The next generation Program Management Office (PMO) isn't a cost center, it's a value center
Is your PMO viewed as a budget line item and an administrative burden or a source of real value?
- Engage stakeholders and integrate strategies to unlock innovative potential. Many organizations develop strategies focused on platforms or initiatives. These strategies propel focused efforts (cloud, mobile, shared services) but limit awareness of the potential that can be harnessed by a unified strategy--one that promotes technology convergence and innovation. As we see with modern mobile devices, convergence of functions and technology has produced industries, created enormous social networks, and harnessed disruptive forces to unlock new value. PMOs serve as a facilitator and governor for change. By surfacing ideas, technology, functions, and capabilities that offer strategic synergies, program managers can help to shape strategies to manage risk and digital transformation.
- Collect and use data to drive strategic and operational insights. The best decisions are made with good data. When PMOs integrate data from across the organization, they’re better prepared to shape strategy, inform decision-making, and track performance. A value-driven PMO:
- Adds a new dimension by collecting financial, project, and operational data.
- Delivers analysis that offers rich views of performance that take the guesswork out of decisions.
- Makes data useful to the enterprise by harnessing models and tools that help managers explore customer perspectives on performance, business performance against plans, and how tradeoffs impact capability performance.
- Produce information that builds consensus and takes the guesswork out of decision-making. PMOs should use information from across the enterprise and from outside sources to inform the decision-making process. They should work with decision-making bodies to make sure that they’re on the same page when it comes to plans, objectives, and strategies. And they should record decisions quickly to share with stakeholder communities who’ll be impacted. Following these practices will ensure adherence to federal government compliance laws and regulations, and compliance standards like TechStat, PortfolioStat, AcqStat, and the Federal Information Technology Acquisition Reform Act (FITARA).
- Help prepare organizations for change. Policy and product roll-outs work best when you prepare the workforce for what’s coming. Organizational change management seeks to build awareness of a change, knowledge of how workers will be impacted, desire to accept the change, and knowledge of how to adopt and succeed. The Next Generation PMO assists with stakeholder engagement, communications, and educational efforts that prepare a workforce for change. In an age of disruption, these capabilities have never been more important.
- Do the basics better with the Next Generation PMO. Traditional PMO functions are still just as important as they ever were. Integration of traditional PMO functions within the Next Generation PMO framework ensures that information dependencies are known, information is shared, and consistently meaningful information is available to program stakeholders.
- Manage innovation and continuous learning through the PMO. To get true value from innovation efforts, organizations need processes and controls to guide prototyping, learn from the good and bad, and advance qualifying efforts to projects that scale. As integrators, process stewards, and information analysts, PMO personnel are uniquely suited to performing innovation management and sharing the lessons learned from innovation efforts.
Don’t Be Overhead. Be A Value Center.
Becoming known as a value center rather than a cost center all starts with a different way of thinking about a PMO’s contribution to the organization and the programs it serves. New approaches, more expansive skillsets, and new PMO products are needed. New types of data should be captured, analyzed, and leveraged to help managers evolve their programs. We should keep developing, tracking, and analyzing program metrics, yes, but we need to do the same with outcome metrics as well. This shift will help transition your PMO from a cost center to a value center.
How is your PMO operating today? Do your stakeholders view your contributions as value added or as process overhead? Break through traditional PMO performance and take your organization to the next level with ICF Value Center.