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How Does Your PMO Measure Up?
The document outlines a webinar focused on assessing organizational excellence, led by Dawn Ringrose, which discusses how PMOs measure against industry benchmarks. It details the principles and management areas key to enhancing organizational performance, with research findings and examples from various sectors. The discussion emphasizes the importance of leadership, customer focus, and continuous improvement in achieving excellence.
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How Does Your PMO Measure Up?
- 1. 1 PMOfficers all rightsreserved 2020-21 Webinars Series The Magic of the PMO Speaker Dawn Ringrose Principal, Organizational Excellence Specialists Moderator: PMOfficers Associated Consultant Date: Wednesday 15th of September 2021 Barcelona (Spain) 20.00 Local Time Sponsored by OBJECTIVE: • To review the current state of organizational excellence by size, industry sector and region and consider how your PMO measures up and compares to others How Does Your PMO Measure Up?
- 2. 2 PMOfficers all rightsreserved 2020-21 Dawn Ringrose Dawn Ringrose is author of the Organizational Excellence Framework publication and accompanying turnkey toolkit. Her work has been shared in international journals and conferences and has been selected by a global foundation for use in nation building projects. She is passionate about transferring knowledge to other professionals so they can strengthen the performance of organizations. With scale, she believes this work will contribute to a local economy, trade and resident quality of life.
- 3. 3 PMOfficers all rightsreserved 2020-21 1. Success Story 2. Study Background 3. Teaser Assessment 4. Full Assessment 5. Key Findings 6. Conclusions ROUND QUESTIONS
- 4. 4 PMOfficers all rightsreserved 2020-21 Alberta Infrastructure, Capital Projects Division, Canada
- 5. 5 PMOfficers all rightsreserved 2020-21 Alberta Infrastructure, Capital Projects Division, Canada: • Schools, libraries, courts, auditoriums, tourism attractions ... • Journey to excellence started in Spring 2009 • Achieved national recognition in Summer 2011 • Steps along the way: ▫Training ▫Assessing ▫Implementing ▫Celebrating • Realized improvement in results for leadership, planning, customers, employees, work processes, suppliers & partners • During the journey, incorporated Health Capital Projects (20) and employees (125) seamlessly! Source: www.emeraldinsight.com/tqm.htm, ISSN 1754-2731, Vol 25 No 4, 2013
- 6. 6 PMOfficers all rightsreserved 2020-21
- 7. 7 PMOfficers all rightsreserved 2020-21 Research Partners: • First launched in 2015 by Organizational Excellence Technical Committee QMD ASQ and supported by: ▫ISO Technical Committee 176 ▫International Academy for Quality ▫Global Benchmarking Network • Led and continued (2019) by Organizational Excellence Specialists • Exceptional effort by volunteer research team
- 8. 8 PMOfficers all rightsreserved 2020-21 Organizational Excellence Framework Principles Key Management Areas
- 9. 9 PMOfficers all rightsreserved 2020-21 Principles: 1. Leadership Involvement 2. Alignment 3. Focus on the Customer 4. People Involvement 5. Prevention Based Process Management 6. Partnership Development 7. Continuous Improvement 8. Data Based Decision Making 9. Societal Commitment
- 10. 10 PMOfficers all rightsreserved 2020-21 Key Management Areas: 1. Governance 2. Leadership 3. Planning 4. Customers 5. Employees 6. Work Processes 7. Suppliers and Partners 8. Resource Management 9. Continuous Improvement & Performance Measurement
- 11. 11 PMOfficers all rightsreserved 2020-21 Data Collected: • Role • Size • Type • Industry sector • Region (Country) • Self-assessment ratings and open-ended comments: ▫Principles ▫Key Management Areas ▫Best Management Practices
