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Set a Strategic Course of Action for the PMO in 100 Days

Use your first 100 days as PMO leader to define a mandate for long-term success.

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Without taking a strategic approach to your first 100 days in the PMO, you risk:

  • Alienating stakeholders
  • Developing processes that fail to address the right challenges
  • Setting a course for the PMO that is bound to fail

A strategic approach to your first 100 days will help you:

  • Garner stakeholder buy-in
  • Develop targeted processes that deliver improved project outcomes
  • Ensure a successful and sustainable long-term course for the PMO

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Onsite 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 onsite delivery of our Project Workshops. We take you through every phase of your project and ensure that you have a road map in place to complete your project successfully.

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Module 1: Assess the Current Project Ecosystem

The Purpose

  • Quickly develop an on-the-ground view of the organization’s project ecosystem and the PMO’s abilities to effectively serve.

Key Benefits Achieved

  • A comprehensive and actionable understanding of the PMO’s tactical environment

Activities: Outputs:
1.1 Perform a PMO SWOT analysis.
  • Overview of current strengths, weaknesses, opportunities, and threats
1.2 Assess the organization’s portfolio management, project management, and organizational change management capability levels.
  • Documentation of your current process maturity to execute key portfolio management, project management, and organizational change management functions
1.3 Take inventory of the PMO’s resourcing levels, project demand levels, and tools and artifacts.
  • Stock of the PMO’s current access to PPM personnel relative to total project demand

Module 2: Analyze PMO Stakeholders

The Purpose

  • Determine stakeholder expectations for the PMO.

Key Benefits Achieved

  • An accurate understanding of others’ expectations to help ensure the PMO’s course of action is responsive to organizational culture and strategy

Activities: Outputs:
2.1 Conduct a PMO Mission Identification Survey with key stakeholders.
  • An understanding of expected PMO outcomes
2.2 Map the PMO’s stakeholder network.
  • A stakeholder map and list of key stakeholders
2.3 Analyze key stakeholders for influence, interest, and support.
  • A prioritized PMO requirements gathering elicitation plan

Module 3: Determine Strategic Expectations and Define the Tactical Plan

The Purpose

  • Develop a process and method to turn stakeholder requirements into a strategic vision for the PMO.

Key Benefits Achieved

  • A strategic course of action for the PMO that is responsive to stakeholders’ expectations.

Activities: Outputs:
3.1 Assess the PMO’s ability to support stakeholder expectations.
  • An understanding of PMO capacity and limits
3.2 Use Info-Tech’s PMO Strategic Expectations glossary to turn raw process and service requirements into specific strategic expectations.
  • A preliminary PMO mandate
3.3 Define an actionable tactical plan for each of the strategic expectations in your mandate.
  • High-level statements of strategy to help support your mandate

Module 4: Formalize the PMO’s Mandate and Roadmap

The Purpose

  • Establish a final PMO mandate and a process to help garner stakeholder buy-in to the PMO’s long-term vision.

Key Benefits Achieved

  • A viable PMO course of action complete with stakeholder buy-i

Activities: Outputs:
4.1 Finalize the PMO implementation timeline.
  • A 3-to-5-year implementation timeline for key PMO process and staffing initiatives
4.2 Finalize Info-Tech’s PMO Mandate and Strategy Roadmap Template.
  • A ready-to-present strategy document
4.3 Present the PMO’s strategy to key stakeholders.
  • Stakeholder buy-in to the PMO’s mandate
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