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Prepare an Actionable Roadmap for Your PMO

Turn planning into action with a realistic PMO timeline.

  • Problems with project management offices (PMOs) often start with a lack of a clear definition of what the PMO is actually about and what the organization does.
  • Few organizations provide the minimum required services, and many are not using their PMOs effectively. Many people see the PMO as nothing more than the “project document police,” i.e. a source of red tape rather than a helpful support system. This impacts staffing and hiring.
  • The PMO is often misunderstood as a center for project management governance when it also needs to facilitate the communication of project data from project teams to decision makers to ensure that appropriate decisions get made around resourcing, approval of new projects, etc.
  • Accountability is something that is not clearly defined for many activities that flow through the PMO. Business leaders, project workers, and project managers are rarely as aligned as they need to be.

Our Advice

Critical Insight

  • There is a gap in the perception of the actual role of the PMO in many organizations by different stakeholder groups. Many people see the PMO as police that produce red tape rather than a helpful support system. Those that need to present a coherent plan to leadership to champion the need for a PMO often have an uphill battle.
  • Determine the PMO’s role and needs and then determine your staff needs based on that PMO.
  • Staff the PMO according to its actual role and needs. Don’t rush to the assumption that PMO staff starts with accomplished project managers.
  • The difference in a winning PMO is determined by a roadmap or plan created at the beginning.

Impact and Result

  • Define a PMO with functions that work for you based on the needs of your organization and the gaps in services. A “fit-for-purpose” PMO is the right kind of PMO for your organization.
  • Determine your PMO staffing needs. Our approach to building a PMO starts by analyzing the staffing requirements of your PMO mandate.
  • Create purpose-built role descriptions. Once you understand the staff and skills you’ll need to succeed, we have job description aids you’ll need to fill the roles.

Prepare an Actionable Roadmap for Your PMO Research & Tools

1. Prepare and Actionable Roadmap for Your PMO – An actionable deck to help you establish a valuable PMO.

Before setting up or re-structuring a PMO, organizational need should not only be taken into consideration but used as a foundation. Phase 1 of this blueprint will help you define the services that your PMO should provide to your organization, instead of the one-size-fits-all approach that doesn’t work.

Accountability is something that is not clearly defined for many activities that flow through the PMO. Business leaders, project workers, and PMs are rarely as aligned as they need to be. Phase 2 of this blueprint will help you determine your PMO staffing needs and create meaningful job descriptions.

The difference in a winning PMO is determined by a roadmap or plan created at the beginning. Phase 3 of this blueprint will help you create a realistic plan for your future-state PMO.

2. PMO Role Definition Tool – An Excel tool to help you define the services of your PMO.

Use the PMO Role Definition Tool to establish your PMO current state and the service gaps you may have. Use the results to determine the role your PMO should play within your organization.

3. PMO Project Charter – A template to formalize your PMO and make sure everyone is on the same page.

The PMO Project Charter shares the vision to achieve consensus between stakeholders and projects and initiatives of the PMO. Use this template to jump-start your PMO project.

4. Blank Job Description Template – A template to create different job descriptions from.

Use this template to create your job descriptions from scratch.

5. Portfolio Manager Job Description – A clear and realistic job description template for a Portfolio Manager.

The Portfolio Manager will oversee the business of discovering unsatisfied needs, articulating them as project demand, and organizing appropriate responses. Your customers are the people who approve projects, and you will service them.

6. PMO Job Description Builder Workbook – An Excel tool to help you access PMO staffing requirements.

This tool will help you assess staffing requirements to facilitate project management, business analysis, and organizational change management outcomes.

7. PMO Strategic Plan – A template to help you compose a PMO strategy.

This template will help you compose a PMO strategy. Follow the steps in the blueprint to complete the strategy.

8. Organizational Change Impact Analysis Tool – An Excel tool to analyze the impact of change to the organization.

Use the Organizational Change Impact Analysis Tool to analyze the effects of a change across the organization, and to assess the likelihood of adoption to right-size your OCM efforts.

9. PMO MS Project Plan – A template to map out timeline for completing the tasks to create your PMO.

Use this tool to determine the next steps and assign tasks to the appropriate people.


Member Testimonials

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.