- 12. 12 PMOfficers all rightsreserved 2020-21 Aggregate Results Shared: • OETC open LinkedIn site • BPIR news • GBN newsletters • OES webpage • International conferences in Brazil, Canada, China, India, Indonesia, Iran, New Zealand, Slovenia, Spain, United Arab Emirates, United States • Project intended to benefit all stakeholders: ▫Excellence community ▫Working population at large https://organizationalexcellencespecialists.ca/workshops-events/global-oe-index/
- 13. 13 PMOfficers all rightsreserved 2020-21
- 14. 14 PMOfficers all rightsreserved 2020-21 7.44 6.92 7.73 6.77 6.25 6.78 6.64 6.20 6.72 0 1 2 3 4 5 6 7 8 9 10 Leadership involvement Alignment Focus on the customer People involvement Prevention based process management Partnership development Continuous improvement Data based decision making Societal commitment Principles
- 15. 15 PMOfficers all rightsreserved 2020-21 6.93 6.79 6.79 6.76 0 1 2 3 4 5 6 7 8 9 10 Leader Management Staff Other Principles by Role
- 16. 16 PMOfficers all rightsreserved 2020-21 7.03 6.60 6.69 6.84 0 1 2 3 4 5 6 7 8 9 10 Micro Small Medium Large Principles by Size
- 17. 17 PMOfficers all rightsreserved 2020-21 6.52 6.92 6.67 0 1 2 3 4 5 6 7 8 9 10 Government Business Non-Profit Association Principles by Type
- 18. 18 PMOfficers all rightsreserved 2020-21 6.71 6.87 0 1 2 3 4 5 6 7 8 9 10 Manufacturing Service Principles by General Sector
- 19. 19 PMOfficers all rightsreserved 2020-21 7.18 6.82 7.46 7.26 6.61 7.36 6.34 6.94 7.15 5.31 7.26 6.39 0 1 2 3 4 5 6 7 8 9 10 Construction Education Electricity, Gas, Steam, Air Conditioning Financial and Insurance Human Health and Social Work Information and Communication Manufacturing Other Service Professional, Scientific and Technical Public Administration Transportation and Storage Wholesale and Retail Principles by Specific Industry Sector
- 20. 20 PMOfficers all rightsreserved 2020-21 7.18 7.07 6.62 6.92 5.79 7.03 6.79 0 1 2 3 4 5 6 7 8 9 10 East Asia & Pacific Europe & Central Asia Latin America & Caribbean Middle East & North Africa North America South Asia Sub-Saharan Africa Principles by Region
- 21. 21 PMOfficers all rightsreserved 2020-21 Management, Large size, Government, Service sector, Education sector, Chile: “Our organization is new to this kind of approach – strengths are few and opportunities are multiple.”
- 22. 22 PMOfficers all rightsreserved 2020-21 Management, Small size, Business, Manufacturing sector, Mexico: Strength - “High involvement of all in aspects of customer satisfaction (quality, delivery, cost).” Opportunity -”More investment in training.”
- 23. 23 PMOfficers all rightsreserved 2020-21 Staff, Large size, Business, Manufacturing sector, Brazil: Strength - “Good customer and supplier relationship. Company geographically close to customer. Staff like to work here. Owners want to know about the issues.” Opportunity - “Data collection and analysis in most departments. Owner’s management philosophy is very autocratic. Human resource action to prevent conflict between departments.”
- 24. 24 PMOfficers all rightsreserved 2020-21
- 25. 25 PMOfficers all rightsreserved 2020-21 5.79 5.49 5.11 5.76 5.24 5.25 5.01 5.25 5.47 5.29 5.71 0 1 2 3 4 5 6 7 8 9 10 Governance Leadership Planning Customers Employees Work Processes Suppliers & Partners Resource Management Continuous Improvement Performance Measurement (KMA) Performance Measurement (O) Key Management Areas
- 26. 26 PMOfficers all rightsreserved 2020-21 5.81 5.82 6.33 5.51 5.62 5.67 0 1 2 3 4 5 6 7 8 9 10 1.1 Identify governance responsibility to stakeholders 1.2 Implement system of authority, accountability, control 1.3 Ensure governance system meets obligations* 1.4 Establish governance processes at all appropriate levels 1.5 Act as model of good practice for the community 1.6 Communicate policy & strategy to stakeholders Governance
