their PMOs from tactical support roles to pivotal drivers of
organizational success, ensuring they remain relevant, effective, and valued within their organizations.

From Concept to Value: The PMO Customer Experience Journey

The role of PMOs has transcended traditional boundaries, moving beyond mere oversight to
become a strategic driver of organizational success. At the core of this transformation lies the
PMO customer experience cycle, an approach that places the PMO’s customers at the center of its
operations (see Figure 12-1).
The PMO customer experience cycle embodies a customer-centric philosophy and represents a
paradigm shift in the PMO landscape. The cycle recognizes that the factual accuracy of a PMO’s
success lies not just in the efficient execution of an organization’s projects but in the tangible value
it delivers to its customers.
This cycle comprises five stages, and each one is carefully crafted to ensure that the PMO remains
attuned to the evolving needs of its customers, continuously adapts its services, and demonstrates
measurable impact and value.

• Exploration stage. This stage marks the beginning of the cycle, where the PMO engages
in profound discovery to understand the current landscape, customer needs, and potential
opportunities. The stage is characterized by educating customers about the PMO’s potential
value and actively listening to their needs and expectations. This exploration sets the
foundation for all subsequent stages by ensuring the PMO’s efforts are grounded in a thorough
understanding of its customers’ realities.

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The PMO Customer Experience Cycle 127
 Organizational Strategy

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Figure 12-1. PMO Customer Experience Cycle

• Design stage. The PMO leverages the insights from the exploration stage to develop a tailored
proposal that can deliver the expected outcomes. This creative stage involves collaborative
problem-solving, innovative thinking, and service design, with the goal of developing offerings
that meet current needs and anticipate future challenges and opportunities.
• Deployment stage. This stage brings the designed solutions to life. Deployment involves the
day-to-day operations of the PMO, ensuring a smooth implementation of planned services and
executing them in alignment with established service levels and goals. The PMO should navigate

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128 Project Management Offices: A Practice Guide
 operational complexities in this stage, integrating new services and processes effectively within
the organization.
• Enhancement stage. This stage is about continuous improvement, driven by performance
metrics, feedback loops, service maturity improvement, and agile adaptations. In this stage, the
PMO works on increasing service maturity by consistently refining its offerings and learning from
both successes and setbacks to enhance the value delivered.
• Realization stage. This stage focuses on measuring the outcomes of PMO services,
demonstrating the PMO’s value, and ensuring PMO customer expectations are met. This stage
emphasizes the recognition and appreciation of the value generated by the PMO, validating its
contributions to the organization.

The Iterative Power of the Cycle

What makes the PMO customer experience cycle powerful is its iterative nature. It is not a linear
process with a definitive end but a continuous loop of improvement and value creation. Each
revolution of the cycle builds upon the learnings and achievements of the previous one, driving a
spiral of increasing value and organizational impact.
The cycle is a dynamic and fluid process that operates as a continuous, interconnected system rather
than a rigid, linear sequence. This concept is fundamental to understanding the PMO customer
experience cycle’s effectiveness and its ability to drive ongoing value creation.
The PMO customer experience cycle is designed to be perpetually moving. While the stages—
exploration, design, deployment, enhancement, and realization—follow a logical sequence, they
do not operate in isolation or come to a complete halt before the next stage begins. Instead, they
overlap and intertwine, creating a seamless activity and value-generation flow.
In essence, the dynamic nature of the PMO customer experience cycle transforms the PMO
from a reactive support function into a proactive value creator. The cycle enables the PMO to
simultaneously manage current needs, anticipate future requirements, and continuously evolve its
offerings to maximize the value it delivers to the organization.
Each stage of the PMO customer experience cycle is detailed in this section, showing how PMO
professionals can leverage it to elevate their PMO’s strategic relevance, demonstrate tangible value,
and become indispensable partners in driving organizational success.

The Exploration Stage: Laying the Foundation for Organization’s

Evolution
The exploration stage is the crucial first step in the PMO customer experience cycle, setting the
foundation for all subsequent stages. This stage is characterized by a dual focus: understanding the
present and preparing for the future, which involves thorough discovery, active engagement, and
strategic preparation.

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The PMO Customer Experience Cycle 129
The exploration stage focuses on educating and nurturing PMO customers to recognize potential
value that they may not yet be aware of due to varying levels of project management maturity.
Exploration also involves identifying the current needs of PMO customers, setting the groundwork
for developing a compelling value proposition for the PMO.
In this stage, the PMO takes on the roles of educator and investigator, fostering an environment
where more advanced project management practices can be established while uncovering current
customer needs. The objectives of the exploration stage include:

• Understanding the current landscape. Assess the organization’s project management

environment by analyzing existing processes, tools, methodologies, and data on project success
rates, challenges, and inefficiencies.
• Educating and nurturing customers. Elevate the organization’s project management literacy
through workshops, seminars, and targeted communications, preparing customers to recognize
and appreciate more sophisticated PMO offerings in the future.
• Identifying customer needs. Engage with PMO customers to understand their perspectives,
challenges, and aspirations. Identify both explicit and implicit needs to inform future PMO
offerings. Discover specific pain points and challenges that PMO customers face, providing a
foundation for tailored solutions.
• Building relationships and trust. Establish strong relationships and build trust with PMO
customers, from C-suite executives to project team members.
• Sowing the seeds of value proposition. Begin formulating the PMO’s value proposition by
identifying how it will add tangible value to the organization, guiding the development of PMO
services and solutions in subsequent stages.

At its core, the exploration stage is about discovery. PMO professionals engage with PMO
customers—from C-suite executives to project team members—to build relationships, establish
trust, and understand their perspectives, challenges, and aspirations. These interactions are not
just about gathering information but about laying the groundwork for future collaborations and
demonstrating the PMO’s commitment to adding value.
A unique and crucial aspect of the exploration stage is its educational component. Recognizing that
the value of a PMO may not be immediately apparent to all customers, especially in organizations
with lower project management maturity, this stage includes efforts to educate and nurture PMO
customers. Through workshops, seminars, and targeted communications, the PMO begins to elevate
the organization’s project management maturity, preparing current or potential customers to
recognize and appreciate more sophisticated PMO offerings in the future.
The exploration stage is also where the seeds of the PMO’s value proposition are sown. By
identifying pain points, understanding customer needs (both explicit and implicit), and aligning
with organizational strategy, the PMO begins to formulate how it will add tangible value to the
organization. This emerging value proposition will guide the development of PMO services and
solutions in subsequent PMO customer experience cycle stages.

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130 Project Management Offices: A Practice Guide
Notably, the exploration stage is not a one-time event but the beginning of an ongoing process.
While this stage marks the start of the PMO customer experience cycle, the spirit of exploration—
discovery and continuous learning—should persist throughout the cycle.
This stage is not just about gathering information; it is about building relationships, establishing
credibility, and nurturing an environment where the PMO’s value can be fully recognized and
appreciated. The insights and connections made during this stage will inform all subsequent cycle
phases, ensuring that the PMO’s efforts are well aligned with organizational needs and poised to
deliver maximum value.

The Design Stage: Crafting the PMO’s Value Blueprint

Following the exploration stage of the PMO customer experience cycle is the crucial design stage.
This pivotal stage transforms insights and understanding gleaned from exploration into a strategic
blueprint for action. The design stage is where the PMO’s potential value to the organization
begins to take tangible form, setting the foundation for all subsequent implementation and
operation stages.
The PMO’s vision focuses on the design stage, laying the groundwork for transformative change in
the organization’s project management practices. Design is a stage of creativity, strategic thinking,
and careful planning that will shape the PMO’s impact for years.
This stage is characterized by its emphasis on strategic alignment. The PMO should ensure
that its proposed value and services are not just addressing immediate customers’ needs but
are also closely aligned with the organization’s overarching goals and strategic direction. This
alignment is crucial for gaining executive support and ensuring the PMO’s long-term relevance
and success.
At its core, the design stage is about crafting a compelling value proposition, articulating how the
PMO will drive meaningful change and deliver tangible benefits to its customers and the broader
organization.
A key output of the design stage is the definition of the PMO’s portfolio of services. Selecting the
right mix of services is critical, as it will shape the PMO’s ability to deliver on promises of outcomes
and drive value generation for its customers.
The design stage also involves creating a roadmap for the implementation and evolution of the
PMO. This roadmap provides a strategic view of how the PMO will roll out its services, build its
capabilities, and gradually increase its impact on the organization over time. This stage considers
the organization’s current project management maturity, resource constraints, and the need to
demonstrate early wins while planning for long-term, sustainable improvements.
Throughout this stage, customer engagement remains crucial. The design process should involve
key customers to ensure the proposed PMO strategy and services resonate with their needs and
expectations. This collaborative approach leads to better design outcomes and helps build buy-in
and support for the PMO’s future initiatives.

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The PMO Customer Experience Cycle 131
It is important to note that the design stage is not about creating a rigid, unchangeable PMO value
proposition and portfolio of services. Instead, this stage is about developing a flexible proposal
that can adapt to changing organizational needs and customer expectations. The PMO value
proposition and service portfolio outlined in this stage should be viewed as living elements, subject
to refinement and adjustment as the PMO gains experience and the organization’s needs evolve.
The design stage incorporates several essential activities such as crafting a compelling PMO value
proposition, developing a strategic service portfolio, and considering challenges the PMO may face
during this crucial phase. The outcomes of this stage set the stage for successful implementation
and value delivery in the subsequent stages of the PMO customer experience cycle. The design
stage’s objectives include:

• Formulating the PMO value proposition. Develop a clear, compelling PMO value proposition
that addresses the evolving needs and value perceptions of customers, delivering measurable
benefits such as enhanced efficiency, project alignment, and improved resource utilization.
• Developing a portfolio of PMO services. Outline a portfolio of services based on the value
proposition, identifying types that address needs and support the value proposition without
defining details.
• Detailing PMO services. Define all necessary details for the implementation of each service,
establishing processes, responsibilities, involved resources, performance indicators, agreed-upon
service levels with customers, and established goals.
• Creating a high-level roadmap. Conclude with a roadmap for implementing the PMO and its
services, balancing quick wins with long-term improvements in project management practices,
while also considering customer needs, value delivery, and value perception.

As the PMO moves from design to the next stage, it carries a clear vision of how it will add value
to the organization, a strategic outline of the services it will offer to deliver on this vision, and a
roadmap for bringing this vision to life. These elements provide the foundation for the next stages
in the PMO customer experience cycle, where the focus will shift to operations and performance
measurement.

The Deployment Stage: Bringing the PMO Vision to Life

Following the design stage is the dynamic and transformative deployment stage of the PMO
customer experience cycle. This critical phase is where carefully crafted plans and value propositions
materialize into tangible actions and services. The deployment stage is where the tangible work
begins—where the PMO’s potential value to the organization becomes a reality. This stage ensures
that the PMO’s services are available and effectively integrated into the organization’s fabric,
delivering tangible value from the outset.
In the deployment stage, the PMO’s impact begins to be felt across the organization. Deployment
is a stage of action, learning, and transformation that sets the tone for the PMO’s long-term
effectiveness and value delivery. Successfully navigating this stage is crucial for establishing

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132 Project Management Offices: A Practice Guide
the PMO as an indispensable asset in driving project management excellence and supporting
organizational success. The deployment stage’s objectives include:

• Building infrastructure. Establish the tools, technologies, and infrastructure to support PMO
operations.
• Allocating resources. Effectively allocate and manage the resources required to deploy PMO
services.
• Implementing services. Introduce the designed PMO services and processes across the
organization.
• Engaging PMO customers. Maintain active communication and engagement with customers
throughout the deployment process.
• Onboarding customers. Prepare and educate PMO customers about the newly introduced
services and processes.
• Mitigating risks. Identify and address potential risks and challenges during the deployment
phase.
• Managing change. Manage the transition and address resistance to new PMO practices and
processes.
• Planning scalability. Prepare for scaling PMO services as adoption increases and organizational
needs evolve.

Success in this stage sets the foundation for long-term PMO effectiveness and prepares the way
for continuous improvement and value delivery in the subsequent stages of the PMO customer
experience cycle.

The Enhancement Stage: Elevating PMO Performance and Maturity

Following the deployment stage of the PMO customer experience cycle is the critical enhancement
stage. This phase represents a pivotal moment in the PMO’s journey, when the focus shifts from
implementation to optimization and growth.
The enhancement stage is where the PMO, based on its performance measurements, begins to
refine its value proposition, advance its services, and establish itself as an essential asset to its
customers. A key aspect of this stage is its cyclical nature—it is not a one-time event but an ongoing
process of learning, adaptation, and growth. This continuous improvement approach helps ensure
that the PMO remains agile and responsive to the organization’s evolving needs.
The enhancement stage is characterized by a dual focus: measuring and improving the performance
of PMO services and assessing and advancing the overall maturity of the PMO. This stage is crucial
for continuously increasing the likelihood of delivering desired outcomes through ever-more-
efficient services.

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The PMO Customer Experience Cycle 133
Insights gained from these measurement and assessment activities drive the development
of targeted action plans for improvement. These plans go beyond addressing deficiencies;
they strategically enhance the PMO’s capabilities to deliver greater value to the organization.
This enhancement may involve refining existing services, introducing new offerings, upgrading
tools and technologies, or developing the skills of PMO staff.
The enhancement stage’s objectives include:

• Measuring service performance. Establish and implement systems to measure the

performance of PMO services.
• Assessing service maturity. Conduct comprehensive assessments of the PMO’s maturity level.
Identify gaps between current maturity and desired levels.
• Planning improvement. Develop targeted action plans to address identified gaps and enhance
PMO capabilities.
• Refining services. Continuously refine and improve existing PMO services based on
performance data and feedback.
• Developing capabilities. Enhance the skills and competencies of PMO staff and project
managers.
• Fostering innovation. Encourage and implement innovative approaches to improve efficiency
and generate value.

The enhancement stage is crucial for ensuring that the PMO remains relevant, effective, and
aligned with organizational needs over time. The PMO can continuously improve its services by
systematically measuring performance, assessing and developing maturity, and implementing
targeted improvements. This stage transforms the PMO from a static entity into a dynamic, evolving
force that drives ongoing project management excellence and organizational success.

The Realization Stage: Solidifying PMO Value and Preparing for

Future Growth
The realization stage of the PMO customer experience cycle is a critical phase that demonstrates
the PMO’s current value and sets the stage for its future evolution. In this pivotal stage, the PMO’s
impact on the organization comes into sharp focus, deepening relationships with its customers and
preparing the groundwork for a new cycle of increased value delivery.
Realization is dedicated to quantifying and demonstrating the tangible benefits that the PMO has
delivered to the organization, ensuring value recognition by the PMO customers. This effort involves
measuring the actual outcomes of PMO services against the PMO customer needs and expectations
established in earlier stages. Additionally, this stage focuses on understanding and assessing how
PMO customers and stakeholders perceive the value provided by the PMO.
The power of the realization stage is its creation of a comprehensive picture of PMO value and
impact that combines tangible outcome measurements with customer perceptions. This stage

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134 Project Management Offices: A Practice Guide
is potent in deepening the PMO’s customer relationship. As tangible benefits are demonstrated
and positive perceptions reinforced, the PMO strengthens its position as a trusted partner in
organizational success.
Moreover, the realization stage is a culmination and a springboard for future growth. This
stage marks the beginning of a new cycle in the PMO’s evolution, initiating an upward spiral of
increasing value. The insights gained during this stage from measurable outcomes and customer
feedback inform the PMO’s future strategies, allowing it to refine its services, target new areas for
improvement, and align even more closely with evolving customer needs.
This cyclical nature of the realization stage helps ensure that the PMO remains dynamic and
responsive. Each cycle builds upon the last, with the PMO continuously enhancing its capabilities,
expanding its influence, and delivering enhanced value to the organization. It transforms the PMO
from a static entity into a learning organization, constantly adapting and growing in response to
successes and challenges.
The realization phase assists PMOs in strengthening their strategic position, securing resources for
future initiatives, and setting the stage for an even more significant impact in subsequent cycle
iterations. The realization stage’s objectives include:

• Measuring value delivery. Quantify and demonstrate the tangible outcomes and benefits
delivered by the PMO.

• Assessing customer perception. Measure and analyze how PMO customers perceive the value
of PMO services.

• Documenting success stories. Capture and communicate success stories and case studies
demonstrating PMO value.

• Reporting value performance. Develop and deliver comprehensive reports on PMO value
creation. Effectively communicate the PMO’s value proposition and achievements to all levels of
the organization.

• Planning future value. Identify opportunities for the PMO to deliver increased value in future
cycles.

• Deepening customer relationships. Strengthen relationships with PMO customers based on

demonstrated value.

The realization stage is where the PMO’s journey comes full circle, demonstrating the tangible
and perceived value it brings to its customers and the organization. By effectively measuring and
communicating concrete outcomes and customer perceptions, the PMO can solidify its position as
an invaluable partner for its customers.
This phase provides the evidence and narrative needed to secure ongoing support, resources, and
strategic influence, ensuring that the PMO continues to play a pivotal role in driving organizational
success. Ultimately, a well-executed realization stage transforms the PMO from a cost center into a
recognized value driver within the organization.

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The PMO Customer Experience Cycle 135
Looking Ahead to the Next Section
The PMO customer experience cycle is a model that helps PMO professionals to create value-driven,
customer-centric operations for their PMOs. To bring this cycle to life, a practical tool is needed to
translate its stages into actionable steps.
The next section introduces the value-generating PMO flywheel, a dynamic model that
operationalizes the PMO customer experience cycle. Borrowed from business philosophy, the
flywheel demonstrates how sustained, incremental efforts can create a self-reinforcing loop of
success for PMOs. By implementing this model, PMO professionals can ensure consistent value
delivery and build momentum for continuous improvement. This powerful concept and how it can
propel PMO success will be explained in Part 3.

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136 Project Management Offices: A Practice Guide
 Part 3
Exploring the
Value-Generating
PMO Flywheel

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 13

Flywheel Overview
Why This Section Matters to PMO Professionals
This section introduces an innovative model that shifts the PMO’s role from a traditional, process-
centric approach to a dynamic, customer-focused entity that drives continuous improvement and
tangible value creation.
The value-generating PMO flywheel breaks down the PMO customer experience cycle into
10 actionable steps, providing a clear roadmap for PMO professionals to follow. By doing so, the
flywheel emphasizes the importance of customer centricity and value generation. Each step of the
flywheel builds momentum, creating a self-reinforcing loop that enhances the PMO’s impact and
efficiency over time.
PMO professionals can learn how to create awareness about the value of the PMO, identify
customer needs, develop a compelling value proposition, design tailored services, manage service
deployment, measure service efficiency, enhance PMO service maturity, assess PMO value delivery,
and ensure that PMO customers recognize its value. This section delves into the intricacies of each
step, offering guidance on how to design, operate, and improve a PMO that not only meets—but
exceeds—customer expectations.
Embracing the value-generating PMO flywheel can help ensure that a PMO remains agile, relevant,
and strategically aligned with organizational goals. The flywheel steps help position the PMO as a
vital asset, capable of driving organizational success through a relentless focus on delivering value.
This section is crucial for any PMO professional looking to elevate their PMO’s strategic importance
and demonstrate its indispensable role in the organization.

Unleashing the Potential of PMOs With the Flywheel Model

The value-generating PMO flywheel represents a groundbreaking approach to PMO management,
designed to drive continuous and effective value to PMO customers and organizations. This
innovative model reimagines the PMO as a dynamic, customer-centric entity capable of adapting to
evolving business needs while consistently demonstrating its strategic worth.

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Flywheel Overview 139
At its core, the value-generating PMO flywheel provides actionable steps for an effective
implementation of the PMO Value Ring™ framework’s PMO customer experience cycle. The flywheel
breaks down each of the cycle’s five stages into 10 actionable steps, not only providing PMO
professionals with a clear roadmap for success but also emphasizing the interconnected and self-
reinforcing nature of value creation in project management (see Figure 13-1).

Organizational Strategy

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Industry-Specific Profile

Figure 13-1. Value-Generating PMO Flywheel Model

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140 Project Management Offices: A Practice Guide
The intricacies of the value-generating PMO flywheel model can help transform PMOs from process-
oriented bureaucracies into agile, value-driven, customer-centric partners in organizational success.

The Value-Generating PMO Flywheel Dynamics

The term “flywheel” in this context is borrowed from Jim Collins’ business philosophy, as outlined
in his book Good to Great. In mechanical terms, a flywheel is a heavy wheel that requires significant
effort to start spinning but, once in motion, continues to rotate with its own momentum. In
business, the flywheel effect refers to the idea that sustained, incremental efforts can create a self-
reinforcing loop of success.
Applied to PMOs, the flywheel concept suggests that as the PMO consistently delivers value
and meets customer needs, it builds momentum. Each successful iteration of the PMO customer
experience cycle makes the next one easier and more impactful, creating a virtuous circle of
improvement and value generation.
The value-generating PMO flywheel is not a linear process but a dynamic, interconnected
system of continuous improvement and value creation. Unlike traditional models that progress
sequentially from one stage to the next, this cycle operates as a multifaceted, ever-moving
mechanism. The flywheel is designed to keep the PMO in a constant state of adaptation,
innovation, and value delivery, ensuring that it remains a relevant and indispensable asset to the
organization.
This approach allows the PMO to simultaneously address various customer needs, develop
tailored solutions, manage multiple services at different stages of maturity, measure its efficiency,
continuously refine its offerings, and deliver and demonstrate effective value for its customers.
Imagine the cycle as a series of gears in constant motion. As one gear (step) turns, it engages
the next while continuing its rotation. This means that the PMO is likely involved in activities
across multiple cycle stages simultaneously at any given moment. For example, while the PMO
is onboarding and delivering a new service (service onboard and service operation steps), it may
already be gathering feedback and improving (service performance and service maturation steps)
on other services previously implemented.
Simultaneously, the PMO can assess emerging needs (needs assessment step) in various
organizational sectors while evaluating customers’ perceived value of specific services (value
recognition step).
This multifaceted approach allows the PMO to be highly responsive and adaptable. The flywheel
model can help address the needs of different customers at various stages of their journeys, manage
multiple services at different maturity levels, and continuously measure and improve its offerings.
The cycle’s dynamic nature also means that learnings and insights from one step can immediately
inform and influence activities in other steps. For instance, insights gathered during the value
recognition step about customers’ perceived benefits can immediately inform the service
development step, potentially triggering the redesign of an existing PMO service.

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Flywheel Overview 141
Furthermore, this approach allows the PMO to maintain multiple touchpoints with its
customers. It is not a matter of engaging with a customer once and then moving on; instead, it
is about maintaining an ongoing dialogue, continually assessing needs, and refining the PMO
value proposition. This continual activity across all stages can ensure that the PMO remains
agile and responsive to changing organizational needs, preventing it from becoming static or
outdated.

The 10 Steps of the Value-Generating PMO Flywheel

The value-generating PMO flywheel is intrinsically linked to the PMO customer experience cycle.
While the cycle provides a high-level framework for customer-centric PMOs, the flywheel breaks this
down into actionable steps.
The five stages of the PMO customer experience cycle—exploration, design, deployment,
enhancement, and realization—each correspond to two steps in the flywheel, resulting in a
10-step process. This breakdown not only makes the cycle more practical but also emphasizes the
continuous nature of the process. As the PMO completes one full rotation of the flywheel, it does
not stop but continues into the next cycle, building on previous successes and learnings.
Each step of the flywheel consists of the following:

Exploration Stage

• Step 1—Awareness building. This initial step involves making potential customers aware of the
PMO’s existence and capabilities. This step is about creating visibility for the PMO and its value
within the organization and educating potential and current customers about how the PMO can
support their work and generate value.
• Step 2—Needs assessment. At this step, the PMO engages in deep discovery to understand
the current landscape, customer needs, and potential opportunities. This effort involves active
listening, data gathering, and insightful analysis.

Design Stage

• Step 3—Value proposition. Based on the insights gathered, the PMO crafts a clear value
proposition for its services. This step involves articulating how the PMO will meet identified
needs, deliver expected outcomes and benefits to its customers, and generate value for the
organization.
• Step 4—Service development. This step involves creating, refining, or redesigning PMO
services in comprehensive detail. It is a creative process that requires innovative thinking and
collaborative problem-solving.

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142 Project Management Offices: A Practice Guide
Deployment Stage

• Step 5—Service onboarding. This step focuses on introducing new or improved services to
PMO customers. The effort involves change management, training, and ensuring the smooth
adoption of PMO offerings.
• Step 6—Service operation. At this step, the PMO delivers its services, managing day-to-day
operations and ensuring consistent quality and efficiency in service delivery.

Enhancement Stage

• Step 7—Service monitoring. This step involves monitoring and measuring the performance of
PMO services. The work involves collecting data and feedback to understand how well services
are being delivered and whether agreed-upon efficiency goals are being met.
• Step 8—Service improvement. Based on a comprehensive PMO service maturity assessment, in
this stage the PMO identifies opportunities for improvement and enhances its services. This step
is about continuous improvement, adaptation, and service maturity evolution.

Realization Stage

• Step 9—Value delivery. This step focuses on measuring the promised value to customers
through the expected outcomes. This stage ensures that PMO services are making a tangible,
positive impact on PMO customers’ needs and organizational success. The step involves
assessing, measuring, and communicating the value created by the PMO.
• Step 10—Value recognition. The final step is crucial for ensuring that PMO customers and the
broader organization recognize and appreciate the PMO’s contributions. By continually assessing
and measuring the customers’ perceptions of value, the PMO can demonstrate its ongoing
relevance and impact, fostering stronger support and alignment with organizational goals and
providing the momentum to initiate a new cycle in the PMO’s growth and evolution journey.

The Importance of the Value-Generating PMO Flywheel

The value-generating PMO flywheel is more than just a process model; it is a paradigm shift in how
PMOs operate and demonstrate their worth. The main reasons for its importance include:

• Customer centricity. By focusing on customer needs and experiences, the flywheel helps ensure
that the PMO remains relevant and valuable to its users.
• Value creation. The flywheel, with explicit steps for value delivery and recognition, helps PMOs
move beyond process management to genuine value generation.

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Flywheel Overview 143
• Momentum building. As the flywheel gains speed, the PMO’s impact and efficiency increase,
creating a self-reinforcing cycle of success.
• Adaptability. The model’s emphasis on continuous assessment and improvement allows PMOs
to adapt quickly to changing organizational needs.
• Continuous improvement. The cyclical nature of the flywheel encourages ongoing refinement
and adaptation of PMO services.

The value-generating PMO flywheel represents a significant evolution in PMO operations. By

breaking down the PMO customer experience cycle into actionable steps and emphasizing
continuous improvement and value creation, this model offers a path for PMOs to become true
strategic partners in organizational success.
By embracing the value-generating PMO flywheel, PMOs can transform from cost centers into
value drivers, from process enforcers into success enablers, and from administrative overhead
into indispensable partners in organizational achievement. This model offers a roadmap for PMO
evolution, ensuring that these crucial organizational entities remain relevant, impactful, and valued
in an ever-changing business landscape.

Looking Ahead to the Next Section

This section provided an overview of the value-generating PMO flywheel, exploring how this model
can foster continuous improvement and value creation within PMOs.
The next section shifts to a detailed examination of each step in the flywheel, beginning with
awareness building. This essential first step establishes the foundation for all PMO activities by
making potential customers aware of the PMO’s role, capabilities, and value. The following section
explores strategies for effectively communicating the PMO’s purpose, setting up regular stakeholder
touchpoints, and educating the organization about the value the PMO brings. Implementing this
step can enable PMO professionals to create a supportive environment for their initiatives, laying
the groundwork for successful value delivery.

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144 Project Management Offices: A Practice Guide
 14

Step 1: Awareness Building

Why This Section Matters to PMO Professionals
Awareness building is the crucial first step in the value-generating PMO flywheel, laying the
foundation for all subsequent steps. This step equips PMO professionals with the strategies and
tools needed to build and sustain awareness, helping to ensure the PMO’s long-term success and
strategic importance within the organization.
For PMO professionals, mastering the awareness building phase is essential as it helps shape
perceptions, manage expectations, and position the PMO as a key strategic partner. Effective
awareness building can ensure that customers understand how the PMO supports their work and
drives project success and organizational efficiency.
This understanding is critical for any PMO professional to gain buy-in, foster collaboration, and
ensure that the PMO’s initiatives are welcomed and supported.

Awareness Building Step at a Glance

Awareness building in the value-generating PMO flywheel is a critical and ongoing process that
establishes the PMO’s presence, capabilities, and value within an organization (see Figure 14-1).
This foundational step goes beyond simply announcing the PMO’s existence; it strategically
communicates how the PMO can support various organizational functions and contribute to
overall success.
This step lays the foundation for all subsequent value-generation efforts. By effectively building
awareness, the PMO can more easily identify customer needs and implement its services and
initiatives. This step also plays a crucial role in shaping perceptions, positioning the PMO as a
strategic partner, and managing expectations.
Awareness building facilitates the creation of a supportive environment where customers not only
recognize but also value the PMO’s contributions. This engagement is crucial for the successful
adoption of PMO services and for gaining buy-in for future initiatives. This effort encourages
collaboration and fosters a culture of project management excellence.

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Step 1: Awareness Building 145
 Value Awareness
Recognition Building

Value Needs
Delivery Assessment
10 1
9 2
Service
8
PMO 3
Value
Improvement Proposition
Customer
7 4
Service 6 5 Service
Monitoring Development

Service Service
Operation Onboarding

Figure 14-1. Awareness Building Step in the PMO Flywheel

Effective awareness building can ensure that the PMO is seen as an indispensable resource for
driving project success and organizational efficiency. The step enables the PMO to become a
catalyst for positive change and a key player in achieving strategic goals. It is important to recognize
that awareness building is not a one-time event but a continuous process that requires ongoing
effort and adjustments based on continuous feedback. This process can help maintain visibility and
relevance as the organization evolves throughout the PMO’s life cycle.
A continuous focus on awareness is critical in laying the groundwork for the PMO’s long-term
success. This focus on success helps ensure that potential customers understand and appreciate the
benefits of engaging with PMO services.

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146 Project Management Offices: A Practice Guide
Implementing the Awareness-Building Step
1. Identifying Potential PMO Customers
• Organizational structure mapping. Start by analyzing the organizational structure and
identifying key departments, teams, and individuals involved in project-related activities.
Consider various roles such as executives, project managers, team leads, and functional
managers. Assess each potential customer’s current challenges, their level of influence on
PMO adoption, and their potential impact on organizational project success.
• Strategic segmentation. Segment these potential customers based on multiple factors,
such as their project management maturity, specific needs, pain points, and level of potential
engagement with the PMO. This segmentation allows for more targeted and effective
awareness-building efforts later on.
• Organizational power dynamics. Understanding the organization’s power dynamics and
decision-making processes is crucial. Identify key influencers and decision-makers who can
champion PMO initiatives. This knowledge helps in prioritizing outreach efforts and tailoring
messages to resonate with different stakeholder groups.
• Developing customer personas. Create detailed, outcome-based customer personas
for each major segment, outlining their characteristics, needs, preferences, and potential
objections to the PMO. These personas can guide the development of targeted awareness
strategies.
• Customer prioritization. Prioritize the identified PMO customer groups based on their
potential impact on PMO success and the organization’s strategic goals. This prioritization
helps focus initial awareness efforts where they can have the most significant impact.

2. Establishing Regular Touchpoints

• Audience tailoring. Map out customer groups’ preferred communication channels through
surveys or interviews. Understand how they each like to receive information and their
preferred frequency. Craft clear, concise messages that convey the PMO’s purpose, services,
and value. Tailor these messages to different audience segments based on their needs,
interests, and project management maturity.
• Communication channels. Choose communication channels based on the organization’s
culture, customer group preferences, and the nature of the information. Develop a mix of
methods, such as monthly email newsletters for updates, weekly intranet posts for tips and
highlights, quarterly town hall meetings for discussions and feedback, and annual reports for
comprehensive reviews of PMO impact.
• Content strategy. Develop a content strategy with a mix of informative and engaging content
about PMO services. Include success stories, infographics, short videos, and regular updates on
PMO achievements. Address the “What is in it for me?” question for each customer group.

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Step 1: Awareness Building 147
 • Content calendar. Create a content calendar detailing topics, frequency, and channels to
ensure a balanced mix and avoid repetition. Establish a reliable cadence for each type of
communication. Consistency is key, and customers should know when to expect different
types of updates from the PMO.
• Interactive communication. Incorporate mechanisms for two-way communication in
touchpoints. This communication could include Q&A sessions in town halls, feedback forms
in newsletters, or regular “office hours” where customers can quickly visit to discuss PMO-
related matters.
• Flexible information. Consider creating tiered communication levels, allowing customers
to opt in to different frequencies or depths of information based on their interests and
needs. For instance, project managers might opt for more detailed, frequent updates, while
executives might prefer higher-level quarterly summaries.
• Tech integration. Use technology to support your touchpoint strategy. This technology
use might involve setting up automated email campaigns, leveraging collaboration
platforms for real-time updates, or using project management software to share PMO
dashboards.
• Track effectiveness. Regularly review the effectiveness of touchpoints by tracking metrics
like email open rates, event attendance, and intranet post engagement. Use this data to
refine the approach and be prepared to adjust the strategy based on organizational changes
or feedback. Maintain consistency but remain flexible.
• Informal engagements. Do not underestimate the value of informal touchpoints. Encourage
PMO team members to engage in casual conversations about PMO activities, attend cross-
departmental meetings, or participate in company social events to build relationships and
maintain visibility beyond formal communications.

3. Educating Customers About PMO Value

• Educational library. Develop a library of educational materials tailored to different
audience segments. This library might include executive summaries for senior leadership,
detailed service catalogs for project managers, and quick-reference guides for team
members. Ensure that all materials are written in clear, jargon-free language that resonates
with each audience.
• Accessible training. Develop a series of sessions or workshops to provide an overview of the
PMO’s purpose, explain key project management concepts, and demonstrate how the PMO
can support different roles within the organization through its services. Offer these sessions
regularly and make them easily accessible, perhaps through a mix of in-person and virtual
formats.
• Success stories. Compile a collection of success stories and case studies that illustrate the
PMO’s impact. These should be specific, data-driven, and relatable to the organization.
Include a mix of quick wins and long-term successes to show both immediate and sustained
value.

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148 Project Management Offices: A Practice Guide
 • Peer advocacy. Establish a “PMO ambassador” program, where satisfied customers from
different parts of the organization can share their experiences and the benefits they have
realized from working with the PMO. Peer advocacy can be a powerful tool for building
credibility and trust.
• Benefit highlights. Develop a series of targeted “value campaigns” that focus on specific
benefits or services. For example, consider running a campaign on how the PMO improves
resource allocation, followed by one on risk management benefits. This strategy allows for
in-depth exploration of different value areas over time.
• PMO portal. Set up a PMO portal or knowledge base where customers can access
information about PMO services, accepted practices, templates, and tools. Ensure this
resource is user friendly, regularly updated, and promoted across the organization.

4. Measuring Effectiveness
• Key performance metrics. Start by establishing a comprehensive set of metrics that cover
various aspects of awareness effectiveness. Implement tools and systems to collect data for these
metrics. A set of key quantitative and qualitative measures that might be considered include:
ƒ Reach. Track the number of current or potential customers exposed to PMO
communications through various channels.
ƒ Engagement. Measure levels of interaction with PMO content such as email open rates,
click-through rates, or attendance at PMO events.
ƒ Awareness levels. Conduct regular surveys to gauge customers’ familiarity with PMO
services and value proposition.
ƒ Inquiries. Monitor the number and nature of requests for information about PMO services.
ƒ Participation. Track attendance and engagement in PMO workshops, training sessions, or
other events.
ƒ Service uptake. Measure increases in utilization of PMO services following awareness
campaigns.
ƒ Feedback quality. Analyze the nature of customer comments and questions to assess
their understanding and perception of PMO value.

5. Continuous Improvement of Awareness Efforts

• Awareness impact. Share the measurement results with key customers, including PMO
team members and organizational leadership. Use these results to demonstrate the value of
awareness efforts and to secure ongoing support for PMO initiatives.
• Continuous improvement. Review the results of the measurements regularly to identify
areas for improvement. Look for trends, patterns, or anomalies that might suggest
opportunities to enhance the awareness approach.
• Benchmarking. Regularly benchmark awareness activities against industry practices and
other successful PMOs. This external perspective can provide valuable insights and ideas for
keeping the awareness approach fresh and effective.

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Step 1: Awareness Building 149
Actionable Self-Assessment: Gauge the Effectiveness of
PMO Awareness Building
The following self-assessment is designed to help PMO professionals evaluate how effectively they
are building and maintaining awareness of the PMO’s value within the organization. By focusing on
mapping customer needs, establishing regular touchpoints, educating customers, and measuring
the impact of awareness efforts, PMO professionals can drive greater engagement and support
for their services. The assessment emphasizes continuous improvement to keep the PMO visible,
relevant, and strategically aligned with organizational goals.
Instructions: Rate the PMO’s performance in each area on a scale of 1–5, where:
1 = Not at all/ineffective
2 = Rarely/poor
3 = Sometimes/average
4 = Often/good
5 = Always/excellent

Section 1: Identifying Potential PMO Customers

Question Rating
a) We have a comprehensive map of all potential PMO customers across the
organization.
b) We have created detailed customer personas for our key PMO customer groups.
c) We have segmented our potential PMO customers based on their project
management maturity and specific needs.
d) We understand the power dynamics within the organization and have identified
key decision-makers and influencers.
e) We understand the major needs and pain points of each major customer segment.
Subtotal

Section 2: Establishing Regular Touchpoints

Question Rating
a) We have a documented communication strategy tailored to different customer
groups.
b) We have identified the preferred communication channels of different customer
groups through surveys or interviews.
c) We maintain a consistent cadence of communication across various channels
(e.g., newsletters, meetings, intranet).
d) Our content strategy includes success stories, infographics, and regular updates
on PMO achievements.
e) We regularly track and analyze the effectiveness of our communication efforts.
Subtotal

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150 Project Management Offices: A Practice Guide
Section 3: Educating Customers About PMO Value
Question Rating
a) We have a comprehensive library of educational materials about our PMO
services and value proposition.
b) We offer regular training sessions or workshops about PMO services and project
management good practices.
c) We actively collect and share success stories and case studies demonstrating
PMO impact.
d) We have a “PMO ambassador” program or similar peer advocacy initiative.
e) We promote a PMO portal or knowledge base where PMO customers can access
PMO-related resources, templates, and accepted practices.
Subtotal

Section 4: Measuring Effectiveness

Question Rating
a) We have established clear metrics for measuring the effectiveness of our
awareness-building efforts.
b) We regularly conduct surveys to gauge PMO customer awareness and
perception of the PMO.
c) We track and analyze the uptake of PMO services following awareness
campaigns.
d) We share the results of our awareness-building efforts with key PMO customers
and leadership.
e) We benchmark our awareness activities against industry practices or other
successful PMOs.
Subtotal

Section 5: Continuous Improvement of Awareness Efforts

Question Rating
a) We analyze PMO customer feedback to understand how our awareness-building
efforts are perceived.
b) We regularly review and adjust our communication strategy based on feedback
and performance metrics.
c) We benchmark our awareness activities against industry practices and other
successful PMOs.
d) We share measurement results with key PMO customers to demonstrate the
impact of awareness efforts.
e) We implement changes to our awareness approach based on insights gained
from monitoring and feedback.
Subtotal
Grand total

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Step 1: Awareness Building 151
 Scoring and Interpretation: Total your scores from all 25 questions.
Excellent: 113–125 points. Your PMO excels in building awareness and maintaining visibility
across the organization. Continue refining and enhancing your approach to stay ahead.
Good: 98–112 points. Your PMO demonstrates strong awareness-building efforts but may
benefit from targeted improvements in certain areas.
Average: 77–97 points. Your PMO’s awareness-building efforts are functional but require
greater consistency and strategic focus to maximize their impact.
Poor: 51–76 points. Your PMO’s awareness-building efforts are inconsistent and lack
effectiveness. There are significant gaps in communication and visibility that should be
addressed to improve the PMO’s standing within the organization.
Critical: 25–50 points. Your PMO’s awareness-building efforts are minimal or ineffective,
resulting in low visibility and engagement within the organization. Immediate action is
needed to build a foundation for PMO success.

Looking Ahead to the Next Section

Having explored the importance of awareness building, PMO professionals can now recognize
how vital it is to establish a solid foundation of understanding and support for the PMO. With this
foundation in place, the next crucial step is to gain a deep understanding of PMO customer needs
and expectations.
The upcoming section focuses on the needs assessment process, which involves systematically
identifying and evaluating the specific requirements, challenges, and desired outcomes of various
stakeholders across the organization. By mastering this process, PMO professionals can ensure
their services are truly aligned with organizational goals, laying the groundwork for impactful value
propositions and service development. The section provides guidance for conducting insightful and
thorough needs assessments that propel PMO success.

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152 Project Management Offices: A Practice Guide
 15

Step 2: Needs Assessment

Why This Section Matters to PMO Professionals
Needs assessment is a critical step for PMO professionals as it lays the foundation for understanding
the unique requirements and challenges of the organization and PMO customers.
This step enables PMO professionals to identify the needs and expectations of PMO customers and
define the outcomes that should be delivered. This approach allows the PMO to tailor its services to
address the most pressing needs. By conducting a thorough needs assessment, PMO professionals
can ensure that their efforts align with actual customer needs and organizational goals, resulting in
a more effective and impactful PMO.
Needs assessment provides PMO professionals with a data-driven foundation for decision-making,
enabling them to make informed choices about where to focus their efforts and allocate resources
most effectively to enhance the customer’s perception of the PMO’s value.
This step is crucial for demonstrating the PMO’s value to the organization, as it directly links PMO
services to the specific needs of its customers. Ultimately, a well-executed needs assessment sets
the stage for a successful PMO that generates tangible value and drives organizational success.

Needs Assessment Step at a Glance

Needs assessment is the second step in the value-generating PMO flywheel. As a pivotal step, it serves
as a bridge between the initial awareness-building step and the subsequent value proposition step.
Its purpose is to thoroughly identify, understand, and document the explicit and implicit needs,
challenges, and goals of PMO customers (see Figure 15-1). By conducting a comprehensive needs
assessment, the PMO can pinpoint areas where it can add the most value, prioritize its activities, and
develop targeted solutions that meet the unique requirements of the organization.
This process is crucial for maximizing the PMO’s potential impact and demonstrating tangible value
to the organization. A comprehensive needs assessment helps PMO professionals to design a proper
value proposal for the PMO, ensuring that the most critical priorities are addressed first.
Needs assessment also fosters a collaborative environment by actively engaging customers,
building trust through active listening and responsiveness, and promoting buy-in from customers,
which is essential for the successful implementation of PMO initiatives.

