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How Do You Know if Your PMO is Successful? Part I: Constraints Management Services

How Do You Know if Your PMO is Successful? Part I: Constraints Management Services

A project should never lose value due to a known organisational constraint.

All organisations have constraints on how many (and how well) they can do projects. PMO constraints management is required when:

  • the volume of projects is such that no overall view is known
  • projects decisions are made in isolation but draw on a common pool of resources, funds and impact the same business areas
  • management need/want an overall view of ‘what’s happening’ and the future implications.
The goal is to ensure no project is constrained by or loses value due to a known organisational constraint through timely action to resolve any potential problems or constraints, harnessing whatever power and authority is required to remove the constraint. The measures of success can, therefore, be:
  • Demand forecast accuracy
  • Progress reporting ease of understanding, accuracy, timeliness and relevance including identification of the key issues/trends for management
  • Total value delivered versus business case/approved plans
  • Investment portfolio status and profile — plus trends over time
  • Future resource needs visibility/analysis.
How do your PMO measurements stack up?


Further support and useful tools to help you manage your investments, projects and portfolio are available from valuedeliverymanagement.com .

For the previous series by Jed Simms visit "PMO: What’s in a name?".

Jed Simms is CIO magazine's project management columnist. Simms, founder of projects and benefits delivery research firm Capability Management, is also the developer of specialised project management and project governance Web site valuedeliverymanagement.com

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