- 27. 27 PMOfficers all rightsreserved 2020-21 5.91 5.67 5.80 5.84 4.92 5.47 5.93 5.33 4.82 5.88 5.52 5.28 5.07 5.84 5.14 0 1 2 3 4 5 6 7 8 9 10 2.1 Develop corporate statements* 2.2 Communicate corporate statements to all levels* 2.3 Identify factors that contribute to organizational… 2.4 Develop strategic plan that will guide toward vision 2.5 Use risk mgmt to assess strategic goals & objectives 2.6 Monitor & review strategic plan on regular basis 2.7 Ensure senior mgmt demonstrates commitment to… 2.8 Ensure senior mgmt participates in professional… 2.9 Remove barriers to organizational effectiveness 2.10 Promote teamwork amongst employees* 2.11 Communicate openly to employees about… 2.12 Share responsibility, accountability, leadership 2.13 Link senior mgmt rewards & recognition to… 2.14 Demonstrate responsibility to society &… 2.15 Learn from ideas & practices & share internally &… Leadership
- 28. 28 PMOfficers all rightsreserved 2020-21 5.67 5.51 4.47 4.95 5.29 4.32 5.02 5.36 5.41 0 1 2 3 4 5 6 7 8 9 10 3.1 Use factual information for business planning* 3.2 Create business plan that supports strategic… 3.3 Develop contingency plans for unforeseen… 3.4 Communicate & integrate business plan… 3.5 Allocate resources to ensure implementation… 3.6 Conduct capability gap analysis for resources 3.7 Reallocate resource requirements to adjust… 3.8 Monitor & review business plan regularly* 3.9 Make changes to business plan aimed at… Planning
- 29. 29 PMOfficers all rightsreserved 2020-21 5.15 6.01 5.97 6.01 5.42 5.65 5.81 6.22 5.62 0 1 2 3 4 5 6 7 8 9 10 4.1 Use research to define & segment customers* 4.2 Determine customer needs & expectations* 4.3 Communicate value of products & services to… 4.4 Align employees on importance of customer* 4.5 Train & empower employees to be advocates… 4.6 Ensure positive experiences by managing… 4.7 Make it easy for customer to do business &… 4.8 Respond successfully to customer feedback* 4.9 Reaffirm presence in established markets Customers
- 30. 30 PMOfficers all rightsreserved 2020-21 5.20 5.48 5.46 5.07 5.12 5.74 4.57 5.39 5.29 5.12 5.77 4.71 0 1 2 3 4 5 6 7 8 9 10 5.1 Undertake human resource planning that… 5.2 Recruit & select people for mutual success* 5.3 Promote equal opportunity & diversity 5.4 Ensure people understand & commit to… 5.5 Get people involved with improvement… 5.6 Encourage employees to share ideas &… 5.7 Encourage employees to be innovative &… 5.8 Determine training needs of employees &… 5.9 Ensure employees have adequate… 5.10 Reward & recognize strong performance* 5.11 Ensure healthy workplace environment &… 5.12 Remove barriers to employee effectiveness Employees
- 31. 31 PMOfficers all rightsreserved 2020-21 5.59 5.45 5.41 5.14 6.20 5.44 5.11 5.29 4.35 4.51 0 1 2 3 4 5 6 7 8 9 10 6.1 Design & document key processes* 6.2 Ensure service standards met consistently* 6.3 Ensure system standards met consistently* 6.4 Ensure processes in place to address change 6.5 Take corrective action when problems occur* 6.6 Prevent recurrence of problems by making… 6.7 Analyze processes on regular basis & make… 6.8 Communicate changes in process to… 6.9 Involve stakeholders in designing & analyzing… 6.10 Use external data to compare performance… Work Processes
- 32. 32 PMOfficers all rightsreserved 2020-21 5.55 5.59 4.95 4.66 4.30 0 1 2 3 4 5 6 7 8 9 10 7.1 Select suppliers & partners on basis of criteria* 7.2 Develop win-win partnering arrangements* 7.3 Share information with suppliers & partners that link to plans* 7.4 Involve suppliers & partners in new products & services 7.5 Involve suppliers & partners in social & environmental standards Suppliers and Partners
- 33. 33 PMOfficers all rightsreserved 2020-21 5.54 5.20 5.45 5.31 5.43 5.08 5.16 4.84 0 1 2 3 4 5 6 7 8 9 10 8.1 Define resource requirements* 8.2 Develop strategy to manage resources effectively* 8.3 Manage security of resources 8.4 Minimize adverse impact of products & services* 8.5 Manage assets to improve life cycle performance 8.6 Identify technology & related cost-benefit 8.7 Provide access for stakeholders to knowledge & information 8.8 Prepare for resource interruptions Resource Management
- 34. 34 PMOfficers all rightsreserved 2020-21 5.41 5.89 5.45 5.95 5.40 5.50 5.08 5.06 0 1 2 3 4 5 6 7 8 9 10 9.1.1 Governance* 9.1.2 Leadership* 9.1.3 Planning* 9.1.4 Customers* 9.1.5 Employees* 9.1.6 Work Processes* 9.1.7 Suppliers & Partners* 9.1.8 Resource Management* Continuous Improvement
