When I started in project management over 20 years ago, I learned the importance of measuring our project’s scope, schedule and budget. As a leader, these were key areas we reported against to reflect our ability to deliver the work with a common metric for all projects. The project finish line was most frequently associated with “go-live” and turnover. It was exhilarating for the project team to cross this line. However, for the organization that requested the project, the excitement of the anticipated change was now real. So, just when the project team celebrated the go-live and closeness to the finish line, the operation teams were at the starting line of change impact. Even though the project implemented, the change impact lagged after the project closed.
As PMOs evaluate their place in the future and align with delivering a strategy and business value, PMO leaders will need to make sure there is a plan to account for project success measurements and attainment. Depending on the magnitude of the change, the desired outcomes may take months to accomplish and require adjustments to the initial process, tools, or data. Planning for this time, support and measurement are important for the return on investment for the project. Otherwise the projects deliver but the value may not.
As we begin a new year, it is important to align with leadership on what the PMO needs to report: just the completion of the project and/or attainment of the intended value. Scope, schedule and budget are still important and should continue. However, PMOs may need to incorporate a timeline for change impact and metrics measurement post project to ensure the value finish line is achieved and reported. When we can show that projects achieve their desired outcomes, leadership will continue to use PMOs to deliver strategy and operational improvements.
MTS would enjoy working with you to support setting up your PMO in a new way to make sure your projects cross the finish line with the intended value!
About the author:
Diane Johnson Morris, PMP, CSM is an Industrial Engineer, certified PMP, and CSM. She has over 30 years of experience in the Defense, Retail, Restaurants, and Healthcare. She has supported Manufacturing, Supply Chain, Strategy and Information Technology functions in various roles including Engineer, Process Leader, Strategy/Portfolio Manager, Program/Project Manager, and PMO Director.
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