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Step 2: Needs Assessment 153
 Value Awareness
Recognition Building

Value Needs
Delivery Assessment
10 1
9 2
Service
8
PMO 3
Value
Improvement Proposition
Customer
7 4
Service 6 5 Service
Monitoring Development

Service Service
Operation Onboarding

Figure 15-1. Needs Assessment Step in the PMO Flywheel

Implementing the Needs Assessment Step

1. Outcome-Based Needs Assessment
• Landscape mapping. Start by mapping the organization’s project landscape, identifying
key customers at all levels who might be involved with or impacted by the PMO’s work.
This analysis provides a baseline understanding of the organization’s project management
maturity and identifies areas for potential improvement. Key aspects to consider in this
analysis include:
ƒ Existing methodologies and frameworks. Identify which approaches (e.g., predictive,
adaptive, or hybrid) are currently in use and how effectively they are being applied.
ƒ Tools and technologies. Evaluate the project management software, collaboration
platforms, and other technologies being used to support delivery.

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154 Project Management Offices: A Practice Guide
 ƒ Success rates. Analyze historical data on portfolio, program, and project outcomes.
ƒ Resource allocation and utilization. Examine how human and financial resources are
currently distributed across projects and assess the efficiency of this allocation.
ƒ Decision-making processes. Understand how decisions are made regarding portfolio,
program, and project management.
ƒ Reporting and communication practices. Evaluate the effectiveness of current methods
for sharing project status, risks, and issues.
ƒ Stakeholder engagement and satisfaction levels. Assess how well different stakeholder
groups are involved in—and satisfied with—portfolio, program, and project outcomes.
ƒ Alignment with organizational strategy: Determine how well current portfolios,
programs, and projects align with broader organizational goals.
• Customer matrix. Develop a comprehensive customer matrix, categorizing customers based
on their role, influence, and potential impact on portfolio, program, or project outcomes.
Employ empathy-mapping exercises to gain a deeper understanding of customers’ thoughts,
feelings, and motivations related to the PMO. This mapping can reveal underlying needs and
expectations that customers might not explicitly state.
• Engagement approach. Use outcome-oriented language in all interactions. Instead of
asking about desired PMO functions, focus on the results customers want to achieve. For
example, rather than asking if they need a risk management process, inquire about how they
can feel more confident in making decisions related to portfolios, programs, or projects.
Note: To understand how to create a comprehensive assessment to identify the needs and
expectations of PMO customers, read the section of this guide on PMO outcomes, where
30 benefits are mapped from the experiences of PMOs in the global community.

2. Data Collection and Outcome Analysis

PMO professionals can gather insights into customer needs and expectations by implementing
the following methods:
• Customer interviews. Conduct one-on-one interviews with key customers to gather insights
into their specific needs, expectations, and concerns regarding the PMO. These interviews can
uncover detailed information that might not surface in group settings.
• Surveys and questionnaires. Distribute detailed surveys and questionnaires to a broader
customer audience within the organization. This information helps to establish quantitative
data on customer satisfaction, needs, and areas for improvement.
• Focus groups. Organize focus groups with representatives from different customer segments
to discuss their experiences and expectations with the PMO. This collaborative setting can
provide diverse perspectives and foster open dialogue.
• Lessons learned reviews. Analyze project post-mortems or lessons learned documents
through the lens of the identified pain points and desired outcomes. This process can provide
rich, contextual data on recurring issues and successes.

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Step 2: Needs Assessment 155
 • Feedback loops. Establish regular feedback loops, such as periodic check-ins or
feedback forms, to continuously gather and act on customer insights. This ongoing
communication helps in adapting to changing needs and improving PMO services
over time.
Note: Appendix X2 of this guide provides a valuable resource for PMO professionals: the
PMO Customer Expectation Assessment. This tool is based on the 30 most common potential
PMO outcomes discussed earlier and offers a structured approach to understanding and
addressing PMO customer needs. The assessment enables PMOs to conduct thorough needs
analyses; focus services on high-impact areas; and adopt a proactive, value-driven, customer-
centric strategy. The PMO Customer Expectation Assessment serves as both a diagnostic tool
and a roadmap for generating value, guiding PMO professionals toward building a more
responsive and impactful PMO.

3. Gap Analysis and Opportunity Identification

• Pain and gain mapping. Develop a “pain and gain” map for each customer group, clearly
outlining their current challenges and desired positive outcomes. This map will serve as
a foundation for designing the PMO value proposition and the services that will directly
address customer needs.
• Customer journey mapping. Create customer journey maps to visualize the entire experience
of different customer groups with the PMO. This process helps identify touchpoints, pain points,
and opportunities to enhance the value the PMO provides to its customers.
• Value expectation matrix. Create a “value expectation matrix” that maps customer groups
to their expected outcomes. This visual tool can help identify common themes across groups
and areas where expectations might conflict.
• Future state visioning. Conduct “future state” visioning exercises, asking customers to
describe their ideal project management environment. Focus on the outcomes they would
like to realize in this ideal state, not on specific PMO services, functions, or processes.
• Validation. Validate the findings with PMO customers to ensure accuracy and alignment with
their expectations and priorities.

4. Prioritizing and Addressing Identified Needs

• Structured prioritization process. Develop a systematic approach for identifying and
prioritizing the most critical PMO customer needs. Evaluate the impact, urgency, and
feasibility of addressing each need to focus on areas that will deliver the greatest value.
• Alignment with organizational goals. Ensure that prioritized needs align with the
organization’s strategic objectives and goals. This alignment can help guarantee that PMO
initiatives contribute directly to broader organizational success.

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156 Project Management Offices: A Practice Guide
 • Communication of findings. Effectively communicate the results of the needs assessment
to all relevant PMO customers. Transparency in sharing the findings builds trust and facilitates
collaboration in addressing identified needs.
• Action planning. Develop clear action plans to address the top-priority PMO customer
needs. Outline specific initiatives, responsible parties, timelines, and expected outcomes.
• Progress tracking and adjustment. Implement mechanisms to track progress in addressing
identified needs. Regularly review and adjust PMO strategies as necessary to respond to
changing circumstances or new insights.

5. Demonstrating the Value of Needs Assessment

• Link findings to outcomes. Clearly demonstrate how the needs-assessment findings
contribute directly to organizational success. Connect PMO customer needs, PMO actions,
and tangible results.
• Justify PMO resource allocation. Use data from the needs assessment to justify resource
allocation and the prioritization of PMO activities. Evidence-based decision-making
strengthens the case for necessary investments and support.
• Showcase tangible benefits. Highlight the tangible benefits and value delivered to PMO
customers as a result of addressing their identified needs. Use success stories and metrics to
illustrate the PMO’s impact.
• Involve PMO customers. Involve key decision-makers and PMO customers throughout the
needs-assessment process. Their engagement ensures buy-in, support for PMO initiatives,
and alignment with organizational priorities.
• Measure long-term impact. Measure the long-term impact of the needs assessment on
PMO performance. Use these insights to adjust approaches and continuously improve the
PMO’s effectiveness.

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Step 2: Needs Assessment 157
Actionable Self-Assessment: Gauge the Effectiveness of the
PMO Needs Assessment
The following self-assessment is designed to help PMO professionals evaluate how effectively they
conduct needs assessments and prioritize customer challenges. A strong needs-assessment process
is the foundation for aligning PMO services with organizational goals, driving project success, and
delivering tangible value to PMO customers. The assessment emphasizes the importance of data
collection, outcomes-based analysis, and continuous feedback in shaping the PMO’s efforts to meet
customer needs and expectations. By focusing on these areas, PMO professionals can improve their
impact and position themselves as strategic partners within the organization.
Instructions: Rate your PMO’s performance in each area on a scale of 1–5, where:
1 = Not at all/never
2 = Rarely/poor
3 = Sometimes/average
4 = Often/good
5 = Always/excellent

Section 1: Outcome-Based Needs Assessment

Question Rating
a) We have a comprehensive map of our organization’s project management
landscape.
b) We have identified and categorized all potential PMO customers across the
organization.
c) We understand the current portfolio, program, and project management
practices and frameworks used in our organization.
d) We have a clear picture of the tools and technologies used for portfolio, program,
and project management across the organization.
e) We regularly analyze historical data on portfolio, program, and project outcomes.
Subtotal

Section 2: Data Collection and Outcome Analysis

Question Rating
a) We conduct regular interviews with key PMO customers to gather insights into
their needs and expectations.
b) We use surveys and questionnaires to collect quantitative data on PMO customer
needs and satisfaction.
c) We organize focus groups with diverse PMO customer segments to discuss their
expectations about the PMO.
d) We analyze project post-mortems and lessons learned documents to identify
recurring issues and successes.
e) We have established ongoing feedback loops to continuously gather input from
PMO customers on changing needs.
Subtotal

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158 Project Management Offices: A Practice Guide
Section 3: Gap Analysis and Opportunity Identification
Question Rating
a) We use outcome-oriented language in our interactions with PMO customers.
b) We have conducted empathy-mapping exercises to understand our PMO
customers’ thoughts and motivations.
c) We have created a “pain and gain” map for each major PMO customer group.
d) We create PMO customer journey maps to visualize the full experience of
different customer groups with the PMO.
e) We utilize a “value expectation matrix” that maps PMO customer groups to their
expected outcomes to identify common themes and conflicts.
Subtotal

Section 4: Prioritizing and Addressing Identified Needs

Question Rating
a) We have a structured process for identifying PMO customer needs and
prioritizing the most critical needs.
b) We ensure that the identified PMO customer needs are aligned with
organizational goals and strategic priorities before developing PMO services.
c) We communicate the findings of our needs assessment effectively to all PMO
customers within the organization.
d) We have a clear plan in place for addressing the top-priority PMO customer
needs identified in the assessment process.
e) We track and regularly review progress in addressing identified PMO customer
needs and continually adjust our PMO strategy, as necessary.
Subtotal

Section 5: Demonstrating the Value of Needs Assessment

Question Rating
a) We consistently demonstrate how the findings of a PMO customer’s needs
assessment link directly to improved project outcomes and organizational
success.
b) We use data from PMO customers’ needs assessments to justify resource
allocation and prioritization of PMO activities.
c) We showcase the tangible benefits and value delivered to PMO customers as a
result of addressing their identified needs.
d) We involve key decision-makers in the PMO customer’s needs-assessment
process to ensure their buy-in and support for PMO initiatives.
e) We measure the long-term impact of the PMO customer’s needs assessment on
PMO performance and adjust our approach based on these insights.
Subtotal
Grand total

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Step 2: Needs Assessment 159
 Scoring and Interpretation: Total your scores from all 25 questions.
Excellent: 113–125 points. Your PMO has a robust and effective needs-assessment process
for PMO customers. Focus on maintaining your high standards and continually refining your
approach based on evolving organizational needs.
Good: 98–112 points. Your PMO is doing well with needs assessment for PMO customers, but
there is room for improvement. Identify your lowest scoring areas and create action plans to
address them.
Average: 77–97 points. Your PMO has a basic needs-assessment process in place for PMO
customers, but significant improvements are needed. Prioritize your lowest scoring areas for
immediate attention.
Poor: 51–76 points. Your needs-assessment efforts for PMO customers require substantial
work. Consider revisiting your entire approach and developing a comprehensive plan to
address all areas.
Critical: 25–50 points. Your PMO urgently needs to establish basic needs-assessment
practices for PMO customers. Start with the fundamentals and gradually improve your way
forward.

Looking Ahead to the Next Section

Needs assessment provides key insights on understanding and prioritizing PMO customers’ needs.
The next essential task is articulating how the PMO will meet these needs and deliver measurable
value.
The upcoming section will explore the process of building a compelling PMO value proposition. This
process involves creating a clear, persuasive statement that highlights the unique benefits the PMO
offers to the organization.
This process enables PMO professionals to showcase their relevance and secure stakeholder support
by crafting value propositions that truly resonate with customers and fuel PMO success.

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160 Project Management Offices: A Practice Guide
 16

Step 3: Value Proposition

Why This Section Matters to PMO Professionals
The value proposition step is crucial for PMO professionals as it serves as the cornerstone of their
engagement strategy with PMO customers. A strong value proposition helps PMO professionals
position the PMO as a strategic partner rather than just a support function. The value proposition
demonstrates the tangible and intangible benefits of the PMO by aligning the specific needs of its
customers with the outcomes set as its priority goals. By clearly communicating these benefits, the
PMO can build credibility and trust with its customers, who are essential for driving engagement
and collaboration.
In essence, the value proposition step is about translating the insights gained from the needs
assessment into a compelling narrative that resonates with PMO customers. This step sets the stage
for the successful implementation of PMO initiatives by ensuring that customers understand and
appreciate the value the PMO can deliver.

Value Proposition Step at a Glance

The value proposition is the third critical step in the value-generating PMO flywheel. This step
focuses on creating a clear and compelling narrative that outlines how the PMO will address the
identified needs and pain points of its customers (see Figure 16-1).
The value proposition demonstrates how the PMO will deliver both tangible and intangible benefits,
explains why customers within the organization should engage with the PMO’s services, and
highlights the unique value the PMO brings. A well-crafted value proposition makes it easier to gain
customer buy-in and support, especially with senior-level executives.

Implementing the Value Proposition Step

1. Synthesizing Needs Assessment Outcomes
• Comprehensive analysis. Review all outputs, including reports, survey results, interview
transcripts, and any other relevant information.
• Needs categorization and prioritization. Identify recurring themes and patterns across
different PMO customer groups. Create a master list of all identified needs, pains, and desired
outcomes. Categorize these findings into broader areas to help identify potential services.

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Step 3: Value Proposition 161
 Value Awareness
Recognition Building

Value Needs
Delivery Assessment
10 1
9 2
Service
8
PMO 3
Value
Improvement Proposition
Customer
7 4
Service 6 5 Service
Monitoring Development

Service Service
Operation Onboarding

Figure 16-1. Value Proposition Step in the PMO Flywheel

Prioritize the identified needs based on factors such as frequency of mention, perceived impact,
and alignment with organizational strategy. Use techniques like weighted scoring or the
MoSCoW (must have, should have, could have, won’t have) method to create a prioritized list.
• Pain point profiles. Develop detailed “pain point profiles” for each major identified
need. These profiles should include a clear description of the pain point, its impact on
customers and the organization, and any relevant quantitative data or evidence. Create a
visual representation of the synthesized findings, such as a mind map or infographic, to
communicate outcomes and guide the next steps.

2. Mapping Pains to Potential Solutions

• Collaborative creation. Conduct sessions with the PMO team to generate a wide range of
potential solutions for each major pain point or need. Encourage out-of-the-box thinking
without limiting ideas based on current capabilities or resources. Use the “how might we”
method to frame each pain point as an opportunity.

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162 Project Management Offices: A Practice Guide
 • Solution design. Utilize techniques like the “value proposition canvas” to map out customer
duties, pains, and gains related to portfolio, program, or project management. This approach
helps to clearly articulate how the PMO can alleviate pains and create gains.
• Feasibility analysis. Evaluate the feasibility of each potential solution by considering
alignment with PMO capabilities, resource requirements, potential impacts, and ease of
implementation. Use a scoring system to rate each solution on these factors. Identify patterns
or commonalities among proposed solutions and group similar ideas together.

3. Defining the PMO Value Proposition

• Solution map. Create a visual “solution map” linking pain points to potential solutions.
This mapping will help identify high-value services that can address multiple pain points.
• Articulating PMO benefits. For each high-priority solution, develop a service concept
with a clear name, concise description, and the specific pain points or needs it addresses.
Clearly articulate the value proposition for each proposed service using this format: “For
[target customer], who [statement of need or opportunity], our [service name] provides
[key problem-solving capability].” Identify quick wins to help build momentum and gain
customer buy-in. To create an effective solution to PMO customer needs and expectations,
refer to the section of this guide on PMO outcomes. This section provides invaluable insights
into the most effective PMO services to generate PMO customers’ expected benefits. These
recommendations are grounded in real-world experience drawn from the collective wisdom
of PMO leaders in the global community. Remember, the goal is not to implement every
possible service but to select and adapt those that will best deliver the outcomes PMO
customers value most.
• Service outline. Develop high-level descriptions of how each service will be delivered,
considering scalability, flexibility, and potential evolution as the organization’s project
management maturity grows. Identify dependencies or synergies between services. To create
an effective PMO service outline, refer to the section of this guide dedicated to PMO services.
This comprehensive section presents a curated list of the 26 most common PMO services
observed in the global community. Each service is carefully categorized and its applicable
domains are specified, providing PMO professionals with a clear understanding of how these
services can be most effectively deployed.
• Service blueprint. Create a visual, high-level representation of the core PMO services,
showing how they relate to one another and to customer needs.
• Customer validation. Organize validation workshops or sessions with key customers to
present service concepts and gather feedback.
• Customer value agreement. Create a “customer value agreement” for each major customer
or customer group, outlining the outcomes the PMO commits to helping them achieve.
Obtain formal approval to ensure alignment and buy-in.
• Evolution roadmap. Develop a “value proposition evolution roadmap” that outlines how the
PMO’s offerings will evolve over time, using a rolling wave planning approach. This approach

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Step 3: Value Proposition 163
 allows for incremental benefits delivery and regular reassessment of the roadmap, tailoring
next steps to continuously evolve organizational needs, customer demands, and emerging
trends.
• Risk management strategy. Develop a PMO risk management plan to specifically address
the risk of failing to deliver promised value. This plan should include a detailed process for
identifying, assessing, and mitigating risks that could compromise the PMO’s commitments.
By effectively managing this risk, the PMO can improve its reliability, strengthen customer
relationships, and ensure the successful achievement of its strategic objectives.

4. Establishing and Evolving the Value Proposition

• Review schedule. Establish a regular cadence for reviewing the PMO’s value proposition
such as quarterly for minor adjustments or annually for comprehensive reviews. Align these
review cycles with key organizational planning periods, if possible.
• Review board. Establish a diverse “value proposition review board” with representatives from
various customer groups to discuss the PMO’s performance and suggest refinements.
• Feedback management. Implement a systematic process for gathering and analyzing
customer feedback through surveys, focus groups, or one-on-one interviews.
• Lessons learned. Document and share lessons learned from each review cycle within the
PMO team to foster a culture of continuous improvement and build institutional knowledge
about effective PMO value propositions.
• Change management. Establish clear criteria for retiring or significantly modifying existing
services to ensure the PMO’s service portfolio remains streamlined and focused on delivering
maximum value.

5. Measuring and Refining the PMO Value Proposition

• Systematic feedback gathering. Collect and analyze PMO customer feedback on the
effectiveness of the PMO value proposition through surveys or interviews.
• Documentation of lessons learned. Document lessons learned from each review cycle and
share them internally to improve the PMO’s approach to value delivery.
• Prioritize improvements. Use PMO customer feedback to prioritize enhancements to PMO
services, ensuring continuous delivery of maximum value.
• Criteria for service evolution. Establish clear criteria for retiring, evolving, or modifying PMO
services that no longer align with customer needs or goals.
• Impact measurement and adjustment. Regularly measure the impact of the PMO value
proposition against customer expectations and adjust services accordingly.

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164 Project Management Offices: A Practice Guide
Actionable Self-Assessment: Gauge the Effectiveness of the
PMO Value Proposition
The following self-assessment helps PMO professionals to evaluate the effectiveness of their value
proposition by breaking it down into essential components, from synthesizing customer needs to
refining service delivery based on feedback. By identifying gaps and areas for improvement, PMOs
can better position themselves as strategic partners within their organizations, ensuring their
services are aligned with both customer expectations and broader business goals.
Instructions: Rate your PMO’s performance in each area on a scale of 1–5, where:
1 = Not at all/never
2 = Rarely/poor
3 = Sometimes/average
4 = Often/good
5 = Always/excellent

Section 1: Synthesizing Needs Assessment Outcomes

Question Rating
a) We comprehensively analyze reports, survey results, and PMO customer feedback
to develop a clear understanding of PMO customer needs.
b) We categorize the identified PMO customer needs, pains, and desired outcomes
into broader themes to structure our PMO value proposition.
c) We prioritize PMO customer needs using objective methods aligned with
organizational strategy.
d) We develop detailed “pain point profiles” for each major identified need,
including data on the impact and the PMO customer’s pain.
e) We create visual representations (e.g., mind maps) to synthesize and
communicate the needs assessment outcomes.
Subtotal

Section 2: Mapping Pains to Potential Solutions

Question Rating
a) We conduct collaborative sessions with the PMO team to brainstorm solutions for
each major pain point.
b) We utilize tools like the “value proposition canvas” to systematically link PMO
customers’ pains to potential PMO solutions.
c) We perform feasibility analysis on proposed solutions, considering PMO
capabilities, resource needs, and potential impact.
d) We systematically rate and group potential solutions based on patterns and
commonalities to identify high-value services.
e) We design PMO services that clearly articulate how they will alleviate pains and
deliver gains for PMO customers.
Subtotal

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Step 3: Value Proposition 165
 Section 3: Defining the PMO Value Proposition
Question Rating
a) We create a clear, concise PMO service concept for each solution, linking it to
specific PMO customer pain points.
b) We develop a “solution map” that visually links pain points to PMO services,
showing alignment with organizational goals.
c) We identify and deliver quick wins to build momentum and demonstrate
immediate value to PMO customers.
d) We outline each service’s delivery method, considering scalability, flexibility, and
evolution as organizational maturity grows.
e) We present PMO service concepts to key PMO customers and gather feedback in
validation workshops or sessions.
Subtotal

Section 4: Establishing and Evolving the Value Proposition

Question Rating
a) We create a “PMO customer value agreement” for each major PMO customer
group, outlining expected outcomes and securing buy-in.
b) We maintain a “PMO value proposition evolution roadmap” to continuously adapt
and enhance PMO services based on PMO customer needs.
c) We have a documented risk management strategy to mitigate the risk of failing
to deliver on our value proposition.
d) We conduct regular reviews of our PMO value proposition, refining it quarterly
and reassessing it annually to maintain relevance.
e) We have established a diverse “PMO value proposition review board” that
provides insights and suggests improvements to the PMO’s value proposition.
Subtotal

Section 5: Measuring and Refining the PMO Value Proposition

Question Rating
a) We systematically gather and analyze PMO customer feedback on the
effectiveness of the PMO value proposition through surveys or interviews.
b) We document lessons learned from each review cycle and share them internally
to improve our approach to the PMO’s value delivery.
c) We use PMO customer feedback to prioritize improvements to PMO services,
ensuring the PMO continuously delivers maximum value.
d) We establish clear criteria for retiring, evolving, or modifying PMO services that
no longer align with PMO customer needs or goals.
e) We regularly measure the impact of our PMO value proposition against PMO
customers’ expectations and adjust services accordingly.
Subtotal
Grand total

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166 Project Management Offices: A Practice Guide
 Scoring and Interpretation: Total your scores from all 25 questions.
Excellent: 113–125 points. Your PMO has developed and successfully implemented a highly
effective value proposition. Focus on maintaining high standards and continually refining your
approach as the PMO customers’ needs evolve.
Good: 98–112 points. Your PMO is doing well in developing its PMO value proposition but
there is room for improvement. Identify your lowest scoring areas and create targeted action
plans to address them.
Average: 77–97 points. Your PMO has a value proposition in place but more attention is
needed to better communicate and refine the value you offer. Focus on building a more
comprehensive value narrative and gathering more PMO customer feedback.
Poor: 51–76 points. Your PMO’s value proposition is underdeveloped or not well
communicated. Consider revisiting your entire approach to ensure it is customer centric, and
leverage feedback to build stronger value alignment.
Critical: 25–50 points. Your PMO urgently needs to develop a clear value proposition. Start by
thoroughly reviewing PMO customer needs and designing services that directly address pain
points and align with strategic goals.

Looking Ahead to the Next Section

This section covered the importance of crafting compelling value propositions, helping a PMO
professional to articulate the PMO’s unique value to the organization. The next logical step is turning
these propositions into actionable services.
The upcoming section explores the service development process, with a focus on designing,
refining, and evolving PMO services to align with customer needs and deliver promised value.
PMO professionals can learn strategies for building service catalogs, defining service levels, and
ensuring alignment with organizational goals. Mastering this process equips PMO professionals
with a powerful suite of value-driven services to help meet customer needs and contribute to
organizational success.

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Step 3: Value Proposition 167
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 17

Step 4: Service Development

Why This Section Matters to PMO Professionals
This section is pivotal for PMO professionals as it provides details on how to transform strategic
insights and customer needs into actionable services that deliver tangible value.
The service development flywheel step takes the PMO value proposition and breaks it down
into effective services that the PMO will provide, bridging the gap between understanding what
customers need and effectively providing those solutions. In essence, the service development step
is where the PMO’s value proposition becomes reality. This step involves a structured process for
designing services that deliver the expected outcomes and benefits.

Service Development Step at a Glance

Service development in the PMO context refers to the systematic process of developing the services
that the PMO will provide to its customers. This critical step in the value-generating PMO flywheel
transforms the insights gained from the needs assessment and promises made in the PMO value
proposition into tangible, deliverable services (see Figure 17-1).
Through well-crafted service development, PMOs can meet the expectations set forth in their
value propositions, ensuring they remain relevant and impactful within their organizations. This
iterative process can ensure that the PMO is able to respond dynamically to evolving challenges and
opportunities.

Implementing the Service Development Step

1. PMO Service Delivery Approach Design
• Service delivery approach spectrum. Review each service concept and consider a
spectrum of delivery approaches, ranging from full service (where the PMO takes complete
responsibility) to purely self-service (where customers operate independently using PMO-
provided tools). For each service, carefully evaluate factors such as customer capability and
maturity, the complexity of the service, resource availability within the PMO, and the overall
organizational culture and preferences. This evaluation will help determine where on the

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Step 4: Service Development 169
 Value Awareness
Recognition Building

Value Needs
Delivery Assessment
10 1
9 2
Service
8
PMO 3
Value
Improvement Proposition
Customer
7 4
Service 6 5 Service
Monitoring Development

Service Service
Operation Onboarding

Figure 17-1. Service Development Step in the PMO Flywheel

spectrum each service should fall. It is crucial to recognize that the appropriate delivery
approach may vary, not just between services but also between different customers or
projects for the same service.
• Service delivery matrix. Develop a comprehensive service delivery matrix that outlines the
approach for each service. This matrix should include a detailed description of the service, the
chosen delivery approach, clearly defined roles and responsibilities for both the PMO and its
customers, and key touchpoints and interaction models. The matrix can serve as a guide for
both the PMO team and customers, ensuring clarity in how each service will be delivered and
accessed.
• Service delivery approach validation. Validate the proposed service delivery approaches
with PMO customers. Seek feedback on whether the proposed approaches align with
organizational needs and expectations. Be prepared to refine the approaches based on this
feedback.

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170 Project Management Offices: A Practice Guide
 • Service delivery approach evolution. Consider how the service delivery approaches might
evolve over time. As PMO customers become more mature in portfolio, program, and project
management practices, or as the PMO’s capabilities expand, there may be opportunities to
shift toward different types of approaches. Build this evolutionary thinking into the service
delivery design, creating a roadmap for how service delivery might change over time.

2. Tailored PMO Service Process Design

• Service process mapping. Map out the end-to-end process for each service. This should
include all steps, decision points, and handoffs. Use process-modeling techniques like
flowcharts or swim lane diagrams to visualize these processes. Consider developing
process variants for common scenarios to accommodate different project types, sizes, or
complexity levels. For example, there may be a standard project initiation process but
there may also be a need to develop variants for fast-tracked projects; complex, multiphase
projects; or projects in specific domains. These variations can serve as starting points for
further customization.
• PMO service risk management. Develop a comprehensive risk management plan for all
PMO services. This plan should identify and assess potential risks to service delivery and
quality, establish mitigation strategies, and create monitoring processes. The plan should
integrate risk management into service operations, develop contingency plans for high-
impact risks, and ensure continuous improvement. This proactive approach enhances service
reliability and customer trust.
• Process tailoring guide. Develop a tailoring guide for each process. This guide should
outline which elements of the process can be customized and under what circumstances.
Include criteria for when to use different process variants and guidelines for adapting the
process to specific customer needs. The aim is to provide clear direction on how to modify
the process without compromising its integrity or the quality of service delivery.
• Process documentation. Create comprehensive process documentation for each service.
This documentation should include detailed process flow diagrams, step-by-step instructions
for executing each part of the process, RACI (responsible, accountable, consulted, informed)
matrices to clarify roles and responsibilities, and clear specifications for the inputs and outputs
of each process step. This documentation will serve as a reference for both PMO team members
and PMO customers, ensuring consistent understanding and execution of each service.
• Process change management. Establish a governance process for managing and updating
the PMO service catalog. This process should include procedures for reviewing and approving
changes to processes, version control mechanisms, and a schedule for regular reviews to
ensure all processes remain current and relevant. Consider appointing process owners within
the PMO who are responsible for maintaining and improving specific processes.
• Communication strategy. Define how processes will be communicated to PMO customers.
Consider developing user-friendly versions of process documentation, perhaps in the form of
interactive guides or video tutorials. The goal is to make it as easy as possible for customers to
understand and engage with PMO services.

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Step 4: Service Development 171
3. PMO Service Catalog Development
A well-structured service catalog is essential for communicating the PMO’s offerings clearly to
PMO customers. Key elements in developing a service catalog include:
• Service name and description. The official name of the service and a brief overview of what
the service entails.
• Value proposition. The unique value the service offers, the problems it solves, and the
benefits customers can expect.
• Target audience. Specific customers, customer groups, or departments the service is
intended to reach.
• Service owner. The person or team responsible for the service.
• Service delivery model. Details on how the service will be delivered.
• Service features. Specific features or components of the service.
• Technology integration. Appropriate technology is integrated into the service to enhance
its efficiency and effectiveness.
• Service-level agreements (SLAs). Commitments on the level of service that customers can
expect.
• Request and access procedures. How customers can request or access the service.
• Delivery timeframes. Expected timeframes for delivering the service.
• Resource requirements. Resources needed to deliver the service, including human
resources, tools, and materials.
• Performance metrics. How the success of the service will be measured.
• Feedback mechanism. How customers can provide feedback on the service.
• Training and documentation. Available training materials and documentation to help
customers use the service.

4. PMO-Service-Specific Performance Indicators and Goals

• Types of metrics. Define a set of metrics for each service. These metrics should include
efficiency metrics (measuring how well the service is delivered), output metrics (quantifying
the direct results of the service), and outcome metrics (assessing the impact of the service on
customer and organizational goals).
• PMO service metrics definition. Create a detailed metrics definition for each indicator.
This should include the metric name, a clear description of what it measures, the calculation
method, data sources, measurement frequency, and who is responsible for data collection
and reporting. Be sure to consider data availability and the effort required to collect and

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172 Project Management Offices: A Practice Guide
 analyze each metric. The goal is to create a robust set of indicators without creating an undue
reporting burden.
• Collaborative design. Establish a process for setting customer-specific goals for each metric.
This process should start with a baseline assessment of current performance. Next, conduct
collaborative goal-setting sessions with each customer or customer group. These sessions
should consider the customer’s specific needs, priorities, and constraints. Remember that
different customers may have different goals for the same service based on their unique
contexts.
• PMO performance dashboard. Develop a flexible performance dashboard template that can
be customized for each customer. This dashboard should clearly display the customer’s specific
metrics and goals, as well as actual performance over time. Consider using visual elements
like charts or gauges to make the information easily understandable. The dashboard should
differentiate between the metrics that will be used for internal service monitoring (measured
in the service monitoring step) and those that measure service outcomes (assessed in the
value delivery and value recognition steps). The measurement framework should capture both
short-term service performance and long-term value creation.
• Review process. Implement a regular review process for these metrics and goals. This
process might involve quarterly check-ins with customers to discuss performance, identify
any issues, and adjust goals if necessary. Use these reviews as an opportunity to gather
qualitative feedback as well, which can provide context to the quantitative metrics.
• Continuous improvement. Establish processes for analyzing trends, identifying areas for
improvement, and implementing changes to enhance service delivery. This process might
involve regular service review meetings within the PMO team, where performance data is
discussed and improvement initiatives are planned, since the ultimate goal of these metrics is
not just measurement but improvement.

5. PMO Resource Allocation and Competency Mapping

• Competencies analysis. Conduct a detailed analysis of each service, identifying the key
competencies required for effective delivery. This analysis should go beyond just technical
project management skills to include soft skills like communication and problem-solving.
Create a comprehensive competency framework that outlines all of the skills needed across
the PMO service portfolio.
• Current capabilities. Assess the PMO team’s current capabilities. This assessment might
involve skills assessments, performance reviews, and discussions with team members about
their strengths and areas for development. Create a skills matrix that maps each team
member’s capabilities against the competency framework.
• Role descriptions. Develop detailed role descriptions for each service, outlining
responsibilities, required skills, and performance expectations. These descriptions should
be flexible enough to accommodate the fact that PMO team members may be involved in
delivering multiple services.

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Step 4: Service Development 173
 • Resource needs. Based on the service designs and expected demand, determine the volume
of resources needed for each service. Consider factors like service complexity, delivery
approach, and anticipated customer demand. This assessment will help identify gaps
between the current PMO team’s capabilities and the resource needs.
• Resource allocation. Create a resource allocation plan that assigns PMO team members
to services based on their skills and the service needs. Consider implementing a matrix
management approach where team members may have a primary service focus but can
flexibly support other services as needed. This approach can help balance workloads and
provide development opportunities for team members. Implement a capacity management
process to ensure that resources are efficiently utilized across services. This process might
involve using resource planning tools to track PMO team member allocations and availability.
Regularly review and adjust allocations based on changing service demands and priorities.
• Managing competency gaps. Identify any skill gaps in the current PMO team and develop
a plan to address them. This plan might involve training and development programs for
existing team members or recruiting new team members with specific skills. Consider both
immediate needs and future requirements based on the service-evolution roadmap. Develop
a cross-training program to build redundancy in key skills. This planning can help ensure
service continuity in case of absences or PMO team turnover and also provides professional
development opportunities for team members.

6. Service-Level Agreements (SLAs) and PMO Customer Validation

• Creating SLAs. Draft initial SLAs for each PMO service. These SLAs should be based on the
service designs, processes, and performance indicators developed in earlier activities. For
each service, clearly articulate the scope of the service including what is and is not covered;
expected response times and delivery timeframes; quality standards and acceptance criteria;
roles and responsibilities of both the PMO and the customer; escalation procedures for issues
or disputes; performance metrics; and reporting frequency.
• Service levels. Define service levels for each PMO service. This definition should include
specific, measurable performance metrics and quality standards. Collaborate with customers
to ensure these definitions align with organizational needs and expectations. Consider
factors such as response times, delivery timeframes, accuracy rates, and customer satisfaction
levels.
• Setting service goals. Set realistic and achievable goals for each SLA metric. These goals
should balance customer expectations with the PMO’s capabilities and resources. Avoid the
temptation to overpromise; it is better to set conservative targets that can be consistently
met or exceeded than to set ambitious goals that lead to frequent shortfalls.
• Tailoring SLAs. When drafting these SLAs, consider different levels of service that might be
appropriate for different customers or project types. For instance, there may be a standard
SLA for most projects but an option of enhanced SLAs for high-priority or complex
initiatives.

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174 Project Management Offices: A Practice Guide
 • Validating SLAs. Schedule validation sessions with PMO customers or customer groups.
In these sessions, present the draft SLAs and walk through each aspect in detail. Encourage
open discussion and be prepared to negotiate on specific points. The goal is to reach an
agreement that is both achievable for the PMO and satisfactory for the PMO customers.

• Building trust. During these validation sessions, pay particular attention to the performance
goals included in the SLAs. These goals should align with the service-specific metrics
developed earlier, but the goals may need to be adjusted based on PMO customer
expectations and priorities. Remember that different customers may have different priorities
and, therefore, different performance goals for the same service. The SLAs are not just
about setting goals and measuring performance. They are a tool for building trust and
fostering a partnership between the PMO and its customers. Use the SLA development and
validation process as an opportunity to strengthen relationships and demonstrate the PMO’s
commitment to delivering value.

• Monitoring and reporting SLAs. Consider how the SLAs will be monitored and reported.
Develop templates for regular SLA performance reports and establish a process for reviewing
these reports with customers. This process might involve monthly or quarterly review
meetings where service performance is discussed and any issues are addressed.

• Communicating SLAs. Develop a communications management plan to ensure that all PMO
customers are aware of the SLAs and understand their implications. This plan might involve
creating summary documents or presentations highlighting key SLA points, conducting
briefing sessions for project teams, or incorporating SLA information into the PMO
onboarding processes.

7. PMO Service Implementation Planning

• Implementation roadmap. Create a comprehensive implementation roadmap for each
service or group of related services. This roadmap should outline key milestones and activities
from development through onboarding and into full operation. Consider dependencies
among services and their impacts on the implementation sequence.

• Implementation plan. For each service, develop a detailed implementation plan including
a timeline with specific dates for key activities and milestones, resource assignments for
implementation and onboarding tasks, budget requirements for implementation and
onboarding activities, risk assessments and mitigation strategies, and success criteria for
implementation and onboarding.

• Service onboarding transition plan. Develop a transition plan from service onboarding to
service operation, ensuring seamless handover and operational readiness. This plan should
outline criteria for determining when a service moves from onboarding to full operation,
handover procedures from the implementation team to the operations team, establishment
of regular service review processes, and mechanisms for ongoing support and continuous
improvement.

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Step 4: Service Development 175
 • Change management strategy. Create a comprehensive change management strategy
that addresses the people side of change, helping customers understand and adapt to new
services. Develop tailored communication materials, including service announcements, user
guides, FAQs, and training resources.
• Phased approach strategy. Implement a phased approach where appropriate, starting
with pilot groups or subsets of services before full implementation. This approach allows for
learning and adjustment, effectively managing organizational impact.
• Implementation governance. Establish governance structures for overseeing
implementation, onboarding, and the transition to operations. Regular check-ins with
customers can ensure the process stays on track and issues are addressed promptly.

Actionable Self-Assessment: Gauge the Effectiveness of

PMO Service Development
The following self-assessment provides a structured approach to evaluating the effectiveness of the
PMO’s service development process. By assessing key areas, PMO professionals can identify gaps,
enhance service design and delivery, and ensure that PMO offerings are aligned with both customer
expectations and broader organizational goals.
Instructions: Rate your PMO’s performance in each area on a scale of 1–5, where:
1 = Not at all/never
2 = Rarely/poor
3 = Sometimes/average
4 = Often/good
5 = Always/excellent

Section 1: PMO Service Delivery Approach Design

Question Rating
a) We carefully evaluate different delivery approaches for each PMO service based
on PMO customer needs, maturity, and organizational culture.
b) We have developed a comprehensive PMO service delivery matrix outlining roles,
responsibilities, and delivery models for each PMO service.
c) We validate our PMO service delivery approaches with PMO customers and adjust
them based on their feedback.
d) We actively consider how PMO service delivery approaches can evolve as PMO
customer capabilities and organizational maturity grow.
e) We regularly review and update our PMO service delivery approaches to ensure
they stay relevant and effective.
Subtotal

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176 Project Management Offices: A Practice Guide
Section 2: Tailored PMO Service Process Design
Question Rating
a) We map out end-to-end processes for each PMO service, including decision
points and handoffs.
b) We develop PMO process variants to accommodate different project types, sizes,
or complexity levels.
c) We have implemented a comprehensive risk management plan for PMO services
to mitigate risks to service delivery.
d) We provide a clear guide for tailoring PMO processes based on specific PMO
customer needs and circumstances.
e) We maintain comprehensive documentation for each PMO service, including
process flows, RACI matrices, and detailed instructions.
Subtotal

Section 3: PMO Service Catalog Development

Question Rating
a) We have developed a comprehensive PMO service catalog that clearly defines all
available PMO services, including descriptions and key features.
b) The PMO service catalog is segmented based on PMO customer needs, offering
tailored services for different departments, project types, or levels of project
management maturity.
c) The PMO service catalog includes a clear and accessible guide for PMO customers
on how to request and access each service.
d) We regularly update the PMO service catalog to reflect new offerings, service
improvements, and organizational changes, ensuring it remains relevant and
valuable to PMO customers.
e) We actively promote the PMO service catalog across the organization, ensuring
that all PMO customers are aware of the available PMO services and how they can
leverage them to meet their needs.
Subtotal

Section 4: PMO-Service-Specific Performance Indicators and Goals

Question Rating
a) We have defined clear efficiency, output, and outcome metrics for each PMO service.
b) We have created detailed metric definitions including how each metric is
calculated, who is responsible, and how frequently data is collected.
c) We conduct collaborative goal-setting sessions with PMO customers to establish
performance metrics for each PMO service.
d) We use customized performance dashboards to visually represent PMO service
metrics and goals for each PMO customer.
e) We regularly review PMO service metrics with customers and adjust goals or
services based on feedback and performance trends.
Subtotal

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Step 4: Service Development 177
 Section 5: PMO Resource Allocation and Competency Mapping
Question Rating
a) We have conducted a comprehensive analysis of the skills required for each PMO
service, including technical and soft skills.
b) We have assessed the current capabilities of the PMO team and mapped them
against a PMO competency framework.
c) We have developed clear role descriptions that outline responsibilities, required
skills, and performance expectations for PMO each service.
d) We regularly review resource needs and adjust PMO team allocations based on
PMO service demand and PMO team capacity.
e) We have implemented a training and development plan to address skill gaps and
ensure continuous professional growth within the PMO team.
Subtotal

Section 6: Service-Level Agreements (SLAs) and PMO Customer Validation

Question Rating
a) We draft detailed SLAs for each PMO service, outlining service scope, delivery
timeframes, quality standards, and performance metrics.
b) We set realistic and achievable PMO service targets, balancing PMO customer
expectations with the PMO’s capacity and resources.
c) We tailor SLAs based on the specific needs of different PMO customer groups.
d) We validate our SLAs through PMO customer feedback and adjust them
accordingly to ensure alignment with PMO customers’ needs.
e) We regularly monitor and report SLA performance to PMO customers and discuss
adjustments during review meetings.
Subtotal

Section 7: PMO Service Implementation Planning

Question Rating
a) We develop detailed implementation roadmaps for each PMO service, outlining
key milestones, dependencies, and timelines.
b) We create comprehensive implementation plans that include PMO team resource
assignments, PMO budget requirements, and PMO risk assessments.
c) We have established a transition plan from PMO service onboarding to service
operation, ensuring seamless handovers and operational readiness.
d) We implement a phased rollout strategy for complex or high-impact PMO
services, starting with pilot groups before full-scale implementation.
e) We have established clear PMO governance structures to oversee PMO service
implementation, PMO service onboarding, and PMO ongoing operations.
Subtotal
Grand total

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178 Project Management Offices: A Practice Guide
 Scoring and Interpretation: Total your scores from all 35 questions.
Excellent: 154–160 points. Your PMO has developed a highly effective service-development
process, with a clear focus on designing and delivering valuable, customer-centric services.
Continue refining and evolving your services as customer needs and organizational priorities
shift.
Good: 131–153 points. Your PMO is doing well in service development but there is room
for further refinement. Focus on areas with lower scores to improve service design and
implementation.
Average: 102–130 points. Your PMO has a basic service-development process in place but
significant improvements are needed. Prioritize enhancing your process documentation,
customer validation, and SLA monitoring.
Poor: 68–101 points. Your PMO’s service-development process requires substantial
improvement. Revisit key areas such as resource allocation, performance metrics, and
customer engagement to strengthen your approach.
Critical: 35–67 points. Your PMO urgently needs to establish a structured service-
development process. Begin by designing clear processes, validating the processes
with customers, and building strong SLAs to drive service quality and alignment with
organizational needs.

