Selling the PMO to the CFO is like any sales proposition: it takes a good service and knowing how to close the deal. The two keys are a PMO structure that adds appropriate, measurable value to the organisation, and the ability to effectively make a case for funding in a highly competitive arena.
James Foreman and Paul Travers will explore the make-up of the PMO and how to measure its effectiveness, correlating functions and cost to the need and value-add. The starting point is wide agreement on why the PMO should be established in the first place, what functions it will perform, and how it will be evaluated. Appropriate measurements for the functions and the consequences of not performing them will be addressed.
With the design and measurements of the PMO in place, you’ll be ready to present a credible business case to the CFO. Keeping in mind that the CFO, and the entire executive team have competing demands for limited resources, your case for the PMO must be clear and concise. It has to stand out from the competition in the eyes of the CFO and the entire executive team. The PMO can be a harder sell since there’s no obvious revenue stream associated with it. Tips for understanding the competitive landscape and designing the presentation at the executive level will be given.
A PMO can have a variety of characteristics, and evolve over time to keep in step as the organisational project management capability and practices evolve to meet changing needs. As the PMO evolves and grows, the definition of success and value add (and thus measurement) will also evolve. The presenters will explain the need to sell and re-sell the PMO on a periodic, sometimes annual basis.
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*The Project Management Institute requires that a PMP® earn 60 Professional Development Units (PDUs) every three years in order to maintain certification. More Information on PMP® Certification.
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