How Does Your PMO Measure Up?

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PMOfficers all rights reserved 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?

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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.

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1. Success Story
2. Study Background
3. Teaser Assessment
4. Full Assessment
5. Key Findings
6. Conclusions
ROUND QUESTIONS

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Alberta Infrastructure, Capital Projects Division, Canada

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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

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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

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Organizational Excellence Framework
Principles
Key Management Areas

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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

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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

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Data Collected:
• Role
• Size
• Type
• Industry sector
• Region (Country)
• Self-assessment ratings and open-ended comments:
▫Principles
▫Key Management Areas
▫Best Management Practices

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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/

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14
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
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
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
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
6.71
6.87
0 1 2 3 4 5 6 7 8 9 10
Manufacturing
Service
Principles by General Sector

19
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
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

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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.”

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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.”

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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.”

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25
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

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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
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
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

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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
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
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
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
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

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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

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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)

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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)

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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.”

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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.”

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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

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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

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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.”

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Dawn Ringrose MBA, FCMC
Principal, Organizational Excellence Specialists
Executive Team, Organizational Excellence Technical Committee
Board, Global Benchmarking Network
Board, ISCM Foundation

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https://community.pmofficers.org/
https://digital.pmoacademy.org

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GUEST CONTACT DETAILS
Webinars Series
The Magic of the PMO
https://www.linkedin.com/in/dawnringrose/
https://organizationalexcellencespecialists.ca/
dawn@organizationalexcellencespecialists.ca
Speaker
Dawn Ringrose
Principal, Organizational Excellence Specialists

How Does Your PMO Measure Up?

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