Valor De La Pmo

The Value of the
Project Management Office
March 2009
A survey conducted by
Pole to Pole Communications,
on behalf of CA

CONTENTS THE VALUE OF THE PROJECT MANAGEMENT OFFICE

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Contents
1.0 Survey highlights
1.1 Gartner PPM (Project Portfolio Management) Maturity Model

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2.0
2.1
2.2
2.3

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Preface
Research methodology
Industries participating inthe survey
Size of organisations participating in the survey

3.0 Executive summary
3.1 Key survey findings
3.2 Highlights

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4.0
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11

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Research findings
Centralised Project Management Office (PMO) shows the way forward
The PMO is nothing new
The PMO comes in all sizesCentralised or dispersed PMO?
The PMO is a strategic asset
The PMO is a valued function within the organisation
The PMO is a strategic asset for business decision making
The PMO demonstrates value to the business
Delivering on time, on budget, and aligned to business objectives
PPM accelerates PMO maturity
There is always room for improvement

SURVEY HIGHLIGHTS THE VALUE OF THE PROJECTMANAGEMENT OFFICE

1.0 Survey highlights
The European Project Management Office (PMO) Value Survey revealed the following highlights:
• The PMO is gaining increased responsibility, influence and acceptance within the business as a strategic
enabler of business change
• Organisations with a centrally managed PMO experience perceive it as a strategic asset when it comes to
business decision-making• Using the Gartner PPM Maturity Model1 as a guide, the survey found that companies with a centrally
managed PMO display a consistently higher level of PPM maturity in terms of people, PPM processes,
technology, and financial management. A more mature and sophisticated PPM discipline helps those
organisations derive business value from their investments more quickly
• Most organisations lacka single system of record (a centrally managed PPM system). Instead they rely on
spreadsheets, Microsoft Project plans and disparate siloed systems, resulting in significant efforts to
produce regular reports and differing views on the status of project commitments
• Respondents with a centrally managed PPM system perceive themselves as more valued and accepted by
their business customers.This helps streamline and enhance project execution while simultaneously
delivering greater value from IT investments
• The value of the PMO is measured in terms of basic cost control, resource utilisation and optimisation.
Respondents do not currently see the need to measure project success in terms of ROI and benefits delivered
• Using the four dimensions of Gartner’s PPM Maturity Model (seeover) as a guide, the majority
of respondents gave themselves low maturity ratings based on the four dimensions (People, PPM
Processes, Technology, and Financial Management)

1 “PMOs: One Size Does Not Fit All”, Gartner RAS Core Research Note G00155081, February 2008.

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SURVEY HIGHLIGHTS THE VALUE OF THE PROJECT MANAGEMENT OFFICE

Gartner PPM
Maturity Model

Level 0:Nonexistent – ad hoc

Level 1:
Initial – reactive

Level 2:
Developing –
emerging discipline

Level 3:
Defined –
initial integration

Level 4:
Managed –
increasing efficiency

Level 5:
Optimized –
enterprise-orientation

People

Staff assigned to
projects on a firstavailable basis. PPM
activity limited to
interests and actions of
individual managers.

Priority projects getappropriate staffing –
everything else is "first
available." Nascent PPM
leader role – primarily
still an individualmanager focus.

PMO(s) established.
Programmes
increasingly managed
in-house. Project
staffing/resource
capacity issues begin
to be addressed.

PPM leader role
formalised and
increasing
specialisation trend
beginning. Sharedresource pools
formalized.

Network of...