Is your finger on the PMO pulse?
When executed correctly, a PMO (Project Management Office) function is one of the most valuable elements within a change organisation. The control, governance and accountability it brings is worth its weight in gold.
Looking back, and in the context of PMO, I have been lucky enough to be involved in several significant multi-billion budget transformation programmes, a number of which were seminal moments in my career. They changed my understanding of the value an intelligent PMO can bring to a change agenda.
Clearly the underlying data a PMO provides has to be accurate, to provide you with recommendations that are data-driven, removing the layer of subjectivity and enabling you and your business to be in control of your own destiny. This ensures the function pays for itself by reducing slippage and cost overruns, enabling organisations to deliver more of the right things, faster.
As we emerge from Covid-19 hibernation, businesses will regroup to focus on their immediate change agendas. Having understood the impact on revenue generation and balance sheet position, ask yourself whether your PMO is ready to support you in selecting the right valuable projects, programmes and transformations to stand back up. Are their views objective and independent? Will you be able to effectively track and report progress to ensure the confident delivery of financial and non-financial benefits to support your recovery strategy? A small but highly effective, intelligent PMO team, acting independently, could be the difference to whether you survive and thrive in the coming months and years ahead.