Business entities are currently facing megatrends. In this regard, they need to adopt attitudes and develop responses when dealing with megatrends: Digitalisation, for example, affects all business entities. Similarly, business entities need to consider how climate action can be aligned with business objectives. In addition, strategies are required for business entities to be able to stabilise their supply chains during times of crisis.
The PMO coordinates key transformation projects
Many business entities have already responded to these issues and demonstrated their ability to transform by adapting their business models accordingly and initiating projects as well as extensive programs that need to be coordinated centrally. Many business entities rely on a Project Management Office (PMO) to manage these complex projects and ensure their success. Everything comes together in the PMO, for example, when new ERP systems are introduced or financial structures are optimised.
Leaders provide clear recommendations for action
In our trend analysis “PMO – Success Factor for Transformation Projects”, we examined how PMOs contribute and what requirements are placed on them. To this end, we interviewed leaders from internationally renowned business entities. The discussions give clear recommendations for action and success factors.
Partner, Consulting, Digital Finance
KPMG AG Wirtschaftsprüfungsgesellschaft
Processes become more effective and more efficient
It becomes clear that Project Management Offices make a notable contribution to the successful completion of projects. A PMO acts as a strategic advisor to the project management. Business entities that choose a PMO will therefore help to achieve a more efficient and effective project delivery by establishing standardised procedures and processes in the PMO. A PMO can function as a kind of steering control, anticipating certain risks and counteracting them accordingly. In order to increase the chances of success, a PMO should be involved in the project management in good time.
Clear process descriptions and easy-to-use systems
The PMO does not only define procedures and processes. Where respondents are concerned, quality criteria and standards are also included. In our survey, they recommend defining clear process descriptions and providing employees with the appropriate tools. These systems should be easy to use, allowing users to work on them simultaneously and check the current project status.
Clear accountabilities with a broad-based team
There is also agreement among the leaders we surveyed about the fact that a PMO can only work successfully if it is given a high profile and is firmly anchored in the project organisation. Responsibilities should be clearly laid down; the team working in the PMO should be broad-based and bring together employees with different skill sets. It may also make sense to bring in external reinforcements.
Checklist provides guidance for future implementation
Our trend analysis details six dimensions necessary to build a successful PMO. Those with practical experience also get a chance to provide input. They explain what they think it will take to successfully position a PMO for the long term. Companies that have not yet implemented a PMO can see at a glance from a checklist what should be considered at the time of establishment.
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