Looking Ahead to the Next Section

Creating a comprehensive suite of PMO services is just the beginning. Even the most well-crafted
offerings will not deliver value unless they are properly implemented.
The next section details service onboarding, a vital phase where new or enhanced PMO services are
introduced to users within the organization. The section explores strategies for managing change,
offering training, and ensuring a smooth transition.
Mastering this step is essential for PMO professionals to embed their services into an organization’s
operations, setting the stage for effective service delivery and value creation.

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Step 4: Service Development 179
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 18

Step 5: Service Onboarding

Why This Section Matters to PMO Professionals
Mastering service onboarding is essential for PMO professionals for several reasons. Firstly, it ensures
a smooth adoption of new services. Effective onboarding helps users understand the benefits and
functionalities of the new services, reducing resistance and increasing acceptance. This process
maximizes the value and impact of PMO services, ensuring that they are utilized effectively and
efficiently within the organization.
Secondly, service onboarding plays a crucial role in building credibility and trust in the PMO.
By providing comprehensive training, clear communication, and robust support during the
onboarding process, the PMO can demonstrate its commitment to helping stakeholders succeed.
This commitment helps foster positive relationships and enhances the PMO’s reputation as a reliable
and valuable partner within the organization.
A well-executed onboarding process sets the stage for long-term service success. By addressing potential
issues early, gathering feedback, and making necessary adjustments, the PMO can ensure that services
continue to meet user needs and deliver expected outcomes. This proactive approach minimizes
disruptions and ensures that the new services integrate smoothly into existing workflows and processes.

Service Onboarding Step at a Glance

Service onboarding in the PMO context is a structured process that introduces newly developed or
improved PMO services to their intended users within the organization. This critical phase bridges
the gap between service development and full-scale implementation, ensuring PMO customers are
prepared, educated, and supported in adopting new PMO services (see Figure 18-1).
Effective service onboarding is vital for ensuring the smooth adoption of new services, maximizing
the value and impact of PMO services, building credibility and trust in the PMO, minimizing
resistance to change, and setting the stage for long-term service success.
A well-executed onboarding process significantly influences the perception and utilization of PMO
services, directly impacting their effectiveness and the PMO’s overall value to the organization.
By carefully guiding its customers through the initial stages of service engagement, the PMO can
foster a positive user experience, encourage consistent usage, and ultimately drive the realization of
intended benefits from its services.

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Step 5: Service Onboarding 181
 Value Awareness
Recognition Building

Value Needs
Delivery 10 Assessment
1
9 2
Service
8
PMO 3
Value
Improvement Proposition
Customer
7 4
Service 6 5 Service
Monitoring Development

Service Service
Operation Onboarding

Figure 18-1. Service Onboarding Step in the PMO Flywheel

Implementing the Service Onboarding Step

1. PMO Customer Preparation and Engagement
• Engagement strategy. Identify all relevant customers who will be impacted by—or involved
in—the new services. Develop a comprehensive customer map that outlines each group’s
current level of awareness, potential concerns, and expected benefits from the new services.
Create a tailored engagement strategy for each customer group. This strategy should outline
how the PMO will communicate with customers, what key messages need to be conveyed,
and the plans to address specific needs and concerns.
• Building awareness. Develop a series of awareness-building activities to generate interest
and excitement about the new services. These activities might include teaser campaigns,
showcases of service benefits, or early adopter testimonials. The goal is to create a positive
buzz around the services before they are fully launched. Organize kickoff events or town hall
meetings to formally introduce the new services. These events should provide an overview

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182 Project Management Offices: A Practice Guide
 of the services, explain how they align with organizational goals, and outline the onboarding
process. Use these events as an opportunity to address any initial questions or concerns from
customers.
• Customer feedback. Establish feedback mechanisms to capture customer input throughout
the onboarding process. This effort could include surveys, feedback sessions, or a dedicated
email address for questions and comments. Regularly review and act on this feedback to
refine the onboarding approach and address emerging concerns.
• Identify champions. Identify and engage “service champions” within different PMO
customer groups. These individuals can help promote the new services, provide peer support
during the onboarding process, and serve as a bridge between the PMO and its respective
teams or departments.

2. PMO Service Training Program Development

• Needs analysis. Start by conducting a training-needs analysis for each customer group. This
analysis should consider their current knowledge levels, the specific skills required to use the
new services, and any gaps that need to be addressed.
• Training curriculum. Develop a multitiered training curriculum that caters to different
user roles and proficiency levels. This curriculum might include basic orientation sessions
for all customers, in-depth technical training for power customers, and specialized modules
for managers or executives who need to understand the strategic implications of the
services.
• Training materials. Create a variety of training materials to support different learning styles
and preferences. The materials could include user manuals, quick reference guides, video
tutorials, interactive eLearning modules, and hands-on workshops. Ensure that all materials
are clear, concise, and focused on the practical application of the services.
• Learning approach. Design a blended learning approach that combines self-paced
learning with instructor-led sessions. This approach allows for flexibility while also providing
opportunities for direct interaction and Q&A. Consider incorporating real-world scenarios and
case studies into the training to make it more relevant and engaging.
• Recognize competencies. Develop a certification or competency assessment process to
ensure that customers have acquired the necessary skills. This assessment might involve
practical tests, quizzes, or a demonstration of service use in real project scenarios. Certificates
or badges can be used to recognize and motivate user proficiency.
• Train the trainers. Establish a train-the-trainer program to build internal capacity for ongoing
training and support. Identify potential trainers within different departments or teams and
provide them with additional training and resources to coach their colleagues effectively.
• Ongoing education. Create a plan for ongoing education and skill development. This plan
should include refresher courses, advanced training modules, and regular updates on new
features or industry practices. By fostering a culture of continuous learning, customers can
continue to maximize the value of the PMO services over time.

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Step 5: Service Onboarding 183
3. Pilot Implementation and Feedback Loops
• Pilot groups. Identify suitable pilot groups or projects that represent a cross-section
of the PMO’s target customers. These groups should be diverse enough to provide
comprehensive feedback but manageable enough to allow for close monitoring and
support.
• Pilot implementation plan. Develop a detailed pilot implementation plan that outlines
the scope, duration, and objectives of the pilot. This plan should include specific metrics
for measuring the success of the pilot, such as user adoption rates, service performance
indicators, and customer satisfaction scores. Ensure that mechanisms are in place to collect
both quantitative data and qualitative feedback throughout the pilot period.
• Pilot support. Provide enhanced support for the pilot participants. This support might
include dedicated help desk resources, regular check-in meetings, and on-site support during
critical service-usage phases. The goal is to closely monitor the user experience and quickly
address any issues or challenges that arise.
• Pilot feedback loop. Establish a structured feedback loop to capture insights from the pilot
implementation. This effort should include regular surveys, focus group sessions, and one-on-
one interviews with customers. Encourage customers to provide honest, detailed feedback
on all aspects of the service, from usability to perceived value.
• Pilot feedback analysis. Analyze the feedback and data collected during the pilot to identify
areas for improvement or refinement. Look for patterns in customer behavior, common pain
points, or unexpected ways that customers are leveraging the services. Use these insights to
make necessary adjustments to the services, training materials, or support processes before
full-scale implementation.
• Pilot feedback review. Conduct a comprehensive review at the end of the pilot period. This
review should involve all key customers, including pilot participants, PMO team members,
and relevant decision-makers. Present the findings from the pilot, discuss lessons learned,
and collaboratively decide on any final adjustments needed before proceeding with full
implementation.
• Leverage success. Leverage the experiences and successes from the pilot to build
momentum for the wider rollout. Encourage pilot participants to become advocates for
the new services, sharing their experiences and good practices with their colleagues. This
peer-to-peer promotion can be a powerful tool in driving adoption and enthusiasm for the
services across the organization.

4. Service Support Infrastructure Establishment

• Support levels. Define the different levels of support that will be required, from basic
customer assistance to more complex problem-solving and service optimization. Develop
a clear support model that outlines how users can access help, how issues will be escalated,
and what response times they can expect.

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184 Project Management Offices: A Practice Guide
 • Knowledge base. Create a comprehensive knowledge base that includes FAQs,
troubleshooting guides, good practices, and detailed documentation for each service.
This resource should be easily accessible to all customers and regularly updated based
on common issues and user feedback. Consider implementing a search function to help
customers quickly find the information they need.
• Help desk. Establish a help desk or support team for the new services. This team should be
well trained in both the technical aspects of the services and customer service skills. Develop
clear processes for logging, tracking, and resolving support requests. Consider implementing
a ticketing system to manage and prioritize support cases effectively.
• Support channels. Set up multiple channels for customers to access support, such as email,
phone, online chat, and self-service portals. Artificial intelligence (AI) chatbots can also be
implemented for this purpose. Different customers may prefer different methods of seeking
help, so offering a variety of options can improve the overall support experience. Ensure that
these channels are well integrated to provide a consistent support experience regardless of
how users reach out.
• Customer communities. Consider establishing a user community or forum where service
customers can share experiences, tips, and solutions. This peer-to-peer support can be a
valuable complement to formal support channels and can help foster a sense of community
around the PMO services.

5. Performance Monitoring and Evaluation Framework

• Success criteria review. Revisit the KPIs and success criteria defined during the service
development phase. Refine these metrics to ensure they accurately reflect the onboarding
process’s goals and align with organizational objectives.
• Performance dashboard. Develop a comprehensive performance dashboard that provides real-
time visibility into service adoption, usage patterns, and impact. This dashboard should include
metrics such as user-engagement rates, service-utilization levels, time savings, error reduction,
and customer satisfaction scores. Ensure that the dashboard is accessible to customers and
provides both high-level overviews and the ability to drill down into specific details.
• Data collection and analysis. Implement tools and processes for data collection and
analysis. This data collection and analysis might involve integrating analytics capabilities
into the services themselves, setting up user surveys, or implementing usage-tracking
systems. Ensure that data-collection methods are compliant with privacy regulations and
organizational policies.
• Performance reviews. Establish regular performance review meetings with customers. These
meetings should focus on analyzing the performance data, identifying trends, and making
data-driven decisions about necessary adjustments to the onboarding process or the services
themselves. Develop a standard agenda and reporting format for these meetings to ensure
consistency and efficiency.

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Step 5: Service Onboarding 185
6. Transitioning to Full-Service Operation
• Successful onboarding criteria. Define what constitutes a successful transition. These
criteria might include achieving certain adoption rates, reaching specific performance
benchmarks, or completing a set of critical milestones.
• Transition plan. Develop a detailed transition plan that outlines the steps required to move
from onboarding to full operation. This plan should include timelines, resource allocation,
risk mitigation strategies, and a clear delineation of responsibilities between the onboarding
team and the ongoing operations team. Consider a phased transition approach, gradually
shifting responsibilities and focus areas.
• Handover strategy. Create a comprehensive handover document that captures all key
information about the services, including design specifications, user feedback, known
issues, and lessons learned during the onboarding process. This document will be crucial for
ensuring continuity as the services move into regular operation.
• Knowledge transfer. Organize knowledge-transfer sessions between the onboarding team
and the operations team. These sessions should cover not just the technical aspects of the
services but also insights into user behavior, common challenges, and effective support
strategies. Consider implementing a shadowing period where operations team members
work alongside the onboarding team before taking full responsibility.
• Continuous monitoring and support. Establish ongoing monitoring and support processes
that will continue beyond the onboarding phase. This process includes defining long-term
performance metrics, setting up regular service reviews, and creating mechanisms for
continuous improvement and user feedback.
• Communication strategy. Develop a communications management plan to inform all
customers about the transition to full-service operation. This plan should include what
customers can expect in terms of support, any changes to service access or processes, and
how they can provide ongoing feedback or request enhancements.
• Onboarding success celebration. Plan a formal launch or celebration to mark the successful
completion of the onboarding phase and the transition to full operation. This event can
serve to recognize the efforts of all involved, reinforce the value of the services, and generate
enthusiasm for their continued use and evolution within the organization.

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186 Project Management Offices: A Practice Guide
Actionable Self-Assessment: Gauge the Effectiveness of
PMO Service Onboarding
The following self-assessment allows PMO professionals to gauge the effectiveness of their service-
onboarding processes and identify areas for improvement. By focusing on key elements such as
customer engagement, training, support, and performance monitoring, PMOs can ensure a smooth
transition from service development to full-scale adoption, maximizing the impact of new services
on organizational success.
Instructions: Rate your PMO’s performance in each area on a scale of 1–5, where:
1 = Not at all/never
2 = Rarely/poor
3 = Sometimes/average
4 = Often/good
5 = Always/excellent

Section 1: PMO Customer Preparation and Engagement

Question Rating
a) We have identified all relevant PMO customers impacted by or involved in the
new PMO services.
b) We have developed tailored engagement strategies for each PMO customer
group based on their needs and concerns.
c) We regularly communicate with PMO customers to build awareness and generate
excitement about new PMO services.
d) We collect and act on PMO customer feedback during the
PMO-service-onboarding process.
e) We have identified PMO service champions within PMO customer groups to
promote the new PMO services and support peers.
Subtotal

Section 2: PMO Service Training Program Development

Question Rating
a) We conduct a thorough training needs analysis for each PMO customer group
before service onboarding.
b) We have developed a multitiered training curriculum tailored to different user
roles and proficiency levels.
c) We provide a variety of training materials, including guides, video tutorials, and
interactive modules.
d) We use a blended learning approach, combining self-paced materials with
instructor-led sessions.
e) We offer certification or competency assessments to ensure PMO customers
have mastered the necessary skills.
Subtotal

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Step 5: Service Onboarding 187
 Section 3: Pilot Implementation and Feedback Loops
Question Rating
a) We have selected diverse pilot groups to represent different PMO customer
segments.
b) We have a detailed pilot-implementation plan with defined objectives and
success metrics.
c) We provide enhanced support for pilot participants to monitor the PMO
customer experience closely.
d) We collect both quantitative data and qualitative feedback from pilot
participants.
e) We analyze pilot feedback and data to identify patterns, pain points, and areas for
improvement.
Subtotal

Section 4: Service Support Infrastructure Establishment

Question Rating
a) We have established clear levels of support, from basic PMO customer assistance
to advanced problem-solving.
b) We have developed a comprehensive knowledge base, including FAQs and
troubleshooting guides.
c) We offer multiple support channels (email, phone, online chat) for customers to
seek help.
d) We have established a help desk or support team trained in both technical and
PMO customer service skills.
e) We have created a PMO customer community or forum for peer-to-peer support
and knowledge sharing.
Subtotal

Section 5: Performance Monitoring and Evaluation Framework

Question Rating
a) We have clearly defined KPIs and success criteria for measuring the
PMO-service-onboarding process.
b) We use a performance dashboard to provide real-time visibility into PMO service
adoption.
c) We have tools in place to collect and analyze data on PMO customer engagement
and PMO service utilization.
d) We hold regular performance review meetings with PMO customers to assess the
onboarding progress.
e) We adjust the PMO-service-onboarding process or PMO services based on
data-driven insights and feedback.
Subtotal

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188 Project Management Offices: A Practice Guide
 Section 6: Transitioning to Full-Service Operation
Question Rating
a) We have clear criteria for defining the successful transition from service
onboarding to full operation.
b) We have a detailed transition plan that outlines steps, timelines, and PMO team
resource allocation.
c) We conduct knowledge-transfer sessions between the service-onboarding team
and the PMO operations team.
d) We have established ongoing monitoring and support processes for
post-onboarding operations.
e) We communicate clearly with PMO customers about the transition to full-service
operation and any changes they can expect.
Subtotal
Grand total

Scoring and Interpretation: Total your scores from all 30 questions.

Excellent: 134–150 points. Your PMO has mastered service onboarding, ensuring smooth
adoption, engagement, and continued success of new services. Maintain this high standard
while refining and evolving your approach based on ongoing feedback.
Good: 114–133 points. Your PMO is performing well in onboarding but there are
opportunities for improvement. Focus on areas with lower scores to further enhance training,
support, and customer engagement.
Average: 89–113 points. Your PMO’s onboarding process is functional but requires
significant improvement. Prioritize training development, pilot feedback, and service-support
enhancements to increase effectiveness.
Poor: 59–88 points. Your PMO’s onboarding process needs considerable work. Revisit key
areas such as customer engagement, support infrastructure, and transition planning to ensure
a more successful onboarding experience.
Critical: 30–58 points. Your PMO urgently needs to establish a structured service onboarding
process. Begin by focusing on comprehensive training, customer feedback mechanisms, and
support systems to drive successful service adoption.

Looking Ahead to the Next Section

This section explored service onboarding and how to successfully introduce new or improved PMO
services to the organization. The next section details the day-to-day management of these PMO services.
Service operation is where the real work of delivering PMO services begins. This step of the value-
generating PMO flywheel is where plans take shape and the PMO creates value for the organization.
The next section discusses strategies for managing service delivery, handling PMO customer requests,
allocating resources, and ensuring service quality. By mastering this phase, PMO professionals can
ensure that their services consistently meet PMO customer needs and deliver measurable value.

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Step 5: Service Onboarding 189
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 19

Step 6: Service Operation

Why This Section Matters to PMO Professionals
Mastering service operation is critical for PMO professionals because it is where the PMO’s promises
and value propositions are realized. The ability to consistently deliver high-quality services is
essential for establishing and maintaining trustworthiness within the organization. Effectively
managing service operations allows the PMO to demonstrate its value and become an integral part
of the business strategy, directly impacting project success and organizational performance.
PMO professionals can significantly enhance project management capabilities across the
organization by ensuring that PMO services are available, reliable, and meet quality standards.
Consistent service delivery fosters customer satisfaction and confidence in the PMO’s ability to
support and drive organizational goals.
The service operation step in the PMO context represents the culmination of strategy formulation, service
design, and implementation efforts. This step involves the day-to-day execution and management of
PMO services, delivering tangible value to the organization and its customers (see Figure 19-1).
This critical step marks the point where the PMO transitions from preparation to action, putting
its carefully crafted services into practice. It is in this step that the PMO builds its reputation,
demonstrating its worth through consistent, reliable, and high-quality service delivery. By
successfully managing service operations, the PMO can ensure that its offerings are readily
available, dependable, and aligned with quality standards that directly impact project success and
organizational performance.
Service operation serves as a real-world testing ground for PMO services. Through direct interaction
with customers, the PMO gains invaluable insights that drive continuous improvement. As the PMO
consistently delivers value through its services, it cements its position as an integral part of the
organization’s strategic framework.

Implementing the Service Operation Step

1. Daily PMO Service Delivery Management
• PMO services delivery. Ensure that each PMO service is delivered according to its defined
processes, meeting the quality standards and service-level agreements established during
the service development and onboarding steps.

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Step 6: Service Operation 191
 Value Awareness
Recognition Building

Value Needs
Delivery Assessment
10 1
9 2
Service
8
PMO 3
Value
Improvement Proposition
Customer
7 4
Service 6 5 Service
Monitoring Development

Service Service
Operation Onboarding

Figure 19-1. Service Operation Step in the PMO Flywheel

• PMO service daily management. Start each day by reviewing the service schedule and
prioritizing tasks. Daily service-delivery management requires a proactive approach but is
crucial to maintain a balance between scheduled services and ad hoc requests that may arise
throughout the day.
• Communication channels. Establish clear channels for service requests and maintain open
lines of communication with all customers. This communication might involve managing
a service desk, responding to email inquiries, or conducting regular check-ins with key
customers.
• Delivery monitoring. Actively monitor service delivery, identifying any issues or bottlenecks
that may impact quality or timeliness. Quick problem-solving and decision-making skills are
essential. When issues arise, address them promptly and transparently, keeping customers
informed of any potential impacts on service delivery.

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192 Project Management Offices: A Practice Guide
 • Delivery performance review. Review service-delivery performance, update service logs,
prepare daily reports, or brief team members on completed tasks and upcoming priorities.
Reflect on any lessons learned or potential improvements that could enhance service delivery
in the future.

2. Executing PMO Service-Level Agreements (SLAs)

• SLA regular reviews. Review the active SLAs and their associated performance targets.
A regular check helps to prioritize tasks and allocate resources effectively to meet SLA
commitments. Use a dashboard or report that provides an at-a-glance view of current SLA
performance across all services.
• Service request prioritization. Develop and maintain a system for prioritizing service
requests based on SLA commitments. This system can ensure that services with more
stringent SLA requirements, or those approaching breach thresholds, receive appropriate
attention. Train PMO staff on this prioritization system and ensure it is consistently applied in
day-to-day operations.
• Escalation process. Create a clear escalation process for addressing potential SLA breaches.
This process should outline the steps to be taken when a service is at risk of not meeting its
SLA targets, including who needs to be notified and what actions should be taken at each
escalation level. Ensure all PMO staff are familiar with this process and can initiate it when
necessary.
• SLA records. Maintain detailed records of all SLA-related activities and decisions. This
recordkeeping includes logging any instances where SLAs are at risk, the actions taken to
address these situations, and the outcomes of these actions.
• SLA-oriented culture. Foster a culture of SLA awareness within the PMO team. Regularly
reinforce the importance of meeting SLA commitments and recognize PMO team members
who consistently achieve or exceed SLA targets. Consider implementing visual management
techniques, such as SLA performance boards, to keep SLA commitments at the forefront of
daily operations.
• Exceptions management. Be prepared to handle exceptions or special circumstances that
may impact SLA performance. This planning might involve situations where meeting an SLA
for one service could jeopardize performance on another or where organizational priorities
shift unexpectedly. Develop guidelines for making informed decisions in these scenarios,
always keeping the overall value delivery to the organization in mind.

3. Handling Service Requests and Inquiries

• Request-tracking system. Implement a robust system for tracking and managing requests
from submission to resolution. This system should allow for the categorization of requests,
assignment to appropriate PMO team members, and real-time status updates. Consider using
a dedicated service management tool to integrate with other PMO systems for seamless data
flow and reporting.

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Step 6: Service Operation 193
 • Request prioritization. Develop a prioritization framework to ensure that high-impact or
urgent requests receive timely attention. This framework should consider factors such as the
request’s alignment with organizational priorities, potential impacts on project success, and
the requesting customer’s role. However, be sure to maintain a balance to ensure that all
requests receive appropriate attention.
• Response time. Establish clear SLAs for initial response times and resolution timeframes for
different types of requests. Communicate these standards to customers and ensure the PMO
team is equipped to meet them consistently. Regularly monitor and report on adherence to
these SLAs.
• Extraordinary requests. Implement escalation procedures for complex or time-sensitive
requests that cannot be resolved through standard processes. Clearly define the criteria for
escalation and the path it should follow, ensuring that senior PMO staff or subject matter
experts are involved when necessary.

4. PMO Resource Allocation and Workload Management

• PMO resource pool. Maintain a clear overview of the PMO resource pool. This effort includes
understanding each team member’s skills, availability, and current workload. Regularly
update this information to account for changes in capacity due to leave, training, or other
commitments.
• Resource allocation. Develop a robust resource allocation process. This process should take
into account the priority and complexity of different services, as well as the specific skills
required for each task. Aim to match tasks with the most appropriate PMO team members,
considering both their expertise and their development needs. Look for opportunities to
assign tasks that stretch PMO team members’ abilities and contribute to their professional
growth. This process not only enhances the PMO team’s overall capabilities but also
contributes to job satisfaction and retention.
• Workload management. Implement a workload management system that allows the PMO
to track and balance tasks across the PMO team. This system might involve using project
management software or a custom-built dashboard. The goal is to ensure that work is
distributed equitably and that no team member is over- or underutilized. Be prepared to
adjust resource allocations dynamically in response to changing demands or unexpected
events. This adjustment might involve reallocating resources from lower-priority tasks to
address urgent needs or bringing in additional resources during peak periods.
• PMO team communication. Regular communication with the team is crucial for effective
resource and workload management. Hold daily or weekly team meetings to discuss
workloads, identify any capacity issues, and collaboratively solve resource allocation
challenges. Encourage PMO team members to speak up if they feel overwhelmed or if they
have the capacity to take on additional tasks.
• Resource utilization monitoring. Monitor resource utilization and productivity regularly.
Look for patterns or trends that might indicate the need for additional resources, training,
or process improvements. Use this data to inform future resource planning and to justify
resource requests to senior management if necessary.

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194 Project Management Offices: A Practice Guide
5. PMO Customer Engagement and Communication
• Communication strategy. Develop and maintain a customer communications management
plan. This plan should outline regular touchpoints with different customer groups, such as
weekly updates to project managers, monthly reports to executives, or quarterly review
sessions with department heads. Tailor the communication style and content to each group’s
needs and interests.
• Communication channels. Implement a variety of communication channels to effectively
reach customers. These channels might include email newsletters, intranet updates, face-to-
face meetings, or digital collaboration platforms. The key is to make information about PMO
services easily accessible and to encourage two-way communication.
• Customer feedback. Regularly seek feedback from customers on their experiences with
PMO services. This feedback could involve formal surveys, informal check-ins, or dedicated
feedback sessions. Act on this feedback promptly, demonstrating the PMO’s responsiveness
and commitment to continuous improvement.
• Trusted advisor role. Establish the PMO team members as trusted advisors to key customers.
This effort involves not just delivering services but also providing insights, recommendations,
and strategic guidance. Look for opportunities to add value beyond the scope of defined
services, such as sharing industry trends or good practices.
• Expectation management. Manage customer expectations effectively. Be clear about what
the PMO can and cannot do and be transparent about any limitations or challenges in service
delivery. If issues arise, communicate them promptly, along with a plan for resolution.
• Collaboration culture. Foster a culture of collaboration among the PMO and its customers.
Encourage customers to view the PMO as a partner in achieving project and organizational goals.
This collaborative approach can lead to more effective service delivery and greater overall impact.

6. PMO Risk and Issue Management

• Risk management framework. Develop a comprehensive risk management framework
for PMO services. This framework should include risk identification, assessment, mitigation,
and monitoring processes. Regularly conduct risk assessments for each service, considering
factors such as resource availability, technological changes, and organizational priorities.
• Issue management. Establish a clear process for escalating and managing issues that arise
during service delivery. This process should include defining what constitutes an issue, how
issues should be reported, who is responsible for addressing them, and how their resolution
will be communicated to customers.
• Risk and issue log. Implement a risk and issue log to track potential threats to service
delivery and ongoing challenges. Regularly review and update this log, ensuring that
mitigating actions are taken and that lessons are learned from resolved issues.
• Contingency plan. Develop contingency plans for high-impact risks. These plans should
outline specific steps to be taken if a risk materializes, ensuring quick and effective responses
to minimize service disruption. Regularly test and update these contingency plans to ensure
they remain relevant and effective.

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Step 6: Service Operation 195
 • Transparent communication. Communicate transparently about risks and issues with
customers. While it is important to avoid creating unnecessary alarms, keeping customers
informed about potential challenges and how they are being addressed can build trust and
demonstrate the PMO’s proactive approach to service management.
• Analyze patterns. Regularly analyze patterns in risks and issues to identify underlying causes
or systemic problems. Use these insights to drive longer-term improvements in service
design or delivery processes.
• PMO team development. Foster a proactive risk management culture within the PMO team.
Encourage team members to identify and report potential risks or issues early. Provide training
on risk management techniques and make risk discussions a regular part of team meetings.

7. Knowledge Management and Capacity Building

• Knowledge management system. Develop a comprehensive knowledge management
system for the PMO. This system should include a centralized repository for documenting
processes, good practices, lessons learned, and service-specific knowledge. Ensure that this
system is easily accessible to all team members and is kept current.
• Knowledge capture. Implement processes for capturing knowledge from day-to-day service
operations. These processes might involve regular debriefing sessions, project retrospectives,
or a system for PMO team members to easily document insights or solutions as they arise.
Encourage a culture where knowledge sharing is valued and rewarded.
• Service documentation. Create and maintain detailed documentation for each PMO service.
This documentation should include process maps, job aids, troubleshooting guides, and
FAQs. Regularly review and update this documentation to reflect any changes in service
delivery or new insights gained.
• PMO team member onboarding. Develop a structured approach to onboarding new PMO
team members and cross-training existing staff. This approach ensures that knowledge is
effectively transferred and that the PMO has the flexibility to cover all services, even if key
team members are unavailable.
• PMO team member development. Regularly assess the skills and knowledge within the
PMO team. Identify any gaps in capabilities and develop targeted training or development
plans to address these gaps. These plans might involve internal training sessions, external
courses, or on-the-job learning opportunities. Implement mentoring within the PMO team,
pairing less-experienced team members with seasoned professionals to facilitate knowledge
transfer and accelerate skill development.
• Learning culture. Foster a learning culture within the PMO. Encourage team members
to stay current with industry trends, pursue professional certifications, or attend relevant
conferences. Allocate time and resources for continuous learning and development.
• Technology support. Leverage technology to support knowledge management and
capacity building. This technology may include implementing collaboration tools, eLearning
platforms, or AI-powered knowledge bases that make it easier to capture, share, and access
critical information.

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196 Project Management Offices: A Practice Guide
Actionable Self-Assessment: Gauge the Effectiveness of
PMO Service Operation

The following self-assessment provides a comprehensive tool for PMO professionals to evaluate
their effectiveness in service operation and identify areas for improvement. By focusing on key
operational aspects such as SLA execution, resource management, and customer engagement,
PMOs can ensure they not only meet—but exceed—organizational expectations for service
delivery.
Instructions: Rate your PMO’s performance in each area on a scale of 1–5, where:
1 = Not at all/never
2 = Rarely/poor
3 = Sometimes/average
4 = Often/good
5 = Always/excellent

Section 1: Daily PMO Service Delivery Management

Question Rating
a) We ensure each PMO service is delivered according to its defined processes and
quality standards.
b) We prioritize tasks effectively and maintain a balance between scheduled
services and ad hoc requests.
c) We have established clear communication channels for handling PMO service
requests.
d) We actively monitor PMO service delivery to identify and address issues
promptly.
e) We regularly review PMO service delivery performance to identify improvement
opportunities.
Subtotal

Section 2: Executing PMO Service-Level Agreements (SLAs)

Question Rating
a) We regularly review SLAs and their performance targets to ensure compliance.
b) We have a systematic approach for prioritizing PMO service requests based on
SLA commitments.
c) We have a clear escalation process for addressing potential SLA breaches.
d) We maintain detailed records of SLA-related activities and decisions.
e) We foster an SLA-oriented culture within the PMO team.
Subtotal

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Step 6: Service Operation 197
 Section 3: Handling Service Requests and Inquiries
Question Rating
a) We have a robust system for tracking and managing PMO service requests from
submission to resolution.
b) We prioritize PMO customer requests to ensure timely attention based on
organizational priorities and impact.
c) We have clear SLAs for response times and resolution timeframes that we
consistently meet.
d) We have established procedures for escalating complex or urgent PMO customer
requests.
e) We regularly review and update our management processes for service requests
to improve efficiency and PMO customer satisfaction.
Subtotal

Section 4: PMO Resource Allocation and Workload Management

Question Rating
a) We maintain an updated overview of the PMO resource pool and individual PMO
team member capacities.
b) We effectively match tasks with PMO team members based on their skills and
workloads.
c) We use tools or systems to balance and track workloads across the PMO team.
d) We communicate regularly with the PMO team to manage resources and address
capacity issues.
e) We monitor resource utilization and productivity to ensure efficient use of PMO
capabilities.
Subtotal

Section 5: PMO Customer Engagement and Communication

Question Rating
a) We have a well-defined PMO customer communications management plan that
aligns with different groups’ needs.
b) We use diverse communication channels to effectively reach all PMO customers.
c) We actively seek and promptly act on PMO customer feedback regarding PMO
services.
d) We manage PMO customer expectations transparently and effectively.
e) We foster a collaborative culture between the PMO team and PMO customers.
Subtotal

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198 Project Management Offices: A Practice Guide
Section 6: PMO Risk and Issue Management
Question Rating
a) We have a comprehensive risk management framework for PMO services.
b) We have an established process for escalating and managing issues during
service delivery.
c) We maintain a detailed risk and issue log, regularly updating and mitigating
actions.
d) We have developed and regularly test contingency plans for high-impact risks.
e) We communicate transparently with customers about risks and issues.
Subtotal

Section 7: Knowledge Management and Capacity Building

Question Rating
a) We have developed a centralized knowledge management system accessible to
all PMO team members.
b) We have implemented processes to capture and share knowledge from daily
PMO operations.
c) We maintain updated PMO service documentation and facilitate ongoing training
and development.
d) We leverage technology to enhance PMO knowledge management and capacity
building.
e) We regularly review and improve PMO knowledge management practices to
ensure they remain aligned with evolving PMO team and organizational needs.
Subtotal
Grand total

Scoring and Interpretation: Total your scores from all 35 questions.

Excellent: 154–175 points. Your PMO excels in service operation, consistently delivering
high-quality services and maintaining strong customer relations. Continue to innovate and
refine your processes.
Good: 131–153 points. Your PMO is effective in service operation but can improve in certain
areas to enhance service delivery and customer satisfaction.
Average: 102–130 points. Your PMO has foundational service-operation processes in place
but significant improvements are necessary to meet higher standards.
Poor: 68–101 points. There are critical gaps in your PMO’s service-operation practices that
need immediate attention to prevent service disruption.
Critical: 35–67 points. Urgent action is required to establish basic service-operation
capabilities and stabilize your PMO’s service delivery.

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Step 6: Service Operation 199
Looking Ahead to the Next Section
This section explored the details of the service operation step of the value-generating PMO
flywheel, demonstrating how to manage the daily delivery of PMO services while ensuring these
services continue to meet PMO customer needs and provide value. This step requires a structured
method for tracking and evaluating the PMO’s delivery performance.
The next section details the service monitoring step—the process of measuring and assessing
the effectiveness of PMO services. The section explores strategies for defining KPIs, collecting
and analyzing data, and using the results to drive ongoing improvements. By mastering this step,
PMO professionals can help ensure their services stay aligned with customer expectations and
organizational objectives.

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200 Project Management Offices: A Practice Guide
 20

Step 7: Service Monitoring

Why This Section Matters to PMO Professionals
The service monitoring step in the value-generating PMO flywheel is essential for PMO professionals
as it emphasizes the efficacy and efficiency of service delivery. Mastering service monitoring is
crucial because it provides concrete evidence of the PMO’s ability to meet its commitments and
deliver the services defined in the PMO value proposition.
For PMO professionals, effective service monitoring differentiates between service outputs and
outcomes, offering a clear understanding of immediate results and broader impacts. This step is
crucial for PMO professionals as it helps maintain high service standards, build customer trust,
and drive PMO processes and maturity improvement, reinforcing the PMO’s value within the
organization.

Service Monitoring Step at a Glance

Service monitoring in the PMO context is a critical process that provides real-time insights into
service delivery effectiveness and efficiency. This systematic approach to tracking, measuring, and
evaluating PMO services against predetermined standards ensures that the PMO consistently meets
or exceeds its commitments to PMO customers (see Figure 20-1).
At its core, service monitoring focuses on the tangible outputs of PMO services, providing concrete
evidence of performance. By regularly tracking KPIs and compliance with SLAs, this process helps
ensure consistency and quality in service delivery. Service monitoring serves as an early warning
system, allowing for the identification of potential issues before they escalate into significant
problems.
The data gathered through service monitoring enables informed, real-time decision-making
about resource allocation and service refinement. This data-driven approach not only enhances
operational efficiency but also demonstrates the PMO’s commitment to accountability and
continuous improvement. By consistently meeting or exceeding performance targets, the PMO
builds credibility and trust with customers across the organization.
In essence, service monitoring acts as the pulse of PMO performance, providing vital signs that
indicate the health and efficiency of PMO services. This step transforms abstract concepts of quality
and efficiency into measurable metrics, offering a clear picture of the PMO’s immediate impact and
value. By maintaining this constant vigilance on service performance, the PMO positions itself as

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Step 7: Service Monitoring 201
 Value Awareness
Recognition Building

Value Needs
Delivery Assessment
10 1
9 2
Service
8
PMO 3
Value
Improvement Proposition
Customer
7 4
Service 6 5 Service
Monitoring Development

Service Service
Operation Onboarding

Figure 20-1. Service Monitoring Step in the PMO Flywheel

a reliable, high-performing entity capable of adapting to changing organizational demands and

consistently delivering value.
Tracking the effectiveness of services provided by a PMO is essential to help ensure these services
are delivered efficiently and are meeting the intended standards, processes, SLAs, and PMO
customer expectations.
The SLAs establish specific performance benchmarks that the PMO commits to achieving, making
them a critical framework for both setting and measuring service expectations. However, it is
important to distinguish between two types of performance indicators in this context: those
focused on service delivery and those centered on outcomes. While outcome-based indicators
evaluate the ultimate value or impact generated by a service—such as enhanced project success
rates or ROI—indicators focused on service delivery measure the PMO’s efficiency and proficiency in
providing the service itself, often against SLA commitments.

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202 Project Management Offices: A Practice Guide
Service delivery indicators primarily assess how well the PMO executes its services according to SLAs
and internal standards. These indicators address questions such as:

• Is the service being provided consistently and on schedule?

• Are methodologies being followed?
• Are SLAs being met?

For example, in resource management, a service delivery indicator might measure the timeliness
and accuracy of resource allocation, ensuring that skilled personnel are available where and when
needed. While this metric does not directly measure project success or customer satisfaction, it
does provide essential insights into the quality of the resource management process and SLA
compliance.
Focusing on service delivery indicators tied to SLAs offers several benefits for a PMO. First, these
indicators help identify inefficiencies or areas for improvement within the service itself. For
instance, if the PMO’s methodology management service frequently fails to meet SLAs related
to timeliness or consistency, it may indicate a need for refining processes, offering additional
training, or establishing clearer guidelines. This insight allows the PMO to take corrective action
and streamline its processes, ensuring that all services are delivered at a consistently high
standard. Additionally, these indicators support accountability, providing concrete metrics that
measure whether each service meets agreed-upon SLAs, reinforcing the PMO’s commitment to
delivering reliable and efficient support.
Another significant benefit of service delivery indicators is that they establish a foundation for
outcome-focused performance. Efficient, SLA-compliant service delivery often lays the groundwork
for achieving desired outcomes. For instance, a PMO that meets SLA benchmarks in change
control management (such as processing a set percentage of change requests within a specified
timeframe) is better positioned to avoid project delays and budget overruns. This proficiency in
service execution creates a stable environment where project outcomes are more likely to align with
strategic goals.
In addition to service delivery indicators, PMOs also require indicators focused on outcomes, which
provide insights into the value generated by the services over time. These outcome indicators are
key to assessing the broader impact and alignment of services with strategic goals. These indicators
address questions such as:

• Does the service improve project success rates?

• Are customers more satisfied with project outcomes?
• Has there been a measurable increase in ROI or resource utilization efficiency?

Outcomes are specifically assessed in Steps 9 and 10 of the PMO Value Ring™ framework,
respectively known as value delivery and value recognition.
Together, SLA-focused service delivery indicators and outcome indicators offer a comprehensive
view of PMO performance. Service delivery indicators ensure that the PMO operates efficiently

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Step 7: Service Monitoring 203
within established SLAs, while outcome indicators validate the PMO’s value to the organization.
This balanced approach enables the PMO to refine its processes, consistently deliver on promises,
and demonstrate quantifiable value, aligning more closely with the organization’s strategic goals.
Table 20-1 provides examples of indicators tailored to specific PMO services. Each indicator
highlights the importance of objective, results-oriented metrics in demonstrating the PMO’s
commitment to operational excellence and effective service delivery.
Organizing service delivery indicators into specific categories allows the PMO to manage day-to-day
performance systematically, aligning each activity with defined SLA commitments. This structured
approach creates a clear framework for monitoring and enhancing operational effectiveness,
enabling the PMO to consistently deliver high-quality services, meet customer expectations, and
promptly address any arising issues. The main types of service delivery indicators, organized by their
focus and impact, include:

• Efficiency indicators. Efficiency indicators ensure that resources, such as time, budget, and
personnel, are used effectively in delivering PMO services. By tracking metrics like time taken to
complete tasks, budget adherence, and resource utilization, the PMO can identify bottlenecks
and optimize processes to meet SLA requirements for resource use, ensuring services are
delivered on schedule and within budget.

Table 20-1. Examples of PMO Service Delivery Performance Indicators

Performance
Service Objective
Indicator

Methodologies and Adherence rate to standard- Measures the percentage of projects following the
frameworks management ized methodologies standardized methodologies and frameworks set by
the PMO

Systems and tools Average response time for Tracks the average time taken to respond to and
management system support requests resolve issues or support requests related to PMO
systems and tools

Training and development Participation rate in training Tracks the percentage of targeted employees
programs who attend scheduled training and development
sessions

Project management On-time delivery rate of Measures the percentage of project milestones
project milestones delivered on schedule

Stakeholder engagement Frequency of stakeholder Measures the number of formal communications or

communication updates provided to stakeholders within a specified
period

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204 Project Management Offices: A Practice Guide
• Quality indicators. Quality indicators assess whether PMO services meet predefined standards
for accuracy, consistency, and reliability. Compliance with quality standards, rates of errors or
rework, and customer satisfaction with service quality are tracked to maintain high standards
and build trust. These indicators help ensure that services consistently align with SLA quality
commitments, reducing errors and supporting reliability.
• Compliance indicators. Compliance indicators measure the PMO’s adherence to internal
policies, regulatory requirements, and governance standards as specified in the SLA. Metrics
like adherence to methodologies, audit compliance rates, and regulatory adherence protect the
organization from risks and help ensure that all service delivery practices align with necessary
standards, which is crucial for operational integrity.
• Productivity indicators. Productivity indicators evaluate how effectively PMO team members
complete tasks associated with service delivery. By tracking task completion rates, output per
hour, and the number of deliverables produced, the PMO can optimize workflows and ensure
team members meet productivity targets specified in SLAs. This helps the PMO meet service
delivery expectations within set timelines.
• Satisfaction indicators. Satisfaction indicators capture customer perceptions of PMO service
delivery, providing insights into whether the services meet delivery expectations outlined in
SLAs. Using tools like satisfaction surveys, service feedback, and ratings on service quality, the
PMO can make adjustments to better align with satisfaction standards, ensuring customers are
consistently pleased with the service.
• Timeliness indicators. Timeliness indicators measure the PMO’s responsiveness and speed in
delivering services, meeting the SLA commitments related to response times and deadlines.
Metrics like response time, issue resolution time, and the percentage of projects completed on
schedule can help the PMO to maintain consistent, prompt delivery as expected in the SLA.
• Adaptability indicators. Adaptability indicators evaluate the PMO’s ability to respond to
changing requirements while staying within the SLA. Tracking metrics like successful change
implementation rates, time to reallocate resources, and flexibility in priority adjustments,
the PMO can help ensure it meets changing needs without compromising service quality or
timeliness.
• Communication indicators. Communication indicators monitor the clarity, transparency,
and frequency of communication between the PMO and customers, as specified in the
SLA. These indicators track metrics such as the frequency of updates, clarity of reports, and
customer feedback on communication effectiveness, ensuring customers remain informed
and aligned.
• Risk management indicators. Risk management indicators assess the PMO’s ability to identify,
evaluate, and mitigate risks in service delivery, maintaining service stability in line with SLAs.
Tracking metrics like frequency of risk assessments, percentage of mitigated risks, and customer
confidence in risk management practices can help prevent disruptions and ensure a stable and
reliable service.

