PMO-CP

(Certified Practitioner)
Certification preparation Course

Mohamed AbdelSatar, MBA , PMP®, PMI-PBA®, RMP®, PMO-CP

PMO Certified Practitioner
(PMO-CP) Exam
40 QUESTIONS – ALL
MULTIPLE CHOICE.

NO SITUATIONAL QUESTIONS -
ONLY ABOUT METHODOLOGY

1 HOUR DURATION.

FEES ARE 280 USD FOR THE

COURSE AND EXAM.
PMO Global Alliance PMO GLOBAL ALLIANCE
Who we are ?
Our members work collaboratively in different
international projects, such as methodologies, tools,
PMO Global Alliance manages a articles, conferences, awards, etc.

global community of PMO

professionals with more than 8,000

Our members are leaders of PMOs, members of PMOs,
Executives, Consultants, Teachers, Students, Project
members in several countries. Managers, among others who share experiences and
knowledge, contributing to the development of the
worldwide community of PMOs.

Our mission is to support the professional development

of our members through mutual support, networking,
advanced research and an intensive exchange of
experiences.
PMO GLOBAL ALLIANCE – History
• Founded by Americo Pinto in Brazil in 2017
• Quickly spread across the world, becoming the largest global
community of PMOs
PMO GLOBAL ALLIANCE
Our story
Introduction, Mindset, and
Methodology
What is a PMO
A project management office (PMO) is an organizational structure that standardizes the project-related
governance processes and facilitates the sharing of resources, methodologies, tools, and techniques

Supportive Controlling Directive

Provide a
consultative role to Provide support and Take control of the
require compliance
projects by supplying projects by directly
through various
templates, best managing the projects
means.
practices, training.
Is it really Matters
PMO Types
Value and Perceived Value
PMO Types
• Methodologies Tools
Similar industry
1. Benchmarking‫مقارنات األداء‬ • Compare the organization's business
The comparison of products,
processes with those that are
considered best practices, in use in
processes, and practices with the
leading organizations in the same
best in class to identify best practices industry
and provide a basis for measuring
performance.
Another Industry
The practice of benchmarking has • Or in another industry where similar
become popular in companies processes exist. In this way, it is intended
around the world for some to identify why such organizations are
decades, emerging with the
successful.
movement of total quality
This methodology is Perfect with productive or operational processes d
management. essentially on machines, equipment, systems or technical procedures a
are several factors to consider.
Other Factors should be considered

The influence factors of Inevitably some of

the influencing
1. Sponsorship and Senior factors will not recur
Management Support in the new
2. Organization culture, and environment,
Maturity. preventing the same
results from being
3. Level of Investment achieved.
2. Collective intelligence :
3. the community is formed by
qualified individuals and inserted in
2. The capacity of human diversified scenarios. We
1. A group or community, were
communities to cooperate understand, therefore, that the
sharing and collaboration support
intellectually in creation, innovation consensus demonstrates that the
consensus-based decision-making
and invention. intelligence of the community is
above the factors of influence
specific to each scenario.

5. Virtual Community of Practice

4.Collective Intelligence an (VCoP): is made up of individuals,
alternative to try to reduce the not organizations. We believe that
importance of factors influencing the set of experiences and
isolated cases (common situation knowledge of the individuals has
in Benchmarking) greater value for our research
objectives
• Methodologies Tools Crowdsourcing

2. Collective Intelligence. • Crowdsourcing knowledge is obtained

from the general public, which generates
criticism due to the quality of the result
In this way, the following results obtained -
demonstrate how the intelligence of a
qualified community can lead us to Collective intelligence.
important reflections on how best to
• Differs in the community members
structure and manage PMOs with a qualifications and by the analysis and
focus on value creation. interpretation of the results, which tend
to be more accurate than if they were
limited by the knowledge of a single
individual.

The PMO Value ring is based on the collective intelligence.

 The 7 Myths That Will Make Your PMO Fail
01 Lack of Sponsorship is the Primary Cause of 04 PMO Processes are the Same as Project Management Processes:
PMO Failure:
PMO processes refer to how PMO functions are delivered, not
While sponsorship is important, PMO failure often
how projects are managed. Each PMO function should have
stems from the PMO's inability to generate perceived
value for stakeholders. The focus should be on aligning clearly defined inputs, outputs, and performance metrics.
functions with stakeholder expectations to gain
support. 05 The Success of Projects Reflects the Success of
the PMO:
Project success does not always equate to PMO success.
02 The First Step is Choosing the Ideal Type of PMO PMOs should be evaluated based on their ability to meet
There is no one-size-fits-all PMO model. The stakeholder needs and deliver value, not just the
"ideal" PMO should be designed based on the performance of the projects they oversee.
unique needs and expectations of the
organization’s stakeholders, rather than 06 PMO Professionals Need the Same Skills as
Project Managers:
following predefined typologies.
PMO staff require competencies beyond project
management, such as report generation, mentoring, and
03 Providing Methodology and Tools is the Primary
portfolio management. The skills needed vary by the
Focus of Any PMO:
functions the PMO performs.
While methodologies and tools are important,
they alone do not create immediate value. PMOs 07 Mature PMOs are Always Involved in Strategy and Portfolio Management:
must balance short-term wins and long-term PMO maturity is not determined by its strategic focus but by how well it
benefits to remain relevant and gain stakeholder performs its functions. A mature PMO can be operational, tactical, or strategic,
support. depending on stakeholder needs.
PMO VALUE RING – Mindset

