FALL IN LINE
From its inception, the PMO’s mission has encompassed more than just project and program
delivery optimization. The PMO also provides reporting and data to drive decisions and
trade-offs across multiple portfolios, including the enterprise strategic portfolio. PMO leaders
are part of the project prioritization team, which feeds into the IT governance and strategic
planning committees. Together, they translate the organization’s five-year strategic plan into
the optimal IT portfolio. The prioritization team sets the IT project agenda annually, oversees
portfolio analysis and meets biweekly to approve scope changes.
The PMO’s ongoing monitoring of projects’ health, emerging risks and benefits realization
has a direct line to senior management.
“Once a project’s been activated, we work with our business partners to help understand
what the benefits are. We track cost, quality and schedule to understand how the project is
keeping pace when different benefits and values were supposed to be delivered,” says Cindy
Moore, vice president of the PMO. “And then we report on those outcomes to the two govern-
The process also helps build buy-in across the enterprise. Business unit heads now under-
stand all projects must flow out of strategy to be approved.
“Every project has been approved from a cross-organizational representation of executive
“Every project has been approved
management,” Ms. Moore says. “Every business unit has a project on our list of corporate pri-
orities. So they all have a vested interest in the success of the projects.”
The PMO also enables flexibility in the portfolio. In the IT world, new compliance concerns
and technologies emerge all the time. It’s the PMO’s job to figure out whether teams have the
ability to handle new requirements—and help the organization make tough decisions.
from a cross-organizational
representation of executive
management. Every business unit
has a project on our list of corporate
—Cindy Moore, Navy Federal Credit Union