In-Depth Report

The Impact of

PMO
S
on Strategy

Implementation

PMIs Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation

November 2013

REPOSITIONING THE PMO

PMOs are suffering an identity crisis.
Typically responsible for project and program delivery management
and centralized within the organization, PMOs are well-placed to be the
conduit for executing an organizations portfolio of projects and strategic
initiatives. However, exploratory research conducted by PMI at the 2012
PMO Symposium and with PMIs Global Executive Council1 revealed that
PMOs are struggling with defining their role within organizations and
demonstrating their value, despite evidence suggesting that PMOs offer a
suite of benefits to organizations that champion them.
In Transforming the Program Management Office into a Results
Management Office, Deloitte notes that despite the perceived need
for PMOs, their ambiguous role and often incomplete implementation
limit their effectiveness. Traditional PMOs have become paper tigers,
ineffective at managing programs to achieve results.2
Furthermore, project management practitioners talk confidently to each
other about what the PMO does, but the truth of the matter is that no
two are alike. There is an abundance of literature and research on the topic
of PMOs, which demonstrates that various types of PMO structures exist
and that these structures act in different ways, perform different tasks
and implement organizational strategy in varying ways. However, there
is no agreed on nomenclature that identifies, defines or separates these
different PMOs. There is no formalized model and no standard consensus
on the right form of a PMO. There is also little consensus even on
fundamental notions, such as what the letters PMO actually stand for.
However, the importance of successfully managing projects and programs
primarily through the PMO is made clear in PMIs 2013 Pulse of the
Profession, which uncovered that organizations undervaluing project
management generally spend less time, money and effort on critical
functions such as talent management. The result was a clear drop in rates
of project success: firms risk US$135 million for every US$1 billion spent
on projects.
With this amount of money at stake, it is not surprising that Pulse
research also shows that the number of PMOs in organizations is generally
on the rise, with about 70 percent of organizations having one compared
with just 61 percent in 2006.

2013 Project Management Institute, Inc. PMI.org/Pulse

PMIs Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation

Despiteor perhaps because ofthis fast growth in PMO recognition,

organizations have not extracted the full benefits from the PMO,
especially in cases where PMOs lack the cohesiveness, direction from top
managers and clarity of purpose to work efficiently and create value. The
way they are structured, the power and influence they wield and the goals
and objectives they set out to complete can vary dramatically.

November 2013

Results Management Office

PMIs Pulse of the Profession: PMO Frameworks identifies the most

prevalent PMO structures in practice today. It defines and quantifies the
roles and responsibilities of each and profiles configurations across a
number of different variables (see next page). This companion report is
a starting point to understanding the current state of PMO practice and
provides information to help move the PMO into the future.
PMIs research on PMOs shows that the business unit PMO is the most
common type, present in 54 percent of organizations. However, one size
certainly does not fit all, and organizations tend to structure their PMO to
the needs of the business as well as their project management maturity
level. Therefore, it is not surprising that our research also found that
organizations have at least two types of PMOs.
PMOs completed an average of US$100 million worth of projects in
2012. Additionally, they delivered around US$71 million in value by way
of revenue increases and/or cost reductions. The extent of the financial
investment and gains at stake make it imperative that PMOs continue to
evolve to maximize their value.
This report demonstrates that regardless of PMO type, the alignment of
the PMO to the goals of the organization is key to driving strategy
implementation. The research identifies how best-performing PMOs
are structured and how growing organizations can develop them for the
most positive results. The data demonstrates that PMOs that harness
key capabilities will drive the successful implementation of strategy and
ultimately show more value to their organization. High-performing PMOs
are more than three times as likely as their low-performing peers to reach
their full potential in contributing business value to their organizations.3
Consequently, the financial performance of these organizations is far more
likely to be ranked above average compared to competitors with lowperforming PMOs.4

