3. ‘Report on what the business really cares about.’
Key performance indicators (KPIs) play an important role in helping project teams identify the required and agreed-on strategic objectives and measure progress. Whether quantitative or qualitative KPIs are used, a PMO should be able to regularly report progress to project sponsors and stakeholders. They should be able to provide considerable visibility into project, program and portfolio performance with absolute confidence.
4. ‘Build a framework that shows how the PMO aligns with strategic enterprise objectives.’
A project manager and PMO’s value can only be recognizable if stakeholders and executives can distinguish a direct line back to strategic goals. There also has to be clear direction and ongoing, transparent communication that flows from project leaders to all areas of the company about how projects are progressing toward those goals. If a project manager can effectively communicate how the efforts of the team are geared toward successfully meeting goals, it helps to pave the way when issues arise, and teams get sidetracked.
5. ‘Provide senior managers with simple, unambiguous information.’
Project leaders need to sit down with project sponsors, executives, stakeholders, and teams at the start of any project and nail down the precise information each is looking for regarding KPIs and ongoing project insights. If this is something that’s murky from the start, how can a project manager determine the types of data they need to sift through to gather useful, timely and relevant business intelligence. Too much information can be just as bad as no information. Ensure the right tools are in place to offer each area with relevant to-the-point dashboards that can provide at-a-glance takeaways. It should be a project manager's goal to seek and leverage tools that help them capture pertinent real-time data from multiple sources and display it visually so teams can quickly and easily access KPIs in an instant. This helps teams and stakeholders to understand how they are performing and where they are in relation to project goals in an instant.
6. ‘Highlight the PMO's achievements.’
Project managers should be able to explain how the gathered business intelligence ties into the achievements of the PMO. Information collection and analysis is only worth the exercise if there is a link back to the PMO activities in relation to stakeholder needs.
7. ‘Evolve the PMO to support bimodal IT and digital business.’
The PMO and all project professionals should remain in a perpetual state of improvement. It is necessary to continually review processes, internal resources, technologies, culture, etc., to make sure stakeholder needs and strategic goals are being met. What works today isn’t necessarily going to work tomorrow. Project managers need to continually evolve to keep pace.
Sign up for CIO Asia eNewsletters.