Interesting results from latest PMO survey

I enjoyed reading the May 10th 2012 survey results published by ESI.  They are representative of what we are finding out there in the field as PMO consultants.  The survey did include respondents from middle east (7%) of the 3000 total respondents according to the report.

I think it is clearer now the importance of the PMO as a function to the business of the organization and that the road to maturity even if it takes time, it must ultimately result in a business focused unit that provides value accross the whole organization, not just a specific department.

Also, executives are looking for value, not just PMO maturity.  This is good as it brings focus to the PMO on what matters, but can be dangerous when CEO’s become impatient with their newly formed inexperienced PMO’s.  CEO’s need to udnerstand that it takes time, effort, discipline, and a practical perspective of focusing on what matters most and what is doable today, versus trying to be perfect.

The survey shows better focus on PMO role in spreading awareness and building capacity in project management across the organization which is very important and requires investment in building capacity of PMO staff.

Interestingly enough the survey shows over 70% of participants had a PMO established.

[THIS PARAGRAPH REFLECTS MY OPINION] However, from what I see out there and in my opinion, many of the existing PMO’s are missing key elements which will require restructuring of the PMO or a second improvement cycle and I am already seeing requests as such from organizations.  The key missing elements in existing PMO’s include:

– Unclear governance that shows not only reporting but also interfaces with internal and external stakeholders of the organization

– impractical processes that only reflect a standard (like the PMBOK), without taking into consideration the organizational structure and the specific project lifecycles at the organization.

– No change management plan on how the new processes / roles will be accepted and implemented in the organization.

– No business plan for the PMO that shows how it will grow and mature over the coming years.

– Clear Postion Contracts for PMO roles including clear KPI’s, and clear evaluationprocess and KPI’s for the PMO itself.

Here is a link to a summary of the results on the ESI website, and you can also request the full report.

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