Figure 1: Variety of names used to refer to the

PMO

Furthermore, this report makes it clear that high-performing PMOs nurture

capabilities that enable organizations to successfully implement strategy,
contribute more value to their organization and ultimately impact financial
performance.
2013 Project Management Institute, Inc. PMI.org/Pulse

PMIs Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation

November 2013

Most Prevalent PMO Frameworks and their Primary Functions

Organizational Unit PMO/Business Unit PMO/Divisional PMO/Departmental PMO:
Provides project-related services to support a business unit
% who have this PMO in their organization:
Primary Functions Performed (top 3 listed with % responding):

Project/Program Delivery Management:

54%
46%

Standards, Methodologies, Processes:

15%

15%

Portfolio Management Prioritization:

Project Support/Services/Controls Office or PMO:

Provides enabling processes to continuously support management of project, program or portfolio work
% who have this PMO in their organization:
Primary Functions Performed (top 3 listed with % responding):

Project/Program Delivery Management:

44%
47%

Standards, Methodologies, Processes:

19%

12%

Portfolio Management Prioritization:

Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO:
Highest-level PMO often responsible for alignment of project and program work to strategy
% who have this PMO in their organization:
Primary Functions Performed (top 3 listed with % responding):

39%

Project/Program Delivery Management:

30%

Portfolio Management Prioritization:

25%

Standards, Methodologies, Processes:

20%

Center of Excellence/Center of Competency:

Supports project work by equipping the organization with methodologies, standards and tools
% who have this PMO in their organization:
Primary Functions Performed (top 3 listed with % responding):

35%

Standards, Methodologies, Processes:

41%

24%

Project/Program Delivery Management:

Strategic Planning:

14%

Project-Specific PMO/Project Office/Program Office:

Provides project-related services as a temporary entity established to support a specific project or program
% who have this PMO in their organization:
Primary functions performed (top 3 listed with % responding)

Project/Program Delivery Management:

46%

Standards, Methodologies, Processes:

16%

Governance and Performance Management:

11%

Source: Pulse of the Profession: PMO Frameworks

31%

2013 Project Management Institute, Inc. PMI.org/Pulse

PMIs Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation

November 2013

ALIGNMENT OF THE PMO

LEADS TO IMPACT ON
STRATEGY IMPLEMENTATION
Some PMO types are easier to align with organizational strategy than
others. There are many reasons for this, but most importantly it is the
perceived role of the PMO within the organization and whether it is
considered instrumental in achieving organizational success. Another key
factor is the attitudes of senior managers and the access of the PMO to the
chief executive and board members who offer a better chance of aligning
PMOs to organization strategies.
Project-specific PMOstemporary entities established to support a specific
initiativeclaim the highest level of business value realization among
the PMO types. Nearly half of project-specific PMOs indicate they have
realized their full potential in contributing business value to the organization
compared to less than a third of the other PMO frameworks. This could
be because project-specific PMOs are also more likely to report directly to
chief executives31 percent versus 17 percentand therefore have a clear
understanding of project objectives and unambiguous direction.
But the data is clear: there is still room for improvement across the board.
Just 33 percent of respondents said their PMO has realized its full potential
in contributing business value to the organization (Figure 2).
Overall, a PMO with a broader business-wide responsibilitysuch as an
enterprise-wide PMO (EPMO)is closest to delivering such value because
it is more likely to routinely help in aligning project outcomes to strategic
priorities (Figure 3). EPMOs are statistically more likely to also provide
portfolio reporting and strategic alignment services, with 77 percent offering
the former service and 65 percent offering the latter.
Ultimately, organizations that elevate the PMO to a strategic decisionmaking level are far more likely to be high performers, according to our
findings. In fact, 42 percent of PMOs believe a more strategic orientation
among project owners and stakeholders is a top way to increase the
effectiveness of the PMO. Similarly, 34 percent pointed to the alignment of
project requests and organizational strategy, whereas the same ratio quoted
increased engagement with senior leaders as a likely factor.

FullPotential
Potential
Full

33%
Figure 2: Percent reporting their PMO has fully
realized its potential to contribute business
value to the organization.

