Best Practice Report

From Strategy To Execution: Assessing PMO Capabilities In The Age Of The Customer

Part 1 Of Forrester's Look At Strategic Project Management Offices

November 11th, 2013
Margo Visitacion, Vice President, Principal Analyst
Margo Visitacion Vice President, Principal Analyst
With contributors:
Phil Murphy , Sarah Bookstein

Summary

The age of the customer demands that firms completely reassess their project management office (PMO) planning and delivery practices. The traditional focus of PMOs conflicts with the need for speed that accompanies Agile development and continuous delivery practices. However, speed without discipline and focus encourages short-term decisions that have negative long-term effects. Executives need PMOs to become more strategic in order to help them drive more successful business outcomes. Successful PMOs in the age of the customer don the role of facilitators that can translate strategy into execution, provide insight into delivery capabilities, and provide continuous feedback that supports decision-making. This report, the first in a series about building an effective PMO in the age of the customer, presents Forrester's best practices framework for PMOs. Application development and delivery (AD&D) professionals can use this framework to see how their organization stacks up and decide whether their PMO is ready to assume this role.

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