Sitting Duck? Become a PMO Commander

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The Project Management Office

A project management office (PMO) is usually created to

solve a specific problem: generally, the IT organization’s

inability to deliver IT projects on time, on budget and in

scope. The scope of work changes from tactical to strategic,

while the scope of initiatives broadens from IT-intensive

projects to enterprise-wide business and IT initiatives. Once

the PMO has earned credibility with the business, it usually

receives requests to help manage business projects.


PPM Rising in Importance for PMOs

Source: The State of PPM, 2013

-pmsolutions


How Mature is Your PMO Process? Understanding your needs:

• Most IT shops are level 1 or 2

• Crawl / Walk / Run approach to improvement

Source: IT Governance Institute


Source: The State of PPM, 2013

-pmsolutions


In Four Steps


Step #1: Attain Visibility

You need a central location to track and manage projects for a holistic view across your entire portfolio

You should have a true and accurate picture of how much work you really have VS. how much work you think you have


Step #2: Start Prioritizing

Confirm that projects currently in the pipeline align with the objectives of the business.

Ensure the right work gets selected for execution based on how well it aligns with business objectives.

Free resource capacity from irrelevant work, allowing for more strategic work to get done.

Eliminate the tendency to reactively work on requests vs proactively aligning themselves to the goals of the organization

Better identify and prioritize low-risk, high-reward projects


Step #3: Optimize Resource Management Alignment of IT resource capabilities and availability with project

demand

Shifting project resources from running the business to growth projects

Greater visibility across resource demand and supply avoiding shortages

Analyze current utilization of resources and immediately revise utilization based on business needs


Step #4: Get Standardized

Improve efficiency and consistency

Better reporting and metrics o Established project templates

o Common roles across the organization

o Consistent reporting and dashboard frameworks

Established request and scoring processes


Standardization

The Innotas Process


Contact Innotas

Headquarters : 111 Sutter Street, Suite 300 San Francisco, CA 94104

Phone: +1 866-692-7362

Email: [email protected]

Twitter: @innotas

LinkedIn: http://www.linkedin.com/company/innotas

mailto:[email protected]

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Sitting Duck? Become a PMO Commander

Technology

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