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Step 7: Service Monitoring 205
Implementing the Service Monitoring Step
1. Establishing a Comprehensive PMO Service Monitoring Framework
• Service performance measurement process. Develop a standardized data-collection and
analysis methodology. This process might involve implementing automated tracking systems,
creating custom reporting tools, or integrating existing project management software
with monitoring capabilities. The goal is to establish a consistent and reliable method for
gathering performance data across all PMO services.
• Service performance dashboard. Create a centralized dashboard or reporting system that
provides real-time visibility into service performance. This dashboard should offer both high-
level overviews and the ability to drill down into specific services or metrics. Consider using
data-visualization techniques to make the information easily digestible and actionable.
• Monitoring schedule. Develop a schedule for regular monitoring activities. This schedule
may include daily checks of critical metrics, weekly performance reviews, and monthly
comprehensive analyses. The frequency of monitoring should be tailored to the nature of
each service and the requirements should be specified in the SLAs.
• PMO team roles and responsibilities. Establish clear roles and responsibilities within the
PMO team for monitoring activities. This process includes designating individuals responsible
for data collection, analysis, and reporting for each service. Provide training to ensure that all
team members understand the monitoring framework and their roles within it.

2. Managing SLA Compliance

• SLA compliance system. Implement a system for tracking SLA compliance. This system
should provide visibility into how current performance compares to SLA goals. Consider
using a traffic light system (red, amber, green) to quickly highlight services that are meeting,
at risk of breaching, or already breaching their SLAs.
• SLA performance review process. Establish a process for regular SLA performance reviews.
This process may involve weekly checks of all SLAs and more in-depth monthly reviews. During
these reviews, assess not only whether SLAs are being met but also how close performance is
to the agreed goals. Look for trends that could indicate future compliance issues.
• SLA breaches. Develop a clear escalation process for addressing SLA breaches or near
misses. This process should outline the steps to be taken when a service is at risk of not
meeting its SLA, including who needs to be notified and what actions should be taken.
Ensure this process is well documented and understood by all PMO team members.
• SLA noncompliance documentation. Create a system for documenting all instances of
SLA noncompliance, including the circumstances that led to the breaches, actions taken to
address them, and measures implemented to prevent recurrences. This documentation is
crucial for demonstrating accountability and informing future improvement efforts.
• SLA reviews. Periodically review the relevance and appropriateness of existing SLAs. As
organizational needs and PMO capabilities evolve, some SLAs may need to be adjusted.

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206 Project Management Offices: A Practice Guide
 Use the insights gained from ongoing monitoring to inform these reviews and negotiate any
necessary changes to SLA terms.
• Service development. Ensure that learnings from SLA reviews feed back into the service
development step. Insights gained about realistic performance targets, changing customer
needs, or emerging service priorities should inform the ongoing evolution of PMO services.

3. SLA Performance Reporting and Communication

• Performance reporting. Regularly communicate SLA performance to PMO customers. This
communication may include monthly or quarterly SLA compliance reports that provide
clear overviews of performance against all SLAs. Be transparent about any breaches or
challenges faced and use these communications as opportunities to demonstrate the PMO’s
commitment to meeting its service commitments.
• Reporting schedule. Establish a regular reporting schedule that aligns with organizational
rhythms and decision-making cycles. This reporting schedule might involve daily
performance snapshots, weekly summary reports, monthly detailed analyses, and quarterly
strategic reviews. Ensure that the frequency and depth of reporting is appropriate for each
PMO customer group.
• Reporting content. Implement data visualization techniques to make monitoring results
more accessible and impactful. Use charts, graphs, and infographics to highlight key trends,
comparisons, and performance against targets. Consider using interactive dashboards
that allow PMO customers to explore the data themselves. Develop a clear and consistent
narrative around the monitoring results. This narrative should explain what the data means,
why it matters, and what actions are being taken as a result. Use this narrative to reinforce the
link between service performance and organizational value.
• Reporting channels. Establish multiple channels for communicating monitoring results.
These channels may include email reports, presentations in management meetings, updates
on internal collaboration platforms, or dedicated performance review sessions. Tailor the
communication method to the preferences and needs of different PMO customer groups.

4. Gathering and Analyzing PMO Customer Feedback

• Customer satisfaction measurement. Develop a standardized set of questions or metrics
for measuring PMO customer satisfaction across different services. This standardized
measurement will help ensure consistency in feedback collection and allow for meaningful
comparisons over time and between services.
• Customer feedback collection. Implement a system for collecting and analyzing PMO
customer feedback. This system may involve using survey tools that provide instant
notifications of low satisfaction scores or negative comments, allowing for quick follow-up
and resolution of issues.
• Customer feedback analysis. Regularly analyze the feedback collected to identify
trends, common issues, or areas of excellence. Look for correlations among PMO

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Step 7: Service Monitoring 207
 customer satisfaction data and other performance metrics to gain a more comprehensive
understanding of service quality. Use text analysis techniques to extract insights from
qualitative feedback. This analysis can help identify recurring themes or issues that may not
be captured by quantitative metrics alone. Consider using sentiment analysis tools to gauge
the overall tone of customer feedback.
• Customer feedback response. Develop a process for acting on PMO customer feedback.
This process should include steps for addressing individual complaints or issues, as well as
mechanisms for incorporating broader feedback trends into service improvement initiatives.
Close the feedback loop by communicating back to customers about how their input has
been used to improve services. This feedback loop demonstrates that the PMO values
customer feedback and is committed to continuously enhancing its services based on user
needs and experiences.

Actionable Self-Assessment: Gauge the Effectiveness of

PMO Service Monitoring
The following self-assessment enables PMO professionals to evaluate their effectiveness in
monitoring service delivery, managing SLA compliance, and addressing PMO customer feedback.
By focusing on key operational metrics, PMOs can ensure they consistently meet performance
targets, foster trust with PMO customers, and continuously improve service quality.
Instructions: Rate your PMO’s performance in each area on a scale of 1–5, where:
1 = Not at all/never
2 = Rarely/poor
3 = Sometimes/average
4 = Often/good
5 = Always/excellent

Section 1: Establishing a Comprehensive PMO Service Monitoring Framework

Question Rating
a) We have a standardized and reliable data-collection process for all PMO services.
b) We use a centralized dashboard or reporting system to monitor real-time service
performance.
c) We maintain a regular schedule for activities related to monitoring PMO service
performance (e.g., daily, weekly, monthly).
d) We have clear roles and responsibilities for data collection, analysis, and
reporting within the PMO team.
e) We provide training to ensure all PMO team members understand the PMO
service monitoring framework.
Subtotal

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208 Project Management Offices: A Practice Guide
Section 2: Managing SLA Compliance
Question Rating
a) We have a system in place for tracking SLA compliance across all services.
b) We regularly review SLA performance and address areas at risk of
noncompliance.
c) We have an escalation process for potential SLA breaches that is well
documented and understood by all PMO team members.
d) We document all instances of SLA noncompliance and use these records for
future improvements.
e) We periodically review and adjust SLAs to ensure they remain relevant to
organizational needs.
Subtotal

Section 3: SLA Performance Reporting and Communication

Question Rating
a) We regularly communicate SLA performance to PMO customers with transparency.
b) Our reporting schedule aligns with organizational rhythms and decision-making
cycles.
c) We use data-visualization techniques (e.g., charts, graphs) to make PMO service
monitoring results more accessible.
d) We develop clear narratives around PMO service monitoring results, explaining
their relevance and actions taken.
e) We use multiple channels (e.g., email, meetings, dashboards) to communicate
PMO service performance results effectively.
Subtotal

Section 4: Gathering and Analyzing PMO Customer Feedback

Question Rating
a) We use standardized questions or metrics for measuring PMO customer
satisfaction across services.
b) We have a feedback-collection system in place to capture real-time PMO
customer feedback.
c) We regularly analyze PMO customer feedback to identify trends, issues, and areas
of excellence.
d) We use both quantitative and qualitative feedback to enhance our
understanding of PMO service quality.
e) We close the feedback loop by communicating back to PMO customers about
how their input has influenced service improvements.
Subtotal
Grand total

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Step 7: Service Monitoring 209
 Scoring and Interpretation: Total your scores from all 20 questions.
Excellent: 89–100 points. Your PMO excels in service monitoring, ensuring a high standard of
service delivery and building customer trust through transparency and accountability.
Good: 76–88 points. Your PMO has a solid monitoring framework but can refine specific areas
for improved service management and communication.
Average: 59–75 points. Your PMO has basic monitoring processes in place but needs
significant improvements to enhance transparency, SLA management, and customer
satisfaction.
Poor: 39–58 points. There are gaps in your PMO’s service monitoring capabilities. Focus on
building a structured framework and improving reporting mechanisms to enhance service
reliability.
Critical: 20–38 points. Immediate attention is required to establish a monitoring framework.
Begin by developing essential data collection, SLA compliance, and reporting processes.

Looking Ahead to the Next Section

This section examined service monitoring and specific ways to track and evaluate PMO service
performance. The following section focuses on PMO service improvement and maturity growth.
The service improvement step in the value-generating PMO flywheel is a methodical approach
to enhancing PMO service maturity through the use of performance data, customer feedback,
and organizational change adaptation. The section covers strategies for identifying areas for
enhancement, prioritizing key improvements, and implementing changes that increase the value
and effectiveness of services. By refining this process, PMO professionals can ensure their services
continually adapt to meet evolving PMO customer demands and organizational goals.

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210 Project Management Offices: A Practice Guide
 21

Step 8: Service Improvement

Why This Section Matters to PMO Professionals
The service improvement step of the value-generating PMO flywheel is critical for PMO professionals
as it directly enhances the PMO’s ability to deliver value to PMO customers and the organization.
This step focuses on increasing the maturity of PMO services, enabling PMO professionals to elevate
PMO offerings from basic functions to sophisticated services. As services mature, they significantly
increase the likelihood of achieving desired outcomes and delivering effective value.
This maturity enhancement is crucial for PMO professionals aiming to transition from operational
efficiency to value impact. Service improvement allows PMO professionals to develop services
that not only meet current needs but also anticipate future challenges, positioning the PMO as a
proactive, value-driving entity.
The focus on service maturity provides PMO professionals with a structured approach to continuous
improvement, enabling them to quantifiably demonstrate the evolution of PMO services over
time. This tangible progress in PMO service sophistication and effectiveness serves as compelling
evidence of the PMO’s growing value, strengthening its position within the organization and
securing ongoing support and resources for further development and impact.

Service Improvement at a Glance

The service improvement step is a structured approach aimed at enhancing the maturity, effectiveness,
and overall value generated by PMO services. This step in the value-generating PMO flywheel
emphasizes a continuous cycle of assessing current service maturity levels, identifying key areas for
evolution, and implementing targeted improvements to elevate service maturity (see Figure 21-1).
Service improvement involves a continuous cycle of assessment, planning, implementation, and
review. Key aspects include analyzing data, gathering customer feedback, benchmarking against
industry standards, and leveraging emerging practices in PMOs.
The improvement process may involve refining existing services, developing new services, or
retiring obsolete ones. The refinement of services often requires cross-functional collaboration
within the organization and may necessitate changes in processes, tools, or skills. Successful service
improvement results in more sophisticated PMO services that are better aligned with organizational
strategy, more efficient in their execution, and more effective in delivering expected outcomes.

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Step 8: Service Improvement 211
 Value Awareness
Recognition Building

Value Needs
Delivery Assessment
10 1
9 2
Service
8
PMO 3
Value
Improvement Proposition
Customer
7 4
Service 6 5 Service
Monitoring Development

Service Service
Operation Onboarding

Figure 21-1. Service Improvement Step in the PMO Flywheel

Implementing the Service Improvement Step

1. Conducting a Comprehensive PMO Service Maturity Assessment
• PMO service maturity assessment. Evaluate each PMO service’s current maturity level
using a clear PMO maturity model. Define specific criteria for each level of maturity in
the model. Assess each service against these criteria to determine its current state. Note
that organizational maturity models and PMO maturity models are different instruments:
The former measures the organization’s maturity in portfolio, program, and project
management, while the latter measures the maturity level of each PMO service in terms of
the sophistication with which it is provided. Appendix X3 in this guide offers a PMO Service
Maturity Assessment, a comprehensive model for evaluating the maturity of the 26 most
common PMO services.

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212 Project Management Offices: A Practice Guide
 • PMO service maturity reporting. Document the assessment findings in a comprehensive
report, including detailed analyses of each service and overall PMO maturity. This report will
serve as a baseline for measuring future progress and as a foundation for developing the
service improvement roadmap.

2. Analyzing Maturity Gaps and PMO Service Improvement Opportunities

• PMO service maturity gap analysis. Conduct a gap analysis comparing the current maturity
state with the desired future state. This gap analysis will help identify the most critical areas
for improvement and inform the prioritization of enhancement initiatives. This activity
involves a deep dive into the assessment results to understand the root causes of maturity
gaps and identify the most impactful areas for enhancement. When defining the desired
maturity levels, consider both the immediate needs of the organization and long-term
strategic objectives.
• Identify and detail improvement opportunities. Analyze the identified gaps and pinpoint
specific improvement opportunities. Prioritize the improvement opportunities based on
multiple factors. Consider the potential impact on service effectiveness, alignment with PMO
customer needs, alignment with organizational strategy, complexity of implementation,
and resource requirements. Analyze the interdependencies among different services and
improvement opportunities. Some enhancements may have cascading effects, positively
impacting multiple services or maturity dimensions. Identifying these synergies can help in
developing a more efficient improvement strategy.
• Quick wins. Look for quick wins—improvements that can be implemented rapidly and with
minimal resources while still providing noticeable benefits. These opportunities can help
build momentum and demonstrate early value from the improvement process.
• Feasibility analysis. Conduct a cost-benefit analysis for each major improvement
opportunity. Estimate the resources required for implementation and the potential benefits
in terms of increased efficiency, effectiveness, and value delivery. This analysis will be crucial
in building a business case for improvement initiatives.
• Reporting the maturity improvement proposal. Document the findings of this analysis in a
detailed report, including prioritized improvement opportunities, their potential impacts, and
recommendations for addressing them. This report will serve as a key input for developing
the service improvement roadmap.

3. Developing a PMO Service Improvement Roadmap

• Setting objectives and goals. Set clear, measurable objectives for each service improvement
initiative and directly link the objectives to the goals of increasing value delivery. Align these
objectives with the overall PMO goals.
• Phased implementation approach. Develop a phased approach to implementing
improvements. Begin with quick wins that can demonstrate immediate value, followed by

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Step 8: Service Improvement 213
 medium-term enhancements and long-term transformational changes. This phased approach
helps manage resources effectively and maintains momentum throughout the improvement
journey.
• Implementation timeline. Create a detailed timeline for each phase of the improvement
process. Include key milestones, deliverables, and decision points. Consider using Gantt
charts or other project management tools to visualize this timeline and the dependencies
among different initiatives.
• Ownership and responsibilities. Assign clear ownership and responsibilities for each
improvement initiative. Identify who will be responsible for leading each initiative, who needs
to be involved, and who should be kept informed. This clarity in roles and responsibilities is
crucial for successful implementation.
• Resource planning. Develop resource plans for each improvement initiative. This includes
estimating required budgets, personnel, technology, and other resources needed for
successful implementation. Ensure that these resource requirements are realistic and aligned
with organizational constraints.
• Overall PMO maturity. Integrate plans for enhancing the PMO’s implementation of the
PMO Value Ring™ framework into the overall improvement roadmap. This planning can help
ensure a holistic approach to PMO maturity enhancement.

4. Implementing PMO Service Enhancement Initiatives

• Implementation team. Establish an implementation team or task force responsible for
driving the enhancement initiatives. This team should have a mix of skills including project
management, change management, and specific expertise related to the services being
improved. Ensure this team has the necessary authority and resources to effectively lead the
implementation efforts.
• Implementation plans. Develop detailed implementation plans for each enhancement
initiative. These plans should break down the improvement process into specific tasks, assign
responsibilities, set timelines, and identify key dependencies. Use project management
methodologies to structure these plans, ensuring all aspects of implementation are
considered. Implement a rolling planning process for service improvement while maintaining
a long-term vision, focusing on detailed planning for the near term (e.g., the next
3–6 months) and developing broader, more flexible plans for the longer term.
• Pilot approach. Start with pilot implementations where appropriate. This approach allows
for testing and refining enhancements in a controlled environment before full-scale rollout.
Select pilot groups that are representative of the broader user base and can provide valuable
feedback.
• Change management. Implement a robust change management strategy to support
the adoption of enhanced services. This strategy includes developing a comprehensive
communications management plan to keep all customers informed about the changes, their

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214 Project Management Offices: A Practice Guide
 benefits, and their potential impacts. Conduct training sessions to ensure users are prepared
for new or modified processes and tools.
• Be flexible. Build flexibility and adaptability into the implementation. While it is important
to have a clear plan, also recognize that priorities may shift and new opportunities may
emerge. Include regular review points where the roadmap can be reassessed and adjusted if
necessary.
• Implementation progress metrics. Establish clear metrics for tracking implementation
progress. These metrics should include both process metrics (e.g., milestones achieved,
tasks completed) and outcome metrics (e.g., improvements in service performance and user
satisfaction). Regularly monitor these metrics and report progress to customers.
• Risk management. Manage risks proactively throughout the implementation process.
Regularly reassess potential risks and develop mitigation strategies. Be prepared to quickly
address any issues that arise during implementation to minimize disruption to ongoing PMO
operations.

5. Managing Feedback and Lessons Learned

• Customer feedback. Create feedback mechanisms to gather insights from PMO customers
throughout the implementation process. This process may include regular check-ins, surveys,
or feedback sessions. Use this input to make real-time adjustments to the implementation
approach as needed.
• Lessons learned. Document lessons learned throughout the implementation process.
Regularly review what is working well and what can be improved in the implementation
approach. Use these insights to refine future enhancement initiatives and contribute to the
PMO’s overall knowledge base.

6. Transitioning to PMO Service Operations or Onboarding

• Define clear transition criteria. Establish explicit criteria for when and how to transition
from the service improvement phase to ongoing service operations. This clarity helps ensure
that everyone understands the benchmarks that signify readiness for operation or the need
for further onboarding.
• Develop a transition plan. Create a comprehensive transition plan that outlines the
processes and responsibilities for handovers from the implementation team to the operations
team. This plan should detail timelines, key activities, and communication strategies to
facilitate a seamless handover.
• Maintain continuous support and monitoring. Implement continuous support
mechanisms and monitoring practices to ensure the enhanced services integrate successfully
into daily operations. Ongoing support helps address any issues promptly and maintains
service quality.
• Establish ongoing service reviews. Set up regular service reviews to assess the long-term
success and performance of the service improvements. These reviews enable the team to

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Step 8: Service Improvement 215
 identify opportunities for further enhancement and ensure the services continue to meet
organizational needs.
• Ensure customer communication and support. Keep PMO customers well informed
and provide support throughout the transition to full-service operations. Effective
communication helps manage expectations, fosters trust, and encourages PMO customer
engagement with the new services.
• Plan for continuous improvement. Develop strategies for maintaining and continually
improving the enhanced services, even after the initial implementation phase is complete.
This proactive approach helps ensure that the services remain relevant and valuable
over time.

Actionable Self-Assessment: Gauge the Effectiveness of

PMO Service Monitoring
The following self-assessment provides a structured way for PMO professionals to evaluate the
effectiveness of their service-improvement initiatives. The assessment helps ensure that the PMO
can enhance service maturity, identify critical improvement opportunities, and continuously deliver
value to the organization by refining its services and aligning them with strategic objectives.
Instructions: Rate your PMO’s performance in each area on a scale of 1–5, where:
1 = Not at all/never
2 = Rarely/poor
3 = Sometimes/average
4 = Often/good
5 = Always/excellent

Section 1: Conducting a Comprehensive PMO Service Maturity Assessment

Question Rating
a) We have a clear PMO maturity model to assess the current state of each PMO
service.
b) Our PMO maturity assessments identify specific strengths and gaps in each PMO
service.
c) We maintain detailed reports of our PMO service maturity assessments for future
reference.
d) We use PMO maturity assessments to inform PMO service improvement
initiatives and roadmaps.
e) We regularly review and update our PMO service maturity criteria to reflect
evolving business needs.
Subtotal

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216 Project Management Offices: A Practice Guide
Section 2: Analyzing PMO Maturity Gaps and PMO Service Improvement Opportunities
Question Rating
a) We conduct a thorough gap analysis to identify the most critical areas for PMO
service improvement.
b) Our PMO service improvement opportunities are prioritized based on impact,
PMO customer needs, and strategic alignment.
c) We regularly identify quick wins to demonstrate PMO service value early in the
improvement process.
d) We conduct feasibility analyses to ensure that PMO service improvement
opportunities are realistic and achievable.
e) We document and communicate our findings and proposed PMO service
improvements to key PMO customers.
Subtotal

Section 3: Developing a PMO Service Improvement Roadmap

Question Rating
a) We set clear, measurable objectives and goals for each PMO service improvement
initiative.
b) Our PMO service improvement roadmap includes a phased approach, balancing
quick wins with long-term enhancements.
c) We have established timelines and milestones for each phase of the PMO service
improvement process.
d) We assign clear ownership and responsibilities for each PMO service
improvement initiative.
e) We allocate PMO resources realistically, ensuring sufficient personnel, budget,
and technology to support PMO service improvements.
Subtotal

Section 4: Implementing PMO Service Enhancement Initiatives

Question Rating
a) We have a dedicated PMO implementation team with the necessary skills to drive
PMO service improvements.
b) We have detailed implementation plans that break down the PMO service
improvement process into manageable tasks.
c) We pilot improvements with small, representative groups before full-scale rollout.
d) Our change management strategy supports PMO customers and PMO team
members in adopting enhanced PMO services.
e) We establish clear progress metrics and regularly monitor PMO service
implementation progress.
Subtotal

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Step 8: Service Improvement 217
 Section 5: Managing Feedback and Lessons Learned
Question Rating
a) We collect customer feedback throughout the service-improvement process.
b) Feedback from customers is used to make real-time adjustments to service
improvements.
c) We proactively manage risks during the implementation of service
enhancements.
d) Lessons learned from each improvement initiative are documented and shared
across the PMO.
e) We use lessons learned to refine future improvement initiatives and contribute to
continuous PMO development.
Subtotal

Section 6: Transitioning to PMO Service Operations or Onboarding

Question Rating
a) We define clear criteria for transitioning from service improvement to ongoing
operations.
b) We have a transition plan that ensures smooth handovers between the
implementation and operations teams.
c) We maintain continuous support and monitoring to ensure successful integration
into operations.
d) We establish ongoing service reviews to track the long-term success of service
improvements.
e) Our customers are well informed and supported throughout the transition to
full-service operations.
Subtotal
Grand total

Scoring and Interpretation: Total your scores from all 30 questions.

Excellent: 134–150 points. Your PMO excels in PMO service improvement, continuously
enhancing PMO service maturity and delivering measurable value to the organization.
Good: 114–133 points. Your PMO has a solid framework for PMO service improvement but
can refine specific areas to improve its overall impact and PMO maturity.
Average: 89–113 points. Your PMO service improvement efforts are underway but need
significant enhancements to increase PMO service maturity and align with strategic goals.
Poor: 59–88 points. There are notable gaps in PMO service improvement processes. Focus
on building a structured improvement roadmap and addressing the most critical gaps in PMO
service maturity.
Critical: 30–58 points. Immediate attention is required to establish a robust PMO service
improvement framework. Begin by developing a PMO maturity assessment and prioritizing
key improvement opportunities.

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218 Project Management Offices: A Practice Guide
Looking Ahead to the Next Section
This section detailed the service monitoring and improvement activities, helping PMO professionals
to continuously refine their PMO services. However, improving services alone is not enough—the
real test of a PMO’s effectiveness is the tangible value it brings to the organization.
The next section explores the value delivery step of the value-generating PMO flywheel, focusing
on how to measure and demonstrate the outcomes and value that PMO services can generate. The
section provides strategies for measuring and communicating value and ensuring that PMO efforts
result in meaningful impact. By mastering this critical process, PMO professionals can clearly prove
the PMO’s value and secure lasting support for the PMO.

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Step 8: Service Improvement 219
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 22

Step 9: Value Delivery

Why This Section Matters to PMO Professionals
The value delivery step of the value-generating PMO flywheel is crucial for PMO professionals
as it directly demonstrates the tangible impact of their efforts on organizational success. This
stage transforms service outputs into concrete benefits for PMO customers and the organization,
providing justification for the PMO’s existence and investments.
By effectively delivering and showcasing value, PMO professionals can validate their role as strategic
assets, build credibility with PMO customers, and secure ongoing support and resources. This focus
on measurable outcomes drives alignment with organizational goals.
Mastering value delivery is essential for PMO professionals to maintain relevance in a results-driven
business environment. Value generation enables professionals to quantify their contributions in
tangible terms, linking PMO activities to improved performance and broader organizational success.
Furthermore, the insights gained from value-delivery-step assessments provide a foundation for
data-driven decision-making and service refinement. Ultimately, excelling in value delivery positions
PMO professionals as indispensable contributors to organizational success, elevating their status
and influence within the organization.

Value Delivery Step at a Glance

The value delivery step in the PMO context is the process of realizing and demonstrating the
tangible benefits that PMO services provide to organizations. This step involves identifying specific,
measurable metrics that showcase the PMO’s impact on expected outcomes and organizational
success (see Figure 22-1).
PMO professionals should balance short-term wins with long-term strategic improvements,
consistently tracking and reporting on value delivery over time. This process also involves
establishing clear baselines for comparison and leveraging insights for continuous improvement of
PMO services.
Ultimately, the value delivery step serves as a bridge between PMO services and organizational
success, transforming PMO contributions into recognizable business benefits and positioning the
PMO as a key driver of organizational growth and success.

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Step 9: Value Delivery 221
 Value Awareness
Recognition Building

Value Needs
Delivery Assessment
10 1
9 2
Service
8
PMO 3
Value
Improvement Proposition
Customer
7 4
Service 6 5 Service
Monitoring Development

Service Service
Operation Onboarding

Figure 22-1. Value Delivery Step in the PMO Flywheel

The value delivery step is dedicated to measuring the tangible outcomes that demonstrate the
PMO’s value. This step focuses on evaluating whether the PMO is successfully delivering on the
specific outcomes promised to the organization. The outcomes should be aligned with PMO
customer needs and the organization’s strategic goals, and each outcome should represent a direct,
measurable impact that the PMO contributes toward achieving these goals.
Indicators used in the value delivery step are inherently tangible and results-oriented, as they
track the degree to which the PMO has achieved predefined benefits and goals. These metrics are
essential because they provide concrete evidence of the PMO’s efficiency and enable the PMO to
communicate its impact in terms that resonate with executive leadership and other customers.
For instance, indicators might include metrics such as increased project success rates, reduced
operational costs, optimized resource allocation, or accelerated project timelines. These results

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222 Project Management Offices: A Practice Guide
can be quantified and linked directly to the PMO’s influence, making them essential tools for
demonstrating the PMO’s contributions.
While this step focuses on tangible outcomes, it does not ignore qualitative elements, as these can
enhance the story of value delivered. For instance, a higher project success rate is often a tangible
metric, but underlying factors like improved project team collaboration or project stakeholder
satisfaction can provide valuable context, supporting the interpretation of the PMO’s impact on
these outcomes. Although these qualitative aspects may appear in value recognition (Step 10), they
still add depth to the assessment of value delivery, helping the PMO to highlight not only what was
achieved but also the supporting factors that contributed to those achievements.
In this sense, the value delivery step sets a foundation for the next step—value recognition—by
providing a measurable baseline of results. Once the PMO has established these tangible outcomes,
it is better positioned to move into Step 10, where the focus shifts toward understanding how these
outcomes meet PMO customers’ expectations and fulfill their perceived needs. Although value
delivery centers on quantifiable impact, this step acknowledges that both tangible and intangible
indicators play a role in capturing the full picture of value creation.
Value delivery indicators demonstrate the PMO’s effectiveness in achieving expected outcomes,
with each type of indicator in this step providing concrete, measurable insights into the PMO’s
contributions and capturing its impact through direct results. While customer satisfaction indicators
are often associated with perception (measured in Step 10), in Step 9 they serve to measure direct
satisfaction with the specific outcomes delivered. This distinction is essential, as satisfaction here is
closely tied to the tangible, measurable delivery of promised results, rather than to a broader, more
subjective recognition of the value emphasized in Step 10.
Table 22-1 provides examples of value delivery indicators tailored to specific PMO outcomes. Each
indicator underscores the PMO’s effectiveness in delivering quantifiable results, allowing it to
demonstrate its value through clear, objective data.
By categorizing indicators related to value delivery, the PMO can systematically assess how well
it achieves concrete, measurable outcomes. This structured approach provides clear metrics for
evaluating the PMO’s effectiveness in delivering tangible results. The most common types of
indicators for the value delivery step that emphasize the tangible achievement of outcomes include:

• Performance impact indicators. These indicators capture the PMO’s direct influence on
improving program and project success, measuring adherence to scope, schedule, and
budget. For instance, project success rates, on-time completion percentages, and budget-
adherence rates reveal the PMO’s effectiveness in helping projects meet critical performance
targets, providing stakeholders with measurable evidence of reliability and consistency.
• Operational efficiency indicators. Operational efficiency indicators assess the PMO’s ability
to streamline processes, reduce waste, and enhance project cycle efficiency. Metrics such as
reduced project cycle times, improved resource utilization rates, and minimization of rework
show how the PMO helps optimize operations, directly contributing to smoother, faster
project completion and improving workflow efficiency.

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Step 9: Value Delivery 223
Table 22-1. Examples of Value Delivery Performance Indicators

Outcome Performance Indicator Objective

Better availability of skilled resources Percentage of projects staffed with Measures the availability of qualified
skilled project managers personnel for critical projects
Better quality of project results Rate of rework or revisions needed Tracks the effectiveness of quality
after delivery control measures by counting
revisions required after project
completion
Effective knowledge transfer Stakeholder feedback on knowledge Gathers input on the availability and
accessibility and utility usefulness of project management
knowledge resources
Enhanced resource management Rate of resource conflicts or Tracks how efficiently the PMO
overallocation issues resolved handles resource conflicts,
minimizing disruptions
Greater alignment with strategic Percentage of projects aligned with Tracks the extent to which projects
objectives strategic organizational goals support the organization’s broader
mission

• Cost management indicators. These indicators measure the PMO’s impact on cost control
and savings, focusing on budget adherence and resource allocation efficiency. Metrics like
cost savings from optimized resources, reduction in budget overruns, and cost avoidance
through risk management highlight the PMO’s role in maintaining financial discipline and
maximizing resource use, ensuring that projects stay within financial expectations and deliver
value without excess spending.
• Risk mitigation indicators. Risk mitigation indicators reflect the PMO’s success in
identifying, assessing, and reducing project risks. By tracking the reduction in high-impact
risks, percentage of risks mitigated before affecting project outcomes, and frequency
of unplanned project disruptions, these indicators illustrate the PMO’s proactive role in
maintaining project stability and predictability, ensuring that potential challenges are
addressed before they can impact success.
• Resource optimization indicators. These indicators measure how effectively the PMO
allocates and utilizes resources, ensuring the right talent and tools are in place across
projects. Metrics such as resource allocation efficiency, percentage of projects staffed
optimally, and improvements in skill-utilization rates demonstrate how the PMO strategically
deploys resources to maximize their impact, minimizing resource conflicts and ensuring
project teams are adequately supported.
• PMO customer satisfaction indicators. In Step 9, customer satisfaction indicators
measure direct satisfaction with specific outcomes achieved by the PMO. Examples include
satisfaction ratings related to delivery quality, feedback on the timeliness of project support,
contributions to the executive decision-making process, and ratings on cost management
success. Satisfaction indicators in this step specifically reflect PMO customer satisfaction

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224 Project Management Offices: A Practice Guide
 with the outcome delivery itself, not general perceptions of value. This distinction is crucial
because it separates concrete satisfaction with results from the broader recognition of impact
on PMO customer needs, which is the focus of Step 10, value recognition.
• Strategic alignment indicators. Strategic alignment indicators assess how closely the PMO’s
outcomes support organizational goals and priorities. Metrics like the percentage of projects
contributing to strategic objectives, alignment scores for key initiatives, and frequency of
strategic goal attainment underscore the PMO’s role in ensuring that projects deliver results
aligned with the organization’s vision, reinforcing its strategic relevance.

Implementing the Value Delivery Step

1. Establishing a Comprehensive Value Measurement Framework
• Outcomes review. Review the expected outcomes for each PMO service, as defined in the
SLAs and customer expectations gathered during earlier steps. Develop a set of specific,
measurable indicators for each outcome. These indicators should be directly tied to
organizational goals and portfolio, program, or project success metrics.
• Data collection method. Create a detailed methodology for data collection, ensuring
consistency and reliability across different PMO services. Focus on quantitative metrics, such
as cost savings, time reduction, or increased productivity.
• Value-delivered reporting. Design a standardized reporting format that clearly presents
the value delivered, making it easy for customers to understand the PMO’s impact. This
reporting might include dashboards, scorecards, or detailed reports tailored to different
audience needs. Establish a regular cadence for data collection and reporting, aligning with
organizational reporting cycles where possible.

2. Conducting Quantitative Impact Analysis

• Data collection. Collect quantitative data to determine the tangible impact of PMO services.
Conduct financial impact assessments, translating PMO contributions into monetary terms
wherever possible.
• Trend analysis. Perform trend analyses to identify patterns in value delivery across different
services, project types, or organizational units. Look for areas of consistent high performance
as well as potential improvement opportunities.
• Report findings. Create detailed reports summarizing findings, including visualizations that
make the data easily understandable to various customers. Be sure to clearly articulate the
methodology used and any assumptions made in the analysis.

3. Evaluating PMO Customers’ Expected Benefits Realization

• Revisit expectations. Revisit the PMO customers’ expectations and desired outcomes
identified during earlier steps of the framework. Create a comprehensive list of expected
outcomes for each PMO customer group and key PMO customers.

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Step 9: Value Delivery 225
 • Tracking process. Develop a process for tracking a PMO customer’s expected benefits
realization, monitoring progress toward expected outcomes over time. This process might
involve creating individual benefit profiles for each expected outcome, detailing the
metrics used to measure the outcome, the timeline for realization, and any dependencies or
assumptions.
• Establish baselines. Conduct before-and-after analyses for major PMO interventions or
service implementations. This analysis involves establishing clear baselines before the PMO’s
involvement and then measuring the changes in relevant metrics after a sufficient period of
time has passed.
• Case studies. Use case studies to deeply examine specific instances of high-value delivery.
This methodology involves selecting representative cases, conducting in-depth analyses
of the value delivered, and documenting the processes and factors that contributed to
success.
• Benefits reporting. Regularly synthesize and report on the overall benefits delivered to
PMO customers. This reporting may involve creating customer value scorecards, developing
detailed benefits realization reports, or presenting case studies that showcase significant
value-delivery instances.

4. Synthesizing and Communicating PMO Value Delivery Results

• Collect data. Gather all relevant data from the various value-delivery activities, including
quantitative analyses, strategic assessments, customer benefit evaluations, and audit results.
• Value narrative. Develop a comprehensive narrative that tells the story of the PMO’s
value delivery. This narrative should go beyond just presenting data to explaining how
PMO services have contributed to project success, strategic goal achievement, and overall
organizational performance.
• Communication materials. Create a suite of communication materials tailored to different
stakeholder groups. These materials may include executive summaries for senior leadership,
detailed technical reports for project managers, and visually engaging presentations for
broader organizational communication.
• Data visualization. Use data-visualization techniques to make complex value-delivery
information easily understandable. This effort may involve creating infographics, interactive
dashboards, or video presentations that highlight key value metrics and trends.
• Reporting schedule. Develop a regular reporting schedule that aligns with organizational
rhythms and decision-making cycles. This reporting schedule may include monthly value
delivery updates, quarterly in-depth reviews, and annual comprehensive value reports.
• Communication strategy. Implement a multichannel communication strategy to ensure
wide dissemination of value-delivery results. This strategy may include email newsletters,
intranet posts, town hall presentations, and one-on-one briefings with customers.

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226 Project Management Offices: A Practice Guide
 • Future priorities. Communicate the value-delivery results to gather input on future PMO
priorities and services. Encourage stakeholders to share their perspectives on where the PMO
can deliver even greater value in the future, creating a feedback loop that informs ongoing
PMO strategy and service development.

5. Iterative Refinement and Process Realignment

• Value gap analysis. This critical activity involves analyzing the value-delivery results
against initial expectations and, if necessary, revisiting earlier steps in the PMO Value
Ring™ framework to ensure alignment and maximize value delivery. Begin by conducting
a comprehensive gap analysis between the expected outcomes defined in the value
proposition step and the actual results measured during the value delivery step.
• Root cause identification. For each significant discrepancy identified, perform a root cause
analysis to understand why the expected outcomes were not achieved. This analysis may
involve reviewing the initial assumptions made during the value proposition step, reassessing
the service design from the service development step, or examining the implementation
process from the service operation step.
• Action plan development. Based on the insights gained, develop action plans for refining
various elements developed in the previous steps. This may include:
• Value proposition step. Adjust the PMO value proposition to better align with realistic
outcomes and evolving organizational needs.
• Service development step. Redesign specific PMO services to deliver the expected
value more effectively.
• Service delivery step. Modify service delivery processes to address identified
bottlenecks or inefficiencies.
• Improving metrics. Refine the metrics and measurement approaches used in the value
delivery step to more accurately capture the PMO’s impact. Prioritize these refinement
actions based on their potential impact on value delivery and the resources required for
implementation.
• Change management. Establish a formal change management process for implementing
these refinements. This process should include a clear communications management plan
to inform all customers about the changes, training programs to support new processes or
service designs, and feedback mechanisms to monitor the impact of the changes.
• Continuous improvement. Use the insights gained from this process to inform continuous
learning and improvement within the PMO team. Conduct lessons learned sessions to
capture key takeaways from each iteration and use these insights to refine the overall PMO
strategy and approach to value delivery.

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Step 9: Value Delivery 227
Actionable Self-Assessment: Gauge the Effectiveness of
PMO Value Delivery

The following self-assessment enables PMO professionals to evaluate their effectiveness in

delivering measurable value to their organization. By focusing on clear metrics, quantitative analysis,
and robust communication strategies, PMO professionals can ensure their PMO services have a
tangible impact on organizational performance.
Instructions: Rate your PMO’s performance in each area on a scale of 1–5, where:
1 = Not at all/never
2 = Rarely/poor
3 = Sometimes/average
4 = Often/good
5 = Always/excellent

Section 1: Establishing a Comprehensive Value Measurement Framework

Question Rating
a) We have clearly defined and measurable outcomes for each PMO service.
b) We collect consistent and reliable data to measure the impact of PMO services.
c) Our value reporting is clear, standardized, and tailored to various PMO customer
needs.
d) We regularly review value metrics to ensure they align with organizational goals.
e) We have a formalized schedule for data collection and reporting on value
delivery.
Subtotal

Section 2: Conducting Quantitative Impact Analysis

Question Rating
a) We routinely collect and analyze quantitative data to measure the PMO’s impact.
b) We perform financial impact assessments to quantify PMO contributions in
monetary terms.
c) We conduct trend analyses to identify consistent patterns in value delivery.
d) Our reports include visualizations that make complex data easily understandable.
e) Our analyses clearly articulate assumptions and the methodology used to derive
value metrics.
Subtotal

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228 Project Management Offices: A Practice Guide
Section 3: Evaluating PMO Customers’ Expected Benefits Realization
Question Rating
a) We revisit the expected benefits and outcomes for each PMO customer group
regularly.
b) We track the realization of PMO customer benefits over time with clear metrics.
c) We conduct before-and-after analyses to measure the impact of PMO
interventions.
d) We use case studies to document and highlight high-value PMO delivery
examples.
e) We regularly report on overall PMO benefits delivered, using detailed and
comprehensive reports.
Subtotal

Section 4: Synthesizing and Communicating PMO Value Delivery Results

Question Rating
a) We collect comprehensive data from all PMO value-delivery activities, including
quantitative and qualitative insights.
b) We develop a clear value narrative that links PMO services to organizational
success.
c) We tailor communication materials for different PMO customer groups, including
senior leadership and project managers.
d) We use data-visualization techniques to simplify complex PMO value-delivery
information.
e) We have a well-established reporting schedule that aligns with organizational
decision-making cycles.
Subtotal

Section 5: Iterative Refinement and Process Realignment

Question Rating
a) We conduct regular value gap analyses to identify discrepancies between
expected and actual PMO outcomes.
b) We perform root cause analysis for any significant discrepancies in PMO value
delivery.
c) We develop action plans to refine the PMO value proposition, PMO service
design, or PMO delivery processes.
d) We continuously improve our metrics and measurement approaches to better
capture the PMO’s impact.
e) We follow a structured change management process to implement refinements
and communicate changes to PMO customers.
Subtotal
Grand total

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Step 9: Value Delivery 229
 Scoring and Interpretation: Total your scores from all 25 questions.
Excellent: 113–125 points. Your PMO excels in value delivery, effectively demonstrating and
communicating its contributions to organizational success.
Good: 98–112 points. Your PMO delivers strong value but could benefit from refining its
metrics and communication strategies to further enhance its impact.
Average: 77–97 points. Your PMO is delivering value but lacks consistency or sophistication
in tracking and communicating it. Focus on improving data collection and analysis techniques.
Poor: 51–76 points. Your PMO needs significant improvement in tracking, analyzing, and
demonstrating value. Reassess your framework for value measurement and reporting.
Critical: 25–50 points. Your PMO is struggling to demonstrate its value. Start by developing
clear value-measurement frameworks and engaging stakeholders to define key metrics.