77%
57%

Portfolio
Reporting

65%
42%

Strategic
Alignment
EPMO

62%
43%

58%

35%

Project
Confirmatgiiocn Alignment
of Strate s
w/Strategic
Prioritie
Objectives
Other PMO Type

Figure 3: Services routinely provided by PMO

type.

2013 Project Management Institute, Inc. PMI.org/Pulse

PMIs Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation

StrategicExecution
Execution
Strategic

November 2013

The 2013 report Effective Project Management Offices: An APQC Best

Practice Study attests that Best-practice PMOs go beyond alignment
with strategic initiatives; they are involved in creating and implementing
organizational strategy.5
PMIs research confirms this: PMO leaders cite project alignment to
strategic objectives as the top-rated PMO function having the greatest
potential for adding real business value to organizational activities.
Alignment of projects to the goals of the organization is, therefore,
instrumental in increasing business value. And PMOs that are frequently
involved in project alignment to strategic objectives of the organization
are nearly twice as likely to be a high-performing PMO as those rarely
involved (21 percent versus 12 percent). Additionally, high-performing
PMOs are able to implement strategy more effectively, rating better than
their peers on strategy formulation and four times more likely than low
performers to execute formulated strategy (Figure 4).

LowHighPerforming Performing
PMOs
PMOs
Figure 4: High Performers are four times more
likely than Low Performers to be rated better
than their peers on strategy execution.

2013 Project Management Institute, Inc. PMI.org/Pulse

PMIs Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation

November 2013

COMPETENCIES OF HIGHPERFORMING PMOs

High-performing PMOs are more than three times as likely to realize their
potential in contributing value to their organizations as low-performing
PMOs (56 percent verses 17 percent) and are much more likely to rank
their company financial performance as above average: 69 percent
versus 41 percent.
PMIs in-depth research on PMOs identifies specific capabilities within
three broad areas that demonstrate how high-performing PMOs
effectively implement the strategy of the organization and drive business
value.

Create an
organizational
culture of project
management

Continually
evaluate
PMO
performance

Evolve and
improve through
knowledge
management and
change management

2013 Project Management Institute, Inc. PMI.org/Pulse

PMIs Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation

November 2013

Create an organizational culture

of project management
The most effective organizations not only recognize the need for project,
program and portfolio management in everything that they do, but also
give the PMO its proper credencemanagement authority, support and
toolswithin the operational structure of the business. It is vital that top
executives understand the PMO and the best way to deploy and support it.
To create a culture that embraces project management and to increase
the business value they bring to the organization, PMOs need to have clear
direction, governance and support. They must be 1) staffed with skilled
personnel and 2) have access to top management.
A key factor in fostering a culture that values organizational project
management is understanding the importance of supplying the appropriate
amount of skilled talent. Skilled employees are the backbone of successful
organizations, but they are particularly important in the project
management office and our findings show underperforming PMOs lacking
in skilled personnel, both in terms of raw numbers and appropriate levels of
training for the staff they do have. Insufficient resources were quoted by 36
percent of respondents as one of the biggest barriers to successful strategy
implementation.
Ensuring sufficient skilled talent in the organization results in success.
Compared with low performers, high performers are more than twice as
likely to have the right skills base (27 percent versus 58 percent) and are
much more likely to have adequate numbers of people (24 percent versus
42 percent).
According to the Economist Intelligence Unit study Why Good Strategies
Fail: Lessons for the C-Suite, only 18 percent of top executives say that the
hiring of people with the necessary business skills or leadership talent to
drive strategy implementation is a very high priority at their firms.6 Our
research confirms this: only 42 percent of PMOs said high-priority strategic
initiatives at their organization normally received sufficiently skilled
personnel, whereas just 32 percent said they received the right number of
staff personnel to carry out projects.
Additionally, successful PMOs take part in the formulation of strategy.
The insight they gain from this enables them to guide the prioritization of