9.6/10


Overall Impact

$84,090


Average $ Saved

47


Average Days Saved

Client

Experience

Impact

$ Saved

Days Saved

Arizona Department of Environmental Quality

Guided Implementation

10/10

N/A

50

The best part was having the information I needed to start building out a more proficient PMO. I also appreciated Long Dan's knowledge and patienc... Read More

The Pittsburgh Water and Sewer Authority

Guided Implementation

8/10

$32,499

10

I am very grateful for the guidance, tools, and insight that Matt is able to provide.

Roswell Park Cancer Institute Corporation

Guided Implementation

10/10

N/A

2

Louisiana Department of Health

Workshop

10/10

$2,599

50

Real applicable experience from Doug and his knowledge of the Medicaid and modularity realm to be able to apply PPMO appropriately to our state env... Read More

State of New Mexico - New Mexico Department of Public Safety

Guided Implementation

10/10

$7,799

16

South West Water

Guided Implementation

8/10

$3,280

3

University of Montana

Guided Implementation

10/10

$2,599

5

FortisAlberta Inc

Guided Implementation

9/10

$55,000

10

First Merchants Corporation

Guided Implementation

9/10

$32,499

5

Appreciated Matt's contextual experience to help with the application of the materials and his knowledge of the resources helping me shortcut direc... Read More

Central Peninsula General Hosp

Workshop

10/10

$64,999

120

Reddy delivered a very customized workshop that used the best of our existing PMO with the new guidance from our new CIO. We have a new leadership... Read More

North American Air Travel Insurance Agents Ltd.

Guided Implementation

10/10

$20,500

90

Matt Burton was fantastic! He's got a great energy and enthusiasm while being an expert in his domain. I am learning a lot from Matt and he's brin... Read More

Los Angeles County Probation

Guided Implementation

9/10

$12,999

50

State of New Mexico - New Mexico Department of Public Safety

Guided Implementation

10/10

$32,499

50

Walking through the blueprints made it easy to actually use them.

Oneida Nation

Guided Implementation

9/10

N/A

90

New York State Technology Enterprise Corporation

Guided Implementation

10/10

$259K

120

The workshop that accomplished deciding and defining our PMO as a team and the Roadmap to follow afterward.

Utah Valley University

Guided Implementation

10/10

$129K

5

This was a great call. I learned about new resources recently developed at InfoTech around a topic I've been researching for a long time. I really ... Read More

Hernando County Clerk of Circuit Court and Comptroller

Guided Implementation

10/10

$519K

115

Best part is working with Ugbad, being able to discuss our current issues and workflow for improving our ppm practices. Gaining her insight and fe... Read More

CHP Management Ltd.

Guided Implementation

10/10

N/A

N/A


Workshop: Prepare an Actionable Roadmap for Your PMO

Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Define

The Purpose

  • Get a common understanding of your PMO options.
  • Determine where you are and engage leadership.

Key Benefits Achieved

  • A clear vision for your PMO and an articulated reason for establishing it.
  • An understanding of you PMO goals and which challenges it sets to address.

Activities

Outputs

1.1

PPM Current State Scorecard

  • PPM Current State Scorecard Results
1.2

SWOT Analysis

  • SWOT Results
1.3

Current State and Leadership Engagement

  • PMO Role Development Tool
1.4

PMO Mandate and Vision

  • PMO Charter

Module 2: Staff

The Purpose

  • Identify organizational design.
  • Build job descriptions.

Key Benefits Achieved

  • An analysis of staffing requirements of your PMO that aligns with your mandate from phase 1.
  • Job description aids to fill the necessary roles.

Activities

Outputs

2.1

Right, Wrong, Missing, Confusing

  • Right, Wrong, Missing, Confusing Results
2.2

PMO Function, Roles, and Responsibilities

  • Job Description Survey Tool
2.3

Job Descriptions

  • Job Description Templates

Module 3: Plan

The Purpose

  • Create a roadmap.

Key Benefits Achieved

  • An actionable roadmap that can be presented to leadership and implemented.

Activities

Outputs

3.1

Roadmap Hierarchy and Staffing and Sizing

  • PMO Roadmap Draft
3.2

Governance and Authority

  • Governance Authority

Module 4: Change

The Purpose

  • Set up governance and OCM.