Looking Ahead to the Next Section

This section explored the value delivery step of the value-generating PMO flywheel, helping PMO
professionals to achieve and showcase the tangible benefits of PMO services. However, delivering
value is just one part of the equation; ensuring that this value is recognized and appreciated by PMO
customers and the wider organization is equally important.
The final step of the flywheel focuses on value recognition—the process of ensuring PMO
contributions are acknowledged and valued. The next section explores strategies for
communicating PMO achievements; fostering a culture that appreciates project management
excellence; and building strong, value-oriented relationships with stakeholders. By mastering this
step, PMO professionals can solidify their roles as essential partners in organizational success.

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230 Project Management Offices: A Practice Guide
 23

Step 10: Value Recognition

Why This Section Matters to PMO Professionals
The value recognition step is critical for PMO professionals as it directly impacts the PMO’s perceived
worth and sustainability within the organization. This step focuses on ensuring that PMO customers
not only receive value but also recognize and appreciate it.
For PMO professionals, mastering value recognition is essential for maintaining customer support,
justifying resources, and driving continuous improvement. The value recognition step provides
insights into how well the PMO’s efforts align with customer expectations and organizational goals.
By understanding and influencing value perception, PMO professionals can better tailor their
services, communicate their impact more effectively, and strengthen their strategic position within
the organization.
This step also helps in identifying any gaps between delivered value and perceived value, allowing
for targeted improvements in service delivery or communication strategies.
Ultimately, effective value recognition enhances the PMO’s credibility, secures ongoing support, and
ensures that the PMO remains a valued and integral part of the organization’s success strategy.

Value Recognition at a Glance

Value recognition in the PMO context is a critical process that goes beyond the mere delivery of
services. Value recognition focuses on ensuring that PMO customers receive benefits from the
PMO and fully acknowledge, appreciate, and internalize these benefits. This step is about bridging
the gap between the actual value delivered and the perceived value, making it a crucial link in the
value-generating PMO flywheel (see Figure 23-1).
This step is important because it can transform tangible outcomes into recognized
organizational assets. While the value delivery step (Step 9) focuses on producing measurable
results, value recognition ensures that these results are recognized and valued by PMO
customers. This recognition is vital for the PMO’s long-term sustainability and growth within the
organization.
Value recognition connects closely with other steps in the PMO Value Ring™ framework. This step
builds upon the foundations laid in the awareness building (Step 1) and needs assessment (Step 2)

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Step 10: Value Recognition 231
 Value Awareness
Recognition Building

Value Needs
Delivery Assessment
10 1
9 2
Service
8
PMO 3
Value
Improvement Proposition
Customer
7 4
Service 6 5 Service
Monitoring Development

Service Service
Operation Onboarding

Figure 23-1. Value Recognition Step in the PMO Flywheel

phases, ensuring that the initial promises and identified needs are not just met but recognized.
This step also complements the value proposition (Step 3), service development (Step 4), and value
delivery (Step 6) steps, acting as a validation mechanism for the PMO’s efforts.
Moreover, effective value recognition sets the stage for a more impactful awareness-building
phase in the next cycle. When customers recognize and appreciate the PMO’s value, they become
more receptive to future awareness campaigns and more likely to engage with the PMO services
proactively.
Value recognition fosters a culture that values project management excellence by creating a shared
understanding and appreciation of the PMO’s role in organizational success. This cultural shift can
lead to increased support for PMO initiatives, better resource allocation, and a stronger strategic
position for the PMO within the organization.

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232 Project Management Offices: A Practice Guide
Ultimately, effective value recognition acts as a catalyst, propelling the value-generating PMO
flywheel forward. This step reinforces the PMO’s relevance, justifies its existence and resource
allocation, and provides the momentum needed to begin the next cycle of value creation with
renewed energy and customer buy-in. This continuous cycle of delivery, recognition, and renewed
engagement is key to the PMO’s ongoing evolution and its ability to consistently align with and
contribute to organizational objectives.
In the previous step, value delivery, the PMO’s primary objective is to measure and communicate
tangible outcomes that reflect its ability to meet predefined goals. Indicators in that step are
predominantly quantitative and results-focused, aimed at providing concrete, measurable evidence
of the PMO’s effectiveness in delivering on specific outcomes.
In contrast, value recognition shifts focus from quantitative outcomes to the “perceived value” the
PMO brings to its customers. While the previous step demonstrates what the PMO has achieved in
concrete terms, this step explores how these achievements are understood, valued, and appreciated
by those whom the PMO serves. The indicators in this step are largely qualitative, centering on
PMO customer satisfaction, alignment with strategic goals, and the PMO’s reputation for reliability.
Metrics here might include customer satisfaction ratings, feedback on the PMO’s strategic relevance,
and testimonials from executive leadership. These are inherently subjective measures that capture
how PMO customers feel about the PMO’s contributions, adding a layer of trust, credibility, and
relational depth that goes beyond objective outcomes.
While Step 9, value delivery, is evidence-oriented, providing PMO customers with objective
performance measures and focusing on the PMO’s ability to meet specified targets (thus directly
answering questions like “Has the PMO achieved its goals?”), Step 10, value recognition, is
perception-oriented, offering insights into how these results are received and appreciated, and
addressing a different set of questions such as: “Do PMO customers feel that the PMO is a valuable
partner?”
Value recognition shows how well the PMO’s impact resonates on both relational and reputational
levels, and solidifies the PMO’s reputation by emphasizing customer trust, satisfaction, and
alignment with the organization’s vision. In this way, this step becomes essential for building long-
term loyalty and securing executive support, as it reflects the PMO’s value beyond raw numbers.
Together, the value delivery and value recognition steps provide a holistic view of the PMO’s
contributions. Value delivery gives the PMO a solid foundation of quantitative results, proving that
it meets targets. Value recognition adds depth to this foundation, showing that beyond achieving
goals, the PMO also cultivates a strong, positive presence within the organization. By addressing
both the measurable outcomes and the perceived value of its services, the PMO can not only
validate its success but also reinforce its importance, trustworthiness, and customer focus.
Table 23-1 provides examples of value recognition indicators tailored to specific PMO outcomes.
Each indicator highlights the importance of PMO customer feedback and perception in capturing
the full scope of the value of a PMO.
In addition to indicators tied to specific outcomes, value recognition can also include “general
indicators” that capture a broader view of the PMO’s reputation and perceived value within the

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Step 10: Value Recognition 233
Table 23-1. Examples of Value Recognition Performance Indicators

Outcome Performance Indicator Objective

Better availability of PMO customer perception of Gauges PMO customer satisfaction regarding
skilled resources resource expertise the expertise and skill levels of program and
project managers, reflecting confidence in
resource quality

Better project PMO customer perception of project Measures executives’ satisfaction with the
prioritization prioritization effectiveness alignment of project prioritization to strategic
goals, reflecting the PMO’s strategic focus

Improved availability of PMO customer satisfaction with Assesses how accessible and useful users
information information accessibility find project data, indicating the PMO’s
support for informed decision-making

Improved success rates PMO customer perception of project Assesses PMO customers’ confidence in
success consistency the PMO’s ability to consistently enable
successful projects

Reduction of risk PMO customer confidence in risk Measures how confident PMO customers feel
exposure management in the PMO’s proactive risk mitigation efforts

organization. These indicators go beyond measuring success in individual areas, focusing instead
on the PMO’s overall impact as a strategic and trusted partner. By assessing these high-level
perceptions, the PMO can gain insights into its general standing with customers, its alignment with
organizational strategies, and its contributions to long-term goals.
The following are examples of general-value-recognition indicators that reflect the PMO’s broader
influence and reputation:

• Net Promoter Score℠ (NPS®) for the PMO.1 The NPS® measures the likelihood that PMO
customers would recommend the PMO’s services to others. This indicator captures overall
satisfaction and loyalty, reflecting the PMO’s standing within the organization.
• General trust level in the PMO. This indicator assesses the degree of trust that executive
leaders and other key customers place in the PMO’s ability to deliver valuable, reliable services.
This indicator is essential for understanding the PMO’s credibility and reputation across the
organization.
• Perception of the PMO as a strategic partner. This indicator evaluates whether customers see
the PMO as aligned with the organization’s long-term goals and as a critical player in achieving

1
Net Promoter®, NPS®, NPS Prism®, and the NPS-related emoticons are registered trademarks of Bain & Company, Inc., NICE
Systems, Inc., and Fred Reichheld. Net Promoter Score℠ and Net Promoter System℠ are service marks of Bain & Company,
Inc., NICE Systems, Inc., and Fred Reichheld.

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234 Project Management Offices: A Practice Guide
 strategic objectives. This indicator reflects the PMO’s influence and strategic importance beyond
operational metrics.
• Overall satisfaction score with PMO services. This indicator captures a high-level view of
customer satisfaction across all PMO services, offering insight into general perceptions about the
quality, relevance, and effectiveness of the PMO’s support.
• Reputation for innovation and adaptability. This indicator assesses the perception of the
PMO’s ability to evolve with changing organizational needs and introduce new, beneficial
practices or tools. This indicator demonstrates the PMO’s role in driving progress and adapting to
new challenges.
• Alignment with organizational culture and values. This indicator measures how well
customers feel the PMO embodies and supports the organization’s core values and cultural
norms. This indicator reflects the PMO’s ability to integrate and reinforce the broader
organizational ethos.
• PMO contributions to organizational learning and maturity development. This indicator
evaluates the perception of the PMO’s role in fostering a learning culture through knowledge
sharing, good practices, and continuous improvement initiatives to evolve the organizational
project management maturity. This indicator showcases the PMO as a facilitator of growth and
knowledge development.
• Customer perceptions of the PMO’s impact on organizational success. This indicator
measures how customers perceive the PMO’s contributions to overall organizational success,
beyond individual projects or initiatives. This indicator provides a comprehensive view of the
PMO’s perceived value as a critical organizational asset.

While all indicators in this step focus on perception and customer satisfaction, grouping them into
distinct categories highlights the different facets of the PMO’s relationships with its customers and
its perceived impact within organizations. By categorizing these indicators, the PMO can collect
more focused feedback, gaining deeper insights into specific areas of its reputation and customer
experience. Some possible categories for value recognition indicators include:

• Delivery satisfaction indicators. These indicators capture customer perceptions of the quality
of results delivered by the PMO. For instance, the satisfaction level regarding the quality of
completed projects can be assessed.
• Strategic alignment indicators. These indicators assess how well the PMO’s efforts are
perceived to align with organizational strategic goals. For instance, the executives’ perceptions of
the PMO’s contribution to achieving organizational objectives can be assessed.
• Trust and credibility indicators. These indicators measure the trust that customers place in
the PMO, reflecting its reliability and reputation. For instance, the customers’ confidence in the
accuracy and reliability of the PMO’s reports and data can be assessed.
• Relationship and collaboration indicators. These indicators evaluate the interaction quality
between the PMO and its customers, especially in areas like communication and support.

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Step 10: Value Recognition 235
 For instance, the customers’ satisfaction with the support and communication provided by the
PMO throughout the project stages can be assessed.
• Innovation and continuous improvement indicators. These indicators focus on customer
perceptions of the PMO’s ability to innovate and continuously improve. For instance, the
feedback on the PMO’s responsiveness to changing needs and its implementation of innovative
solutions can be assessed.

Implementing the Value Recognition Step

1. Conducting PMO Customer Value Perception Surveys
• Survey design and analysis. Develop a comprehensive survey covering various PMO
value aspects. Include both quantitative rating scales and open-ended questions to capture
nuanced feedback. Ensure the survey design allows for segmentation of responses by
customer group to identify any variations in value perception. Analyze the survey results
thoroughly, looking for patterns, trends, and any discrepancies between expected and
perceived value.
• Survey reporting. Prepare detailed reports of the findings, including visualizations that
make the data easily digestible for different audiences. Use these insights to inform future
PMO strategies, service improvements, and communication plans. Consider implementing
a longitudinal approach, repeating the survey at regular intervals to track changes in value
perception over time. Pay special attention to areas where there is a significant gap between
delivered value (as measured in the previous step) and perceived value. Any gaps can
highlight communication issues or misalignments in expectations.
• Customer engagement. Use the survey process itself as a tool for engagement and
value recognition. The act of seeking feedback demonstrates the PMO’s commitment to
customer satisfaction and continuous improvement. Follow up with participants to share
key findings and action plans, reinforcing the message that their input is valued and acted
upon. This comprehensive approach to customer-value-perception surveys provides a solid
foundation for understanding how well the PMO’s efforts are recognized and appreciated
across the organization, setting the stage for targeted improvements and enhanced value
recognition.

2. Facilitating PMO Value Recognition Workshops

• Interactive workshops. Organize and facilitate interactive workshops designed to explore
and enhance customers’ recognition of PMO value. These workshops should bring together
diverse groups of customers to discuss and reflect on the PMO’s contributions. Start by
carefully planning the workshop structure, including activities that encourage open
dialogue, critical thinking, and collaborative problem-solving. Begin each workshop with a
brief presentation of key PMO achievements and metrics to set the context. Then engage
participants in exercises such as value mapping, where they visually represent how PMO
services connect to organizational outcomes.

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236 Project Management Offices: A Practice Guide
 • Insights documentation. Document all insights, suggestions, and feedback meticulously. After
the workshop, synthesize the information gathered and share a summary with participants
and other relevant customers. Use the workshop outcomes to inform PMO strategy, service
development, and communication plans. Consider making these workshops a regular event,
perhaps quarterly or biannually, to maintain an ongoing dialogue about PMO value.
• Post-workshop engagement. Follow up with participants after the workshop to see how
their perceptions or actions have changed. This post-workshop engagement can reinforce
the workshop’s impact and provide additional data on its effectiveness in enhancing value
recognition. These interactive sessions not only gather valuable insights but also serve to
reinforce and expand customers’ recognition of PMO value, creating a shared understanding
and appreciation of the PMO’s role in organizational success.

3. Developing and Maintaining a PMO Value Recognition Dashboard

• Value recognition dashboard. Create a dynamic, visual dashboard that consolidates and
displays key indicators of PMO value recognition. Begin by identifying the most crucial
metrics that reflect how well PMO value is recognized across the organization. These metrics
might include customer satisfaction scores, utilization rates of PMO services, number of
requests for PMO involvement in new initiatives, or mentions of PMO contributions in
executive communications. Design the dashboard to be visually appealing and easily
understandable, using charts, graphs, and infographics to represent data.
• Dashboard accessibility. Make the dashboard easily accessible to PMO team members and
customers, perhaps through a dedicated intranet page or regular email updates. Use the
dashboard in PMO team meetings to guide discussions on value recognition strategies and
in stakeholder meetings to demonstrate the PMO’s impact. Regularly review and refine the
dashboard based on feedback and changing organizational priorities.
• Customized dashboards. Consider creating customized views of the dashboard for different
customer groups, highlighting the metrics most relevant to their interests. This customization
can increase engagement and relevance for various users. Implement a feature that allows
customers to input their own observations or feedback directly into the dashboard, creating a
more interactive and inclusive tool.
• Provide visibility of the PMO. Create a “value story of the month” feature on the dashboard,
highlighting a specific example of PMO impact. This engagement opportunity can help bring
the metrics to life and reinforce the tangible benefits of PMO services. Implement alerts
or notifications for significant changes in key metrics, ensuring that the PMO can respond
quickly to shifts in value perception.
• Gamification approach. Consider gamification elements, such as departmental competitions or
individual recognition for high engagement with PMO services, to encourage active participation
in value-creating activities. Finally, use the dashboard as a learning tool, incorporating
explanations of metrics and their significance to educate customers about different aspects
of PMO value. This value recognition dashboard serves as a powerful tool for monitoring,
communicating, and enhancing the recognition of PMO value across the organization, providing
a central point of reference for all value-related discussions and decisions.

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Step 10: Value Recognition 237
4. Conducting PMO Value Storytelling Campaigns
• Storytelling campaigns. Develop and execute comprehensive storytelling campaigns
that bring the PMO’s value to life through compelling narratives. Start by collecting a
diverse range of stories that illustrate the PMO’s impact across different customers, projects,
departments, and organizational goals. Train PMO team members in effective storytelling
techniques, focusing on how to structure narratives that resonate with different audiences.
Create a variety of storytelling formats, such as written case studies, video testimonials,
podcasts, or infographic journey maps.
• Storytelling content calendar. Develop a content calendar that ensures a steady stream
of fresh stories across various communication channels. Collaborate with the marketing
or communications department to enhance these stories’ production quality and reach.
Encourage customers to share their own stories of PMO value, providing them with templates
or guidelines to ensure consistency.
• Storytelling events. Leverage, for example, the globally recognized International PMO
Day, which is celebrated on the second Tuesday of May each year, to organize storytelling
events such as a “PMO Impact Day,” where successes are shared through presentations and
interactive displays. Integrate these stories into regular organizational communications, such
as newsletters, town hall meetings, or the company intranet. Create a searchable repository
of PMO success stories that customers can easily access and reference.
• Storytelling campaign measurement. Measure the impact of the storytelling campaign
through metrics like story engagement rates, changes in PMO service requests, or
improvements in value perception surveys. Use these insights to continuously refine the
storytelling approach, focusing on the types of stories and formats that resonate most
strongly with audiences. This storytelling-campaign approach makes PMO value tangible and
relatable, enhancing recognition across the organization through the power of narrative and
personal connection.

5. Implementing a 360-Degree PMO Value Feedback System

• Feedback process. Develop and implement a comprehensive feedback process that captures
insights on PMO value from all angles within the organization. Start by mapping out all
touchpoints between the PMO and various customers, from project initiation to closure and
beyond. Create a range of feedback mechanisms tailored to different interaction types and
customer preferences. These feedback mechanisms may include quick pulse surveys after
specific PMO interactions, in-depth interviews at project milestones, online feedback forms
accessible through the PMO portal, and AI-powered chatbots for gathering real-time feedback.
• Identifying trends. Use the feedback to identify trends in value perception, uncover hidden
pain points, and highlight areas of exceptional value delivery. Implement a closed-loop
system where customers are informed about how their feedback has been used to enhance
PMO services or processes. Regularly review and refine the feedback system itself, ensuring it
remains user-friendly and relevant.

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238 Project Management Offices: A Practice Guide
 • Feedback forums. Organize regular ”feedback forums” where customers can discuss their
experiences with the PMO in a facilitated group setting. These sessions can uncover collective
insights and foster a shared understanding of PMO value. Develop a system of “value alerts”
that notifies PMO leadership of significant positive or negative feedback, allowing for rapid
responses to critical issues or opportunities.

6. Organizing PMO Value Recognition Events

• PMO value recognition events. Plan and execute a series of events specifically designed
to showcase and celebrate the value delivered by the PMO. Organize smaller, more frequent
events like monthly “PMO Value Spotlight” sessions where specific PMO successes are
presented to relevant stakeholders. These sessions can be informal, perhaps over lunch
or as part of regular team meetings, to maintain ongoing awareness of PMO value. Create
interactive showcase events where customers can explore PMO tools, methodologies, and
success stories through hands-on demonstrations and displays. This type of ”PMO Value Expo”
could feature booths highlighting different aspects of PMO value, interactive technology
demonstrations, and mini workshops on PMO services.
• Spreading PMO value recognition within the organization. Develop a “PMO Value
Roadshow” that travels to different departments or locations, tailoring the presentation
of PMO value to each specific audience. This mobile approach ensures that all parts of the
organization, regardless of location, have the opportunity to engage with and recognize
PMO value. Incorporate elements of gamification or competition into these events to boost
engagement, such as a “PMO Value Challenge,” where teams compete to demonstrate their
understanding and application of PMO principles.
• External collaboration. Invite external speakers or industry experts to these events to
provide perspective on the PMO’s value relative to industry standards. This external validation
can significantly enhance the credibility of the PMO’s value proposition. Use these events
as opportunities to gather additional feedback on PMO value perception, perhaps through
interactive polling or feedback walls. This real-time input can provide valuable insights and
demonstrate the PMO’s commitment to customer opinions.
• Executive engagement. Ensure high-level executive participation in these events to
underscore the organizational importance of the PMO. Consider having executives share
their perspectives on how the PMO has contributed to strategic objectives. Document these
events through videos, photos, and written summaries, and share these materials widely to
extend the reach of the value recognition message beyond the immediate attendees.
• Impact measurement. Measure the impact of these events through attendance rates,
engagement levels, and follow-up surveys on PMO value perception. Use these metrics to
continuously refine and improve the events, ensuring they remain effective tools for value
recognition. These recognition events serve not only to celebrate PMO achievements but
also to reinforce and expand the recognition of PMO value across the organization, creating a
culture of appreciation for project management excellence.

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Step 10: Value Recognition 239
Actionable Self-Assessment: Gauge the Effectiveness of
PMO Value Recognition
The following self-assessment helps PMO professionals evaluate their effectiveness in ensuring
that the value provided by their services is recognized and appreciated across the organization.
By focusing on structured feedback, engaging workshops, storytelling campaigns, and real-time
dashboards, PMOs can enhance visibility and appreciation of their contributions, driving sustained
customer support and organizational success.
Instructions: Rate your PMO’s performance in each area on a scale of 1–5, where:
1 = Not at all/never
2 = Rarely/poor
3 = Sometimes/average
4 = Often/good
5 = Always/excellent

Section 1: Conducting PMO Customer Value Perception Surveys

Question Rating
a) We regularly survey PMO customers to assess their perception of the value we
provide.
b) Our surveys include both quantitative and open-ended questions to capture
nuanced feedback from PMO customers.
c) We segment survey responses by PMO customer group to identify variations in
value perception.
d) We thoroughly analyze survey results to identify discrepancies between
delivered value and PMO customers’ perceived value.
e) We use survey findings to inform future PMO strategies, service improvements,
and communication plans.
Subtotal

Section 2: Facilitating PMO Value Recognition Workshops

Question Rating
a) We organize interactive workshops to help PMO customers recognize and reflect
on PMO contributions.
b) Our workshops encourage open dialogue, collaborative problem-solving, and
value-mapping exercises.
c) We document insights and feedback from workshops and share them with
participants.
d) We follow up with workshop participants to gauge changes in perception or
behavior.
e) Our workshops are held regularly (e.g., quarterly or biannually) to maintain
ongoing dialogue about PMO value.
Subtotal

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240 Project Management Offices: A Practice Guide
Section 3: Developing and Maintaining a PMO Value Recognition Dashboard
Question Rating
a) We have a dynamic dashboard that consolidates key metrics of PMO value
recognition.
b) Our dashboard includes critical indicators such as PMO customer satisfaction,
service utilization, and requests for PMO involvement.
c) We make the dashboard easily accessible to both PMO team members and PMO
customers.
d) We regularly review and refine the dashboard based on PMO customer feedback
and changing priorities.
e) Our dashboard highlights specific success stories or “value stories of the month”
to illustrate the PMO’s impact.
Subtotal

Section 4: Conducting PMO Value Storytelling Campaigns

Question Rating
a) We develop storytelling campaigns that highlight real examples of PMO value
across different projects and departments.
b) We train PMO team members in storytelling techniques to communicate our
value effectively.
c) Our storytelling campaigns leverage various formats, such as case studies, videos,
and infographics.
d) We organize PMO storytelling events (e.g., “PMO Impact Day”) to celebrate and
share PMO successes.
e) We measure the engagement and impact of storytelling campaigns, using the
results to refine future efforts.
Subtotal

Section 5: Implementing a 360-Degree PMO Value Feedback System

Question Rating
a) We have a comprehensive feedback system that captures insights from all PMO
customer touchpoints across the project life cycle.
b) Our feedback system includes quick pulse surveys, in-depth interviews, and
online forms to collect PMO customer feedback.
c) We analyze PMO customer feedback to identify trends in value perception and
areas of improvement.
d) We close the PMO customer feedback loop by informing customers about how
their input has been used to enhance PMO services.
e) We regularly refine the PMO customer feedback system to ensure it remains user
friendly and relevant.
Subtotal

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Step 10: Value Recognition 241
 Section 6: Organizing PMO Value Recognition Events
Question Rating
a) We organize PMO value recognition events to showcase and celebrate the PMO’s
contributions to organizational success.
b) Our events range from small sessions (e.g., “PMO Value Spotlights”) to larger
showcases (e.g., “PMO Value Expo”).
c) We use these events to foster a culture of recognition and appreciation for PMO
achievements.
d) We involve senior leadership in these events to emphasize the strategic
importance of the PMO.
e) We measure the impact of these events through metrics such as attendance
rates, engagement, and follow-up surveys.
Subtotal
Grand total

Scoring and Interpretation: Total your scores from all 30 questions.

Excellent: 134–150 points. Your PMO excels at ensuring that value is recognized and
appreciated throughout the organization, fostering strong customer relationships and support.
Good: 114–133 points. Your PMO effectively recognizes and communicates value but there may
be opportunities to refine certain communication strategies or improve engagement further.
Average: 89–113 points. Your PMO demonstrates value but more consistent and
sophisticated approaches are needed to ensure that customers fully recognize and appreciate
the impact of PMO services.
Poor: 59–88 points. Significant improvement is needed in communicating and showcasing
the value the PMO provides. Focus on customer engagement and feedback mechanisms to
drive better recognition.
Critical: 30–58 points. Your PMO is struggling to ensure that its value is acknowledged within
the organization. Begin by establishing clear communication channels, regularly measuring
perception, and addressing gaps in recognition.

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242 Project Management Offices: A Practice Guide
Completing the PMO Flywheel Journey and Preparing for
Future Cycles
Value recognition is the final phase of the journey through the value-generating PMO flywheel. This
final step closes the loop, ensuring that the value delivered by the PMO is fully acknowledged and
appreciated.
By mastering value recognition, PMO professionals can create a positive feedback loop that
reinforces the PMO’s importance and drives continued support for its initiatives. This recognition
sets the stage for the next cycle of the flywheel, informing future awareness-building efforts and
needs assessments.
The PMO journey is ongoing. Each rotation of the flywheel brings new opportunities for
improvement and value creation. By consistently applying these principles, PMO professionals can
ensure their PMOs remain dynamic, value-driven entities that are crucial to organizational success.

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Step 10: Value Recognition 243
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 24

Conclusion
As we reach the end of this comprehensive practice guide, it is clear that the landscape of PMOs has
evolved significantly, demanding a new approach to their design, implementation, and operation.
This guide, developed by PMO Global Alliance, the Project Management Institute global community
of PMO professionals, represents a significant leap forward in understanding how PMOs can deliver
real value to organizations in an increasingly complex business environment.
At the heart of this guide lies the innovative PMO Value Ring™ framework, a groundbreaking
approach that reimagines the role of PMOs within organizations. This framework shifts the focus
from traditional, process-centric PMO models to dynamic, customer-focused entities that drive
continuous improvement and tangible value creation. By breaking down the PMO customer
experience cycle into 10 actionable steps, the value-generating PMO flywheel provides PMO
professionals with a clear roadmap for success, emphasizing the importance of customer centricity,
continuous improvement, and value generation.
One of this guide’s key strengths is its practical approach. Throughout its pages, PMO professionals
will find not just theoretical concepts but actionable strategies, assessments, and tools that can be
immediately applied to enhance their PMO’s effectiveness. The guide provides practical insights
on all areas of PMO service, including conducting comprehensive needs assessments, developing
compelling value propositions, managing service operations, and continuously improving PMO
service maturity—all grounded in real-world experience.
The guide’s customer-centric approach, embodied in the detailed exploration of PMO outcomes,
marks a paradigm shift in how PMOs interact with their customers. By focusing on the specific
benefits that PMO customers expect and value, this guide enables PMO professionals to tailor
their services more effectively, ensuring that they deliver outcomes that truly matter to their
organizations.
The comprehensive overview of PMO services and the innovative service-approaches model help
give PMO professionals a versatile toolkit for designing and delivering PMO services. This flexible
approach allows PMOs to adapt their service-delivery methods based on customer maturity and
organizational needs, ensuring maximum impact and value creation.
The emphasis on PMO service maturity represents another significant contribution to the field.
By providing a comprehensive framework for assessing and improving the sophistication of PMO
services, this guide enables PMO professionals to continuously enhance their offerings and deliver

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Conclusion 245
greater value to their organizations. This focus on maturity and continuous improvement ensures
that PMOs can evolve alongside their organizations, remaining relevant and impactful in the face of
changing business needs.
Finally, the guide’s detailed exploration of core PMO competencies provides PMO professionals with
valuable guidance on developing the essential skills needed to excel in this evolving landscape,
helping to ensure that they can effectively design, operate, and continually improve their PMOs.
Looking to the future, Project Management Offices: A Practice Guide will play a crucial role in
shaping the development of PMOs over the next decade. By providing effective support to PMO
professionals and setting clear directions for future PMO evolution, this guide serves as a beacon for
those navigating the complex world of portfolio, program, and project management.
The guide’s innovative approach to PMO design and operation, embodied in the PMO Value Ring™
framework, represents a significant step forward in understanding how PMOs can deliver value in
today’s dynamic business environment. By emphasizing customer centricity, value creation, and
continuous improvement, this framework provides a solid foundation for building PMOs that are
truly aligned with organizational needs and capable of driving strategic success.
Looking ahead, future editions of this guide will likely build upon the solid foundation laid here,
further exploring emerging trends in PMOs and project management, delving deeper into the
application of technologies like artificial intelligence and machine learning in PMO operations,
and providing even more detailed insights into PMO value measurement and communication. As
the business landscape continues to evolve, so too will the role of PMOs, and this guide will evolve
alongside them, always striving to provide the most current, practical, and valuable insights for PMO
professionals worldwide.
The future of PMOs is bright and filled with opportunities to drive organizational success through
effective portfolio, program, and project management. With this guide as a foundation, PMO
professionals are well equipped to lead their organizations into this future, creating PMOs that are
not just administrative centers but true strategic partners in achieving organizational goals.
PMO professionals are encouraged to reflect on how these insights can be applied in their own PMO
journeys. Whether establishing a new PMO, revitalizing an existing one, or seeking to take the PMO
to the next level of maturity and effectiveness, the principles and practices outlined here provide a
robust framework for success.

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246 Project Management Offices: A Practice Guide
 Part 4
Appendices,
Bibliography,
Glossary, and Index

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Appendix X1
Contributors and Reviewers
The volunteers who contributed to the development of Project Management Offices: A Practice Guide
deserve special recognition and gratitude for their invaluable efforts.
These experienced PMO professionals come from diverse backgrounds, industries, and regions,
but they are all united by their passion for PMO excellence. Their collective contributions helped to
develop a guide that addresses the real challenges and opportunities that PMO professionals face
worldwide. Their dedication to advancing PMO practices and their generosity in sharing knowledge
for the benefit of the global PMO community are deeply valued.
Throughout the guide’s development, these volunteers played crucial roles at every stage—from
the initial generation of ideas to the practical implementation of recommendations. They reviewed
articles and manuscripts, provided essential feedback, presented at global events, and ensured that
each proposal was aligned with the practical needs of PMO professionals.
The following list of contributors and reviewers stands as a reflection of the collaborative spirit
that has guided this project from the very beginning. Each person listed has played a vital role in
ensuring that Project Management Offices: A Practice Guide is both practical and forward-looking.
Their contributions have been essential in creating a guide that is grounded in reality and designed
to help PMOs thrive. Together, they have created a resource that focuses on delivering real value to
organizations and will undoubtedly influence PMOs around the world for years to come.
PMI deeply values both their individual contributions and the remarkable impact of their collective
collaboration. Each volunteer’s unique expertise and dedication enriched the development process,
while their teamwork amplified these efforts, resulting in a guide that truly reflects the diverse
needs and insights of the PMO community. PMI recognizes that it is through this powerful blend of
individual effort and collaborative spirit that meaningful, high-impact resources are created.

Farhad Abdollahyan, PMI-RMP, PMP, PMO-CP Haitham Alrasheed, PhD, VMA, PMO-CC
Saadi Adra, PhD, PgMP, PfMP Heba ALShehhi, PMP, PMO-CP, PMO-CC
Mounir A. Ajam Abdulrahman Alulaiyan, MBA, PMO-CC
Fola F. Alabi, MBA, PMI-ACP, PMP Edgar Alvarez, MBA, PMP, PMO-CC
Mohammed Dawood AlAssafi, PMP, PMO-CP, Amireh Amirmazaheri, PMI-PBA, PMO-CP,
PfMP PMO-CC
Thaer Fathi AlAthamneh, PMP, PMO-CP, PMO-CC Ala' Yacoub Amr, PMP, PMO-CC

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Appendix X1 249
Tony El-Khoury Antonios, MBA, PMO-CP, Davi Cohen
PMO-CC Ana Maria da Graça Costa, PMP, PMO-CP
Charalampos Apostolopoulos, PhD, PgMP, PfMP Marcelo Cota, DSc
Bruno Otaviano Ferreira Araújo, MSc, PMP, Fabio Cruz
PMO-CP
Gilnei de Assis
Alfredo Armijos, PMP, PMO-CP, PMI-CP
Elmarie-Louise de Beer
Kara Ayn Austin, PMI-ACP, PMP, PMO-CP
Jose Abitia Nilo de Rivera, PMO-CP, PMO-CC
Mete Aydin
Estelle Detrembleur, MBA, ChPP, PMO-CP
Hilary Aza, PhD, PgMP, PfMP
Gaurav Dhooper, PAL-I, CSAPM, PMI-ACP
Robert Azanero, PM4R, PMP, PMO-CP
Dimitar Georgiev Dimitrov
Akbar Azwir, Prosci CCP, PMP, PMO-CC
Abdelrahman Elsheikh
Ahmed Saleh Said Bahakim, P3O, PMP,
Clive N. Enoch, PhD, PMO-CP, PfMP
PMO-CC
Carlos Alexandre Espanha
Abdulrahman Balubaid, PMP, PMO-CC, PfMP
Alexandres Hoyos Espinoza
Maria Cristina Barbero, PMI-ACP, PMP, PMO-CP
Fernando Andrés de Cortillas Farías, MBA,
Emilio Augusto Barbosa PMI-ACP, PMP
Paulo de Tarso Barros, PMP, PMO-CP Galen Garrison, CSM, PMP, PMO-CP
Ahmed Ibrahim Battisha Ahmed Kamel Ghanem, PMP, PMO-CC, PgMP
Mikhail Belov, PMO-CC, PgMP, PfMP Paula Cunha Lima Giudicelli
Maria Belyaeva, PMO-CP, PMO-CC Jackie Glynn, MPM, PMP, PfMP
Abdelilah Benhmidi Giorgi Gogishvili, PMP, PMO-CP, PMO-CC
Xavier Billingsley, PMO-CC Bernardo Jose Marquez Gonzalez, PMP, PMO-CP,
Claudio C. Boros PMO-CC
Claudia Martins Bueno Nanysma I. Guerra-Flores, MEd, PMP, PMO-CP
Hazell Hassan Melendez Cabrera, PMI-ACP, PMP, Katinka Halasz, PMP, PMO-CP
PMO-CP Ganie Hanifan, CBAP, PMO-CC, PgMP
Carolina Vázquez Camarano, PMP, PMO-CP Heberth Campos Hernández, PMI-RMP, PMP,
Joe Campa, PMI-RMP, PMP, PMO-CP PMO-CP
Rodolfo Campos Christoph Hirnle, PhD, PMO-CP
Gart Capote Tarik Yassin Al Hraki
Julio Cesar Gusmão Carvalho Mohammed Ahmed Hummadi, MPM, PMP,
PMO-CC
Frederic L. Casagrande
Evgenii Ishchenkov, PMP, PMO-CP
Alessandro Cavalcanti, PTE, PMP, PMO-CP
Ebtihal Al Jassim, PMP, PMO-CP, PMO-CC
Porfirio Chen Chang, PMP, PMO-CP, PgMP
Alamir Paulo Júnior
Brendan Cody, PMO-CC

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250 Project Management Offices: A Practice Guide
Rami Kaibni, CBAP, PMP, PgMP Americo Pinto, PMP, PMO-CP, PMO-CC
Gergely Keki, Prosci, PMP, PMO-CP Adilson Pize, DASSM, PMP, PMO-CP
Vahagn Keshishyan, PMP, PMO-CP Monika Podkowińska, PMP, PMO-CP
Sridihar Kethandapatti, PMI-RMP, PMO-CP, PgMP Roberto Henrique Pons, MSc, PMO-CP
Deborah Kupty, PMO-CP Juliana Prado, PMP, PMO-CP
Ginger Levin, DPA, PMP, PgMP Adi Prasetyo, PhD, PMP, PMO-CP
Hugo Magalhães Lourenço Tony Prensa, PhD, PMP, PMO-CC
Neeta Manghnani, MBA, PMP, PMO-CP Wael Ramadan, PhD, PMP, PMO-CC
Antonio Canas Martinez, PMO-CC, PgMP, PfMP Mahmoud Fathy Rashed, MBA, PMP, PMO-CP
Vitor Massari Vladimir Rasovic, PMP, PMO-CP
Yosra Torjmen Mekni Claudia T. Rassalski, CA, PMP, PMO-CP
Claudio Mello, PMP, PMO-CP, PMO-CC Betsy Redden, PMO-CP
Hatem Abdel-Wahab Metwalli Luis Antonio Guardado Rivera
Peter Botond Mihok Adeline Rodier
David Miller, PMI-ACP, PMP, PMO-CP Alessandra Almeida Rodrigues
Walla S. E. Mohamed, PMO-CC, PgMP, PfMP Eleftherios (Lefteris) Rousoudis, PMP, PMO-CP,
Lincoln Sant’Ana Morales PMO-CC
Jose Luiz Augusto Gomes Moreira, PMP, Ahmet Rumiye, PhD, PgMP, PfMP
PMO-CP Julio Cesar Samorini
Brayden Mueller, PMI-ACP, PMP, PMO-CP Kelly Sandstrom, PMI-ACP, PMP, PMO-CP
Rakhmat Mulyanto, PMP, PMO-CP, PMO-CC Natalia Slynko, PMP, PMO-CP
Luis Negreiros, MSc, PMP, PMO-CP Cristian Soto, MPM, PMP, PMO-CP
Trevor K. Nelson, PhD, PMP, PMO-CP Kris Sprague, MBA, PMO-CP, PfMP
Laura Lazzerini Neuwirth, Agile PgM, PMP, Sheldon St. Clair, PhD, FRSA, PMO-CP
PMO-CP Abdurrahman Syahrawi, PhD, PMO-CP, PMO-CC
Novelly Intan Nursavitri, PMP, PMO-CP Fuad Tahhan
Michael O’Connor, PMP, PgMP, PfMP Rogerio Tamassia
Volodymyr Oros, PMI-RMP, PMP, PMO-CP Regis Mattos Teixeira, MSc
Fernand Washington Padilha Rodrigo Thahira, PMP, PMO-CP, PfMP
Marc Pauwels, PMP, PMO-CP, PfMP Sofia Tissera, PMP, PMO-CP, PMI-CP
Alfredo de Barros Pereira Meiko Tourista, EPC, Prosci CCP, PMO-CP
Sergio Fernando Ferraz Perez Žydra Tubelytė, PMP, PMO-CP, PMO-CC
Miguel Pascual Perez-Alfaro Bharatkumar Unercat, PMO-CP, PgMP, PfMP
Carlos Victor Salvarez Pestana, CSM, PMP, Kidian Germán Chavarría Velásquez, PMI-ACP,
PMO-CC PMP, PMO-CC

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Appendix X1 251
Michelle Venezia, PMI-ACP, PMP, PfMP Jack Wu, RSM, PMI-ACP, PMP
Eddy Vertil, PhD, PMP, PMO-CP Abdalla Yassin, MBA, PMP, PMO-CC
Ana Victoria Villalta, Mgt. Krzysztof Zaborowski, PMP, PgMP, PfMP
Ievgen Vyshnevetskyi, PMP, PMO-CP Daniel Zitter, BSc, PMP
Kelvin Wan, PhD, PMP, PMO-CP Joseane de Fatima Zoghbi
Leonardo Boles Wanderkoke Humberto Zuleta

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252 Project Management Offices: A Practice Guide
Appendix X2
PMO Customer
Expectation Assessment
Building on the customer-centric approach, this section presents a powerful resource for PMO
professionals: a curated list of 30 potential PMO outcomes. This comprehensive list has emerged
from extensive research within the global PMO community, encompassing PMOs from diverse
regions and industries. The insights gathered represent a broad spectrum of experiences,
challenges, and good practices observed across various organizational contexts.
The outcomes listed have been distilled from interactions with PMO leaders, project managers, and
stakeholders from multinational corporations, government agencies, nonprofit organizations, and
small- to medium-sized enterprises. This diverse sample ensures that the list captures a wide range
of potential needs and pain points that PMOs might encounter, regardless of their specific industry
or geographical location.
Each outcome in the list is meticulously structured to provide maximum utility:

• The “evidence of need” highlights signs or symptoms suggesting a customer may grapple with
challenges in a specific area. This information empowers PMO professionals to identify potential
pain points proactively.
• The “how to question the customer” section provides thoughtfully designed questions that serve
as conversation starters. These questions enable PMO professionals to delve deeper into the
customers’ needs, challenges, and expectations.
• The “recommended services” section is derived from a comprehensive analysis of the most
common PMO services implemented globally. This analysis draws upon the collective
experiences and insights of the diverse, international PMO community.

This comprehensive list of potential outcomes serves as a versatile tool for PMO professionals.
The list offers a structured approach to needs assessment, ensuring no critical areas are overlooked.
This approach aids in prioritizing PMO services based on the most urgent customer needs and helps
align PMO services with specific outcomes.

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Appendix X2 253
By understanding which services have the greatest potential to generate the desired outcome,
PMOs can make informed decisions about where to focus their resources and efforts. This targeted
approach allows for more efficient and effective PMO operations, ensuring that the services
implemented are those most likely to address the customers’ most pressing needs and deliver
tangible value.
Moreover, this alignment between outcomes and services facilitates a more strategic approach to
PMO design and operation. This approach enables PMOs to build a service portfolio that is directly
tied to organizational needs and expected outcomes rather than implementing services based on
generic PMO models or assumptions.
The inclusion of recommended services transforms this list from a diagnostic tool into a
comprehensive guide for PMO development and optimization. The recommended services bridge
the gap between identifying needs and implementing solutions, providing PMO professionals with
a roadmap for creating high-impact, customer-centric PMO operations tailored to their unique
organizational contexts.
The assessment includes 30 outcomes, all carefully structured to offer maximum utility when
interviewing or surveying PMO customers to identify their top priorities and needs.

