the PMO presents a centralized report to senior executives containing all the benefits realization data—a report that didn’t previously exist—in order to see if there’s been any change in
scope, strategy or business priorities. Part of that data tracks operational efficiencies, costs and
revenue generation, including monitoring specific metrics such as money saved from software
or hardware efficiencies and resource savings from full-time employee reductions.
The consolidation of benefits realization data into one centralized report for the executive
team has also allowed the business to quickly reprioritize projects if one isn’t delivering the
desired results. That can even mean shutting down a project that isn’t providing value to the
company. Between 2010 and 2012, an operational revamp sought to reduce costs by recalibrat-ing or canceling projects with poor ROIs. The result: an overall reduction of US$72 million in
just three years.
Benefits are also tracked before and after a project closes, which puts “ownership on the person who is signing off on the project,” Mr. Vaz says. “They want to make sure that that benefit
will come through because the PMO office is tracking it. We are seeing a lot of operational efficiency, and we are seeing a lot of the project’s benefits translated directly into financial results.”
The collection and maintenance of this data, which had a one-time cost of US$2.2 million,
has paid off: US$14 million in benefits have been realized. And since the PMO’s inception, Symcor’s project success rate has nearly doubled to 96 percent. In turn, this success has bolstered
client relations, boosting satisfaction scores by 20 percent.
“Symcor’s ability to deliver more projects successfully has done wonders for the organization,” Mr. MacLeod says. “It’s allowed us to go out and meet our financial goals that have been
set for the year, as well as improve client satisfaction. It’s also given the board of directors confidence in Symcor’s ability to deliver and meet those commitments that have been established.”
As the PMO has achieved success, it’s taken on a larger role in the company. The PMO has
grown from a small team of three to 23 people today. Now it’s helping Symcor focus on expanding the business for the first time in years. The company spent around CA$5 million on growth
opportunities in 2015.
“Our project success rate continues to go up,” Mr. MacLeod says. “So it’s just building confidence in our board of directors, and it’s allowed them to give us the opportunity to go out and
embark on some new growth initiatives.” PM
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“Symcor’s ability to deliver
more projects successfully
has done wonders for the
—Rory MacLeod, Symcor