Success will depend on the

Never follow pre-set types of
ability of your PMO to be
PMOs. This is the shortest
flexible enough to adapt to
way to failure.
stakeholder needs.

There is no right or wrong in

Do not be afraid - or lazy - to
PMOs. There is only what you
re-evaluate or reinvent your
need to do so that the value
PMO whenever necessary.
of your PMO is recognized.
2. How to Make Your 1. The PMO as a Service Provider
PMO Survive in Difficult The PMO Service Provider model describes the PMO as an entity that serves different
Times clients within the organization, including upper management, project managers, and
team members. Each client group has unique expectations, and the PMO must
To survive difficult times, a PMO continuously adapt to meet these needs.
must demonstrate tangible value to
2. Balancing Short-Term and Long-Term Value
the organization. If a PMO cannot
PMOs must balance short-term value (quick wins that immediately satisfy stakeholders)
prove its value, it risks losing
and long-term value (strategic functions that build sustainable success). Focusing only
support, resources, or even being on one may lead to a lack of support or failure in the long run.

shut down.

3. Reinventing the PMO:

PMOs must continuously reinvent themselves to adapt to changing business

PMOs that fail to generate value
strategies, organizational needs, and client maturity levels. Research shows that the
consistently are often the first to average PMO undergoes significant changes every two years..
face cuts during times of crisis.
Key PMO 26 Functions and 30 benefits :

There are 26 functions frequently

Functions
performed by PMOs, such as:
• Supporting project planning.
• Managing resource allocation.
• Providing project management
methodologies
• Supporting upper management with reports
• Managing stakeholder engagement
• The right mix of these functions helps the
PMO maintain relevance and value.

PMO Value Ring

• The PMO VALUE RING consists of eight

steps to help PMOs remain aligned with
stakeholder expectations and consistently
generate value. These steps include
defining PMO functions, balancing the mix
of functions, measuring performance, and
calculating ROI.
 PMO VALUE RING – Characteristics
The methodology is based on the collective intelligence knowledgeable
individuals who work together to solve problems, share insights, and
generate innovative ideas.

It is a methodology developed by more than 120 leaders of successful

PMOs.

It is based on an extensive study with the consolidation of the experience

of mature professionals from different countries.

It supports the setup, assessment and operation of the PMO, focusing on

generating effective value for the organization.

Provides recommendations and guides PMO configuration from

successful experiences, similar to the actual situation of the organization.
PMO VALUE RING Mindset

THE STAKEHOLDERS-DRIVEN PMO

The PMO VALUE RING As such, it has "clients", its

methodology proposes that stakeholders, each with
the PMO should be seen as specific needs and
a "service provider". expectations.

Meeting stakeholder The PMO will accomplish

expectations is the best way this by providing "services"
to generate perceived (functions) in the best
value. possible way.
 The PMO as a Service Provider

Shift in Perspective Service-Oriented Mindset Implications for Function Selection

Transitioning from a traditional Emphasizing a mindset focused on Selecting PMO functions should prioritize value-
oversight role to viewing the PMO as a understanding and fulfilling stakeholder added services that enhance stakeholder
needs drives better alignment of PMO satisfaction and project outcomes.
service provider enhances its
functions with organizational objectives.
relevance within the organization.

Defining Expectations Customer Satisfaction Continuous Improvement

Utilizing the feedback to refine
helps clarify the expectations between the through surveys and feedback
and adapt PMO services enables
PMO and its stakeholders, ensuring mechanisms is essential for
ongoing enhancements and
accountability and performance continuous improvement of
standards.
better alignment with changing
PMO services.
needs.
PMO VALUE RING
Mindset

PMO A PMO B

DIFFERENT FUNCTIONS
DIFFERENT RESULTS
DIFFERENT PMOs
PMO VALUE RING
8 Steps

Define how the value generation Find out what are the most appropriate
of your PMO will be monitored 8 1 functions for your PMO, according to
with a dashboard with strategic the needs of your stakeholders
metrics

Find out what the financial return Balance the set of functions of
of your PMO is, considering the 7 2 your PMO to generate value
reality of your company perception to your
stakeholders

Evaluate the maturity of your Design your PMO

PMO and receive 6 3 processes, using best
recommendations to plan your practices and
evolution recommendations