1. Better Availability of Skilled Resources

• Evidence of need: Difficulty finding and retaining skilled program or project management
resources.
• How to question the customer:
a) How challenging is it for your organization to find and retain skilled program and project
managers?
b) Do you often experience issues in projects due to a lack of experienced project
management personnel?
c) How satisfied are you with the current skill level of your program and project
management teams?
• Most recommended services:
ƒ Service 10—Resource management. Effective resource management ensures optimal
allocation of skilled personnel across projects, maximizing their availability and utilization
while identifying skill gaps for targeted development.
ƒ Service 12—Training and development. By offering comprehensive training programs,
the PMO directly enhances the skills of existing program and project managers and team
members, creating a larger pool of skilled resources within the organization.
ƒ Service 18—Mentoring and coaching. One-on-one mentoring and coaching programs
help develop and refine the skills of program and project managers and team members,
creating a more skilled workforce over time.

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254 Project Management Offices: A Practice Guide
2. Better Organizational Change Management
• Evidence of need: Resistance to change, disrupted processes, and reduced efficiency during
transitions.
• How to question the customer:
a) How smoothly does your organization typically handle major organizational changes in
processes or systems?
b) To what extent do you experience resistance to change among your employees during
new initiatives?
c) How would you rate your organization’s current change management practices in terms
of effectiveness?
• Most recommended services:
ƒ Service 3—Foster project culture. Promoting a project-centric culture enhances overall
adaptability to change, making the organization more receptive to new practices and
transitions.
ƒ Service 5—Organizational change management. This service directly addresses the
need by implementing structured change management practices, ensuring smooth
transitions and minimizing disruptions across programs and projects.
ƒ Service 26—Stakeholder engagement. Effective stakeholder engagement is crucial for
successful organizational change, ensuring buy-in and support from all affected parties
throughout the transition process.
3. Better Control Over Project Teams
• Evidence of need: Lack of accountability, unclear reporting lines, and difficulty managing
project teams.
• How to question the customer:
a) How clear are the reporting structures within your project teams?
b) Do you face challenges in holding team members accountable for their responsibilities?
c) How would you describe the overall effectiveness of your project team management?
• Most recommended services:
ƒ Service 9—Methodologies and frameworks management. Implementing standardized
methodologies provides a consistent structure for team management, enhancing control
and accountability across all projects.
ƒ Service 10—Resource management. Efficient resource management ensures teams are
correctly staffed and resources are allocated based on skills and availability. This improves
workflows and communication, leading to better control over project teams, smoother
project execution, and effective goal attainment.

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Appendix X2 255
 ƒ Service 19—Performance management. Regular monitoring and managing of project
performance helps maintain control over teams by setting clear expectations and tracking
progress against objectives.
ƒ Service 21—Project management. By providing project managers, the PMO establishes
clear reporting structures and accountability measures, directly contributing to better
control over project teams.
4. Better Definition of Roles and Responsibilities
• Evidence of need: Confusion, overlapping responsibilities, and inefficiencies within project
teams.
• How to question the customer:
a) How often do you encounter confusion or overlapping responsibilities within your project
teams?
b) To what extent do project team members clearly understand their roles and contributions
to projects?
c) How would you rate the efficiency of your project teams in terms of task allocation and
execution?
• Most recommended services:
ƒ Service 4—Governance oversight. Establishing governance frameworks includes
defining roles and responsibilities at various levels, ensuring clarity in decision-making
and accountability throughout the organization.
ƒ Service 9—Methodologies and frameworks management. Standardized
methodologies typically include clear definitions of roles and responsibilities, providing a
consistent structure across projects and ensuring team members understand their duties.
5. Better Project Prioritization
• Evidence of need: Misallocated resources, conflicting priorities, and inability to focus on
high-impact projects.
• How to question the customer:
a) How confident are you in your organization’s ability to focus on the most strategically
important projects?
b) Do you often find resources being misallocated or spread too thin across multiple
projects?
c) How effectively does your organization balance and manage competing project
priorities?

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256 Project Management Offices: A Practice Guide
 • Most recommended services:
ƒ Service 1—Advice to executive level. Strategic guidance to executives helps align
project prioritization with organizational goals, ensuring high-level support for
prioritization decisions.
ƒ Service 2—Benefits realization management. This service helps to prioritize projects by
assessing their potential to deliver benefits. By monitoring outcomes, benefits realization
management allows organizations to prioritize the projects that align with strategic goals
and deliver proven value, ensuring efficient resource allocation and portfolio success.
ƒ Service 6—Portfolio management. Portfolio management directly addresses project
prioritization, ensuring projects are selected and prioritized based on their strategic value
and impact on the organization.
ƒ Service 7—Strategic planning support. This service ensures that project prioritization
is aligned with long-term organizational goals, supporting more effective resource
allocation and strategic focus.
6. Better Quality of Project Results
• Evidence of need: Substandard deliverables, dissatisfied stakeholders, and negative impacts
on the organization’s reputation.
• How to question the customer:
a) How satisfied are your stakeholders typically with the quality of project deliverables?
b) Have you experienced any negative impacts on your organization’s reputation due to
substandard project results?
c) How consistently do your projects meet or exceed quality expectations?
• Most recommended services:
ƒ Service 9—Methodologies and frameworks management. Standardized
methodologies often include good practices for quality management, ensuring
consistency in approach across projects and improving overall quality.
ƒ Service 13—Audit assessments. This service contributes to a better quality of project
results by conducting thorough audits and assessments. These evaluations ensure
compliance with standards, identify potential issues early, and recommend targeted
improvements.
ƒ Service 19—Performance management. Regular monitoring and management of
project performance helps identify and address quality issues early, leading to better final
results.

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Appendix X2 257
 ƒ Service 23—Quality assurance. This service directly focuses on ensuring project
deliverables meet defined quality standards through systematic processes, directly
contributing to higher-quality project results.
ƒ Service 25—Specialized services. The PMO can provide expert knowledge in specific
areas, leading to higher-quality outcomes in complex or niche projects.
7. Better Talent Management
• Evidence of need: High turnover rates and difficulty in attracting and retaining skilled
project managers.
• How to question the customer:
a) What challenges do you face in attracting and retaining skilled project managers?
b) How would you rate your organization’s ability to internally develop and grow project
management talent?
c) What is your current turnover rate for project management practitioners and how does it
impact your operations?
• Most recommended services:
ƒ Service 10—Resource management. Effective resource management includes strategies
for attracting and retaining talent, ensuring optimal allocation of skilled personnel across
projects.
ƒ Service 12—Training and development. This service directly contributes to developing
top talent by offering programs to enhance skills and competencies in portfolio, program,
and project management.
ƒ Service 18—Mentoring and coaching. Providing mentoring and coaching helps
develop and retain talent by offering personalized guidance and support to project
managers and team members.
8. Effective Knowledge Transfer
• Evidence of need: Inconsistent practices, loss of knowledge when employees leave, and lack
of shared expertise.
• How to question the customer:
a) How effectively does your organization capture and share project management good
practices?
b) To what extent do you experience loss of critical knowledge when key employees leave?
c) How consistent are project management practices across different teams or departments
in your organization?

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258 Project Management Offices: A Practice Guide
 • Most recommended services:
ƒ Service 8—Knowledge management. Enables effective knowledge transfer by
establishing systematic processes for capturing, organizing, and sharing project insights
and good practices. This service ensures that valuable experience and expertise are readily
accessible across the organization, promoting continuous learning, preventing repeated
mistakes, and enhancing overall project performance through improved decision-making
and execution.
ƒ Service 9—Methodologies and frameworks management. Standardized
methodologies act as repositories of organizational knowledge, ensuring good practices
are documented and consistently applied across projects.
ƒ Service 12—Training and development. Training programs serve as a structured
method for transferring knowledge and good practices across the organization, ensuring
consistency in project management approaches.
ƒ Service 18—Mentoring and coaching. One-on-one mentoring facilitates direct
knowledge transfer from experienced professionals to less experienced team members,
preserving and spreading expertise within the organization.
9. Enhanced Decision-Making
• Evidence of need: Difficulty making informed decisions due to a lack of accurate and up-to-
date project data.
• How to question the customer:
a) How timely and accurate is the project data available to decision-makers in your
organization?
b) Do you often face challenges in making informed decisions due to lack of up-to-date
project information?
c) How confident are you in the quality of data used to support project-related decision-
making?
• Most recommended services:
ƒ Service 1—Advice to executive level. Strategic guidance to executives ensures high-
level decisions are aligned with organizational goals and based on comprehensive
portfolio and project information.
ƒ Service 4—Governance oversight. Established governance frameworks provide clear
decision-making processes and accountability, enhancing the quality and consistency of
decisions across programs and projects.

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Appendix X2 259
 ƒ Service 7—Strategic planning support. Providing support for strategic planning
ensures that decisions are data driven and aligned with the organization’s long-term
goals. This service enables leaders to make informed, well-considered decisions.
ƒ Service 16—Data analytics and reporting. This service provides accurate, timely data
and insights to support informed decision-making, enabling project managers and
executives to make better choices based on real-time information.
10. Enhanced Project Customer Experience
• Evidence of need: Low customer satisfaction due to poor project delivery and unmet
expectations.
• How to question the customer:
a) How consistently do your projects meet or exceed customer expectations?
b) What level of customer satisfaction do you typically achieve with your project deliveries?
c) Have you experienced any loss of business or loyalty due to poor project delivery or
unmet customer expectations?
• Most recommended services:
ƒ Service 15—Customer relationship management. This service directly focuses on
maintaining and enhancing relationships with project customers, ensuring their needs
and expectations are met throughout the project life cycle.
ƒ Service 17—Issue management. This service contributes to an enhanced project
customer experience by promptly identifying, addressing, and resolving issues that
could impact customer satisfaction. This proactive approach minimizes disruptions,
maintains project quality, and demonstrates responsiveness to customer needs.
ƒ Service 23—Quality assurance. Ensuring project deliverables meet defined quality
standards directly contributes to meeting or exceeding customer expectations,
enhancing their overall experience.
ƒ Service 26—Stakeholder engagement. Effective stakeholder engagement ensures
customer expectations are well understood and managed, leading to higher satisfaction
with project outcomes.
11. Enhanced Resource Management
• Evidence of need: Inefficient resource allocation, underutilized or overburdened resources,
and project bottlenecks.
• How to question the customer:
a) How efficiently does your organization allocate resources across projects?
b) Do you often experience bottlenecks or delays due to resource constraints?
c) How well balanced is the workload among your project team members?

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260 Project Management Offices: A Practice Guide
 • Most recommended services:
ƒ Service 6—Portfolio management. This service helps to strategically allocate resources
across multiple projects, ensuring alignment with organizational priorities and optimal
use of available resources.
ƒ Service 10—Resource management. This service directly addresses optimizing
resource allocation across projects, ensuring adequate staffing and support while
minimizing conflicts and maximizing utilization.
ƒ Service 14—Change control management. By efficiently managing changes to project
scope and objectives, change control management ensures that resources are allocated
optimally, avoiding overuse or underuse.
ƒ Service 19—Performance management. Monitoring project performance helps
to identify resource-related issues early, allowing for timely adjustments to resource
allocation and utilization.
12. Greater Alignment With Strategic Objectives
• Evidence of need: Projects not contributing to organizational goals, misaligned priorities,
and wasted investments.
• How to question the customer:
a) How confident are you that all of your projects directly contribute to your organization’s
strategic goals?
b) Have you experienced instances where completed projects did not deliver the expected
strategic value?
c) How effectively does your organization prioritize projects based on their alignment with
strategic objectives?
• Most recommended services:
ƒ Service 1—Advice to executive level. Providing strategic guidance to senior executives
helps to ensure that portfolio and project decisions are consistently aligned with
overarching organizational goals.
ƒ Service 2—Benefits realization management. By measuring and managing project
benefits, the PMO ensures that outcomes align with strategic goals. This service tracks
alignment throughout the project, allowing for adjustments as needed to maintain
focus on broader organizational priorities.
ƒ Service 4—Governance oversight. This service enhances alignment with strategic
objectives by establishing and maintaining governance frameworks that link project
activities to organizational goals.

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Appendix X2 261
 ƒ Service 6—Portfolio management. Portfolio management oversees the selection
and prioritization of projects to ensure they align with strategic objectives and deliver
optimal value to the organization.
ƒ Service 7—Strategic planning support. This service directly ensures that programs
and projects align with long-term organizational goals, maximizing their strategic
impact and value.
13. Greater Integration Among Organizational Areas
• Evidence of need: Lack of cross-functional collaboration, disjointed project execution, and
failure to leverage organizational capabilities.
• How to question the customer:
a) How would you rate the level of collaboration among different departments on project
work?
b) Do you face challenges in leveraging diverse organizational capabilities in your projects?
c) How often do you experience issues due to a lack of integration among different
organizational areas?
• Most recommended services:
ƒ Service 3—Foster project culture. Promoting a project-centric culture across the
organization enhances collaboration and integration among different departments,
fostering a unified approach to project execution.
ƒ Service 11—Systems and tools management. This service provides common
platforms and tools that facilitate collaboration and information sharing across different
parts of the organization.
ƒ Service 26—Stakeholder engagement. Effective stakeholder engagement ensures
collaboration and support across various departments and levels of the organization,
promoting integration in project execution.
14. Higher Return on Investment (ROI)
• Evidence of need: Low program or project ROI, inability to demonstrate the value of
programs or projects, and a lack of business growth.
• How to question the customer:
a) How satisfied are you with the overall ROI of your organization’s project portfolio?
b) Do you face challenges in demonstrating the value of completed projects to
stakeholders?
c) How effectively does your organization track and measure the business benefits of
projects?

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262 Project Management Offices: A Practice Guide
 • Most recommended services:
ƒ Service 2—Benefits realization management. This service directly focuses on
managing and measuring the realization of benefits from programs and projects,
ensuring they deliver expected value and maximize ROI.
ƒ Service 6—Portfolio management. Effective portfolio management ensures the
selection and prioritization of projects with the highest potential ROI, optimizing overall
investment returns for the organization.
ƒ Service 19—Performance management. Monitoring and managing project
performance helps to identify and address issues that could impact ROI, ensuring
projects stay on track to deliver maximum value.
ƒ Service 20—Program management. By providing program managers, the PMO can
coordinate interrelated projects, optimize resources and benefits across initiatives, and
potentially increase overall ROI.
15. Improved Availability of Information
• Evidence of need: Limited access to project information, leading to uninformed or delayed
decisions.
• How to question the customer:
a) How timely is project information for decision-makers in your organization?
b) How often do you face situations where critical project data is not readily available when
required?
c) How quickly can decision-makers in your organization access the project information
they need?
• Most recommended services:
ƒ Service 11—Systems and tools management. Managing and maintaining effective
project management systems ensures that information is consistently captured, stored,
and made readily accessible to stakeholders.
ƒ Service 16—Data analytics and reporting. This service directly addresses needs
by providing timely, accurate data and insights on project performance, supporting
informed decision-making across the organization.
ƒ Service 22—Project support services. Providing administrative support for
documentation and coordination helps ensure that project information is consistently
recorded and available when needed.
16. Improved Collaboration and Communication
• Evidence of need: Miscommunication, lack of transparency, and poor collaboration among
team members and stakeholders.

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Appendix X2 263
 • How to question the customer:
a) How would you rate the overall effectiveness of communication within your project
teams?
b) Do you often encounter misalignments or misunderstandings among team members or
stakeholders?
c) How satisfied are you with the current tools and processes for project-related
communication?
• Most recommended services:
ƒ Service 3—Foster project culture. Promoting a project-centric culture enhances
overall communication and collaboration within the organization, creating an
environment where information sharing is valued and practiced.
ƒ Service 11—Systems and tools management. Implementing and managing
collaborative tools and systems facilitates better communication and information
sharing among team members and stakeholders across projects.
ƒ Service 26—Stakeholder engagement. Effective stakeholder engagement ensures
clear communication channels and fosters collaboration among all project participants,
keeping everyone aligned and informed.
17. Improved Organizational Commitment to Results
• Evidence of need: Lack of focus on project outcomes, insufficient accountability, and weak
performance culture.
• How to question the customer:
a) How would you describe the level of accountability for project outcomes in your
organization?
b) Do you face challenges in maintaining focus on achieving project results?
c) How strong is the performance culture within your project teams?
• Most recommended services:
ƒ Service 1—Advice to executive level. Strategic guidance to executives helps ensure
a top-down commitment to results, setting the tone for the entire organization and
aligning project outcomes with strategic objectives.
ƒ Service 2—Benefits realization management. This service helps to maintain
organizational commitment to tangible results by focusing on the actual benefits
delivered by programs and projects.
ƒ Service 3—Foster project culture. This service directly contributes to cultivating a
culture of accountability and results across the organization, aligning project outcomes
with organizational goals.

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264 Project Management Offices: A Practice Guide
 ƒ Service 6—Portfolio management. This service ensures that projects are selected
and prioritized based on their potential to deliver results aligned with organizational
strategy, reinforcing the commitment to outcomes.
ƒ Service 19—Performance management. Regular monitoring and management of
project performance reinforces the focus on achieving results and helps to maintain
accountability throughout the project life cycle.
18. Improved Project Budget Management
• Evidence of need: Frequent budget overruns and financial inefficiencies in project
execution.
• How to question the customer:
a) How often do your projects experience budget overruns?
b) How satisfied are you with the current financial oversight of your projects?
c) Do you have clear visibility into project spending and budget utilization?
• Most recommended services:
ƒ Service 14—Change control management. Managing changes effectively helps to
control scope creep and unexpected costs, which are often major factors in budget
overruns.
ƒ Service 16—Data analytics and reporting. Providing accurate financial data and
analysis helps project managers and stakeholders to make informed decisions about
budget allocation and control throughout the project life cycle.
ƒ Service 17—Issue management. Unresolved issues cause many budget overruns;
effective issue management can help control costs.
ƒ Service 19—Performance management. By consistently tracking project objectives
against performance metrics, any cost or resource inefficiencies can be identified early.
This tracking helps to keep expenditures in check and prevents budget overruns,
leading to improved project budget management through proactive adjustments.
ƒ Service 21—Project management. By providing project managers, the PMO can
implement robust budget control and financial oversight, ensuring projects stay within
financial constraints.
ƒ Service 22—Project support services. Support services often assist in tracking
expenses and preparing budget reports, contributing to better budget management.
ƒ Service 25—Specialized services. This service enhances project budget management
by providing highly specialized expertise in budget development and control. The PMO
offers dedicated professionals with advanced skills in financial planning, cost estimation,
and budget tracking specific to project environments.

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Appendix X2 265
19. Improved Project Customer Relationships
• Evidence of need: Strained customer relationships due to unmet expectations and poor
communication.
• How to question the customer:
a) How would you rate your organization’s relationships with project customers?
b) Do you often receive feedback about unmet expectations from project customers?
c) How effectively does your team communicate with project customers throughout the
project life cycle?
• Most recommended services:
ƒ Service 15—Customer relationship management. This service directly focuses on
maintaining and enhancing relationships with project customers, ensuring their needs
are met and expectations are managed throughout the project life cycle.
ƒ Service 17—Issue management. Quickly resolving issues fosters trust and
transparency with project customers. By addressing concerns promptly and keeping
customers informed, the PMO strengthens and improves the project customer
relationship, ensuring a responsive and collaborative project experience.
ƒ Service 19—Performance management. Monitoring project performance against
project customer expectations helps to ensure that projects stay on track to meet or
exceed customer requirements, leading to improved relationships.
ƒ Service 26—Stakeholder engagement. Effective stakeholder engagement includes
strategies for engaging and communicating with project customers, helping to build
and maintain strong relationships.
20. Improved Performance Management
• Evidence of need: Lack of performance tracking leading to unnoticed issues and
suboptimal program and project outcomes.
• How to question the customer:
a) How effectively does your organization track and monitor program and project
performance?
b) Do you often encounter unexpected issues that could have been identified earlier with
better performance tracking?
c) How satisfied are you with your current ability to ensure successful program and project
delivery?

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266 Project Management Offices: A Practice Guide
 • Most recommended services:
ƒ Service 13—Audit assessments. Thorough audits help to identify performance issues
and areas for improvement, contributing to better performance management overall.
ƒ Service 16—Data analytics and reporting. Providing data analytics and reporting
services supports performance management by offering insights into project trends and
enabling the early identification of issues.
ƒ Service 17—Issue management. Tracking and resolving issues is a key aspect of
managing overall project performance.
ƒ Service 19—Performance management. This service directly addresses the need for
improved performance management by monitoring and managing the performance
of programs and projects, ensuring that they meet objectives and deliver expected
outputs and outcomes.
ƒ Service 20—Program management. This service enhances performance management
by providing experienced program managers through the PMO. These professionals
oversee multiple related projects, implementing comprehensive performance-
monitoring systems across the program. The program managers coordinate cross-
project dependencies, optimize resource allocation, and ensure alignment with strategic
goals, leading to improved overall performance tracking and management at both the
program and project levels.
ƒ Service 21—Project management. This service enhances performance management
by providing skilled project managers through the PMO. These professionals apply good
practices, implement effective performance-tracking systems, conduct regular reviews,
and take proactive measures to address issues, ensuring that projects consistently meet
or exceed performance targets and organizational objectives.
ƒ Service 22—Project support services. By handling project management tasks to
assist project managers, support services contribute to more effective performance
management.
21. Improved Success Rates
• Evidence of need: Frequent program and project failures, delays, missed deadlines, and
budget overruns.
• How to question the customer:
a) How often do your programs and projects meet their time, budget, and objective
targets?
b) What percentage of your projects would you consider successful?
c) How significantly do project delays or failures impact your organization’s overall success?

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Appendix X2 267
 • Most recommended services:
ƒ Service 5—Organizational change management. Managing changes ensures that
projects integrate smoothly into the business, reducing resistance and disruptions.
Aligning project outcomes with organizational objectives encourages quicker adoption
and smoother transitions.
ƒ Service 8—Knowledge management. By capturing and sharing good practices and
lessons learned, teams can apply proven strategies and avoid repeating mistakes. This
knowledge sharing leads to more efficient project execution and improved success
rates as teams make better-informed decisions, reducing errors and increasing project
success.
ƒ Service 9—Methodologies and frameworks management. Implementing
standardized methodologies helps to ensure consistency in project execution, leading
to higher success rates across multiple programs and projects.
ƒ Service 14—Change control management. Change control management ensures that
all changes are carefully reviewed and approved, avoiding unnecessary scope creep
or disruptions that could derail the project. This disciplined approach to managing
alterations helps in maintaining project stability and alignment with objectives, thus
contributing to improved success rates.
ƒ Service 17—Issue management. Proactive issue management helps to prevent small
problems from becoming major obstacles to project success.
ƒ Service 20—Program management. This service contributes to improved success rates
by providing experienced program managers through the PMO. These professionals
coordinate and oversee multiple related projects, ensuring strategic alignment and
efficient resource allocation across the program. By managing interdependencies,
mitigating risks at a higher level, and leveraging synergies among projects, program
managers significantly enhance the likelihood of successful outcomes for both
individual projects and the overall program objectives.
ƒ Service 21—Project management. This service enhances project success rates by
providing skilled project managers through the PMO. By applying good practices, PMO-
provided project managers significantly increase the likelihood of projects meeting their
objectives.
ƒ Service 24—Risk management. Identifying, assessing, and managing risks throughout
the project life cycle helps to mitigate potential issues that could derail project success,
improving overall success rates.
ƒ Service 25—Specialized services. For projects requiring specific expertise, the PMO’s
specialized services can significantly improve the likelihood of success.
22. Improved Reliability of Information Provided
• Evidence of need: Inaccurate, outdated, or inconsistent project data, leading to poor
decision-making.

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268 Project Management Offices: A Practice Guide
 • How to question the customer:
a) How confident are you in the accuracy and timeliness of your project information?
b) How often do you encounter decision-making challenges due to unreliable or outdated
project data?
c) What impact does the quality of project information have on your organization’s
decision-making processes?
• Most recommended services:
ƒ Service 11—Systems and tools management. Implementing and maintaining robust
project management systems helps to ensure consistent capture and storage of reliable
information across all projects.
ƒ Service 16—Data analytics and reporting. This service focuses on providing accurate,
timely data and analysis, ensuring that project information is reliable and current to
support informed decision-making.
ƒ Service 23—Quality assurance. Applying quality assurance processes to information
management helps to maintain high standards of accuracy and reliability in project data
and reporting.
23. Improved Stakeholder Engagement
• Evidence of need: Disconnected stakeholders, lack of buy-in, and misaligned program or
project expectations.
• How to question the customer:
a) How effectively does your organization engage stakeholders throughout the program or
project life cycle?
b) Do you often face challenges with stakeholder buy-in or misaligned expectations?
c) How would you rate your current stakeholder engagement practices?
• Most recommended services:
ƒ Service 5—Organizational change management. Managing the impact of
organizational changes helps to engage stakeholders affected by projects, ensure their
concerns are addressed, and manage expectations during transitions.
ƒ Service 15—Customer relationship management. While primarily focused on
project customers, this service also contributes to overall stakeholder engagement by
maintaining and enhancing relationships with key project participants.
ƒ Service 26—Stakeholder engagement. This service directly focuses on identifying
and managing stakeholder expectations and engagement, ensuring their support and
involvement throughout the project life cycle.

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Appendix X2 269
24. Increased Organizational Learning
• Evidence of need: Repeated mistakes and inability to leverage past successes due to poor
knowledge management.
• How to question the customer:
a) How effectively does your organization capture and apply lessons learned from past
projects?
b) Do you often see the same mistakes being repeated across different projects?
c) How would you describe your organization’s culture of continuous improvement in
project management?
• Most recommended services:
ƒ Service 8—Knowledge management. This service significantly contributes to
increased organizational learning by systematically capturing, organizing, and sharing
experiences and good practices. Knowledge sharing enables the organization to build
on past successes, ultimately enhancing overall project performance and organizational
capability.
ƒ Service 12—Training and development. This service directly contributes to
organizational learning by offering programs to enhance skills and knowledge, as well as
helping to incorporate lessons learned from past projects into training materials.
ƒ Service 13—Audit assessments. Conducting thorough audits of projects helps to
identify lessons learned and areas for improvement, contributing to organizational
learning and continuous improvement.
ƒ Service 18—Mentoring and coaching. One-on-one mentoring and coaching can
facilitate the transfer of knowledge and lessons learned from experienced professionals
to others in the organization.
25. Increased Productivity on Projects
• Evidence of need: Low team performance, inefficient processes, and suboptimal project
outcomes.
• How to question the customer:
a) How would you rate the overall productivity and efficiency of your project teams?
b) What are the main factors affecting your project team’s performance?
c) How effectively are you implementing good practices and tools to boost project
productivity?

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270 Project Management Offices: A Practice Guide
 • Most recommended services:
ƒ Service 9—Methodologies and frameworks management. Implementing
standardized methodologies and frameworks provides project teams with proven,
efficient processes, directly contributing to increased productivity across projects.
ƒ Service 10—Resource management. Optimal allocation and management of
resources can ensure that project teams are well staffed and supported, leading to
increased productivity and efficiency.
ƒ Service 11—Systems and tools management. Providing and maintaining effective
project management tools can significantly boost team productivity by streamlining
tasks, communication, and information sharing.
ƒ Service 22—Project support services. By handling administrative and logistical tasks,
support services can allow project team members to focus on their core responsibilities,
increasing overall productivity.
ƒ Service 25—Specialized services. The PMO offers expert professionals who excel in
specific aspects of project management, thereby enhancing productivity by performing
specialized activities for the project manager.
26. Increased Visibility of Project Progress
• Evidence of need: Limited insight into project status, leading to uninformed decision-
making and potential project delays.
• How to question the customer:
a) How clear and regular are your projects’ progress updates to stakeholders?
b) Do you often encounter situations where stakeholders are not aligned due to a lack of
project visibility?
c) How satisfied are you with your current projects’ progress-reporting mechanisms?
• Most recommended services:
ƒ Service 11—Systems and tools management. Implementing and maintaining project
management systems with robust reporting capabilities enhances visibility into project
progress across the organization.
ƒ Service 16—Data analytics and reporting. This service directly addresses the need for
visibility by providing regular, clear updates on project progress through data-driven
reports and analytics, ensuring all stakeholders are well informed.
ƒ Service 26—Stakeholder engagement. This service ensures that project progress is
effectively communicated to all relevant stakeholders, increasing overall visibility.

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27. More Accurate Project Forecasting
• Evidence of need: Inaccurate project forecasts, leading to budget overruns and missed
deadlines.
• How to question the customer:
a) How often do your project forecasts align with actual outcomes?
b) What impact do inaccurate forecasts have on your project budgets and timelines?
c) How confident are you in your current project forecasting methodologies?
• Most recommended services:
ƒ Service 9—Methodologies and frameworks management. Implementing
standardized methodologies often includes good practices for project estimation and
forecasting, leading to more consistent and accurate predictions across projects.
ƒ Service 16—Data analytics and reporting. This service provides accurate, data-driven
insights that form the basis for reliable project forecasting, enabling better planning and
decision-making based on historical and current project data.
ƒ Service 22—Project support services. By maintaining accurate project records and
assisting in data collection, support services can contribute to more accurate project
forecasting.
ƒ Service 24—Risk management. Effective risk management contributes to more
accurate forecasting by identifying and quantifying potential issues that could impact
project timelines and outcomes.
ƒ Service 25—Specialized services. This service enhances project-forecasting accuracy
by providing expert resources with advanced skills in predictive analytics and
forecasting techniques specific to project management. The PMO offers specialized
professionals who bring an in-depth knowledge of statistical modeling, trend analysis,
and industry-specific forecasting methodologies.
28. Reduction of Risk Exposure
• Evidence of need: High uncertainty levels and unexpected setbacks negatively impact
project outcomes.
• How to question the customer:
a) How comprehensive is your current risk management strategy?
b) How often do unexpected setbacks significantly impact your project outcomes?
c) How confident are you in your organization’s ability to identify, assess, and mitigate
project risks?

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272 Project Management Offices: A Practice Guide
 • Most recommended services:
ƒ Service 4—Governance oversight. Establishing and maintaining governance
frameworks ensures that risk management processes are consistently applied across
projects, reducing overall organizational risk exposure.
ƒ Service 13—Audit assessments. Conducting thorough audits helps to identify
potential risks and areas of vulnerability, contributing to more effective risk mitigation
strategies.
ƒ Service 17—Issue management. Many issues, if left unmanaged, can evolve into
significant risks. Effective issue management is a key part of risk reduction.
ƒ Service 24—Risk management. This service directly addresses the need to reduce risk
exposure by identifying, assessing, and managing risks throughout the project life cycle,
implementing comprehensive strategies to mitigate potential issues.
29. Stronger Governance and Compliance
• Evidence of need: Noncompliance with industry regulations or organizational policies,
leading to penalties or reputational damage.
• How to question the customer:
a) How well does your organization adhere to relevant regulations and policies in portfolio,
program, and project management?
b) Have you experienced any compliance-related issues or penalties in recent projects?
c) How confident are you in your current governance frameworks?
• Most recommended services:
ƒ Service 4—Governance oversight. This service directly addresses the need for stronger
governance by establishing and maintaining governance frameworks and ensuring
programs and projects are managed in accordance with organizational policies and
relevant regulations.
ƒ Service 9—Methodologies and frameworks management. Implementing
standardized methodologies often includes governance and compliance elements,
ensuring consistent application of good practices across all projects.
ƒ Service 13—Audit assessments. Conducting regular audits helps to identify
compliance issues and areas for improvement in governance practices, contributing to
stronger overall governance.
ƒ Service 14—Change control management. This service adds a layer of structured
oversight to any project. Every proposed change should go through formal approval
processes, which helps to ensure that governance policies and compliance standards are
maintained. Change control minimizes the risk of unauthorized changes and can ensure
adherence to organizational rules.

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Appendix X2 273
30. Reduction of Project Life Cycle
• Evidence of need: Prolonged project durations, delays in delivering results, and slow time-
to-market releases.
• How to question the customer:
a) How satisfied are you with the current durations of your project life cycles?
b) What impact do the lengths of your project life cycles have on your organization’s
competitiveness?
c) How effectively are you streamlining project processes to reduce time to market?
• Most recommended services:
ƒ Service 9—Methodologies and frameworks management. Implementing efficient,
standardized methodologies can significantly streamline project processes, reduce
unnecessary steps, and accelerate the overall project life cycle.
ƒ Service 10—Resource management. Optimal resource allocation and management
can ensure that projects are adequately staffed at critical points, preventing delays and
reducing the project life cycle.
ƒ Service 14—Change control management. By ensuring that changes are managed
efficiently and unnecessary modifications are avoided, change control management
prevents delays caused by mismanagement of project scope and focus. Change
control helps to keep projects on track, resulting in a reduction of project life cycles by
eliminating avoidable extensions and rework.
ƒ Service 17—Issue management. Quickly identifying and resolving issues can prevent
delays and keep projects on schedule, potentially reducing overall project durations.
ƒ Service 21—Project management. This service contributes to reducing project life
cycles by providing experienced project managers through the PMO. By leveraging their
expertise in efficient project execution and continuous improvement, PMO-provided
project managers may significantly decrease project durations.
ƒ Service 22—Project support services. Efficient project support can streamline
administrative processes, potentially reducing overall project durations.
ƒ Service 25—Specialized services. This service contributes to reducing project life
cycles by providing highly skilled experts in specific areas of project management and
execution. This targeted expertise allows for faster problem-solving, more efficient
resource utilization, and the ability to fast track critical project components without
compromising quality or scope.

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274 Project Management Offices: A Practice Guide
Appendix X3
PMO Service Maturity Assessment
The PMO service maturity assessment is designed to be a practical tool for assessing current
capabilities, identifying areas for improvement, and guiding PMO development. Organizations can
effectively use this model for:

1. Assessment. Begin by assessing the PMO’s current service maturity level across each dimension.
This assessment involves gathering data through surveys, interviews, and performance metrics
to determine where the PMO stands in relation to the defined service maturity levels.
2. Gap analysis. Identify gaps between the current service maturity level and the desired level for
each dimension. The desired level should be determined based on organizational needs and
strategic objectives, recognizing that the highest maturity level may not always be necessary or
appropriate for every dimension.
3. Prioritization. Based on the gap analysis, prioritize areas for improvement. Consider both the
size of the gap and the potential impact on organizational performance when setting priorities.
4. Action planning. Develop detailed action plans for increasing service maturity levels in p ­ riority
areas. These plans should include specific initiatives, resource requirements, timelines, and
­success metrics.
5. Implementation. Execute the action plans, ensuring proper change management practices are
in place to support the transition.
6. Monitoring and adjustment. Regularly monitor progress and be prepared to adjust plans as
needed. PMO service maturity development is an ongoing process, and flexibility is key to long-
term success.
7. Reassessment. Periodically reassess the PMO’s service maturity levels to track progress and
identify new areas for improvement.

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Appendix X3 275
This comprehensive assessment outlines the 26 most common PMO services and their five levels
of maturity. Each maturity level reflects increasing complexity, capability, and impacts on value
generation for overall organizational success. Understanding these services and their progression
helps PMO professionals to strategically enhance their PMOs, ensuring they deliver maximum value
and align with evolving business objectives.
This assessment should be used as an instrument for applying Step 8 of the value-generating PMO
flywheel, which is part of the PMO Value Ring™ framework. More details on this step can be found in
Section 21 on service improvement.
To calculate the PMO service maturity, follow these steps:

1. Identify the services. List all of the strategic, tactical, and operational services provided by the
PMO.
2. Assign points. Assign a maturity score based on predefined criteria for each service. The scoring
system might range from 1 to 5, with 1 indicating low maturity and 5 indicating high maturity.
3. Sum the scores.
• Strategic services. Add the points obtained for all of the strategic services.
• Tactical services. Add the points obtained for all of the tactical services.
• Operational services. Add the points obtained for all of the operational services.
4. Calculate the total possible points.
• Strategic services. Multiply the number of strategic services by the highest possible score
(i.e., 5).
• Tactical services. Multiply the number of tactical services by the highest possible score.
• Operational services. Multiply the number of operational services by the highest possible
score.
5. Compute the maturity percentages.
• Strategic maturity percentage. (Sum of strategic services points / total possible strategic
points) × 100
• Tactical maturity percentage. (Sum of tactical services points / total possible tactical points)
× 100
• Operational maturity percentage. (Sum of operational services points / total possible
operational points) × 100

These percentages provide a clear view of the maturity levels across the strategic, tactical, and
operational dimensions of the PMO, helping to identify areas for improvement.

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276 Project Management Offices: A Practice Guide
PMO Service Maturity Assessment
Strategic Services
1. Advice to Executive Level
• Level 1—Reactive advisory. Advice is provided only when explicitly requested by
executives. It is often based on limited information and may not align consistently with
organizational strategy. The PMO lacks a proactive approach and does not offer unsolicited
insights, potentially missing opportunities to add value.
• Level 2—Structured consultation. The PMO implements scheduled consultations with
executives, providing more consistent advice. These sessions follow a basic structure but the
advice may still lack depth or comprehensive data backing. While more regular, the advice
might not fully integrate all aspects of portfolio, program, and project management.
• Level 3—Data-driven guidance. The PMO leverages robust data analytics to provide
insights. Advice becomes proactive based on trends identified in portfolio, program, and
project performance data. There is a clear link between the advice given and organizational
objectives, with recommendations supported by concrete evidence.
• Level 4—Strategic integration. The PMO’s advice becomes a key input in strategic decision-
making. There is a bidirectional flow of information, with the PMO both informing and being
informed by organizational strategy. Scenario planning and predictive analytics are used to
provide forward-looking advice, enabling executives to make more informed decisions.
• Level 5—Transformational leadership. The PMO is seen as a strategic partner, actively
shaping organizational strategy through its advice. The guidance provided leads to
transformational changes in how the organization approaches portfolios, programs, and
projects. Advanced techniques like artificial intelligence and machine learning are used to
provide predictive and prescriptive advice, positioning the PMO as an industry thought leader.
2. Benefits Realization Management
• Level 1—Ad hoc tracking. The PMO identifies potential benefits for portfolios and programs,
but there is no structured process for tracking or measuring them. Benefits realization is
largely left to chance, with little to no follow-up work performed after project completion.
The organization has limited visibility into whether expected benefits are actually realized.
• Level 2—Structured monitoring. The PMO establishes a formal process for identifying and
tracking benefits. There is a consistent approach to documenting expected benefits at the
outset of programs and projects. Basic metrics are defined and monitored but the focus is
primarily on tracking rather than active management. Some benefits may be measured after
implementation but the process is not comprehensive.
• Level 3—Active management. The PMO actively manages benefits throughout the life cycle
of portfolios and programs. Regular benefits reviews are conducted, with clear processes for
making adjustments to ensure benefits are realized. The PMO works closely with program and
project managers to identify risks to benefits realization and develop mitigation strategies. There
is a strong focus on accountability, with clear ownership assigned for each expected benefit.

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Appendix X3 277
 • Level 4—Integrated approach. Benefits realization becomes a key factor in program and
project selection, prioritization, and continuation decisions. The PMO provides regular
benefits realization reports to senior management, which directly inform strategic planning.
There is a sophisticated understanding of the interdependencies among different benefits
across the portfolio. The organization has a clear view of how program and project benefits
contribute to overall strategic objectives.
• Level 5—Continuous optimization. The PMO employs advanced analytics and artificial
intelligence to forecast and optimize benefits realization. Sophisticated modeling techniques
predict the likelihood of benefits realization and identify influencing factors. Complex
scenarios are run to optimize the portfolio for maximum benefits realization. A culture of
continuous learning exists, with insights from benefits realization feeding back into project
selection and execution processes. The organization is recognized as a leader in benefits
realization management.
3. Foster Project Culture
• Level 1—Basic awareness. The PMO introduces basic project management concepts to the
organization. Outside of dedicated project teams, there is limited understanding of project
management principles. Training and communication efforts are sporadic and lack a coherent
strategy. The value of project management is not widely recognized across the organization.
• Level 2—Structured education. The PMO implements regular training sessions to improve
project management skills across the organization. There is a structured curriculum covering
key project management concepts. However, the focus is primarily on technical skills rather
than fostering a broader project culture. Participation may be limited to those directly
involved in projects.
• Level 3—Embedded practices. Project management principles are widely understood and
applied across the organization beyond just project teams. The PMO promotes the use of
project management tools and techniques in various business contexts. There is growing
recognition of how project management contributes to organizational success. Cross-
functional collaboration in project contexts becomes more common.
• Level 4—Cultural alignment. Project management is seen as a core competency and
is factored into performance evaluations across the organization. The PMO works with
human resources to integrate project management skills into job descriptions and career
development paths. There is a strong emphasis on continuous improvement in project
management practices. Leadership actively champions the project management culture.
• Level 5—Innovative project culture. Project management culture drives innovation and
is a key differentiator for the organization. The PMO facilitates a culture of experimentation
and learning from both successes and failures. Advanced project management practices are
developed internally and are often shared with the wider industry. The organization attracts
top talent due to its strong project management culture and is seen as a benchmark by
others.

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278 Project Management Offices: A Practice Guide
4. Governance Oversight
• Level 1—Basic rules. The PMO introduces basic rules for project management but they are
not consistently followed across the organization. Governance is largely reactive, addressing
issues as they arise. There is limited understanding of governance’s role in project success.
Documentation of governance processes is minimal and not widely accessible.
• Level 2—Structured framework. The PMO establishes clear governance structures that are
generally adhered to across portfolios, programs, and projects. Roles and responsibilities
within the governance framework are defined. Regular governance meetings are held but
they may focus more on reporting than decision-making. There is improved documentation
of governance processes but it may not cover all scenarios.
• Level 3—Active enforcement. The PMO conducts regular audits to ensure compliance with
governance standards. There are clear consequences for noncompliance, balanced with
support for improvement. Governance processes are well documented and easily accessible.
The PMO provides training on governance to ensure widespread understanding. Governance
data is used to identify trends and areas for improvement.
• Level 4—Adaptive governance. The PMO regularly reviews and updates the governance
framework to reflect changing organizational needs and lessons learned. Governance
processes are flexible enough to accommodate different types of programs and projects
while maintaining consistency. There is a strong focus on governance as an enabler of project
success, not just a control mechanism. Advanced tools are used to support governance
processes and decision-making.
• Level 5—Value-driven governance. Governance is seen as a value-adding activity, not
just a control mechanism, and drives organizational performance. The PMO uses advanced
analytics to demonstrate the link between strong governance and project success.
Governance processes are highly efficient, minimizing bureaucracy while maximizing value.
The organization’s governance approach is recognized as good practice in the industry and is
often benchmarked by others.
5. Organizational Change Management
• Level 1—Reactive approach. The PMO responds to change impacts reactively, with no
formal process in place. Change management is seen as a project-specific activity rather than
a portfolio- or program-level concern. There is limited understanding of how changes in one
area can impact others. Resistance to change is often high due to a lack of preparation.
• Level 2—Planned approach. The PMO establishes a formal change management process
for portfolios and programs. Changes are anticipated and planned for, but not consistently
across all initiatives. Basic change-impact assessments are conducted. There is some
stakeholder analysis and communication planning but it may not be comprehensive. Change
readiness is assessed at a high level.

