Implementation of a PMO

The Organization

A privately held quick-service restaurant with over 800 locations spread across multiple states.

The Problem

The client is a fast-growing company with many strategic and departmental initiatives related to improving customer relations and effective unit management. There was minimal cohesiveness between all the projects and no clear alignment with the company’s overarching annual strategic objectives.

The Solution

An efficient and effective Strategic Management Office or Project Management Office directly reporting to the executive board needed to be implemented. Smartbridge developed and presented a strategic implementation plan. This included four focus areas:

  1. Stakeholder Buy-in – Executive ownership and responsibility for project business management was established by helping them recognize and adopt a new attitude that embraced the PMO value.
  2. Assessment – A preliminary assessment of the company’s current strengths and weaknesses at the project and program level in each of the 9 key areas of value (Management of: Benefits, Resource, Communication, Change, Financial, Risk/Issue, Governance, Strategy, and Business/Technology).
  3. Maturity Model – The client’s maturity level was defined by analyzing their current state in each of the 9 key areas of value by the individual project, program and portfolio levels.
  4. Action Plan – A projected state was set against a timeline with expected goals. Additionally, an organizational structure change to include a people and group realignment was proposed.

The Result

By assessing and strengthening the Project Management Office, the client’s strategic and departmental projects were delivered on time and under budget. Indirect benefits include:

  • Alignment of strategic goals.
  • Stronger communication between stakeholders and functional areas.
  • Clearly identified and minimized risks.
  • Improved project management skills across organization.
  • Better staff alignment and capacity planning.
  • By assessing and strengthening the Project Management Office, the client’s strategic and departmental projects were delivered on time and under budget.

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