2013 Project Management Institute, Inc. PMI.org/Pulse

PMIs Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation

November 2013

strategic initiatives and ultimately increases their chance for successful

implementation.
Organizational support of the PMO starts with clear direction, governance
and support. As noted in Effective Project Management Offices: An APQC
Best Practices Study, at best-practice organizations, there is a well-defined,
clear governance structure and established roles between the PMO and
the leadership team. PMIs research on PMOs shows that two out of
five PMO leaders cite lack of direction and governance as the reason the
value of their PMO is not being fully realized. While many PMO leaders
believe that a key to increasing the effectiveness of their office includes a
better understanding of project management throughout the organization
(43 percent), there is a lack of awareness of the benefits of the PMO (30
percent).
PMIs research indicates that 49 percent of low-performing PMOs
described their organization as accepting of project management, but
projects are executed inconsistently with poor completion rates and
inefficient resources. On the other hand, just four percent of highperforming PMOs agreed that description applied to their organization.
As noted previously, project alignment is vital to contributing to the
business value of an organizations activities. High-performing PMOs
are twice as likely as low performers to be involved in the early stages of
strategic management, including the formulation of the strategy and the
identification and prioritization of strategic initiatives (Figure 5).

Strategic management processes PMO is routinely

involved with.
High-Performing PMOs
Low-Performing PMOs

62%
45%
32%
Project
identification
& prioritization

21%
Strategy
formulation

Figure 5: Strategic management processes with

which PMO is routinely involved.

In some cases, there is a link between strong PMOs and their access to
top-level management: high performers are almost twice as likely to report
directly to the chief executive27 percent compared with 15 percent of
low performers.
Forrester Researchs 2011 report Are You Ready to Transform Your PMO?
also demonstrates the need for a stronger linkage between the PMO and
senior executives: PMOs that have been able to bring change report
directly into senior management. The most successful PMO leaders we
interviewed report to C-level executives, which gives the PMO authority
to enforce changes as well as accountability for supporting practices that
drive company success.7

2013 Project Management Institute, Inc. PMI.org/Pulse

PMIs Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation

November 2013

Continually evaluate PMO

performance

Monitor & Assess

MonitorPerformance
& Assess Performance

77%

High-Performing
PMOs

54%

Low-Performing
PMOs

Figure 6: Percentage of high-performing

PMOs that routinely monitor and assess results
compared to low-performing PMOs.

Staying true to the goals of a project or program has always been a key
element of success, but scope creep and new priorities not aligned to
strategic goals can skew projects off-course. It is therefore important for
PMOs to evaluate performance, be self-critical and assess work in the
context of the organizations overall success. This consequently reinforces
the business value of the PMO and helps senior managers understand the
contribution being made.
PMIs research supports this approach: three-quarters of PMOs carry
out fundamental checks by tracking their progress and filing reports
either weekly or monthly. Key performance criteria for these reports
tend to cover a variety of critical components including project delivery
versus schedule evaluations (74 percent) as well as customer feedback
evaluations (67 percent) and cost reviews (63 percent).
Overall, high-performing PMOs are routinely involved in results
monitoring and assessment (Figure 6). Moreover, 44 percent of highperforming PMOs measure themselves by criteria other than simply
project metrics compared to only 32 percent of low performers who do so.
How successful PMOs evaluate their progress is evident from the methods
used by high performers:
zz Conduct project owner feedback evaluations: 61 percent of high
performers routinely do this compared to 33 percent of low
performers
zz Seek feedback from other stakeholders: again, 60 percent of high
performers do this, whereas only 41 percent of low performers
engage with their stakeholders.
zz Seek feedback from customers: while only 58 percent of low
performers sought such crucial feedback, 76 percent of high
performers considered this as part of their evaluation process.
High performers are also far more likely to make basic evaluations of
the project. Eighty-six percent looked at project delivery versus the
original schedule (compared with 68 percent of low performers) and cost
versus the original budget (74 percent, compared with 58 percent of low
performers).