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Appendix X3 279
 • Level 3—Integrated management. A comprehensive change management approach is
consistently applied across all portfolios and programs. The PMO works closely with program
and project managers to integrate change management into all plans. Detailed stakeholder
analyses and tailored communication strategies are developed. Change readiness is
thoroughly assessed and addressed. There is a focus on building change capability within the
organization.
• Level 4—Proactive enablement. The PMO uses change management to proactively enable
and accelerate organizational transformations. Advanced change-impact modeling is used
to predict and mitigate potential issues. There is a strong focus on building organizational
change resilience. Change management metrics are linked to portfolio and program success
metrics. The PMO acts as a center of excellence for change management, providing guidance
across the organization.
• Level 5—Cultural embedding. The organization is highly adaptable, with change
management embedded in its culture. The PMO facilitates continuous change-readiness
assessments and improvement initiatives. Advanced analytics and artificial intelligence
are used to predict change impacts and optimize change strategies. The organization’s
approach to change is seen as a competitive advantage, allowing for rapid adaptation
to market shifts. The PMO is recognized as an industry leader in organizational change
management.
6. Portfolio Management
• Level 1—Basic project listing. The PMO maintains a basic inventory of programs and
projects. Selection and prioritization are ad hoc, with limited consideration of strategic
alignment. Resource allocation is not optimized and portfolio performance is minimally
monitored. The focus is on individual projects rather than the overall portfolio.
• Level 2—Structured selection and prioritization. The PMO establishes project selection
and prioritization criteria. There is a structured process for evaluating new project proposals.
Basic portfolio monitoring is in place but it may not be comprehensive. Resource allocation is
considered but not optimized across the portfolio. Strategic alignment is acknowledged but
not consistently enforced.
• Level 3—Active portfolio management. The PMO actively manages the portfolio,
optimizing resource allocations on an ongoing basis. Regular portfolio reviews are conducted
to assess performance and alignment. There is a clear process for adding, changing, or
terminating projects based on portfolio performance. Strategic alignment is a key factor in
decision-making. Basic portfolio analytics are used to inform decisions.
• Level 4—Strategic alignment and optimization. The portfolio is a key tool for executing
organizational strategy. Advanced portfolio analytics are used to optimize resource
allocations and maximize strategic value. There is a sophisticated understanding of
interdependencies among programs and projects. The PMO provides regular, insightful
portfolio performance reports to senior management. Scenario planning is used to inform
portfolio decisions.

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280 Project Management Offices: A Practice Guide
 • Level 5—Dynamic portfolio optimization. The portfolio is dynamically optimized using
predictive models and scenario analysis. Artificial intelligence and machine learning are
employed to forecast portfolio performance and recommend adjustments. The portfolio is
highly responsive to changes in the business environment. The PMO’s portfolio management
approach is recognized as industry leading, often driving innovation in the field.
7. Strategic Planning Support
• Level 1—Basic input provision. The PMO’s involvement in strategic planning is limited
to providing basic project status information. There is little to no analysis of how projects
contribute to strategic goals. The PMO is not actively involved in strategic discussions. The
link between projects and strategy is not clearly articulated or understood.
• Level 2—Structured contribution. The PMO provides regular, structured inputs to the
strategic planning process. There is a basic analysis of how programs and projects align with
strategic objectives. The PMO participates in strategic planning meetings but primarily in a
supporting role. Project proposals include basic information on strategic alignment.
• Level 3—Active participation. The PMO actively contributes to shaping strategic plans
based on portfolio insights. There is a clear understanding of how programs and projects
drive strategic outcomes. The PMO provides valuable data and analysis to inform strategic
decisions. Strategic alignment is a key factor in project selection and prioritization.
• Level 4—Strategic integration. The PMO plays a key role in translating strategy into
executable portfolio plans. There is a bidirectional flow of information between portfolio
management and strategic planning. The PMO uses advanced analytics to model how
different portfolio scenarios impact strategic outcomes. Senior management sees the PMO as
a valuable strategic partner.
• Level 5—Strategy cocreation. The PMO is seen as a strategic partner, with portfolio
insights driving strategic direction. The PMO uses advanced predictive analytics and scenario
modeling to inform long-term strategy. There is a deep integration between strategic
planning and portfolio management processes. The PMO’s strategic planning support is
recognized as a key competitive advantage for the organization.

Tactical Services
8. Knowledge Management
• Level 1—Ad hoc documentation. Knowledge capture is sporadic and unstructured. Lessons
learned are sometimes documented at project closure but are rarely shared or used. There
is no centralized repository for project knowledge. Knowledge transfer relies primarily on
informal, person-to-person interactions.
• Level 2—Basic knowledge repository. The PMO establishes a central repository for
project documents and lessons learned. There is a standard template for capturing
project knowledge but usage is inconsistent. Some knowledge sharing occurs but it is not
systematic. The focus is mainly on explicit knowledge, with little attention to tacit knowledge.

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 • Level 3—Active knowledge sharing. Regular knowledge-sharing sessions are implemented.
The PMO facilitates cross-project learning through structured debriefs and case studies. A
user-friendly knowledge base is maintained and actively used. There is growing recognition
of the value of knowledge management in improving project outcomes.
• Level 4—Integrated knowledge management. Knowledge management is integrated
into all phases of the program and project life cycles. The PMO implements advanced tools
for knowledge capture, including AI-assisted systems. There is a strong culture of knowledge
sharing, with incentives tied to contributions. Tacit knowledge transfer is facilitated through
mentoring programs and communities of practice.
• Level 5—Knowledge-driven organization. Knowledge management becomes a key strategic
asset and competitive advantage. The PMO leverages advanced analytics to derive insights
from the knowledge base, informing strategic decision-making. Knowledge management is
seamlessly integrated with innovation processes. The organization is recognized as a thought
leader, often sharing insights with the wider industry. Continuous learning and adaptation
based on accumulated knowledge are ingrained in the organizational culture.
9. Methodologies and Frameworks
• Level 1—Basic guidelines. The PMO provides basic project management guidelines but
they are not comprehensive or consistently followed. Methodologies and frameworks are
loosely defined and may vary across the organization. There is limited training or support for
methodology implementation and documentation is minimal.
Trigger: Basic project management guidelines are in place.

• Level 2—Standardized methodology. The PMO establishes a standardized methodology for

project management. Basic templates and tools are provided. Some training on the methodology
is provided but adoption may be inconsistent. The methodology is primarily focused on project-
level processes, with limited consideration for portfolio or program management.
• Level 3—Comprehensive framework. The PMO implements a comprehensive framework
that addresses portfolio, program, and project management. The methodology is well
documented and supported by a full set of tools and templates. Regular training and support
are provided. There is a process for methodology-compliance audits.
• Level 4—Adaptive methodology. The PMO’s methodology is regularly updated based on
lessons learned and emerging practices. The framework is flexible, allowing for tailoring to
different project types and organizational needs. Advanced training programs, including
certification paths, are in place.
• Level 5—Innovative good practice. The PMO’s methodologies and frameworks are at the
forefront of industry practices, often driving innovation in the field. The approach seamlessly
integrates portfolio, program, and project management. Advanced technologies, including
artificial intelligence, are incorporated into the methodology.

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282 Project Management Offices: A Practice Guide
10. Resource Management
• Level 1—Basic allocation. The PMO provides basic support for resource allocation. There is
limited visibility into resource availability and utilization across projects. Resource conflicts
are addressed reactively. Resource planning is short term and often inaccurate. There is
minimal consideration of skills matching in resource allocation.
• Level 2—Centralized tracking. The PMO establishes a centralized resource management
system. There is improved visibility into resource availability and utilization. Basic resource
forecasting is in place. Resource conflicts are identified earlier but are still managed
reactively. Skills are considered in resource allocation.
Trigger: A centralized system for resource tracking is implemented.

• Level 3—Proactive management. The PMO implements proactive resource management

practices. Advanced resource forecasting and capacity planning are in place. There is
effective management of resource conflicts across programs and projects. Skills matching is
a key factor in resource allocation. Resource utilization is optimized at the portfolio level.
• Level 4—Strategic alignment. The PMO aligns resource management with organizational
strategy. Sophisticated modeling optimizes resource allocation across the portfolio. There is
a strong focus on developing and retaining key resources. Resource management decisions
consider long-term strategic impacts. Advanced analytics predict and prevent resource
bottlenecks.
• Level 5—Dynamic optimization. The PMO employs artificial intelligence and machine
learning for dynamic resource optimization. Real-time adjustments are made to resource
allocations based on changing project and organizational needs, and predictive modeling
of future resource needs is used. The organization’s approach to resource management is
recognized as industry leading.
11. System and Tools Management
• Level 1—Basic tool provision. The PMO offers basic project management tools, often with
minimal integration. Tool selection is ad hoc and may vary across projects. There is limited
training or support for tool usage. System maintenance is reactive. The impact of tools on
project performance is not systematically measured.
• Level 2—Standardized tool set. The PMO establishes a consistent tool set for portfolio,
program, and project management. There is improved integration between tools.
Basic training and support for tool usage are provided. Regular system maintenance is
conducted. Some tracking of tool utilization and impact begins.
• Level 3—Integrated management systems. The PMO provides comprehensive, integrated
management systems. There is seamless data flow across portfolio, program, and project
levels. Advanced training and support ensure high tool adoption and proficiency. Proactive
system optimization and enhancement occur regularly. Tool impact on management
effectiveness is systematically measured and analyzed.

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 • Level 4—Strategic technology enablement. The PMO aligns systems and tools with
organizational strategy. There are sophisticated modeling and predictive analytics
capabilities. Systems significantly enhance decision-making and execution at all levels.
The PMO drives continuous innovation in management technologies. System capabilities
become a source of competitive advantage.
• Level 5—Intelligent management ecosystems. The PMO employs artificial intelligence
and machine learning for intelligent, adaptive management systems. Processes and
decision-making support are optimized in real time. Systems autonomously identify
improvement opportunities and suggest enhancements. The organization’s approach to
project management systems sets new standards in the industry.
12. Training and Development
• Level 1—Basic skill training. The PMO offers basic, sporadic training sessions. Training
content is general and may not be tailored to organizational needs. Training effectiveness is
limitedly assessed. Training is not linked to career development or organizational strategy.
There is minimal ongoing skill-development support.
• Level 2—Structured training program. The PMO implements a structured training
program covering key project management areas. There is some tailoring of content to
organizational needs. Basic assessments of training effectiveness are conducted. Training
begins to link with career development paths. Regular training sessions are scheduled and
well attended. Certifications are considered in the career development paths.
• Level 3—Comprehensive competency development. The PMO provides a robust,
multitiered competency development program. There is a sophisticated assessment of
individual and organizational skill gaps. Training is closely aligned with career development
and organizational needs. Advanced learning methodologies, including experiential and
peer learning, are employed. Continuous learning is encouraged and supported.
• Level 4—Strategic capability building. The PMO aligns training and development with
strategic organizational capabilities. The PMO also performs predictive analysis of future
skill needs. Development programs significantly enhance portfolio, program, and project
management capabilities across the organization. Thus, the PMO plays a key role in
organizational knowledge management and innovation.
• Level 5—Transformational learning ecosystem. The PMO employs advanced
technologies for adaptive, personalized learning experiences. There is real-time skill-gap
analysis and automated learning path adjustment. The organization’s approach to project
management development drives industry innovation. Learning and development become
key sources of competitive advantage and organizational transformation.

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284 Project Management Offices: A Practice Guide
Operational Services
13. Audit Assessments
• Level 1—Basic compliance checks. The PMO performs basic audits focusing primarily on
policy compliance. Audits are infrequent and often reactive. Assessment criteria are limited
and may not be consistently applied. Audit findings are documented but follow-up may be
limited. There is minimal integration of audit insights into project practices.
• Level 2—Standardized audits. The PMO establishes a consistent audit methodology.
Audits are conducted more regularly and cover a broader range of project aspects. Findings
and recommendations are better documented. Basic follow-up processes are in place. Audit
insights begin to inform project management practices.
• Level 3—Comprehensive assessments. The PMO conducts thorough assessments
covering all aspects of program and project management. There is a strong focus on
performance improvement alongside compliance. Sophisticated assessment tools
and techniques are used. Findings are systematically tracked and inform continuous
improvement initiatives.
• Level 4—Proactive performance optimization. The PMO uses audits proactively to
optimize program and project performance. Predictive analytics are used to identify
potential issues before they occur. There is seamless integration of audit insights into
portfolio, program, and project management practices. Audits significantly contribute to
organizational learning and capability development.
• Level 5—Continuous intelligent oversight. The PMO employs artificial intelligence and
machine learning for continuous, real-time program and project oversight. Intelligent
systems automatically identify issues and suggest improvements. There is sophisticated
modeling of how audit findings impact organizational performance. The organization’s
approach to project audits and assessments sets new standards in the industry.
14. Change Control Management
• Level 1—Reactive change handling. The PMO responds to changes as they occur, with
no standardized process. Change documentation is minimal and inconsistent. Impact
assessments are superficial. There is limited control over scope, schedule, and resource
changes. Stakeholders are not consistently informed about changes.
• Level 2—Basic change process. The PMO establishes a basic change control process
with defined steps. Changes are documented more consistently. There is a simple
impact-assessment process. A change control board is formed but its effectiveness
may be limited. Stakeholder communication about changes improves but may not be
comprehensive.
• Level 3—Integrated change management. The PMO implements a comprehensive
change control system integrated with other processes. Detailed impact assessments
cover scope, schedule, resources, and risks. The change control board functions effectively.
There is a clear escalation process for significant changes. Stakeholders are systematically
informed and involved in the change process.

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Appendix X3 285
 • Level 4—Proactive change management. The PMO uses advanced analytics to predict
potential changes and their impacts. Change trends are analyzed to inform program and
project planning. There is a strong focus on change prevention and minimization. The
change process is highly efficient, with automated workflows. Change data is used to
continuously improve program and project management practices.
• Level 5—Strategic change enablement. The PMO’s change management approach is
seen as a strategic asset, enabling organizational agility. Advanced artificial intelligence and
machine learning are used to model complex change scenarios and their strategic impacts.
The change process is fully integrated with strategic planning and portfolio management.
The organization’s ability to manage change becomes a competitive advantage.
15. Customer Relationship Management
• Level 1—Basic customer interaction. The PMO provides basic support for project
customer interactions. Customer requirements are gathered but may not be systematically
managed. Communication with project customers is reactive and often inconsistent.
There is limited tracking of project customer satisfaction. Project customer relationship
management is not integrated with project processes.
• Level 2—Standardized customer management. The PMO establishes consistent
processes for managing project customer relationships. There is improved documentation
of project customer requirements and expectations. Basic customer satisfaction tracking
is in place. Some integration with project management processes occurs. Regular project
customer updates have become more common.
• Level 3—Integrated customer engagement. The PMO implements comprehensive
customer engagement strategies. There is a sophisticated analysis of project customer
needs and satisfaction. Advanced techniques are used to manage customer expectations.
Project customer relationship management is seamlessly integrated with program and
project processes. There is a strong focus on proactive project customer communication.
• Level 4—Strategic customer partnership. The PMO aligns project customer relationship
management with organizational strategy. There is a predictive analysis of project customer
needs and behaviors. Project customer partnerships significantly enhance program and
project outcomes. The PMO plays a key role in managing strategic project customer
relationships. There is a focus on cocreation and long-term value delivery to project
customers.
• Level 5—Transformational customer collaboration. The PMO employs advanced
technologies for dynamic project customer insight and engagement. There is real-time
adjustment of project customer strategies based on AI-driven analytics. The organization’s
approach to project customer relationship management in projects drives industry innovation.
Project customer collaboration becomes a key source of competitive advantage and
organizational transformation.

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286 Project Management Offices: A Practice Guide
16. Data Analytics and Reporting
• Level 1—Basic reporting. The PMO provides basic, often manual, reporting on project
status. Data analysis is limited and primarily descriptive. Reports are typically static and may
not be timely. There is limited consistency in reporting across projects. Data quality issues
are common. Analytics provide minimal strategic insights.
• Level 2—Standardized reporting. The PMO establishes consistent reporting templates
and processes. There is improved data collection and validation. Basic data visualization
tools are used. Reports are more timely and accurate. Some basic trend analysis is
conducted. Reporting begins to cover portfolio and program levels but may not be
comprehensive.
• Level 3—Integrated analytics. The PMO implements comprehensive analytics and
reporting systems. Sophisticated data visualization and business intelligence tools are used.
There is effective integration of data across portfolios, programs, and projects. Predictive
analytics begin to inform decision-making. Real-time dashboards provide up-to-date
performance insights.
• Level 4—Strategic insight generation. The PMO uses advanced analytics to generate
strategic insights. There is sophisticated modeling of how program and project performance
impacts organizational outcomes. Prescriptive analytics guide decision-making at all levels.
Analytics capabilities significantly enhance the organization’s competitive advantage.
• Level 5—Intelligent performance optimization. The PMO employs artificial intelligence
and machine learning for intelligent performance optimization. There is automated
generation of insights and recommendations. Advanced predictive and prescriptive models
drive continuous performance improvement. The organization’s approach to project
analytics and reporting is recognized as industry leading, often driving innovation in
the field.
17. Issue Management
• Level 1—Reactive issue handling. The PMO responds to issues reactively. There is no
standardized system for tracking or managing issues. Resolution is often ad hoc and may
not consider broader impacts. Communication about issues is inconsistent. There is limited
analysis of issue trends or root causes.
• Level 2—Basic issue tracking. The PMO establishes a basic issue log and tracking process.
Issues and their resolutions are better documented. Basic prioritization of issues is in place.
Some trend analysis begins but it may not be comprehensive. Communication about issues
becomes more consistent.
• Level 3—Proactive issue management. The PMO implements comprehensive issue
management processes. Potential issues are identified and mitigated proactively. Advanced
prioritization and escalation procedures are in place. A thorough root cause analysis is
conducted. Issue management is integrated with risk management processes.

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Appendix X3 287
 • Level 4—Strategic issue prevention. The PMO employs predictive analytics to identify
potential issues before they occur. Issue impacts are sophisticatedly modeled across the
portfolio. Issue management significantly enhances program and project success rates.
Lessons learned from issues systematically inform organizational practices.
• Level 5—Intelligent performance optimization. The PMO employs artificial intelligence
and machine learning for intelligent performance optimization. There is an automated
generation of insights and recommendations. Advanced predictive and prescriptive models
drive continuous performance improvement. The organization’s approach to project analytics
and reporting is recognized as industry leading, often driving innovation in the field.
18. Mentoring and Coaching
• Level 1—Ad hoc support. The PMO provides basic, informal mentoring to program and
project managers. Support is reactive and inconsistent. There is no structured coaching
program. Knowledge transfer relies heavily on individual initiatives. The impact of
mentoring is not measured or tracked.
• Level 2—Structured mentoring program. The PMO implements a structured mentoring
program. Mentoring relationships are formally established and tracked. Basic guidelines
for mentoring are provided. Mentors receive some training. The program focuses primarily
on new or struggling project managers. Basic feedback is collected on mentoring
effectiveness.
• Level 3—Comprehensive coaching framework. The PMO establishes a robust coaching
and mentoring framework. Mentoring and coaching services are clearly differentiated.
Mentors and coaches receive advanced training. The program covers all levels of program
and project management. Performance improvements from coaching are systematically
tracked.
• Level 4—Strategic talent development. The PMO aligns mentoring and coaching with
strategic talent development goals. There is sophisticated matching of mentors/coaches
with mentees based on skills and career paths. The program significantly enhances project
management capabilities across the organization. Mentoring and coaching outcomes
directly inform succession planning.
• Level 5—Transformational leadership development. The PMO employs artificial
intelligence to create highly personalized mentoring and coaching experiences. There
is continuous, real-time feedback and development guidance. The program drives
transformational leadership development. The organization’s approach to project
management mentoring and coaching sets new standards in the industry.
19. Performance Management
• Level 1—Basic monitoring. The PMO provides basic monitoring of project timelines and
budgets. Performance metrics are limited and primarily focused on time and cost. There
is minimal analysis of performance trends. Reporting is inconsistent and often reactive.
Performance management is not linked to strategic objectives.

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288 Project Management Offices: A Practice Guide
 • Level 2—Standardized tracking. The PMO establishes consistent performance metrics
and tracking processes. Key performance indicators are regularly reported, basic trend
analysis is conducted, performance reviews become more frequent and structured, and
some linkage to strategic objectives is established.
• Level 3—Integrated performance management. The PMO implements comprehensive
performance management processes. Performance data is sophisticatedly analyzed,
including earned value management. Performance management is closely linked to
strategic objectives. Proactive interventions based on performance trends become
common. Program-level performance management is well established.
• Level 4—Predictive performance optimization. The PMO employs predictive analytics
to forecast program and project performance. There is real-time performance tracking as
well as automated alerts and sophisticated modeling of how project performance impacts
organizational outcomes. Performance management significantly enhances program and
project success rates.
• Level 5—Intelligent performance enhancement. The PMO uses artificial intelligence
and machine learning for continuous performance optimization. There is an automated
generation of performance insights and improvement recommendations. Advanced
predictive and prescriptive models drive real-time performance enhancements.
The organization’s approach to project performance management is recognized as
industry leading.
20. Program Management
• Level 1—Basic coordination. The PMO provides program managers on an ad hoc basis for
basic coordination among related projects. These program managers have limited authority
and mainly focus on basic information sharing among projects. Program objectives
are broadly defined but not consistently aligned with strategic goals. There is minimal
integration of project management plans and resources. Program benefits are identified but
not actively managed.
• Level 2—Structured program management. The PMO assigns program managers more
consistently, implementing a structured approach to program management. These program
managers establish clearer program objectives linked to strategic goals. The program
managers improve the integration of project management plans and resources within
the program. Basic program-level reporting is implemented. Program risks and issues are
identified and managed, though the process may not be comprehensive.
• Level 3—Integrated program governance. The PMO provides experienced program
managers who implement comprehensive program governance aligned with
organizational structures. These program managers ensure strong integration among
projects within the program, with clear management of interdependencies. The program
managers actively manage program benefits throughout the life cycle and provide robust,
program-level reporting with meaningful insights to stakeholders.

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Appendix X3 289
 • Level 4—Strategic program alignment. The PMO deploys highly skilled program
managers who position programs as critical drivers of strategic objectives. These program
managers use sophisticated modeling to demonstrate how programs contribute to
strategic outcomes. The program managers leverage advanced analytics to optimize
program performance and resource allocation and ensure tight integration with portfolio
management and strategic planning processes.
• Level 5—Transformational program leadership. The PMO provides elite program
managers capable of driving significant organizational transformations. These leaders use
programs to drive innovation and create new organizational capabilities. The program
managers have a strong focus on realizing complex, long-term benefits. The program
management practices implemented by these leaders are recognized as industry leading,
often setting new standards in the field.
21. Project Management
• Level 1—Basic execution. The PMO provides part-time project managers with limited
skills on an as-needed basis. These project managers execute projects with minimal
standardization. The project managers implement basic scope, time, and budget tracking
but their approach is often reactive. Project documentation is inconsistent and there is
limited proactive management of project constraints.
• Level 2—Standardized processes. The PMO assigns part-time project managers with
improved skills more consistently. These project managers implement standardized project
management processes using consistent templates and tools. The project managers provide
better tracking of scope, time, and budget. Project documentation becomes more uniform.
The project managers implement basic risk and stakeholder engagement processes.
• Level 3—Integrated management. The PMO deploys skilled, part-time project managers
who implement comprehensive project management practices integrated with organizational
strategies. These project managers use advanced planning techniques to proactively manage
all project constraints. The project managers also implement robust risk and stakeholder
engagement processes and consistently measure and report project performance.
• Level 4—Optimized performance. The PMO provides a mix of part-time and full-time
skilled project managers who employ sophisticated project management techniques
to optimize performance. These project managers use predictive analytics for planning
and control. The project managers focus strongly on continuous improvement of project
management practices. Projects led by these managers consistently deliver high value and
align closely with strategic objectives.
• Level 5—Innovative leadership. The PMO assigns highly experienced part-time and full-
time project managers whose practices are at the forefront of the industry. These leaders
use innovative techniques to manage projects, often leveraging artificial intelligence and
machine learning. The project managers set new standards in project management that
others in the industry study and emulate. Projects led by these managers consistently
deliver transformational value to the organization.

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290 Project Management Offices: A Practice Guide
22. Project Support Services
• Level 1—Basic administrative support. The PMO offers basic administrative support
on request. Services are inconsistent and not standardized. Support is primarily reactive.
There is limited proactive planning or coordination of support services. Documentation and
recordkeeping are minimal.
• Level 2—Standardized support services. The PMO implements a defined set of
support services. There is improved consistency in service delivery. Basic templates
and tools are provided for common administrative tasks. Some proactive support is
offered but it may not be comprehensive. Service levels are defined but may not be
consistently met.
• Level 3—Comprehensive project enablement. The PMO provides a full range of proactive
support services. There is seamless integration of administrative support with project
management processes. Advanced tools and technologies are used to enhance support
efficiency. Service levels are consistently met and regularly reviewed. Support services
significantly contribute to project efficiency.
• Level 4—Strategic support optimization. The PMO aligns support services with
strategic project objectives. There is sophisticated resource allocation to maximize
support impact. Advanced analytics are used to predict support needs and optimize
service delivery. Support services significantly enhance project success rates and
organizational agility.
• Level 5—Intelligent project assistance. The PMO employs artificial intelligence and
machine learning for intelligent project assistance. There is automated handling of
routine administrative tasks. Predictive models anticipate project support needs. The
organization’s approach to project support services sets new standards in efficiency and
effectiveness.
23. Quality Assurance
• Level 1—Basic quality checks. The PMO conducts basic quality checks, primarily at
project completion. Quality standards are not well defined or consistently applied. Quality
assurance is reactive and often focuses on defect detection rather than prevention. There is
limited documentation of quality processes.
• Level 2—Standardized quality processes. The PMO establishes consistent quality
standards and processes. Quality checks are conducted at defined project milestones. Basic
quality metrics are tracked. There is improved documentation of quality processes. Some
focus on defect prevention begins but it may not be comprehensive.
• Level 3—Integrated quality management. The PMO implements comprehensive quality
management processes. There is a strong focus on defect prevention alongside detection.
Advanced quality metrics and analysis techniques are used. Quality assurance is fully
integrated with other project management processes. Continuous quality improvement
becomes a key focus.

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Appendix X3 291
 • Level 4—Predictive quality optimization. The PMO employs predictive analytics to
identify potential quality issues before they occur. The PMO also uses sophisticated
modeling to understand how quality impacts project and organizational outcomes. Quality
assurance significantly enhances project success rates and deliverable value, and the
organization’s quality standards become benchmarks in the industry.
• Level 5—Intelligent quality enhancement. The PMO uses artificial intelligence
and machine learning for continuous quality optimization. The PMO automates the
identification of quality trends and real-time adjustments to quality processes. Advanced
predictive and prescriptive models drive ongoing quality enhancements. The organization’s
approach to project quality assurance is recognized as industry leading, often driving
innovation in the field.
24. Risk Management
• Level 1—Basic identification. The PMO supports basic risk identification for projects. Risk
documentation is minimal and inconsistent. There is limited analysis of risk impacts. Risk
responses are typically reactive. Risk management is not integrated with other project
processes. There is minimal ongoing risk monitoring.
• Level 2—Standardized process. The PMO establishes a consistent project risk
management process. There is improved risk documentation and categorization. A basic
qualitative risk analysis is conducted. Risk responses are more proactive but may not
be comprehensive. There is some integration with other project processes. Regular risk
reviews are conducted.
• Level 3—Integrated approach. The PMO implements an integrated risk management
approach. Sophisticated risk analysis techniques, including quantitative methods, are used.
Risk management is fully integrated with other program and project processes. There is
effective risk aggregation at the program level. Risk responses are comprehensive and
proactive.
• Level 4—Strategic risk management. The PMO aligns risk management with
organizational strategy. Advanced analytics are used for risk modeling and scenario analysis.
There is a strong focus on opportunity management alongside risk mitigation. Risk appetite
is clearly defined and informs decision-making. Risk management significantly enhances
program and project success rates.
• Level 5—Predictive risk intelligence. The PMO employs artificial intelligence and
machine learning for predictive risk intelligence. Real-time risk identification and
assessment are in place. There is sophisticated modeling of risk interactions and
cascading impacts. The organization’s approach to risk management provides a
significant competitive advantage. Risk management practices are at the forefront of
industry innovation.

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292 Project Management Offices: A Practice Guide
25. Specialized Services
• Level 1—Ad hoc expertise. The PMO provides specialized services reactively on a case-
by-case basis. Experts are sourced ad hoc, often externally, to meet specific project needs.
There is no structured process for identifying or delivering specialized services. The impact
of these services is not systematically measured and there is limited integration with overall
project management processes.
• Level 2—Defined specialty areas. The PMO establishes a defined set of specialized
services and begins to build a pool of internal experts. There is a basic process for
requesting and delivering these services. The PMO tracks service utilization and starts to
integrate specialized support with project management processes. Internal expertise in key
specialty areas is developed and cultivated.
• Level 3—Integrated specialized support. The PMO maintains a comprehensive range
of specialized services with a robust network of internal and external experts. There is
proactive identification of projects requiring specialized support. The PMO implements
advanced tracking and analysis of service impact. Specialized experts are seamlessly
integrated into project teams, significantly enhancing program and project outcomes.
• Level 4—Strategic capability enhancement. The PMO aligns specialized services
with strategic organizational capabilities, providing high-level experts contributing to
competitive advantage. There is sophisticated matching of specialized services to strategic
project needs. The PMO becomes a center of excellence for key specialized areas, with
experts often leading industry discussions. Service offerings continuously evolve based on
emerging needs and technologies.
• Level 5—Innovative specialization leadership. The PMO provides world-class experts
who are at the forefront of developing and implementing cutting-edge specialized services.
These experts seamlessly integrate emerging technologies like artificial intelligence and
machine learning into their offerings. The specialized services provided set new standards
in the industry, with the PMO’s experts recognized as thought leaders in multiple specialty
areas. The organization’s approach to specialized project services is studied and emulated
by others in the field.
26. Stakeholder Engagement
• Level 1—Basic stakeholder identification. The PMO supports basic stakeholder
identification. There is limited analysis of stakeholder needs or influence. Communication
with stakeholders is reactive and inconsistent. Stakeholder engagement is not integrated
with other project management processes. There is minimal ongoing stakeholder
engagement planning.
• Level 2—Structured stakeholder analysis. The PMO establishes consistent stakeholder
analysis and management processes. There is improved documentation of stakeholder
needs and expectations. Basic stakeholder engagement plans are developed. Some
integration with project communication processes occurs. Regular stakeholder updates are
becoming more common.

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Appendix X3 293
 • Level 3—Comprehensive stakeholder engagement. The PMO implements comprehensive
stakeholder engagement strategies. The PMO uses a sophisticated means of analyzing
stakeholder influence and interests and uses advanced engagement techniques for different
stakeholder groups. Stakeholder engagement is fully integrated with portfolio, program, and
project management processes. The PMO also continuously monitors and adjusts stakeholder
relationships.
• Level 4—Strategic stakeholder alignment. The PMO aligns stakeholder engagement with
organizational strategy. There is a predictive analysis of stakeholder behaviors and needs.
Stakeholder relationships significantly enhance program and project outcomes. The PMO
plays a key role in managing strategic stakeholder relationships at the portfolio level. There is
a strong focus on creating long-term stakeholder value.
• Level 5—Transformational stakeholder collaboration. The PMO employs advanced
technologies for dynamic stakeholder analysis and engagement. Based on AI-driven insights,
stakeholder strategies are adjusted in real time. The organization’s approach to stakeholder
engagement drives industry innovation. Stakeholder collaboration becomes a key source of
competitive advantage and organizational transformation.

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294 Project Management Offices: A Practice Guide
Appendix X4
Critical Competency Profiles for
PMO Service Delivery
Presented in this appendix is an in-depth analysis of the most critical competencies—selected from
the 30 core competencies identified—that are essential for the effective delivery of each of the 26
most common PMO services. This list is based on the collective experience and insights of the global
PMO community, reflecting the competencies that are deemed critical for the effective delivery of
each service.
It is important to note that other competencies not listed under each service are not necessarily
unimportant or unnecessary; rather, they were not specifically emphasized in the mapped
experiences with the same significance as those listed.
The purpose of this list is to serve as a practical guide for PMO professionals looking to enhance
their skills in alignment with the services they provide. By focusing on these key competencies,
PMO professionals can tailor their competency development efforts to areas that will have the most
significant impact.
(S) Services/(C) Competencies

S1: Advice to Executive Level

• Analytical skills (C3): Critical for providing data-driven advice
• Business acumen (C4): Essential for understanding strategic objectives
• Communication (C6): Necessary for effectively conveying insights to executives
• Decision-making (C11): Important for making informed recommendations
• Interpersonal intelligence (C12): Vital for navigating executive relationships
• Integrity and ethics (C13): Builds trust with senior leadership
• Leadership (C15): Establishes credibility as a strategic advisor
• Objectivity (C17): Helps ensure unbiased advice

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Appendix X4 295
 • Relationship building (C22): Key for fostering trust with executives
• Stakeholder engagement (C25): Crucial for understanding executive needs
• Strategic influence (C26): Important for impacting strategic decisions
• Strategic thinking (C27): Essential for aligning advice with long-term goals

S2: Benefits Realization Management

• Accuracy (C1): Critical for the precise measurement of benefits
• Analytical skills (C3): Necessary for evaluating benefit data
• Business acumen (C4): Important for aligning benefits with strategy
• Communication (C6): Essential for reporting to stakeholders
• Continuous improvement (C8): Key for enhancing benefits realization processes
• Customer focus (C10): Helps ensure benefits meet customer expectations
• Decision-making (C11): Vital for optimizing benefit delivery
• Integrity and ethics (C13): Builds credibility in reporting
• Objectivity (C17): Important for unbiased benefits assessment
• Problem-solving (C19): Necessary for addressing benefits realization challenges
• Process management (C20): Critical for systematic benefits tracking
• Risk management (C24): Essential for mitigating risks to benefits
• Stakeholder engagement (C25): Key for aligning stakeholder expectations
• Strategic thinking (C27): Important for linking benefits to strategic goals

S3: Foster Project Culture

• Adaptability (C2): Necessary for adjusting to diverse environments
• Collaboration (C5): Essential for promoting teamwork
• Communication (C6): Critical for advocating project culture
• Cultural awareness (C9): Vital for respecting organizational diversity
• Leadership (C15): Key for inspiring cultural change
• Project management (C21): Helps ensure consistent project practices
• Stakeholder engagement (C25): Important for gaining support
• Teamwork (C28): Crucial for building a collaborative culture

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296 Project Management Offices: A Practice Guide
S4: Governance Oversight
• Accuracy (C1): Essential for monitoring compliance precisely
• Analytical skills (C3): Necessary for evaluating governance data
• Business acumen (C4): Important for understanding policy impacts
• Communication (C6): Critical for articulating governance standards
• Decision-making (C11): Vital for enforcing policies effectively
• Integrity and ethics (C13): Builds trust in oversight activities
• Objectivity (C17): Helps ensure impartial governance
• Process management (C20): Key for maintaining governance frameworks
• Risk management (C24): Important for identifying governance risks
• Strategic thinking (C27): Necessary for aligning governance with strategy

S5: Organizational Change Management

• Adaptability (C2): Essential for managing transitions
• Collaboration (C5): Important for working with diverse teams
• Communication (C6): Critical for informing stakeholders
• Conflict resolution (C7): Necessary for addressing resistance
• Cultural awareness (C9): Vital for understanding organizational dynamics
• Customer focus (C10): Helps ensure changes meet stakeholder needs
• Leadership (C15): Key for guiding through change
• Proactivity (C18): Important for anticipating challenges
• Project management (C21): Drives structured change implementation
• Stakeholder engagement (C25): Crucial for securing buy-in

S6: Portfolio Management

• Accuracy (C1): Critical for precise portfolio analysis
• Analytical skills (C3): Necessary for evaluating project proposals
• Business acumen (C4): Essential for aligning with business strategy
• Communication (C6): Important for reporting portfolio status
• Continuous improvement (C8): Key for optimizing portfolio performance

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 • Decision-making (C11): Vital for portfolio prioritization
• Integrity and ethics (C13): Builds trust in portfolio decisions
• Process management (C20): Necessary for systematic portfolio management
• Risk management (C24): Crucial for balancing portfolio risks
• Strategic thinking (C27): Important for aligning the portfolio with strategic goals

S7: Strategic Planning Support

• Analytical skills (C3): Essential for data-driven planning
• Business acumen (C4): Necessary for understanding strategic context
• Collaboration (C5): Important for cross-functional planning
• Communication (C6): Critical for articulating strategic plans
• Continuous improvement (C8): Key for refining strategies
• Decision-making (C11): Vital for making strategic choices
• Innovation (C14): Important for creative strategic solutions
• Leadership (C15): Essential for guiding planning efforts
• Process management (C20): Necessary for structuring planning activities
• Stakeholder engagement (C25): Crucial for aligning interests
• Strategic influence (C26): Key for impacting strategic directions
• Strategic thinking (C27): Vital for long-term planning
• Teamwork (C28): Important for collaborative strategy development

S8: Knowledge Management

• Accuracy (C1): Critical for reliable knowledge resources
• Collaboration (C5): Essential for knowledge sharing
• Communication (C6): Important for disseminating information
• Continuous improvement (C8): Key for updating knowledge bases
• Process management (C20): Necessary for organizing knowledge systems
• Teamwork (C28): Vital for collective learning
• Training skills (C30): Crucial for educating others

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298 Project Management Offices: A Practice Guide
S9: Methodologies and Frameworks Management
• Accuracy (C1): Essential for precise methodologies
• Collaboration (C5): Important for developing frameworks
• Communication (C6): Critical for explaining methodologies
• Continuous improvement (C8): Key for evolving frameworks
• Innovation (C14): Necessary for introducing new approaches
• Process management (C20): Vital for implementing methodologies
• Project management (C21): Establishes reliable process standards
• Teamwork (C28): Crucial for collaborative development
• Training skills (C30): Important for teaching methodologies

S10: Resource Management

• Adaptability (C2): Necessary for adjusting resource management plans
• Continuous improvement (C8): Important for optimizing resource use
• Decision-making (C11): Critical for allocating resources effectively
• Process management (C20): Essential for managing resource processes
• Project management (C21): Optimizes resource allocation efficiency
• Time management (C29): Vital for scheduling resources efficiently

S11: Systems and Tools Management

• Accuracy (C1): Crucial for maintaining data integrity
• Adaptability (C2): Necessary for adopting new tools
• Continuous improvement (C8): Important for enhancing systems
• Process management (C20): Essential for system governance
• Project management (C21): Integrates essential project management technologies
• Time management (C29): Key for timely system updates

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S12: Training and Development
• Collaboration (C5): Important for working with trainees
• Communication (C6): Critical for effective instruction
• Continuous improvement (C8): Necessary for updating training content
• Training skills (C30): Essential for designing impactful programs
• Project management (C21): Enhances skills through structured learning

S13: Audit Assessments

• Accuracy (C1): Critical for precise assessments
• Analytical skills (C3): Necessary for evaluating audit data
• Communication (C6): Important for reporting findings
• Integrity and ethics (C13): Essential for unbiased audits
• Objectivity (C17): Crucial for impartial evaluations
• Problem-solving (C19): Key for identifying issues
• Process management (C20): Vital for systematic audits

S14: Change Control Management

• Accuracy (C1): Essential for precise documentation
• Communication (C6): Critical for informing stakeholders
• Integrity and ethics (C13): Necessary for fair change management
• Objectivity (C17): Important for unbiased evaluations
• Problem-solving (C19): Key for resolving change issues
• Process management (C20): Vital for standardized procedures
• Project management (C21): Maintains structured change oversight

S15: Customer Relationship Management

• Adaptability (C2): Necessary for meeting diverse customer needs
• Collaboration (C5): Important for working with customers
• Communication (C6): Critical for effective interactions
• Customer focus (C10): Essential for prioritizing customer satisfaction

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300 Project Management Offices: A Practice Guide
 • Interpersonal intelligence (C12): Vital for understanding customers
• Leadership (C15): Key for guiding customer engagements
• Relationship building (C22): Crucial for long-term partnerships
• Stakeholder engagement (C25): Important for managing expectations

S16: Data Analytics and Reporting

• Communication (C6): Essential for presenting data insights

• Continuous improvement (C8): Necessary for refining analytics
• Problem-solving (C19): Important for interpreting data challenges
• Time management (C29): Critical for timely reporting

S17: Issue Management

• Analytical skills (C3): Necessary for identifying root causes
• Communication (C6): Critical for informing stakeholders
• Decision-making (C11): Essential for resolving issues promptly
• Problem-solving (C19): Key for finding effective solutions
• Risk management (C24): Important for mitigating impacts
• Teamwork (C28): Vital for collaborative resolution

S18: Mentoring and Coaching

• Adaptability (C2): Necessary for tailoring approaches
• Collaboration (C5): Important for working with mentees
• Communication (C6): Critical for clear guidance
• Continuous improvement (C8): Essential for ongoing development
• Interpersonal intelligence (C12): Vital for understanding mentees
• Leadership (C15): Key for inspiring growth
• Problem-solving (C19): Important for addressing challenges
• Project management (C21): Guides professional growth effectively
• Teamwork (C28): Crucial for supportive relationships
• Training skills (C30): Necessary for effective coaching

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S19: Performance Management
• Accuracy (C1): Essential for precise performance data
• Analytical skills (C3): Necessary for evaluating metrics
• Communication (C6): Important for feedback delivery
• Continuous improvement (C8): Key for enhancing performance
• Decision-making (C11): Vital for performance-related actions
• Problem-solving (C19): Critical for addressing performance issues
• Process management (C20): Necessary for systematic evaluations
• Risk management (C24): Important for identifying performance risks
• Teamwork (C28): Crucial for collaborative improvement

S20: Program Management

• Accuracy (C1): Important for precise program data
• Analytical skills (C3): Necessary for program evaluation
• Business acumen (C4): Essential for aligning with strategy
• Collaboration (C5): Critical for coordinating projects
• Communication (C6): Vital for stakeholder updates
• Decision-making (C11): Key for program decisions
• Leadership (C15): Necessary for guiding program teams
• Problem-solving (C19): Important for resolving program issues
• Process management (C20): Essential for program processes
• Project management (C21): Aligns projects within strategic programs
• Risk management (C24): Crucial for managing program risks
• Stakeholder engagement (C25): Important for securing support
• Strategic thinking (C27): Vital for program alignment
• Teamwork (C28): Key for effective collaboration
• Time management (C29): Necessary for program scheduling

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302 Project Management Offices: A Practice Guide
S21: Project Management
• Accuracy (C1): Essential for precise project execution
• Analytical skills (C3): Necessary for project analysis
• Business acumen (C4): Important for project alignment
• Collaboration (C5): Critical for team coordination
• Communication (C6): Vital for stakeholder communication
• Decision-making (C11): Key for project decisions
• Leadership (C15): Necessary for leading project teams
• Problem-solving (C19): Important for overcoming challenges
• Process management (C20): Essential for project processes
• Project management (C21): Fundamental competency
• Risk management (C24): Crucial for handling project risks
• Stakeholder engagement (C25): Important for managing expectations
• Strategic thinking (C27): Vital for project alignment
• Teamwork (C28): Key for collaborative success
• Time management (C29): Necessary for meeting deadlines

S22: Project Support Services

• Collaboration (C5): Essential for assisting project teams
• Communication (C6): Important for clear coordination
• Continuous improvement (C8): Necessary for enhancing support
• Process management (C20): Critical for efficient support processes
• Portfolio/program/project management (C21): Fundamental competency
• Teamwork (C28): Vital for effective support

S23: Quality Assurance

• Accuracy (C1): Essential for precise quality checks
• Analytical skills (C3): Necessary for evaluating quality data
• Communication (C6): Important for reporting quality issues
• Integrity and ethics (C13): Builds trust in quality assessments

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 • Objectivity (C17): Helps ensure unbiased evaluations
• Problem-solving (C19): Key for resolving quality problems
• Process management (C20): Critical for quality procedures

S24: Risk Management

• Accuracy (C1): Essential for precise risk identification
• Analytical skills (C3): Necessary for risk analysis
• Communication (C6): Important for informing stakeholders
• Decision-making (C11): Critical for risk responses
• Problem-solving (C19): Key for mitigating risks
• Process management (C20): Vital for risk processes
• Risk management (C24): Fundamental competency
• Strategic thinking (C27): Necessary for aligning risk strategy
• Teamwork (C28): Important for collaborative risk management
• Time management (C29): Crucial for timely risk actions

S25: Specialized Services

• Accuracy (C1): Important for precise, specialized work
• Adaptability (C2): Necessary for customizing services
• Analytical skills (C3): Critical for specialized analysis
• Business acumen (C4): Essential for aligning with business needs
• Collaboration (C5): Key for working with specialists
• Communication (C6): Vital for conveying specialized information
• Customer focus (C10): Crucial for meeting specific needs
• Leadership (C15): Important for guiding specialized teams
• Problem-solving (C19): Necessary for addressing unique challenges
• Process management (C20): Essential for specialized procedures
• Project management (C21): Fundamental competency
• Stakeholder engagement (C25): Important for aligning expectations
• Strategic thinking (C27): Key for aligning specialized work

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304 Project Management Offices: A Practice Guide
S26: Stakeholder Engagement
• Communication (C6): Critical for engaging stakeholders
• Conflict resolution (C7): Necessary for addressing disputes
• Integrity and ethics (C13): Builds trust with stakeholders
• Interpersonal intelligence (C12): Essential for understanding stakeholders
• Leadership (C15): Important for influencing stakeholders
• Negotiation (C16): Key for balancing interests
• Objectivity (C17): Helps ensure fair treatment
• Project management (C21): Builds and maintains stakeholder relationships
• Relationship building (C22): Vital for long-term engagement
• Stakeholder engagement (C25): Fundamental competency
• Strategic influence (C26): Necessary for impacting stakeholder decisions
• Strategic thinking (C27): Important for aligning stakeholder goals
• Teamwork (C28): Crucial for collaborative relationships

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PMI Member benefit licensed to: Tariq Rashid - 6719489. Not for distribution, sale, or reproduction.
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PMI Member benefit licensed to: Tariq Rashid - 6719489. Not for distribution, sale, or reproduction.
Glossary
agility-driven PMO. A PMO that adopts business agility principles to remain flexible and responsive
to changing organizational needs.
awareness building. The initial step in the value-generating PMO flywheel focused on educating
stakeholders about the PMO’s role, capabilities, and potential value.
customer perception of value. A subjective evaluation by PMO customers of the benefits they
receive from PMO services relative to their expectations and needs.
customer value agreement. A formal document outlining the specific outcomes and value the
PMO commits to delivering to each major customer or customer group.
deployment stage. The third phase in the PMO customer experience cycle where designed services
are implemented and rolled out to customers.
design stage. The second phase in the PMO customer experience cycle where insights from
exploration are transformed into service concepts and plans.
enhancement stage. The fourth phase in the PMO customer experience cycle focused on
continuously improving and refining PMO services.
evidence of need. Signs or symptoms indicating that a customer may be facing challenges in a
specific area; used to identify potential PMO service opportunities.
exploration stage. The initial phase in the PMO customer experience cycle focused on
understanding the current landscape, customer needs, and potential opportunities.
industry-specific profile. The unique characteristics, challenges, and good practices of the
organization’s industry that influence PMO operations.
needs assessment. The process of identifying and evaluating the specific requirements and pain
points of PMO customers.
organizational baseline elements. Foundational components that influence PMO design and
operation, including organizational strategy, structure, culture, and industry-specific profile.
organizational contextual scenarios. Distinct states or situations that an organization may
experience, influencing how a PMO operates and delivers value.