Key Benefits Achieved

  • An introduction to the concept of governance and tools for a change impact analysis.

Activities

Outputs

4.1

Analyze the impact of the change across multiple dimensions and stakeholder groups.

  • Organizational Change Impact Analysis Tool
4.2

Gain sponsorship.

  • Sponsor Template

Prepare an Actionable Roadmap for Your PMO

Turn planning into action with a realistic PMO timeline.

EXECUTIVE BRIEF

Analyst Perspective

Prepare an actionable roadmap for your PMO.

Photo of Ugbad Farah, PMP, Senior Research Analyst, PPM, Info-Tech Research Group

We all have junk drawers somewhere in our homes, and we probably try not to think about what’s going on in there. We’re just happy that they close and that the contents are concealed from anyone living in or passing through the house.

What goes in these junk drawers? Things that don’t have a home, things you don’t know what to do with, and things you don’t have the time or desire to deal with. Eventually, the drawer gets full, and it doesn’t serve you anymore because you can’t add anything else to it. Instead of cleaning the drawer and keeping the things you need, you throw everything away in one sweep. One day you will start the process again.

The junk drawer is like your project management office (PMO). The PMO is given projects that are barely scoped, projects that don’t have clear sponsors, and ad hoc administrative tasks you don’t have the time or desire to deal with. Inevitably, your PMO is out of capacity. This happens rather quickly, since it’s understaffed. You question its purpose because you made it a junk drawer. You even think about closing it. One day you will start the process again.

Use this blueprint to stop the madness. Learn how to properly define, staff, and plan a roadmap of a PMO that will actually serve your organization.

Ugbad Farah, PMP
Senior Research Analyst, PPM
Info-Tech Research Group

Your challenge

This research is designed to help organizations that are facing these challenges:

  • No visibility into projects
  • The organization views the PMO as unnecessary overhead
  • The PMO is not properly staffed to support the organization’s needs
  • Project managers/staff aren’t providing information or following processes
  • Leadership and sponsors are disengaged

Pie chart of 'IT Time Allocation by Area'. The grey section on the bottom left represents 'Projects and Project Portfolio Management, 11.5%'.
IT is responsible for many different business services. The data from Info-Tech’s IT Staffing diagnostic shows that 11.5% of staff time is spent on projects and project portfolio management. (Source: Info-Tech IT Staffing Benchmark Report)

PMOs can’t do everything and be all things to all people. Define limits with a strong mandate and effective staffing. Make sure you have the skills and capacity to support required PMO functions.

Project management chaos

PMOs get pulled into the day-to-day project and resourcing issues, making it difficult to focus on running a portfolio:

  1. Teammates seem unphased by overdue tasks and missed milestones.
  2. Fire drills may happen more often than planned projects.
  3. Resources are allocated and then redirected to something more urgent.
  4. Communication that’s stuck in silos, leading to confusion about priorities.
  5. Due dates mysteriously shift without explanation.
  6. Project teams are more focused on the due date than adoption and outcomes.

Common obstacles

IT and PMO leaders face several challenges.

  • Many people see the PMO as nothing more than the “project document police,” i.e. a source of red tape rather than a helpful support system. This impacts staffing and hiring.
  • The PMO is often misunderstood as a center for project management governance, when it also needs to facilitate the communication of project data from project teams to decision makers to ensure that appropriate decisions get made around resourcing, approval of new projects, etc.
  • Accountability is something that is not clearly defined for many activities that flow through the PMO. Business leaders, project workers, and project managers are rarely as aligned as they need to be.

The Reality

68% — Sixty-eight percent of stakeholders see their PMOs as sources of unnecessary bureaucratic red tape. (Source: KeyedIn, 2014)

50% — Fifty percent of PMOs close within the first three years due to such things as poorly defined mandates and poor leadership. (Source: KeyedIn, 2014)

Info-Tech’s approach

Prepare an Actionable Roadmap for Your PMO

The Info-Tech difference:

  1. Get a departmental job description first. Defining your PMO may not be as simple as it seems. Explore the boundaries of portfolio, project, resource, and organizational change management before jumping ahead with processes and tools.
  2. The staffing plan should come before your long-term plan. Get buy-in around your definition of the roles needed to run your PMO before articulating a long-term plan. Too often, plans have been accepted without the commensurate level of staffing. Our approach gives you a chance to put hiring on the roadmap as a predecessor to accountability.
  3. Keep your eye on the ball. Build your PMO around the operational imperative to recognize completed projects as an early milestone in broader changes. In other words, projects exist to create change.

