Welcome to the Hassel-free PMO posts. Here we intend to provide some insights into some of the questions that we have been asked, or perhaps you have been asked.
From Blank Page to Purpose: Building an EASY PMO That Delivers.
“We just need to organise and deliver with visibility!” …a familiar story that all Project Managers have heard at one time of another. If we take this statement, it could be aimed at an existing Project Management Office (PMO) which is not performing or there simply isn’t one.
Either way it’s an opportunity to improve and implement something that does work!
The vision is bold: an integrated PMO office that aligns with strategy, supports delivery and proves its worth. But you’re staring at a blank sheet of paper with the expectation to build something that works. So, what next?
This is where establishing a simple PMO comes in and in that spirit, we will call in Easy PMO. It’s not a watered-down version of governance. It’s a strategic enabler built on clarity, alignment, and deployable tools at hand. Whether you’re starting from scratch or streamlining an existing setup, this framework helps you move from vision to value. So let me draw an Easy PMO so we have a starter for 10…something we can buy into, and that is the key.
When establishing a PMO it is imperative that the purpose of the PMO is clearly defined and not misunderstood. A PMO is inclusive, supportive and not just to be seen as the project police looking to give you a ticket at every turn.
Before you touch a tool or template, define your PMO’s purpose for being:
Strategic Alignment: Every project must serve the organisation’s vision. Use a simple scoring matrix to prioritise what matters.
Benefits Measurement: Define benefits early as delivery is not enough. Track them post-project. Use metrics that already matter to the business. This makes your PMO a learning engine, not just a delivery machine.
Core Functions: Lightweight, high-Impact and ready-made templates. The EASY PMO thrives on simplicity that’s repeatable, scalable and drives that confidence and familiarity.
Basic Toolset: Project charters, status reports, risk logs which are standardised and editable with clean reporting dashboards that shows progress, risks and alignment. You don’t need enterprise software to run a strategic PMO, however if you have PPM software that will aid delivery and real time reporting.
Strategic Alignment: From vision to portfolio and embedding strategy into every decision. Align projects to vision statements, OKRs or strategic pillars. Use a scoring matrix to evaluate fit, urgency, and impact. Ensure new project or changes are handled via intake forms, governance checkpoints e.g. quality gates.
Note: Integrating PPM into your PMO essentially closes the loop in staying aligned from vision through to delivery:
- Supports strategic decision making, scaling and Earned Value Management (EVM)
- Balance capacity, manage dependencies, and optimise resources
- Build feedback loops from delivery back to portfolio planning
This creates a closed-loop system where strategy informs execution and execution refines strategy.
Sounds great right, but we are not quite there. It’s a start in getting organised, recognising what is important and building trust. The EASY PMO isn’t just a framework, it’s a philosophy. It’s about building an eco-system that respects the human side of project work while delivering rigor and results with visibility.
ERP is the easy bit, it’s about restoring confidence.
We were recently asked a not so simple question with regards to an ERP upgrade with a large organisation. The organisation had a backlog of enhancements that they wished to implement, a wave of change requests (CRs) which needed to be assessed and a delivery function that wasn’t trusted to manage it. Their PMO existed, but it lacked credibility or simply put they had no trust. Reporting was inconsistent, governance mechanisms were in place, but lacked substance and consistency and stakeholders were losing faith.
What they were they really asking? “Help us implement Project Portfolio Management (PPM) to support wider delivery, bring in Earned Value Management (EVM) to track performance properly and restore our PMO.”
It certainly wasn’t an answer that I could just rattle of the top of my head, but here’s how I approached it after some thought:
Start with the strategy, not delivery. PPM isn’t just a tool and just like agile, it’s a mindset. It defines why we’re investing, what success looks like, and how we’ll measure value. It gives executives the visibility and confidence they need to make informed data driven decisions.
Reposition the PMO. Let the PMO focus on execution, delivery plans, RAID logs, vendor coordination. PPM sets the strategic boundaries. If the PMO isn’t mature enough, PPM temporarily absorbs oversight until trust is rebuilt. Now this begs a question who owns the RACI at this point? My thought is it remains with PMO.
Use EVM to track real performance. Not just milestones, but actual value delivered against cost and schedule. EVM becomes the vantage point through which progress is measured and decisions are made.
Prioritise enhancements and CRs based on business impact. Not everything should be delivered and this is where PPM helps filter noise from necessity.
In logistics terms for instance:
PPM acts as mission control - setting strategic direction, selecting investment hubs, and optimising resource allocation across the fleet.
PMO functions as the depot operations team - delivering on those plans, managing logistics, and ensuring accurate reporting.
This wasn’t just an ERP upgrade. It was a strategic reset.