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PMIs Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation

November 2013

High-performing PMOs routinely interact with each other within

organizations to ensure consistency and the alignment on delivery of
goals. Separate research by PMI into the relationship between highperforming departmental PMOs and their enterprise PMOs revealed
that 49 percent of high performers often consulted the EPMO over risk
assessments, whereas 45 percent communicated to realign or prioritize
the portfolio. Low performers reported only 28 percent and 29 percent,
respectively.
The figures also revealed that high-performing PMOs routinely
provide performance reporting and performance management,
including assessment of key metrics and KPIs, compliance and financial
management. Additionally, high performers are much more likely than low
performers to routinely look for ways to incorporate process development
and improvement.
Such evaluations charting whether a project has come in on time and on
budget were found to be fairly standard, but high-performing PMOs were
also more likely to assess project quality and collect feedback from the
project owner (61 percent) than low performers (33 percent). As noted in
Are You Ready to Transform Your PMO? by Forrester Research, practices
such as polling key stakeholders to find out whats important to them
and coaching project managers to set metrics at the start of each project
enables the PMO to get a realistic view of portfolio and project progress
as well as how effectively the process is working.
Providing this information to senior executives reinforces the value the
PMO offers the organization and also promotes transparency. Changing
Change Management, A Blueprint That Takes Hold by The Boston
Consulting Group (BCG) stresses the importance of this transparency: It
has to be easy for leaders to get clear operational insights so that they can
respond quickly before targets are missed making necessary course
corrections across the range of change activities by adjusting critical
allocations of resources, time and their own attention.8
Another report by BCG, the 2013 report Strategic Initiative Management:
The PMO Imperative, strongly attributes this to the well-positioned PMO
in an organization: With the initiative roadmaps having been rigortested, the PMO well positioned, its role clearly understood, and the right
processes established for gauging progress against upcoming milestones
and objectives, strategically aligned PMOs provide the means for the
business managers tasked with delivery to provide senior executives the

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PMIs Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation

November 2013

information they need and only that information with enough time to
make course corrections and ensure that the initiative gets delivered in
terms of both impact and timing.9
High-performing PMOs know the importance of assessing their
performance continually. Assessing performance and reporting out
the results reminds senior management of the value the PMO brings
to the organization. Reporting on project-specific metrics is standard,
but successful PMOs go beyond this by assessing project quality and by
soliciting feedback from key stakeholders. And they do not stop there.
They use the information they collect to continuously improve their
practices, which encourages efficiencies and drives successful strategy
execution.

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November 2013

Evolve and improve through

knowledge management and change
management
Results of continual assessments of projects, programs and portfolios
need to be provided to senior executives in order for organizations to
transfer valuable knowledge gained with each strategic implementation.
However, according to the Economist Intelligence Units Why Good
Strategies Fail: Lessons for the C-Suite, Only 40% of survey respondents
say their companies are good or excellent at feeding back lessons
from successful implementation into strategic planning, and just 33%
when it comes to unsuccessful ones. Worse, 33% have no method for
doing so, and most companies rely on informal onessuch as an overlap
between those who engage in formulation and those who take on
implementation. Since learning and improving is a key aspect of creating
a high-performing PMO, a commitment to knowledge management and
change management improves processes and ensures future optimization.

Continual
Feedback

PMO

C-Level
Figure 7: Success comes from ensuring continual feedback between those formulating
strategy and those implementing strategy.