Prepare an Actionable Roadmap for your PMO

Turn planning into action with a realistic PMO timeline.

50% of PMOs close within the first 3 years.

Logo for Info-Tech.


Logo for ITRG.

01 Define

DEFINE THE RIGHT KIND OF PMO

Establish the purpose of your PMO. Identify organizational needs to fill in gaps instead of duplicating efforts.

LOGICAL FALLACY
“If we approve more work, we'll get more done.”

A properly run portfolio reconciles demand (project requests) to supply (available people) and drives throughput by approving the amount of projects that can get done.

02 Staff

STAFF THE PMO FOR RESILIENCE

Analyze the staffing requirements for your PMOs mandate. Create purpose-built role descriptions.

FALSE ASSUMPTION
“Our best project manager should run the PMO.”

Your best project manager should be running projects and, no, they shouldn't do both.

03 Plan

PREPARE AN ACTIONABLE ROADMAP

The difference in a winning PMO is determined by a roadmap or plan created at the beginning. Leaders should understand the full scope of the plan before committing their teams to the project.

COMMON MISTAKE
“We'll get great at project management now and worry about portfolio management later.”

Too often, PMOs focus on project management rigor and plan to do portfolio management after that's done. But few successfully maintain the process long enough to get there. If you start with portfolio management, leadership might soften their demands for project management rigor.

04 Execute

ALIGN TO STRATEGIC PLAN

Use the power of organizational change management to ensure success and adoption. Iterate through the finer points of planning and execution to deploy the kind of PMO defined in step 1, with the people described in step 2, and the strategic roadmap articulated in step 3.

PROJECT MYOPIA
“Let's focus on delivering the project on time so we can move on to our next project.”

Don't forget why the idea got approved in the first place. The goal is to sustain beneficial business outcomes well beyond the completion of your project.

Info-Tech’s methodology for Preparing an Actionable Roadmap for Your PMO

1. Define the PMO 2. Staff the PMO 3. Prepare a Roadmap
Phase Steps
  1. Get a Common Understanding of Your PMO Options
  2. Determine Where You Are and Engage Leadership
  1. Identify Organizational Design
  2. Build Job Descriptions
  1. Create Roadmap
  2. Governance and OCM
Phase Outcomes A clear vision for your PMO and an articulated reason for establishing it.
An understanding of your PMO goals and which challenges it sets to address.
An analysis of staffing requirements of your PMO that aligns with your mandate from phase 1. Job descriptions help to fill the necessary roles. An actionable roadmap that can be presented to leadership and implemented. An introduction to the concept of governance and tools for a change impact analysis.

Insight summary

Overarching insight

There is a gap in the perception of the actual role of the PMO in many organizations by different stakeholder groups. Many people see the PMO police that produce red tape rather than a helpful support system. Those that need to present a coherent plan to leadership championing the need for a PMO often have an uphill battle.

Phase 1 insight

Determine the PMO’s role and needs and then determine your staff needs based on that PMO.

PMO leaders are all too often set up to fail, left to make successes out of PMOs that:

  1. have poorly defined mandates;
  2. lack the proper resourcing to support the services the organization requires; or
  3. lack executive leadership, vision, and backing.

Phase 2 insight

Staff the PMO according to its actual role and needs. Don’t rush to the assumption that PMO staff starts with accomplished project managers.

Many organizations have PMOs of one person, and it is simply not a long-term recipe for success. People in this situation have a lot of weight on their shoulders and feel like they are being set up to fail. It is very challenging for anyone to run a PMO alone without support or administrative help.

Phase 3 insight

The difference in a winning PMO is determined by a roadmap or plan created at the beginning.

When you are determining what your PMO will provide in the future, it is important to align the ambition of the PMO with the maturity of the business. Too often, a lot of effort is spent trying to convince businesses of the value of a PMO.