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Glossary 315
PMO as a service provider. A perspective that views the PMO as an internal service provider,
focusing on meeting customer needs and delivering value rather than just enforcing processes.
PMO capability building. The ongoing process of enhancing the skills, knowledge, and abilities of
the PMO team to improve service delivery and value creation.
PMO competency domains. Areas of expertise required for effective PMO operation, including
design, operation, and improvement.
PMO customer. Stakeholders within an organization that directly receive, use, or benefit from the
services provided by the PMO.
PMO customer experience cycle. A model representing the stages a PMO goes through in
interacting with and delivering value to its customers.
PMO customer segmentation. The practice of dividing PMO customers into groups based on their
needs, maturity levels, or other relevant characteristics.
PMO governance. The framework that defines decision-making processes, roles, responsibilities,
and accountability measures within the PMO.
PMO mandate. A formal declaration that defines the PMO’s purpose, scope, authority, and
responsibility within the organizational context.
PMO outcomes. The specific benefits or results that PMO customers expect to achieve through the
use of PMO services.
PMO risk management plan. A strategy for identifying, assessing, and mitigating risks specific to
PMO operations and value delivery.
PMO service approaches. Different methods of delivering PMO services, ranging from consultative
to directive, and tailored to customer needs and organizational context.
PMO service catalog. A comprehensive list of services offered by the PMO, including their
descriptions, benefits, and delivery approaches.
PMO service maturity. The level of sophistication and effectiveness of individual PMO services,
assessed on a scale to guide improvement efforts.
PMO service performance metrics. Specific, measurable indicators used to assess the effectiveness
and efficiency of PMO services.
PMO strategy. A comprehensive plan outlining how the PMO will deliver value to its stakeholders
over the short, medium, and long term.
PMO structural components. Essential elements that form the foundation of a PMO, including
PMO mandate, PMO strategy, and PMO governance.
PMO value journey. A mapped progression of how the PMO’s value proposition to its customers
will evolve over time.

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316 Project Management Offices: A Practice Guide
PMO Value Ring™ framework. A comprehensive model for creating and operating value-driven,
customer-centric PMOs.
realization stage. The final phase in the PMO customer experience cycle where the PMO’s impact
on the organization comes into sharp focus and value is demonstrated.
service development. The process of creating, refining, and evolving PMO services to meet
customer needs and organizational objectives.
service improvement. The process of enhancing the maturity and effectiveness of PMO services to
increase their value and impact.
service-level agreement (SLA). A formal agreement between the PMO and its customers defining
the expected level of service.
service monitoring. The process of tracking, measuring, and evaluating PMO services against
predetermined standards.
service onboarding. The process of introducing newly developed or improved PMO services to
their intended users within the organization.
service operation. The day-to-day management and execution of PMO services to deliver value to
customers.
strategic alignment. The process of ensuring PMO activities and services directly support and
contribute to the organization’s strategic objectives.
value delivery. The process of realizing and demonstrating the tangible benefits that PMO services
provide to the organization.
value proposition. A clear statement articulating how the PMO will address identified needs and
add value to the organization.
value recognition. The process of ensuring that customers not only receive value from PMO
services but also acknowledge and appreciate it.
value-generating PMO flywheel. A model that breaks down the PMO customer experience cycle
into 10 actionable steps.

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Glossary 317
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Index
A service maturity, 12, 84, 212, 216, 275. See also
Accessible training, 148 Audit assessment; Needs assessment
Accountability, 122, 256 Audience tailoring, 147
Accuracy, 88, 92 Audit assessment, 75, 80, 300
Action plan development, 227 compliance evaluated through, 257, 273
Action planning, 157, 227, 275 lessons learned identified through, 270
Adaptability, 19, 51–52, 88, 92, 111, 144, 235 organizational learning contributed to by,
indicators of, 205 285
innovation and, 124 performance issues identified through, 267
over plans, 49 Autonomy, 35, 122
PMO Value Ring™ framework promoting, 102 Awareness building, 9, 142, 145–152, 315
Adaptive leadership, 53 Awareness efforts, continuous improvement of,
Adaptive mindset, 52 149, 151
Advice, to executive level, 74, 79, 257, 259, 261,
264, 277, 295–296 B
Agile Manifesto. See Manifesto for Agile Software Baselines, establish, 226
Development Basic resource needs, 120
Agile PMOs, 21, 22, 315 Benchmarking, 149
Agility, 48–53 Benefit highlights, 149
AI. See Artificial intelligence Benefits realization, 225, 229
Alignment Benefits realization management, 74, 79, 257,
mission, 123 261, 263–264, 277–278, 296
organizational, 40 Benefits reporting, 226
with organizational culture, 235 Breaches, of SLAs, 195, 206
with organizational goals, 156 Budget management, 66, 265
with organizational objectives, 123 Building awareness, 182–183
stakeholder, 119 Bureaucracy, customers complaining about, 35
stakeholder engagement ensuring, 89 Business acumen, 88, 92
strategic, 62, 65, 119, 131, 225, 235, 317
Analytical skills, 88, 92
Apollo space mission, 20 C
Artificial intelligence (AI), 18 Capabilities, current, 173
Assessment Capability development, 33, 110, 124, 134
of competencies, 96 Capacity building, 34, 196, 199, 316
continuous improvement through, 124 Career progression, 87
Customer Expectation, 11, 63, 253 Case studies, 226
diagnostic, 36 Centralized project management, 20
outcome-based needs, 154–155, 158 Champions, identifying, 183

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Index 319
Change control management, 75, 261, 285–286, Competence model, 7
300 Competencies, 85–97
oversight added through, 273 assessment of, 96
project life cycles reduced with, 274 gaps in, 174
scope creep avoided through, 265, 268 professionals developing, 95–96
Change management, 39, 122, 164, 176, recognizing, 183
214–215, 227, 277 services aligned with, 91
communication and, 124 Competencies analysis, 173
organizational, 64, 74, 268, 269, 279–280, 297 Competency domains, 90–95, 316
process, 171 Competency mapping, resource allocation and,
recommended services for, 255 173–174, 178
Change management office (CMO), 25 Complexity, evaluate and navigate, 53
Change readiness, 111 Compliance, 68, 122
Charter approval, 120 audit assessments evaluating, 257, 273
Clarity of purpose, 119 governance and, 273
CMO. See change management office with SLAs, 206–207, 209
Coaching, 75, 254, 255, 258, 259, 270, 288, 301 Compliance indicators, 205
Cold War, 20 Comprehensive analysis, 161
Collaboration, 88, 92 Comprehensive value measurement framework,
communication and, 263–264 225, 228
enhancement, 53 Conflict resolution, 88, 92, 122
external, 239 Consideration of disbanding PMO, 38
improved, 66 Construction sector, 113
Collaboration culture, 195 Consultants, 2
Collaboration indicators, 235 Consultative approach, 77, 79, 80, 81, 82
Collaborative creation, 162 Consultative PMOs, 22
Collaborative design, 173 Content calendar, 148
Collaborative dynamics, 111 Content strategy, 147
Collapse scenario, 37–38, 43 Contextual scenarios
Collins, Jim, 141 initiatives impacted by, 30
Communication, 50, 88, 92 organizational, 29–31, 41–44, 315
change management and, 124 strategies for, 41–44
collaboration and, 263–264 transition between, 39–41
customer, 216 Contingency plans, 195
customer engagement and, 195 Continuous improvement, 39, 48, 88, 92, 122,
findings of, 157 144, 216, 227
improved, 66 assessment through, 124
interactive, 148 constant feedback loops and, 61
outcome-oriented, 61 of awareness efforts, 149, 151
resource management improving, 255 service delivery enhanced through, 173
SLAs and, 207, 209 Continuous improvement indicators, 236
stakeholder, 34, 38, 39 Control era, 20
team, 194 Controlling approach, 77, 78, 81, 82
transparent, 53, 196 Controlling PMOs, 22
Communication channels, 112, 147, 192, 195 Control tower PMOs, 22
Communication indicators, 205 Corporate settings, 20
Communication materials, 226 Cost-cutting, 37
Communication patterns, 111 Cost management indicators, 224
Communication strategy, 171, 186, 195, 226 Coverage scope, 119, 120

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320 Project Management Offices: A Practice Guide
Credibility indicators, 235 tailoring approaches to, 77–78. See also Needs
Crisis scenario, 35, 42 assessment
Critical competency profiles, for service delivery, Customer perception, 54–55, 135, 235, 315
12, 295 Customer personas, 147
Critical Competency Profiles for PMO Service Customer preparation, 182–183, 187
Delivery, 95 Customer prioritization, 147
Cultural awareness, 88, 92 Customer relationship management, 260, 266,
Cultural change, 32 269, 286, 300–301
Cultural dynamics, 112 Customer relationships, 67, 69, 135, 266
Cultural factors, 113 Customers, 46, 133, 146, 157, 182, 316
Cultural reinforcement, 33 bureaucracy complained about by, 35
Customer, 316 common groups of, 58
Customer-centric approach, 4, 6, 39, 57, 101, defining, 57–59
143 educating, 148–149, 151
benefits of, 63 educating and nurturing, 130
customer experience cycle embodying, 127 eroding engagement and support of, 36
principles of, 60–61 expectations of, 61–62
service provider model and, 45, 59 how to question, 255
value-driven model built on by, 55 identifying potential, 147, 150
Customer-centric practices, 52 maturity of, 77
Customer communication, 216 potential, 147, 150
Customer communities, 185 sabotage by, 37
Customer engagement, 49, 124, 187, 195, 236 Customer satisfaction, 207, 224
Customer Expectation Assessment, 11, 63, 253 Customer segmentation, 316
Customer expectations, 225, 260 Customer success measurement, 60, 61
Customer experience, enhanced project, 260 Customer validation, 163, 174–175, 178
Customer experience cycle, 8, 104, 126, 127–136, Customer value agreement, 163, 315
142, 316 Customer value perception, 236, 240
customer-centric approach embodied by, 127 Customized dashboards, 237
deployment stage of, 128, 132–133, 143, 315 Customized experiences, 60, 61
design stage of, 128, 131–132, 142, 315
enhancement stage of, 129, 133–134, 143, 315
exploration stage of, 127, 129–131, 142, 315 D
realization stage of, 129, 134–135, 143, 317 Dashboard accessibility, 237
value-generating PMO flywheel Data analytics and reporting, 75, 265, 267, 271,
operationalized, 104, 136 272, 287, 301
Customer experience journey, 127–129 decision-making and, 260, 263, 269
Customer feedback, 183, 195, 209 Data collection, 155–156, 158, 185, 225, 226
gathering and analyzing, 207–208 Data-driven decision-making, 52
lessons learned and, 215, 218 Data visualization, 226
performance reviews and, 125 Decentralized management, 53
Customer-first mindset, 60, 102 Decision-making, 62, 88, 93
Customer focus, 47, 88, 93 data analytics and reporting and, 260, 263, 269
Customer interviews, 155 data-driven, 52
Customer journey mapping, 156 enhanced, 65
Customer matrix, 155 recommended services for, 259–260
Customer needs, 102, 130 strategic, 38
categorization of, 161 Decision-making authority, 112
prioritization of, 159, 161 Decision-making processes, 40, 111, 121

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Index 321
Decline scenario, 36–37, 42 of service development, 176–179
Defining the PMO, 15–16 of service monitoring, 208–210, 216–218
Delivery monitoring, 192 of service onboarding, 187–189
Delivery performance review, 193 of service operation, 197–199
Delivery PMO, 23 of services, 202
Delivery satisfaction indicators, 235 tracking, 148
Delivery timeframes, 172 of value delivery, 228–230
Departmental boundaries, 112 of value proposition, 165–167
Departmental/divisional PMOs, 119 value recognition, 240–242
Departmental PMOs, 22 Efficiency indicators, 204
Department of Defense, U.S., 20 Energy sector, 113
Deployment stage, of customer experience Engagement approach, 155
cycle, 128, 132–133, 143, 315 Engagement strategy, 182
Design domain, 90, 92–95 Enhanced project customer experience,
Design stage, of customer experience cycle, 128, recommended services for, 260
131–132, 142, 315 Enhancement stage, of customer experience
Development, 96 cycle, 129, 133–134, 143, 315
action plan, 227 Enterprise project management offices (EPMOs),
capability, 110, 134 21, 23, 119
maturity, 235 Escalation process, 193
of PMOs, 20, 271, 284, 300 Establishment, evolution and, 125
resource and capability, 124 Ethics, 89, 93
service, 9, 167, 169–179, 207, 316 Evaluation framework, performance monitoring
service catalog, 172, 177 and, 185, 188
service training program, 187 Evidence of need, 315
team member, 196 Excellence, sustaining, 35
training and, 75, 80. See also Improvement Exceptions management, 193
Development plans, personalized, 96 Executive engagement, 239
Diagnostic assessment, 36 Executive level, 2, 32, 40, 59, 61, 257
Digital transformation, 69 advice to, 74, 79, 257, 259, 261, 264, 277,
Directive approach, 77, 78, 79, 80, 81 295–296
Directive PMOs, 23 loss of support from, 36
Diversity, 18 Expectation management, 195
Documentation Expectations, of customers, 61–62
insights, 237 Expertise, 47, 258, 268
of lessons learned, 164 Exploration stage, of customer experience cycle,
process, 171 127, 129–131, 142, 315
SLA noncompliance, 206 External collaboration, 239
training and, 172 External environment shifts, 125
Extraordinary requests, 194
E
Early foundations, 20 F
Education, ongoing, 183 Facilitative approach, 77, 78, 79, 80, 82
Educational library, 148 Failure, learning from previous, 39
Effectiveness Feasibility analysis, 163, 213
of awareness building, 150–152 Feedback, 96, 125, 164, 238, 239, 241
measuring, 149, 151 Feedback forums, 239
of needs assessment, 158–160 Feedback loops, 61, 156, 184, 188

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322 Project Management Offices: A Practice Guide
Feedback management, 164 Help desk, 185
Feedback mechanisms, 172 Hidden interests, 111
Feedback process, 238 Hierarchy levels, 112
Feedback quality, 149 High-level roadmap, 132
Financial services firm, 69 High-potential environment, 31
Financial services sector, 113 Historical context, 15
Flexibility, 18, 26, 49, 52, 69, 82–83, 215 Hybrid PMOs, 24
Flexible information, 148
Flexible models approach, 26
I
Focus groups, 155
Foster project culture, 74, 255, 262, 264, 278, 296 Impact measurement, 239
Foundation building, 32 Implementation governance, 176
Frameworks, 282 Implementation plans, 175, 214
Frameworks management, methodologies and, Implementation progress metrics, 215
74, 79, 204, 255–257, 259, 268, 271–274, 299 Implementation roadmap, 120, 175
Full-service operation, 186, 189 Implementation team, 214
Functional PMOs, 24 Implementation timeline, 214
Functions, services and, 71–72 Improvement
Functions approach, types of, 26 early signs of, 39
Fundamental pillars, of PMOs, 118 planning for, 134
Future state visioning, 156 PMO Value Ring™ framework promoting, 102
prioritizing, 164
process, 36
G
service, 10, 143, 210–219, 317. See also
Gamification approach, 237 Continuous improvement; Innovation
Gap analysis, 156, 159, 213, 227, 275 Improvement domain, 90, 92–95
Goals, setting, 213 Improvement opportunities, 213
Good to Great (Collins), 141 Improvement proposal, maturity, 213
Governance, 34, 68, 316 Industry-specific profile, 109, 112–114, 315
complete breakdown of, 38 Industry standards and practices, 113
compliance and, 273 Informal authority, 111
implementation, 176 Informal engagements, 148
PMO, 115, 117, 118, 120–123 Information
portfolio, 121 improved availability of, 66, 263
program, 121 flexible, 148
project, 121 reliability of, 67, 268–269. See also Metrics
reestablishment of, 39. See also Oversight Information technology sector, 113
Governance models, 112 Infrastructure, building, 133
Governance oversight, 74, 81, 256, 259, 261, 273, Initiatives, contextual scenarios impacting, 30
279, 297 Innovation, 35, 89, 93, 235
Governance structure, 110 adaptability and, 124
Government sector, 113 fostering, 53, 134
Growing scenario, 33–34, 42 indicators of, 236
A Guide to the Project Management Body of Innovation PMOs, 24
Knowledge (PMBOK® Guide), 20 Inquiries, 149
Insights documentation, 237
H Integrity, 89, 93
Handover strategy, 186 Interactive communication, 148
Healthcare sector, 113 Interactive workshops, 236

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Index 323
Interpersonal intelligence, 89, 93 budget, 265
Intervention, immediate, 37 change, 39, 164
Issue management, 75, 265–268, 274, 287–288, cost, 224
301 customer relationship, 260, 266, 269, 286,
project customer experience enhanced by, 260 300–301
risk and, 195–196, 199, 273 Daily PMO service delivery, 191, 192
during service delivery, 195 decentralized, 53
Iterative refinement, process realignment and, exceptions, 193
227, 229 expectation, 195
feedback, 164
K framework, 74
Key performance indicators (KPIs), 123–124 organizational change, 64, 74, 268, 269,
Key performance metrics, 149 279–280, 297
Kickoff scenario, 32–33, 42 PMO service risk, 171
Knowledge base, 185 process change, 171
Knowledge capture, 196 process, 89, 94
Knowledge management, 74, 270, 281–282, 298 program, 76, 263, 267, 268, 289–290, 302
capacity building and, 196, 199 project, 76, 89, 94, 256, 267, 274, 290, 303
lessons learned shared through, 268 project budget, 66, 265
systematic processes established through, 259 realization, 257
Knowledge sharing, 53 relationship, 35, 48
Knowledge transfer, 65, 186 senior, 59
KPIs. See Key performance indicators stakeholder relationship, 35
systems and tools, 75, 262–264, 269, 271,
283–284, 299
L
talent, 65, 258
Leadership, 1, 37, 38, 39, 89, 93 time, 89, 95
adaptive, 53 workload, 194. See also Change control
constant changes in, 37 management; Change management; Issue
PMOs distinguished from, 16. See also management; Knowledge management;
Executive level Performance management; Portfolio
Leadership intervention, 36 management; Project management;
Learning approach, 183 Resource management; Risk management
Learning culture, 196 Mandate, 115, 116, 117–120, 316
Learning opportunities, 96 Manifesto for Agile Software Development,
Lessons learned (“Agile Manifesto”), 48–50
audit assessments identifying, 270 Mapping
customer feedback and, 215, 218 competency, 173–174, 178
documentation of, 164 customer journey, 156
knowledge management sharing, 268 organizational structural, 147
reviews of, 155 pain and gain, 156
Leverage success, 184 of pains, 156, 162–163, 165
Long-term impact, measuring, 157 service process, 171
Market dynamics, 113
M Maturity, 6, 113, 134, 214
Managed approach, 77, 78, 79 of customers, 77
Management, 263, 289–290, 302 evolution roadmap and, 123
benefits realization, 74, 79, 257, 261, 263–264, organizational, 83, 108, 110–111
277–278, 296 organizational culture and, 108

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324 Project Management Offices: A Practice Guide
 organizational project management, 111 Norms, 111
service, 12, 70, 83–84, 212, 216, 275–294, 316 NPS®. See Net Promoter ScoreSM
strategic PMOs and, 84
value perception influenced by, 55 O
Maturity assessment, service, 12, 84, 212, 216, 275 Objectives, 120, 213
Maturity development, contributions to, 235 Objectivity, 89, 93
Maturity gaps, 213, 217 Onboarding criteria, successful, 186
Maturity improvement proposal, 213
Onboarding success celebration, 186
Maturity reporting, service, 213
Operational approach, strategic approach and,
Meetings, PMO not invited to important, 36
84
Mentoring, 75, 254, 258, 270, 288, 301
Operational efficiency indicators, 223
Methodologies, 282
Operational PMOs, 24, 73
enhancement of, 33
Operational services, 75–76, 285–294
formalization of, 20
Operation domain, 90, 92–95
frameworks management and, 74, 255–257,
Opportunity identification, gap analysis and,
259, 268, 271–274, 299
156, 159
Methodology boom, 20–21
Organizational alignment, 40
Methodology selection, 110
Organizational areas, integration among,
Metrics
66, 262
definition of service, 172
Organizational baseline elements, 7, 103,
implementation progress, 215
107–114, 315
improving, 227
Organizational change management, 64, 74,
performance, 40, 48, 122–124, 172
255, 268, 269, 279–280, 297
service, 172
Organizational changes, 41, 125, 255
service performance, 316
Organizational commitment, to results, 66, 264
types of, 172
Organizational context, decoding, 107–109
Mission alignment, 123
Organizational contextual scenarios, 29–44, 315
Momentum, 34, 144
Organizational culture, 110–111
Monitoring, 215
alignment with, 235
continuous, 186
maturity and, 108
delivery, 192
PMO influencing, 40
performance, 185–186, 188
Organizational DNA, 109
resource utilization, 194. See also Assessment;
Organizational goals, alignment with, 156
Service monitoring
Organizational landscapes, 6, 29–44
Monitoring schedule, 206
Organizational learning, 67
audit assessments contributing to, 285
N contributions to, 235
NASA, 20 recommended services for, 270
Needs, of customer. See Customer needs Organizational maturity, 83, 108, 110–111
Needs analysis, 183 Organizational objectives, alignment with, 123
Needs assessment, 9, 142, 152, 153, 315 Organizational power dynamics, 147
effectiveness of, 158–160 Organizational project management maturity,
outcome-based, 154–155, 158 111
outcomes of, 161–162, 165 Organizational strategy, 21, 109–110
value of, 158, 159 Organizational structural mapping, 147
Negotiation, 89, 93 Organizational structure, 108, 112
Net Promoter ScoreSM (NPS®), 234 Organizational success, impact on, 235
Noncompliance documentation, for SLAs, 206 Origins, of the PMO, 19–21

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Index 325
Outcome analysis, data collection and, 155–156, Performance monitoring, evaluation framework
158 and, 185, 188
Outcome-based needs assessment, 154–155, 158 Performance reporting, for SLAs, 207, 209
Outcome-oriented communication, 61 Performance review process, for SLAs, 206
Outcomes, 128, 233–234, 316 Performance reviews, 125, 185
customer-centric approach and, 253 Personalized development plans, 96
findings linked to, 157 Pf-PMO. See Portfolio management office
of needs assessment, 161–162, 165 Pg-PMO. See Program management office
potential PMO, 63–69 Phased approach strategy, 176
value demonstrated through, 222 Phased implementation approach, 213–214
Outcomes review, 225 Pilot approach, 214
outputs, quality and quantity of, 40 Pilot feedback, 184
Oversight Pilot group, 184
change control management adding, 273 Pilot implementation, feedback loops and,
governance, 81, 256, 259, 261, 273, 279, 297 188
Ownership, responsibilities and, 214 Pilot implementation plans, 184
Planning, 135
action, 157, 227, 275
P for improvement, 134
Pain and gain mapping, 156 for scalability, 133
Pain point profiles, 162 resource, 214
Pains, mapping, 156, 162–163, 165 service implementation, 175–176, 178
PCO. See Project controls office services over, 49
Peer advocacy, 149 Planning support, strategic, 74, 257, 260, 262,
Perceived value, 4, 124, 233 281, 298
Perception, customer, 235 Plans
Perception, of PMO, 234 action, 227
Performance, complaints about, 35 adaptability over, 49
Performance benchmark, 119 contingency, 195
Performance benchmarks, SLAs establishing, customer engagement, 124
202 implementation, 175, 214
Performance dashboard, 173, 185 personalized development, 96
Performance impact indicators, 223 pilot implementation, 184
Performance indicators risk management, 316
key, 123–124 transition, 175, 186, 215
for service delivery, 204 Plan support, 184
for value delivery, 224 PMBOK® Guide. See A Guide to the Project
for value recognition, 234 Management Body of Knowledge
Performance issues, audit assessments (PMBOK® Guide)
identifying, 267 PMCoE. See Project management center of
Performance management, 67, 76, 266–267, excellence
288–289, 302 PMO. See specific topics
integrated, 289 PMO Global Alliance, 3
issues identified early through, 257, 261 PMO Global Awards, 3
project management enhancing, 267 PMO Value Ring™ framework, 7–8, 97–136, 140,
teams controlled through, 256 317
Performance measurement, 34 Portal, PMO, 149
Performance metrics, 40, 48, 122, 123–124, 149, Portfolio domain, 72
172 Portfolio governance, 121

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326 Project Management Offices: A Practice Guide
Portfolio management, 74, 82, 110, 262–263, Program managers, 58
265, 280–281, 297–298 Program-/project-specific PMOs, 24, 119
organizational strategy and, 21 Project budget management, 66, 265
project prioritization and, 257 Project controls office (PCO), 24
resource allocation optimized with, 261 Project culture, 255, 262, 264, 278, 296
Portfolio management office (Pf-PMO), 24 Project customer experience, 65, 260
Post-workshop engagement, 237 Project customer relationships, recommended
Potential scenario, 31–32, 42 services for, 266
Potential solutions, 162–163, 165 Project delivery, 34, 36
Proactive engagement, 48 Project domain, 72
Proactive interaction, 60, 61 Project forecasting, 68, 272
Proactivity, 89, 93 Project governance, 121
Problem-solving, 89, 94 Project life cycles, 68, 274
Process change management, 171 Project management, 76, 89, 94, 290, 303
Process documentation, 171 accountability and, 256
Processes, 171 performance management enhanced by, 267
complete breakdown of, 38 project durations decreased through, 274
decision-making, 40, 111, 121 Project management center of excellence
enhancement of, 33 (PMCoE), 24–25
escalation, 193 Project Management Institute, 19
feedback, 238 Project management office (PMO). See specific
lack of formal, 31 topics
performance review, 206 Project managers, 58
reestablishment of, 39 Project portfolio dynamics, 125
reevaluation of, 37 Project prioritization, 64, 234, 256–257
relationships over, 49 Project progress, visibility of, 68, 271
review-and-update, 120, 173 Project results, 64, 257–258
service development, 167 Projects
set up early-stage, 32 continuous delivery of successful, 34
strong governance and adherence to inability to effectively manage, 38
established, 34 productivity on, 68, 270–271
structured prioritization, 156 set up early-stage, 32
systematic, 259 strategic goals aligned with, 101
tracking, 226 Project-specific PMOs, 24
Process-focused PMOs, service-oriented PMOs Project support office (PSO), 24
versus, 47 Project support services, 76, 267, 272, 274, 291, 303
Process improvement, 36
administrative support provided by, 263
Process management, 89, 94
budget management contributed to by, 265
Process optimization, 33
productivity increased by, 271
Process realignment, iterative refinement and,
Project team members, 59
227, 229
Project teams, recommended services for, 255–256
Process tailoring guide, 171
Project types, 113
Process tracking and adjustment, 157
PSO. See Project support office
Productivity, 68, 270–271
Purpose, of PMO,120
Productivity indicators, 205
Program governance, 121
Program management, 76, 263, 267–268, Q
289–290, 302 Quality assurance, 76, 258, 260, 269, 291–292,
Program management office (Pg-PMO), 24 303–304

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Index 327
Quality indicators, 205 Resource requirements, 172
Quantitative impact analysis, 225, 228 Resource utilization monitoring, 194
Questionnaires, 155 Response time, 194
Quick wins, 213 Responsibilities, 64, 119, 121, 206, 214, 256
Responsive structure, 52
R Results, organizational commitment to, 66, 264
Resurgence scenario, 38–39, 43
Reach, 149
Return on investment (ROI), 66, 262–263
Realization management, benefits, 74, 79, 257,
Review-and-update processes, 120, 173
261, 263, 264, 277, 296
Review board, 164
Realization stage, of customer experience cycle,
Reviews, SLA, 206–207
129, 134–136, 143, 317
Review schedule, 164
Recognition, reward and, 35
Reward, recognition and, 35
Recovery, early signs of, 39
Risk, 111, 113, 133, 195–196, 199, 273
Regular touchpoints, 147–148, 150
Risk and issue log, 195
Regulatory environment, 113
Risk exposure, 68, 234, 272–273
Relationship building, 89, 94
Risk management, 76, 81, 89, 94, 272–273, 304
Relationship indicators, 235
disruption minimized through, 215
Relationship management, 48
relevance and perceived value safeguarded
Relevance, 69, 124
through, 124
Reporting channels, 207
service, 171
Reporting content, 207
strategic, 292
Reporting findings, 225
success rates improved through, 268
Reporting lines, 121 Risk management framework, 195
Reporting schedule, 207, 226 Risk management indicators, 205
Reputation, 235 Risk management plan, 316
Request and access procedures, 172 Risk management strategy, 164
Request prioritization, 194 Risk mitigation indicators, 224
Request-tracking system, 193 ROI. See Return on investment
Resilience, 89, 94 Roles, 121
Resistance, 36 better definition of, 64, 256
Resource allocation, 37, 112, 133, 157 descriptions of, 173
competency mapping and, 173–174, 178 of team, 206
portfolio management optimizing, 261 trusted advisor, 195
workload management and, 194 Root cause analysis, 38
Resource and capability development, 124 Root cause identification, 227
Resource management, 65, 75, 81, 82, 254, 258,
260, 283, 299
productivity and efficiency improved S
through, 271 Sabotage, by customers, 37
project life cycle reduced by, 274 Satisfaction indicators, 204, 224, 235
recommended services for, 261 Satisfaction score, 235
workflows and communication improved by, Scalability, 47, 133
255 Scope creep, change control management
Resource needs, 174 avoiding, 265, 268
Resource optimization, 39, 224 Scope of coverage approach, 26
Resource planning, 214 Senior management, 59
Resource pool, 194 Service approaches, 26, 76–77, 82, 316
Resource reallocation, 36, 38 Service blueprint, 163

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328 Project Management Offices: A Practice Guide
Service catalog, 316 Service operation, 10, 143, 191–200, 317
Service catalog development, 172, 177 effectiveness of, 197–199
Service categories, 72 full-, 186, 189
Service daily management, 191 service onboarding and, 218
Service delivery, 170–172, 176, 191, 203, 227 Service-oriented PMOs, process-focused PMOs
continuous improvement enhancing, 173 versus, 47
critical competency profiles for, 12, 295–305 Service outline, 163
issue management during, 195 Service owner, 172
performance indicators for, 204 Service performance dashboard, 206
Service delivery approach, 169–171 Service performance measurement, 134, 206
Service delivery indicators, SLAs tied to, 203 Service performance metrics, 316
Service development, 9, 167, 169–179, 207, 317 Service portfolio evolution, 124
Service documentation, 196 Service process mapping, 171
Service domains, 72 Service provider, 6, 316
Service enhancement initiatives, 214–215, 217 Service provider model, 45–48, 59
Service evolution, 164 Service request prioritization, 193
Service features, 172 Service requests and inquiries, 193–194
Service goals, 174 Service reviews, 215–216
Service implementation planning, 175–176, Service risk management, 171
178 Services, 6
Service improvement, 10, 143, 210–219, 317 competencies aligning with, 91
Service-level agreements (SLAs), 87, 172, effectiveness of, 202
174–175, 178, 193, 317 functions and, 71–72
breaches of, 206 implementing, 133
communication and, 207 most common, 73–76
compliance with, 206–207, 209 operational, 75–76, 285–294
customer engagement over, 49 over planning, 49
noncompliance documentation for, 206 portfolio of, 132
performance benchmarks established by, refining, 134
202 strategic, 74, 277–281
performance reporting for, 207, 209 tactical, 74–75, 281–284. See also Project
reviews of, 206–207 support services; Specialized services
service delivery indicators tied to, 203 Service-specific performance indicators and
Service levels, 174 goals, 172–173, 177
Service maturity, 70–85, 212, 276, 316 Service support infrastructure establishment,
Service maturity assessment, 12, 84, 212, 216, 184–185, 188
275–294 Service training program development, 183, 187
Service maturity reporting, 213 Service uptake, 149
Service metrics, definition of, 172 Significance, of PMOs, 16
Service monitoring, 10, 200–210, 317 Skilled resources, 64, 224, 234, 254
comprehensive framework for, 206 SLAs. See Service-level agreements
effectiveness of, 208–210, 216–218 Solution design, 163
during enhancement stage, 143 Solution map, 163, 166
Service name and description, 172 Specialized services, 76, 265, 271, 293, 304
Service offerings, 47, 52 expertise provided by, 258, 268
Service onboarding, 10, 143, 179, 181–189, 317 project-forecasting accuracy enhanced by,
effectiveness of, 187–189 272
service operation and, 218 project life cycles reduced by, 274
transition plans for, 175 Stakeholder alignment, 119

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Index 329
Stakeholder communication, 34, 38, 39 Success stories, 135, 148
Stakeholder ecosystems, 113 Support channels, 185
Stakeholder engagement, 33–35, 76, 94, 260, Supportive approach, 77, 78, 79, 80, 81, 82
262, 264, 266, 293–294, 305 Supportive PMOs, 25
alignment ensured through, 89 Support levels, 184
improved, 67 Support services, project. See Project support
organizational change and, 255 services
recommended services for, 269 Surveys, 155, 236
visibility increased through, 271 Systematic feedback gathering, 164
Stakeholder relationship management, 35 Systematic processes, knowledge management
Stakeholders, 57–58, 120 establishing, 259
loss of confidence and support of, 38 Systems and tools management, 75, 204,
perception and support from, 40 262–264, 269, 271, 283–284, 299
reengagement with, 39. See also Customers
Storytelling campaigns, 238 T
Storytelling content calendar, 238 Tactical PMOs, 25, 73
Storytelling events, 238 Tactical services, 74–75, 91, 276, 281–284
Strategic alignment, 62, 65, 119, 225, 235, 317 Talent management, 65, 258
Strategic approach, operational approach and, Tangible value, to organization, 18
84 Target audience, 172
Strategic decision-making, 38 Team communication, 194
Strategic fit, 69 Team member development, 196
Strategic goals, projects aligned with, 101 Team members, 2
Strategic influence, 89, 94 Team morale, turnover and, 40
Strategic objectives, 65, 261 Teams, 59
Strategic partner, 234 communication among, 194
Strategic planning support, 74, 257, 260, 262, implementation, 214
281, 298 performance management controlling, 256
Strategic PMOs, 25, 73, 84 project, 255–256
Strategic segmentation, 147 responsibilities of, 206
Strategic services, 74, 277–281 roles of, 206
Strategic shift, 21 turnover of, 37
Strategic thinking, 89, 94 Team size, growth in, 33
Strategies, 123–125, 316 Teamwork, 89, 95
communication, 171, 186, 195, 226 Tech integration, 148
content, 147 Technological advancements, 125
for contextual scenarios, 41–44 Technological change, PMOs challenged by, 18
handover, 186 Technology adoption, 110
organizational, 21, 107–110 Technology integration, 172
phased approach, 176 Technology landscape, 113
PMO, 115, 117 Technology support, 196
risk management, 164 Timeframes, delivery, 172
Structural components, 8, 103, 114–126, 316 Timeline, 20, 214
Structure, responsive, 52 Time management, 89, 95
Structured prioritization process, 156 TMO. See Transformation management office
Structures, lack of formal, 31 Touchpoints, regular, 147–148, 150
Success criteria, 120, 185 Tracking process, 226
Success rates, 67, 155, 267–268 Trainers, training of, 183

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330 Project Management Offices: A Practice Guide
Training, 187, 254, 255, 258, 259, 270, 278, 284, Value-driven practices, 39
300 Value-driven service provider, PMO as, 6, 45–55
accessible, 148 Value expectation matrix, 156
development and, 75, 80 Value feedback system, 238, 241
documentation and, 172 Value gap analysis, 227
of trainers, 183 Value-generating PMO flywheel, 8–11, 136–243,
Training curriculum, 183 317
Training materials, 172, 183, 270 customer experience cycle operationalizing,
Training skills, 89, 95 104, 136
Transformation management office (TMO), 25 steps of, 142–143
Transition criteria, 215 unleashing the potential of PMOs with,
Transition plans, 175, 186, 215 139–141
Transparent communication, 53, 196 Value generation, 54, 102
Trend analysis, 225 Value journey, 123, 316
Trends, identifying, 238 Value management office (VMO), 25
Trust, 37, 130, 175 Value measurement framework, 225
Trusted advisor role, 195 Value narrative, 226
Trust indicators, 235 Value perception, 55, 135, 236
Trust level, 234 Value proposition, 9, 132, 142, 160–162, 172,
Turnover, 37, 40 317
defining, 163–164
U effectiveness of, 165–167
U.S. Department of Defense, 20 organizational challenges impacting, 35
role of PMOs in, 21
sowing the seeds of, 130
V
Value recognition, 11, 143, 230–232, 236, 317
Validation, 156 effectiveness, 240–242
Value, 148–149, 151 performance indicators for, 234
challenges and, 53–54 value delivery contrasted with, 233
customer perception of, 54–55, 135, 315 Value recognition dashboard, 237, 241
future, 135 Value recognition events, 239, 242
of needs assessment, 159 Value recognition workshops, 236, 240
outcomes demonstrating, 222 Values, 111, 235
perceived, 4, 124, 233 Value storytelling campaigns, 238, 241
tangible, 18, 54 Viewpoints, different PMO, 17
Value creation, 63, 143 Visibility, 237, 271
Value-delivered reporting, 225 Vision, 120, 123
Value delivery, 47, 60, 123–125, 143, 221–230, VMO. See Value management office
317
benefits demonstrated through, 11
W
effectiveness of, 228–230
implementing, 225 Watchdogs, 20
measuring, 135 Workflows, resource management improving,
performance indicators for, 224 255
value recognition contrasted with, 233 Workload management, resource allocation and,
Value delivery results, 226–227, 229 194
Value-driven approach, 21, 44
Value-driven model, customer-centric approach X
building on, 55 xMO, 25

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Index 331
719489. Not for distribution, sale, or reproduction.