Set a Strategic Course of Action for the PMO in 100 Days
Use your first 100 days as PMO leader to define a mandate for long-term success.
RETIRED CONTENT
Please note that the content on this page is retired. This content is not maintained and may contain information or links that are out of date.Without taking a strategic approach to your first 100 days in the PMO, you risk:
- Alienating stakeholders
- Developing processes that fail to address the right challenges
- Setting a course for the PMO that is bound to fail
A strategic approach to your first 100 days will help you:
- Garner stakeholder buy-in
- Develop targeted processes that deliver improved project outcomes
- Ensure a successful and sustainable long-term course for the PMO
Book Your Workshop
Onsite Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn’t enough, we offer low-cost onsite delivery of our Project Workshops. We take you through every phase of your project and ensure that you have a road map in place to complete your project successfully.
Module 1: Assess the Current Project Ecosystem
The Purpose
- Quickly develop an on-the-ground view of the organization’s project ecosystem and the PMO’s abilities to effectively serve.
Key Benefits Achieved
- A comprehensive and actionable understanding of the PMO’s tactical environment
| Activities: | Outputs: | |
|---|---|---|
| 1.1 | Perform a PMO SWOT analysis. |
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| 1.2 | Assess the organization’s portfolio management, project management, and organizational change management capability levels. |
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| 1.3 | Take inventory of the PMO’s resourcing levels, project demand levels, and tools and artifacts. |
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Module 2: Analyze PMO Stakeholders
The Purpose
- Determine stakeholder expectations for the PMO.
Key Benefits Achieved
- An accurate understanding of others’ expectations to help ensure the PMO’s course of action is responsive to organizational culture and strategy
| Activities: | Outputs: | |
|---|---|---|
| 2.1 | Conduct a PMO Mission Identification Survey with key stakeholders. |
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| 2.2 | Map the PMO’s stakeholder network. |
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| 2.3 | Analyze key stakeholders for influence, interest, and support. |
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Module 3: Determine Strategic Expectations and Define the Tactical Plan
The Purpose
- Develop a process and method to turn stakeholder requirements into a strategic vision for the PMO.
Key Benefits Achieved
- A strategic course of action for the PMO that is responsive to stakeholders’ expectations.
| Activities: | Outputs: | |
|---|---|---|
| 3.1 | Assess the PMO’s ability to support stakeholder expectations. |
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| 3.2 | Use Info-Tech’s PMO Strategic Expectations glossary to turn raw process and service requirements into specific strategic expectations. |
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| 3.3 | Define an actionable tactical plan for each of the strategic expectations in your mandate. |
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Module 4: Formalize the PMO’s Mandate and Roadmap
The Purpose
- Establish a final PMO mandate and a process to help garner stakeholder buy-in to the PMO’s long-term vision.
Key Benefits Achieved
- A viable PMO course of action complete with stakeholder buy-i
| Activities: | Outputs: | |
|---|---|---|
| 4.1 | Finalize the PMO implementation timeline. |
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| 4.2 | Finalize Info-Tech’s PMO Mandate and Strategy Roadmap Template. |
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| 4.3 | Present the PMO’s strategy to key stakeholders. |
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