Blueprint deliverables

Each step of this blueprint is accompanied by supporting deliverables to help you accomplish your goals:

PMO Role Definition Tool Sample of the PMO Role Definition Tool deliverable. PMO Project Charter Template Sample of the PMO Project Charter Template deliverable.
Blank Job Description Template
Sample of the Blank Job Description Template deliverable.
Sample Job Descriptions
Sample of the Sample Job Descriptions deliverable.
PMO Job Description Builder Workbook
Sample of the PMO Job Description Builder Workbook deliverable.

Blueprint deliverables

Each step of this blueprint is accompanied by supporting deliverables to help you accomplish your goals:

PMO Strategic Plan
Sample of the PMO Strategic Plan deliverable.
PMO MS Project Plan Sample
Sample of the PMO MS Project Plan Sample deliverable.
Organizational Change Impact Analysis Tool
Sample of the Organizational Change Impact Analysis Tool deliverable.

Benefits

IT Benefits

  • Determine how you can fill gaps and not duplicate efforts to bring value to your organization.
  • Ensure that key PMO capabilities like portfolio management, project management, and organizational change management are in balance.
  • Staffing is purpose-driven. Avoid putting good people in the wrong role.

Business Benefits

  • Intake and governance have a primary focus and are not merely afterthoughts of someone primarily focused on project management methodology.
  • Avoid unrealistic commitments by ensuring better upfront analysis of ability to execute.
  • Ensure appropriately mandated sponsor management.

Info-Tech offers various levels of support to best suit your needs

DIY Toolkit

Guided Implementation

Workshop

Consulting

"Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful." "Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track." "We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place." "Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project."

Diagnostics and consistent frameworks used throughout all four options

Guided Implementation

A Guided Implementation (GI) is a series of calls with an Info-Tech analyst to help implement our best practices in your organization.

A typical GI is 8 to 12 calls over the course of 4 to 6 months.

What does a typical GI on this topic look like?

    Phase 1

  • Call #1: Scope requirements, objectives, and your specific challenges.
  • Call #2: Assess current state and determine PMO role/type.
  • Call #3: Complete job description survey.
  • Phase 2

  • Call #4: Analyze survey results and complete FTE analysis.
  • Call #5: Discuss necessary roles and create job descriptions.
  • Phase 3

  • Call #6: Discuss business goals and priorities.
  • Call #7: Identify and prioritize initiatives on roadmap.
  • Call #8: Discuss governance and organizational change.
  • Call #9: Summarize results in strategic plan and discuss next steps.

Workshop Overview

Contact your account representative for more information.
workshops@infotech.com1-888-670-8889

Day 1 Day 2 Day 3 Day 4 Day 5
Activities
Define

1.1 Review PPM Current State Scorecard Results

1.2 Get a Common Understanding of Your PMO Options

1.3 Conduct SWOT Analysis

1.4 Current State and Leadership Engagement

1.5 PMO Mandate and Vision

Staff

2.1 Identify Organizational Design

2.2 Right, Wrong, Missing, Confusing

2.3 PMO Function, Roles, and Responsibilities

2.4 Job Descriptions

Plan

3.1 Roadmap Top-Level Hierarchy

3.2 Roadmap Second-Level Hierarchy

3.2 Staffing and Sizing

3.3 Reconcile and Finalize Roadmap

3.4 Governance and Authority

Change

4.1 Importance of OCM

4.2 Sponsorship

4.3 Analyze the Impact of the Change Across Multiple Dimensions and Stakeholder Groups

Next Steps and Wrap-Up (offsite)

5.1 Complete in-progress deliverables from previous four days.

5.2 Set up review time for workshop deliverables and to discuss next steps.

Deliverables
  1. PPM Current State Scorecard
  2. SWOT Results
  3. PMO Role Development Tool
  4. PMO Charter
  1. Right, Wrong, Missing, Confusing Results
  2. Job Description Survey Tool
  3. Job Description Templates
  1. PMO Roadmap Draft
  2. Governance and Authority Activity
  1. Organizational Change Impact Analysis Tool
  2. Sponsor Template
  1. Completed PMO Roadmap draft
  2. PMO Strategic Plan draft

Prepare an Actionable Roadmap for Your PMO

Phase 1

Define the Right Kind of PMO

Phase 1

  • 1.1 Get a Common Understanding of Your PMO Options
  • 1.2 Determine Where You Are and Engage Your Leadership

Phase 2

  • 2.1 Identify Organizational Design
  • 2.2. Build Job Descriptions

Phase 3

  • 3.1 Create Roadmap
  • 3.2 Governance and OCM

A PMO may not simply be an office of project managers

Project management offices are evolving and taking on activities that differ from company to company.

