Are you looking to maximise the value that PMOs play in your organisation? Although there are many types and designs of a PMOs, each plays a role in the transformation of an organisation and the attainment of organisational goals. This presentation explores lessons of designing, delivering and assuring organisational transformation from the perspective of the PMO Cockpit. It will explore the relationships of your PMO with business as usual functions, organisational governance and other PMOs. The presenter hopes that some of the insights will help put you in the drivers seat when designing your future PMO.

1. Future PMO Summit
Transformation Touchpoints and Truths
Lessons from the PMO Cockpit
Dr Andrew Schuster
Director Strategy and Transformation
Twitter: @andrewschuster
LinkedIn: @schusterandrew
Sep 2017

2. Let us start with some definitions
• PMO supports one or many portfolios, programmes or
projects
• A portfolio includes programmes, projects and related
business as usual activities
2© Dr Andrew Schuster, PwC UK

3. A view from the
PMO cockpit
Transformation
Strategy
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4. © Dr Andrew Schuster, PwC UK
PMO as a facilitator of change
Need to
change
Ability to
change
Willingness to
change
4
leadership, stakeholder and their
transformation journey
organisational
capability
transformation strategy
and objectives

5. © Dr Andrew Schuster, PwC UK
Transformation value position
Transformation
Complexity
Transformation
Scope
Change
Supporter
Change
Partner
Change
Driver
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6. © Dr Andrew Schuster, PwC UK
The way in which the PMO engages with organisation matters.
9
Re-active behaviour Degree of behaviour Pro-active behaviour
Activity expected to be completed
at a minimum centrally
Not at all Partly Largely Fully
Description of the issues
Manage a to do list
Drives goals, standards to pursue
optimised outcomes
Report delays on individual
initiatives
Possesses a holistic view of the
programmes breaking down silos and
perspectives
Report on milestones achieved
and not achieved
Questions and challenges progress of
initiatives
Relay information
Interpreting information to provide an
independent view of the portfolio
Report on risks and issues
Aggregates identification and
management of risk and issues
responses and action plans
Receives information and
problems
Seeks and sources information to aid
solutions
Goals
Perspective
Challenge
Aggregation of info
Interprets
Seeks information
PMO value: reactive or proactive behaviour

7. A view from the
PMO cockpit
Design
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8. © Dr Andrew Schuster, PwC UK
Types of PMOs
Centre of Excellence
Is all about..
P3 capability
Knowledge management
Skills and resourcing
Strategy Delivery
Is all about..
Investment
prioritisation
Portfolio optimisation
Benefits (VfM)
Delivery Support
Is all about..
Oversight and control
Administration
Project Specific
Inter-dependent
delivery
Is all about..
Target operating model
Co-delivery
Risk Assurance
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9. © Dr Andrew Schuster, PwC UK
The profile of your PMOs design
Centre of
Excellence
Strategy
Delivery
Delivery
Support
Inter-
dependent
Delivery
Centre of
Excellence
Strategy
Delivery
Delivery
Support
Inter-dependent
Delivery
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10. A view from the
PMO cockpit
Services
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11. © Dr Andrew Schuster, PwC UK
PMO services – Case Study 1
Delivery
Monitor, Review and Reporting
Risk, Issue and Change Management
Finance
Commercial Management
Quality Assurance
Information Management
Asset and Configuration Management
Transition Management
Secretariat (admin)
Planning
Portfolio Build, Prioritization, Analysis and Reporting
Programme and Project Start Up and Closure
Planning and Estimating
Stakeholder Engagement and Communications
Capacity Planning and Resource Management
Benefits Realization and Management
Performance Monitoring
Centre of Excellence
Standards and Methods (Process and Tools)
Internal Consultancy
Organizational Learning
Knowledge Management
Planning People and Skills (Competencies)
Source: Axelos (2008) – derived from Hobbs and Aubry (2007)
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12. © Dr Andrew Schuster, PwC UK
PMO Services – Case Study 2
Programme and
Project Delivery
Commissioning
Setting
Mandate
Business
Justification
Planning
Risks/Issues
Dependencies
Project
Initiation
Resource/
Finance
Stakeholder/
Comms
Closing
Benefits
Realisation
Proj/Prog
Closure
Lessons
Learned
Business As
Usual Planning
Business Planning
Programme
Management
Benefit
Reaslisation
People
Management
Risk And
Control
Financial
Management
Capability
Development
Management Framework
And Guidance
Transformation
Strategy
Values and
Behaviours
Leadership
Narratives
Skills & Knowledge
Management
Technical &
Knowledge Systems
Directorate and Programme Performance
Performance
Data Analysis
Exception
Reporting
Risk / Benefit
Mapping
Monthly
Reporting
Action
Planning
Staff Engagement
Learning
Events
Specialist
Skill Development
Temporary Staff
Management
Team / Line
Leadership
Objectives &
Performance
Business
Management
Strategy / Policy
Management
Data / Information
Management
Procurement and
Contract Management
Organisational
Performance Management
Facilities and
Estates
Talent
Management
Stakeholder
Engagement
Multi-channel
Engagement Strategy
Programme Brand
External
Engagement Platforms
Patient-centred
Engagement
Media
Engagement
Public
Events
Corporate Governance and Risk Assurance
SRO
Risk and Audit
Committee
Portfolio
Management
Internal Audit
CxO
Accountabilities
Co-Delivery
Management
People Capacity &
Capability
Co-delivery
Strategy / Plan
Performance
Management
IT & Security
Assurance
Commercial
Assurance
Inter-organisational
Team Management
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13. A view from the
PMO cockpit
Making it real
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14. © Dr Andrew Schuster, PwC UK
The size of a PMO depends on context
May range between 3% and 5% of the portfolio value
Varies according to need and ability to change:
• Project-based organising capability
• Value proposition
• Portfolio headcount
• Services offered and maturity
• Existence of other PMOs
• Number of organizational boundaries
Reconstituted, on average, every 18 to 24 months as the context
and services required change
Example
Portfolio WTE
Illustrative
PMO WTE
30 3
60 6
120 7
200 9
500 17
1000 25
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15. © Dr Andrew Schuster, PwC UK
The PMO design and implementation journey
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Step 1:
define
where
you are
Step 2:
analyse
transformation
and
organisation
Step 3:
design PMO(s)
Step 4:
implement
PMO services
Step 5:
reassess
Align to transformation strategy and support with a coherent narrative
Assure against good practice
Develop (recruit) high quality specialists
Co-design and co-development
Develop explicit values and norms
Success
factors

16. © Dr Andrew Schuster, PwC UK
Take aways …
• Understand how the PMO supports organisational governance
• Portfolio, programme or project boards
• Internal audit
• External audit / reviews
• Data (knowledge / intelligence) is at the core of the PMO
• Keep an eye on the skills and knowledge you need in the PMO
and changes over time
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17. © Dr Andrew Schuster, PwC UK
Resources
• Axelos: What is P3O? (https://www.axelos.com/best-practice-
solutions/p3o/what-is-p3o)
• PMI: PMO Thought Leadership (www.pmi.org/Learning/pmo-
thought-leadership.aspx)
• APM: Body of Knowledge (https://www.apm.org.uk/BOK6)
• PwC: Digital PMO
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18. For further discussion …
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© 2017 PricewaterhouseCoopers LLP All rights reserved. In this document, “PwC” refers to PricewaterhouseCoopers LLP which is a member firm of
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Dr Andrew Schuster
PwC | Director – Strategy and Transformation
Mobile: 075 2592 6444
Email: andrew.schuster@pwc.com
Twitter: @andrewschuster
LinkedIn: @schusterandrew