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Research Report: Secrets of High Performing Projects

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Secrets of High Performing Projects 26 Governance and PMOs The next section of our survey looked at various aspects of governance, oversight and management of projects, including the use of PMOs in respondents' organizations. It's with PMOs that we started. Note that when we talk about high and low performers in this section, we are returning to our original definition based on the responses to question six on the ability to achieve business benefits, not the COVID-19 specific responses from the section above. 14. Which statement best describes the Project Management Office (PMO) model in place to support your large-scale engineering, construction or major equipment manufacturing projects? Our first question in this area was simply to understand whether the organizations represented in our survey had a PMO and, if so, what type of model they used. We provided a list of different options and asked respondents to select the one that matched their model. The list was: § We have a central strategic enterprise PMO with satellite departmental PMOs § We only have a central strategic enterprise PMO § We have departmental PMOs in all departments § We have departmental PMOs only in some departments § We don't have any PMOs Almost half of our respondents (49.8%) indicated that their employer had a central strategic enterprise PMO, a strong indicator of the growing importance of that function. 32.3%, almost a third of participants, indicated that this central strategic enterprise PMO was the only one they had. This is a strong indicator of central control over initiatives but is a model that may prove difficult to maintain as organizations grow and diversify. Over a quarter, 26.3%, indicated that they don't have any PMOs. This is perhaps a slightly higher than expected number but is likely a reflection of the fact that PMOs are still not always valued, and that they are not always established with a mandate that can make them successful. Only 9.5% of participants reported having departmental PMOs in all departments, suggesting this is seen only as an interim step towards the establishment of a central function as a logical next step. PMOs were not a key differentiator of project performance. Among our high performing organizations in terms of business outcomes 52.1% had some form of central strategic enterprise PMO model, slightly above the survey average of 49.8%, but not significantly so. 27.1% of this group also reported having no PMOs, also above the survey average. More than a quarter of survey respondents don't have any form of PMO.

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