BoIT

We use our Double Espresso approach and pragmatic use of the Programme & Project aspects of the OGC Management Maturity Model ( P3M3) to determine the PMO "fit" that is best for your organisation.

Our PMO Health Check looks at the Programme / Project Management Office from the following perspectives and objectives:

• the Client perspective - Helping achieve programme and business targets and outcomes
• the Internal perspective - Providing sufficient, effective and efficient practices and resources.
• the Project perspective - Providing value to the Project Manager

The Client perspective focuses on the organisational groups and people that the PMO interacts with, and conducts work on behalf of. Typically this includes Finance, the CIO, Programme Directors, Programme Boards etc. We ask questions such as:

Are all the stakeholders identified; how? What are their expectations?; their perceptions of the PMO? How are these relationships formalised and managed? What is the PMO Brief or charter for these groups? How do they measure the PMO value?

The Internal perspective focuses on what the PMO does and how it does it. Examples of questions we ask are:

What is the PMO vision / mission and what are its success criteria? Is the PMO run as a Centre of Excellence or is it's role perceived as an administrative? What does it measure and report, and to who?; How are projects prioritised and reviewed?; How is the performance of programmes and portfolios measured, reviewed?; How is resourcing of projects achieved and is it sufficient?

The Project perspective focuses on the relationship between the PMO and Project Managers. We ask for example:

Who is the Supplier and who is the Provider? How do projects, Project Managers and the PMO "learn"? How is collaboration between projects, Project Managers and the PMO achieved? Are Project Managers supported; how? What standards, tools, systems, practices etc are in place for the Project Manager? What is the Project Panager's perception of the PMO?