1915 1930s 1950s 1980s 1990s
Frederick Taylor introduces the PMO with the implementation of the scientific management method and the increase in the number and complexity of projects. The US Air Corps creates a Project Office function to monitor aircraft development (probably the first record of the term being used). The US military starts developing complex missile systems. Each weapon system was composed of several sub-projects grouped together in system program offices (SPOs). This built the structures underlying the traditional PMO. The Project Office concept exported to construction and IT. The PMO gains a lot of momentum with professional associations and project management certifications becoming recognized industry standards.

Organizations are confused about what a PMO is, whether they should have one, and what it should do

PMBOK

The responsibilities of a PMO can range from providing project management support functions to the direct management of one or more projects. The PMO is an organizational body assigned with various responsibilities related to the centralized and coordinated management of those projects under its domain.

The PMO may play a role in supporting strategic alignment and delivering organizational value, integrating data and information for organizational strategic projects, and evaluating how higher-level strategic objectives are being fulfilled.

COBIT

The PMO can be responsible for portfolio maintenance, setting a standard approach for project and program and portfolio management.

OPM

The PMO is an organizational body assigned with various responsibilities related to the centralized and coordinated management of those projects under its domain.

In an effort to set a standard, the governance frameworks have over complicated it for most of us.

Use Info-Tech’s framework to create the PMO that works for your organization

Determine the Services Your PMO Will Provide
Manage your PMO services in alignment with your mandate and your organization’s needs.

Establish Your PMO’s Mandate
Figure out the purpose of your PMO and write it down so it’s clear to your leadership. Align your mandate to the organization’s needs.

Ensure Organizational Needs Are Being Met
Before you can decide on what your PMO will do, find out who’s doing what in your organization so you can fill gaps instead of duplicating efforts.

Hierarchy of PMO Needs
Hierarchy of PMO needs with 'Organizational Needs' as the base, 'PMO Mandate' in the middle, and 'PMO Services' at the top.

Info-Tech Insight

Consider the principles of Maslow’s Hierarchy of Needs, which view the lower tiers of the hierarchy as fundamentally required to validate the pursuit of the higher tiers.

Step 1.1

Get a Common Understanding of Your PMO Options

Activities
  • 1.1.1 Review PMO Types
  • 1.1.2 SWOT Analysis

This step will walk you through the following activities:

  • Review Info-Tech’s PMO Types
  • Complete a Strengths, Weaknesses, Opportunities, and Threats Analysis

This step involves the following participants:

  • PMO director and/or portfolio manager
  • PMO staff/stakeholders
  • Project managers

Outcomes of this step

  • Current state analysis
Define the Right Kind of PMO
Step 1.1 Step 1.2

Turn planning into action with a realistic PMO timeline.

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

MEMBER RATING

9.6/10
Overall Impact

$84,090
Average $ Saved

47
Average Days Saved

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve.

Read what our members are saying

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

Need Extra Help?
Speak With An Analyst

Get the help you need in this 3-phase advisory process. You'll receive 9 touchpoints with our researchers, all included in your membership.

Guided Implementation 1: Define the PMO
  • Call 1: Scope requirements, objectives, and your specific challenges.

Guided Implementation 2: Staff the PMO
  • Call 1: Assess current state and determine PMO role/type.
  • Call 2: Complete job description survey.
  • Call 3: Analyze survey results and complete FTE analysis.
  • Call 4: Discuss necessary roles and create job descriptions.

Guided Implementation 3: Prepare a Roadmap
  • Call 1: Discuss business goals and priorities.
  • Call 2: Identify and prioritize initiatives on roadmap.
  • Call 3: Discuss governance and organizational change management.
  • Call 4: Summarize results in strategic plan and discuss next steps.

Author

Ugbad Farah

Contributors

30 Anonymous Contributors

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