Findings from a recent Forrester Research report Map Your Journey to

the Future with Next-Generation Portfolio Management corroborates
this: Feedback loops, when they exist, provide information about team
progress, risk, product quality, measures of application health, and the
degree to which products, capabilities and services satisfy business
needs. The lack of transparency into the demand-to-delivery cycle causes
companies to toll away efficiently on low-value work rather than focusing

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PMIs Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation

November 2013

on being effectivedoing the right work at the right time. Business

change happens too quickly and continuously for planning to remain a
discrete exercise done annually and reconciled quarterly. Business
leaders need to continuously evaluate opportunities based on changing
market conditions and internal capacity (feedback loops) and compare
alternatives in order to optimize outcomes.10
All strategic change in an organization happens through projects
and programs. High-performing PMOs on the whole have a greater
commitment to learning and improving their approach to successful
project and programs. They are significantly more likely to focus on
areas of responsibility that are not typically considered the primary
or secondary focus of the PMO, such as knowledge management and
organizational change management.
A focus on knowledge management ensures that there are practices
in place to transfer the insights and experiences of a team working
on strategic initiatives with other teams throughout the organization
facing similar challenges or opportunities. Collaboration is essential to
making this work effectively. High-performing PMOs know this, because
approximately 65 percent of high performers regularly communicate
lessons learned and 59 percent consider the impact of collaboration
on projects. This compares with only 49 percent and 40 percent of
low performers, respectively. And as highlighted in PMIs Pulse of the
Profession In-Depth Report: The Essential Role of Communications,
messages need to be tailored to stakeholder groups. PMOs need to need
to speak the language of the C-Suite to show their value and to ensure
alignment with objectives.
Successful execution of strategy also requires emphasis on organizational
change management. A lack of change management skills are the biggest
barrier to successful strategy implementation, according to 38 percent of
PMOs. High performers are committed to understanding key factors of
successful change such as communications (69 percent versus 54 percent)
and stakeholder satisfaction (68 percent compared with 44 percent).
High-performing PMOs understand that sharing insights and experiences
with others in the organization improves the value the PMO bring to
the business. Also critical to success is a commitment to the capabilities
needed to drive the organization from the current to future state.

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November 2013

Conclusion
PMOs are still maturing.
High-performing PMOsthose with the greatest force behind the
completion of successful projects are perceived as an integral part
of strategy implementation. They are given a set of specific priorities
and are tasked with making projects work in a way that complements
business goals. They have support, both financial and in the form of skilled
employees, and are asked to improve with each project by learning from
their mistakes. Our research confirms that PMOs equipped with a high
level of decision-making authority, as well as influence at the C-suite level,
are much more effective than those operating at a lower level and lacking
the proper resources.
Effective organizations are often those with confident PMOs that are
self-critical and prepared to hear feedbackpositive and negativefrom
stakeholders, and that are keen to act on advice to continually improve
the processes that underpin success in project and program management
and therefore drive business results.

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PMIs Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation

November 2013

About this report

Research for PMIs Pulse of the Profession In-Depth Report: The Impact of
PMOs on Strategy Implementation was conducted in July 2013 among 533
PMO leaders who have final decision-making authority for their PMO.

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References
1 PMIs Global Executive Council is a community of decision makers, subject
matter experts and influencers who believe that shared learning, along with
program and project management, can bring about real change and improve
business results. The Council contains representatives from approximately
80 globally recognized and influential organizations, ranging from financial
institutions and IT to aerospace, defense and energy.
2 Deloitte Consulting. Transforming the Program Management Office into a
Results Management Office. 2009.
3 High-performing PMOs are those that achieve 80 percent or more projects on
time, on budget and meeting original goals.
4 Low-performing PMOs are those that achieve 60 percent or fewer projects on
time, on budget and meeting original goals.
5 APQC (American Productivity & Quality Center). Effective Project Management
Offices: An APQC Best Practices Study. 2013.
6 Economist Intelligence Unit. Why Good Strategies Fail: Lessons for the C-Suite.
2013.
7 Forrester Research. Are You Ready to Transform Your PMO? 2011.
8 The Boston Consulting Group. Changing Change Management, A Blueprint
That Takes Hold. 2012.
9 The Boston Consulting Group. Strategic Initiative Management: The PMO
Imperative. 2013.
10 Forrester Research. Map Your Journey to the Future with Next-Generation
Portfolio Management. 2013.

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