We were tasked to develop and implement a Global Project Management Office (PMO) approach aligned with existing regional PMOs, fostering strategic agenda ownership across regions. The objectives included creating a globally synchronized PMO, conceptualizing a value-driven governance model, refining tracking methodologies for program-specific value, and developing frameworks/templates for project lifecycle management. Additionally, we assisted in implementing the new global PMO, enabling strategic agenda delivery. Our approach aimed to establish a cohesive project management foundation globally, ensuring strategic alignment, accountability, and efficiency.
Industry: Manufacturing
Company size: ~21,000 employees
Project duration: 4 months
Steering governance: In developing the steering governance for the Global PMO, we prioritized clarity and efficiency. We began by clearly defining roles and responsibilities and assessed the existing governance for improvement. We designed a flexible meeting schedule, identified essential participants, and established straightforward guidelines and agendas for each meeting. This practical approach ensured focused discussions aligned with project goals, enhancing decision-making within the Global PMO's adaptable governance framework.
Progress and value tracking: In advancing progress and impact tracking within the Global PMO, we prioritized practicality and precision. Initially, we clarified overall value delivery targets and drivers, ensuring comprehensive understanding. We defined program-level KPIs for effective progress measurement and developed a tracking methodology in synch with finance. To enhance actionable insights, we broke down upcoming period value targets into distinct, manageable projects. This systematic approach facilitated a nuanced understanding of progress, ensuring the Global PMO's commitment to delivering tangible value and impactful outcomes.
Frameworks and templates: In shaping frameworks and templates for the Global PMO, we kept it straightforward. We started by ensuring everyone had a shared understanding of what's important for developing templates and frameworks. We checked what templates and frameworks were already in use. Then, we created or refined templates and frameworks for essentials like project charters, business cases, and status updates. This practical approach aimed to provide clarity and consistency across projects, ensuring the Global PMO operates with efficient and standardized tools.
TTE Strategy