- 35. 35 PMOfficers all rightsreserved 2020-21 5.17 5.43 5.36 5.54 5.33 5.33 4.97 5.19 0 1 2 3 4 5 6 7 8 9 10 9.2.1 Governance measures 9.2.2 Leadership measures 9.2.3 Planning measures 9.2.4 Customer measures 9.2.5 Employee measures 9.2.6 Work process measures 9.2.7 Supplier & partner measures 9.2.8 Resource management measures Performance Measurement (KMA)
- 36. 36 PMOfficers all rightsreserved 2020-21 5.77 5.30 5.71 5.48 6.40 5.43 6.29 5.89 5.91 5.39 5.17 5.82 0 1 2 3 4 5 6 7 8 9 10 9.3.1 Organizational relevance to marketplace 9.3.2 Organizational capability to manage change 9.3.3 Meeting stakeholder objectives 9.3.4 Perception of organization as model of… 9.3.5 Quality of products or services* 9.3.6 Performance accomplishments & program… 9.3.7 Customer satisfaction* 9.3.8 Customer loyalty 9.3.9 Customer confidence 9.3.10 Employee satisfaction* 9.3.11 Employee morale 9.3.12 Financial performance* Performance Measurement (O)
- 37. 37 PMOfficers all rightsreserved 2020-21 Staff, Micro size, Non-profit, Service sector, Grenada: Opportunity - “We see lots of room for improvement.” Staff, Large size, Business, Service sector, Peru: Strength – “Reputation in sector and good alliances.” Opportunity - "Extend the quality management system to the whole company.”
- 38. 38 PMOfficers all rightsreserved 2020-21 Leader, Medium-size, Business, Service sector, Electricity, Gas, Steam, Air Conditioning Supply sector, Trinidad & Tobago: Strength - “We make organizational excellence a goal. We seek to manage problems from preventive standpoint through scenario planning and other tools. Allow people the opportunity to be creative and display their full potential. Opportunity – “Communication with stakeholders. Keeping to schedule and maintaining a system for formal training and development. Partnership with suppliers.”
- 39. 39 PMOfficers all rightsreserved 2020-21
- 40. 40 PMOfficers all rightsreserved 2020-21 Key Findings: Principles: − Highest rated ‘Leadership Involvement’ and ‘Focus on the Customer’ − Lowest rated ‘Prevention Based Process Management’ and ‘Data Based Decision Making’ − Rated more positively by Leaders, Micro-size, Business, Service sector, Electricity sector and East Asia Pacific region Ratings on Principles were significantly higher than Key Management Areas Key Management Areas: − Highest rated ‘Governance’ and ‘Customers’ − Lowest rated ‘Suppliers & Partners’ − Rated more positively by Leaders, Micro-size, Business, Manufacturing sector, Information & Communication sector and East Asia and Pacific region
- 41. 41 PMOfficers all rightsreserved 2020-21
- 42. 42 PMOfficers all rightsreserved 2020-21 Conclusions: There is enthusiasm for this study: ▪ Respondents ▪ Researchers ▪ Requests More data and information will help identify and address gaps by industry sector and country The unforeseen event of the Covid pandemic has reinforced the importance of strengthening the low rated best management practices
- 43. 43 PMOfficers all rightsreserved 2020-21 Management, Micro size, Business, Service sector, Education sector, Brazil: “The simple fact to participate in this study is very important.” Management, Micro size, Business, Service sector, Professional Scientific Technical sector, Chile: “I would love to receive a copy of the results of this great study.”
- 44. 44 PMOfficers all rightsreserved 2020-21 Dawn Ringrose MBA, FCMC Principal, Organizational Excellence Specialists Executive Team, Organizational Excellence Technical Committee Board, Global Benchmarking Network Board, ISCM Foundation
- 45. 45 PMOfficers all rightsreserved 2020-21 https://community.pmofficers.org/ https://digital.pmoacademy.org
- 46. 46 PMOfficers all rightsreserved 2020-21 GUEST CONTACT DETAILS Webinars Series The Magic of the PMO https://www.linkedin.com/in/dawnringrose/ https://organizationalexcellencespecialists.ca/ [email protected] Speaker Dawn Ringrose Principal, Organizational Excellence Specialists