Gartner has identified seven best practices to help PMO leaders adapt to such developments and demonstrate the PMO's value to the business.
It can take years to build a track record of improving PPM maturity and getting better IT investment results. It is, however, possible to quicken the process by identifying "easy wins" and improving delivery for a few highly visible and important PMO projects. It's critical to demonstrate the value of the PMO. This will ensure stakeholder commitment and support for future PMO-driven initiatives.
Agreed metrics are important, but they should be complemented by promoting the PMO's success stories to the organization. This is less about "hard" numbers and more about the tangible benefits that are recognized by stakeholders, such as how shorter timescales for project completion have contributed to the solving of key business problems (overlong time-to-market for new products, for instance). In terms of benefits that are hard to measure, it may be appropriate to use surveys to measure the value the PMO provides.
Consequently, the PMO's configuration and staffing may no longer be ideal and may need to change to reflect the new focus. "An effective PMO continuously reexamines its processes and capabilities to ensure they are in line with the current needs of the business," said Ms. Schoen.