1. Wellingtone PMO Practitioner
The PMO Value
Emma-Ruth Arnaz-Pemberton
Project Challenge
March 2018
An excerpt from the Wellingtone PMO Practitioner Course
January 2018 Accredited Version

2. I am… Director of Consulting Services Wellingtone PMO Manager
Project Managers Without Borders
Mentor
Project Managers Against Poverty
PMO Value Ring
Certified Consultant
UK Partner
PMO Event Organiser
FuturePMO
PjMnt Day of Service
Passionate
Writer
Avid Learner
@PMONinjas

4. Wellingtone PMO Practitioner
PMO Principle 1
Instrument of Integration
What Makes a PMO?
PMO Principle 2
Single Source of Truth
Principles are truths based on natural laws; like gravity. They are based on accepted contextual law.
PMO Principle 3
Serving the Customer
PMO Principle 4
Enabling Capability
PMO Principle 5
Supporting Learning Organisation
January 2018 Accredited Version

5. The PMO Value Life Cycle
Wellingtone PMO Practitioner
The PMO Value Life Cycle
Capture value
How is value perceived by our Customers?
Deliver value
Which services should we deploy to add value?
Measure value
How can we know if we are delivering value?
Communicate value
Page 5
January 2018 Accredited Version

6. Perception of Value CAPTURE CONVERT DECODE DELIVER MEASURE
Different Customers have different perceptions & challenges
Identify opportunities from the challenges provided
Turn the opportunity into one or more value statements
Through services, practices, people, tools, knowledge & innovation
Using KPIs across Value to Business, Productivity, Delivery & PMO
Role
Sound familiar?
Team Member
“My priorities are changing all the time. I don’t know what to do next”
Project Manager
“I don’t have time for this. I have a project to run”
Resource Manager
“I don’t know if we will have enough people available for the next 3 months”
Sponsor
“You’re asking me to approve projects with no clear business case or priority”
Functional Manager
“I don’t have visibility over what my team is doing in the next month”
CxO Level
“It’s not easy to understand where our annual budget is being invested on”

7. Perception of Value CAPTURE CONVERT DECODE DELIVER MEASURE
Different Customers have different perceptions & challenges
Identify opportunities from the challenges provided
Turn the opportunity into one or more value statements
Through services, practices, people, tools, knowledge & innovation
Using KPIs across Value to Business, Productivity, Delivery & PMO
Current Challenge
PMO Opportunity
Priority
Inability for management to have a consolidated view of project statuses across the organisation software
Provide consolidated central project reporting; establish project reporting standards; implement project management
HIGH
Lack of consistent methodology for authorizing projects
Define standards for project initiation; assist with organizing and prioritizing potential projects across business units
MEDIUM
Inability to effectively manage human resource utilization for project efforts
Track and resource utilization by resource at an organisational level
LOW

8. Perception of Value CAPTURE CONVERT DECODE DELIVER MEASURE
Different Customers have different perceptions & challenges
Identify opportunities from the challenges provided
Turn the opportunity into one or more value statements
Through services, practices, people, tools, knowledge & innovation
Using KPIs across Value to Business, Productivity, Delivery & PMO
Opportunity
Current Challenges
PMO Objectives
Time Frame
Provide consolidated central project status reporting and associated reporting standards
Lack of consistent reporting with standardised measures leads to potentially troubled projects gaining management attention too late to allow for effective responses
Lack of historical data makes project estimating difficult (estimated 30% of projects exceed project budget by 10% or more due to estimating error
Implement earned value management reporting for all projects over 1 million GBP
Develop and implement standardised templates for monthly project reporting
Establish reports repository for historical reporting and tracking
Short term
Medium term

9. Perception of Value CAPTURE CONVERT DECODE DELIVER MEASURE
Different Customers have different perceptions & challenges
Identify opportunities from the challenges provided
Turn the opportunity into one or more value statements
Through services, practices, people, tools, knowledge & innovation
Using KPIs across Value to Business, Productivity, Delivery & PMO
Vehicle
Processes
Competence Framework Areas
Services
The right value adding services
Delivery, Capability, Strategy
Practices
Methodology, Procedures, Guidance
Delivery, Capability
People
Coaching, Training, Capability Development
Capability, Strategy
Tools
PPM Tools, Dashboards, Templates
Delivery, Strategy
Knowledge
Lessons learned, Knowledge Sharing Events
Capability
Innovation
Bespoke solutions

10. Perception of Value Painkillers Antibiotics CAPTURE CONVERT DECODE
DELIVER
MEASURE
Different Customers have different perceptions & challenges
Identify opportunities from the challenges provided
Turn the opportunity into one or more value statements
Through services, practices, people, tools, knowledge & innovation
Using KPIs across Value to Business, Productivity, Delivery & PMO
Painkillers
Antibiotics
Helping with the pain until the situation resolves itself
Long term solution with a lead time for benefits to be seen

11. Wellingtone PMO Practitioner
The Right Metrics
You can’t manage what you can’t measure
Less is more
Tell a story
Work with your stakeholders
Set baselines and targets
The only useful KPI is an actionable one
Measuring PMO value is difficult but necessary
PMO Maturity Modeling provides focus
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January 2018 Accredited Version

12. Wellingtone PMO Practitioner
Drivers
Examples of KPIs
Value to Business
Planned ROI vs actual ROI
Planned benefits vs realised benefits
% of projects with robust business cases
% of projects aligned with strategic objectives
% of projects stopped or cancelled
% of projects to run / grow / transform
£ at risk
Productivity and Efficiency
# of days from project conception to start
% of resource utilization
% of billable hours
# of FTEs by project
# of projects by project manager
Project Delivery
% of projects on time
% of projects on budget
# of high risks active by month
# of issues escalated by month
# of change requests by project
PMO Performance
Satisfaction scoring from key stakeholders
% of projects following the PjMgt Method
# of project health checks conducted
# of workshops facilitated
# of hours of training provided
% of certified PjMgrs
Choose what you measure wisely not because it’s easy or it makes you look good!
January 2018 Accredited Version

13. Wellingtone PMO Practitioner
Communicate Value
Portfolio Dashboards provide a high level overview of the health of the whole portfolio
Project Status reporting enables regular standard communication on an activity and it’s progress
A statistical overview of the performance of both projects and PMO
Portfolio
Project
PMO
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January 2018 Accredited Version

14. So…what does a high performing PMO look like?
Wellingtone PMO Practitioner
So…what does a high performing PMO look like?
They work with stakeholders to understand their needs and expectations (what is value to them)
They deliver services which enable organisations not only to do the things right but also to do the right things (how value is provided)
They see maturity as a journey, and recognise that each project is different
They measure progress and performance, including their own (how they know they are getting there)
They communicate, communicate, communicate (how they demonstrate value)
Page 14
January 2018 Accredited Version

15. October 4th
London
Only at
This Year…