Success Factors of a Business-Driven PMO
A successful, business-driven project management office (PMO) helps to define an organization and ensure continuous growth toward the future. Yet, the duties of a PMO cannot be fulfilled if the PMO fails to ensure its principles and strategies align with the needs of the community, the company and its prospective projects.
As a result, PMO personnel can help foster a positive work environment and project repertoire by following these success factors.
1. Alignment of Stakeholder and PMO Goals
The project management office would not otherwise exist without the help of stakeholders. The PMO must ensure its strategies and processes align with the goals of stakeholders. Consequently, stakeholders will be more inclined to hear out potential concerns from the PMO and follow the lead of the PMO in assuming primary responsibility for a project.
2. PMO Strategy Aligns With Business Strategy
The business strategy plays a fundamental role in the creation of a PMO strategy. Project managers should work to help their office create workflows and standard processes that align with business strategy. This further ensures the project adhere to the needs and plans of a company.
3. Metrics Are Focused on Successful Business Execution and Delivery
The PMO must deploy business-driven metrics to track and monitor the adherence to the business strategy and goals of stakeholders. Rather than focusing on traditional metrics, such as efficiency and schedule adherence, the PMO should turn to business outcomes, overall return on investment and current level of risk to maintain business-driven processes.
4. Positive Perception by the Public
The public perception of a project depends on how well the PMO is able to maintain a positive conversation about the project. Projects conflicts should be addressed directly, and any potential issues the public raises need to be considered and addressed immediately. If possible, the PMO should create a list of potential problems and form solutions to maintaining a positive public perception before the issue arises.
5. Flexible Systems Enable Balance Between Technology, People and Processes
In the modern world, the project management office has become increasingly reliant on technology. However, technology is not meant to replace the benefits of a business-driven PMO. As a result, the office should use a full array of technology, people and processes to ensure all needs are met and fully analyzed throughout a project’s course.
6. Project Management Office Understands the Role of Flexibility in Responsibilities and Metrics
Similar to flexible systems, the PMO must maintain flexibility in assigning responsibility, assessing the current status of a project’s resources, schedule and budget. This helps to create agile processes that can evolve with a project as it is completed.
Having a business-driven project management office dissolves organizational silos and encourages a productive work environment. By understanding and realizing the benefits of each of these factors, a PMO can meet the challenges of current and future projects without delay.
The business-driven project management office aligns stakeholders’ expectations and business strategy with PMO strategy.
Metrics must focus on factors that influence overall outcomes and delivery, which helps to keep small problems from becoming major issues.
A business-driven PMO makes the community an integral part of a project’s schedule by getting ahead of problems and maintaining stringent visibility and accountability.
A project management office must maintain flexibility in all processes and interactions, which includes interactions with automated systems.