Evaluate your team, use Select performance indicators,

recommendations to define 5 4 monitor quality, and demonstrate how
the best allocation, and your PMO is generating value
create development plans
PMO VALUE
RING
8 Steps
 PMO Value Ring 48 Steps
1. Define the Functions of 2. Balance the Mix of 3. Define the PMO 4. Define the PMO KPIS
the PMO Functions of the PMO Processes
1. Identify PMO Stakeholders 1. Analyze Current Function 1. IdentifyKey Processes for 1. Identify Key Areas for
2. Collect Stakeholder 2. Categorize Functions by Value Each PMO Function Measurement
Expectations 3. Generation Timeframe 2. Define KPIs for Each PMO
2. Define Process Objectives
3. Use PMO MIX MANAGER to 4. Assess Current Balance and Scope Function
Analyze Expectations 3. Establish KPIRelevance and
3. Identify Gaps and 3. Create Process Flowcharts
4. Generate Priority Weightings
Opportunities 4. Establish Roles and
Function List 4. Set Performance Targets for
5. Adjust Function Mix for Responsibilities Each KPI
5. Review and Refine Optimal Balance 5. Define Inputs, Outputs, and 5. Implement KPI Measurement
Function List 6. Validate New Mix with Key Metrics and Reporting Processes
6. Validate Function List Stakeholders 6. Document Best Practices and 6. Review and Refine KPIs
with Stakeholders Guidelines Periodically

5. Define Headcount and 6. Identify the PMO Maturity 8. Monitor the Strategic
7. Calculate PMO ROI
PMO Competencies and Plan Its Evolution Performance of the PMO
1. Assess Current Team 1. Identify Total Portfolio Budget 1. Define Strategic Objectives for
Competencies 1. Assess Current PMO Maturity
and Historical Deviations Each BSC Perspective
2. Identify Competency Gaps Levels for Each Function
2. Determine Relevance of 2. Create a PMO Strategy Map
Based on PMO Functions 2. Identify Desired Maturity Levels
Common Project Problems 3. Us Establish Key Performance
3. Determine Optimal Headcount 3. Analyze Gaps Between Current
3. Assess Probabilityof PMO Indicators (KPIs)for Each
for Each Function and Desired Maturity
Functions Solving Problems Objective
4. Create Competency 4. Prioritize Areas for Improvement
4. Calculate Potential Loss 4. Set Targets for Each KPI
Development Plans 5. Develop Action Plans for Maturity 5. Develop Action Plans to Achieve
Recovery
5. Implement 360- degree Evolution Strategic Objectives
5. Factor in PMO Costs
Feedback Process 6. Implement and Monitor Maturity 6. Adjust Calculations Based on 6. Implement Regular
6. Align Competencies with PMO Improvement Initiatives Maturity and Competencies Performance Review and
Maturity Goals Reporting Processes
PMO VALUE RING
Roadmap
Q1- Most PMOs Fail for the lack of Sponsorship ?

A. Occasionally

B. False

C. Not Sure

D. True

Explanation: While sponsorship is important, PMO failure often stems from the PMO's inability to generate
perceived value for stakeholders. The focus should be on aligning functions with stakeholder expectations to gain
support.
Q2- PMO Team should speak the same language as
PMO stakeholders, focusing on ?
A. Benefits and results

B. Functions and results

C. All Functions

D. Mix of functions
Q3- The PMO VALUE RING methodology proposes
the PMO should be seen as a ?

A. center of excellence

B. directive PMO

C. service provider

D. strategic entity

Overall explanation
•The PMO VALUE RING methodology proposes that the PMO should be seen as a "service provider". As such, it has "clients", its stakeholders, each with
specific needs and expectations Meeting stakeholder expectations is the best way to generate perceived value. The PMO will accomplish this by
providing "services" (functions) in the best possible way.
Q4- The competencies of a project manager are not
necessarily the same as those of a PMO professiona

A. True, The competencies required by the PMO professional will depend on

the daily tasks that are being undertaken

B. True, The competencies required by the project manager will depend on

the functions that are being offered to stakeholders.

C. True, The competencies required by the PMO professional will depend on

the functions that are being offered to stakeholders.

D. False,, The competencies required by both the project manager and the
PMO professional are the same
Q5- The PMO VALUE RING framework, which consi
of ?

A. 8-step Framework

B. A methodology with 7 steps.

C. A ring of values created for every PMO

D. 8-Steps Methodology
Q6- Is the primary goal of any project management office (PM
to provide methodologies and tools for project management?

A. Yes, methodologies and tools are the most important function for

project management

B. Yes, methodologies and tools are very important with other functions

C. No, this is a Myth

D. No, methodologies and tools are not important

Overall explanation
This is Myth and the primary focus of a PMO should not be one or the other function. On the contrary, the priority must always be to meet expectations in a
balanced way, providing a set of functions capable of generating value perception in the short term (guaranteeing support to the PMO) and in the long term
(laying the foundations for transforming culture and maturity of the organization).
Q7- What is the greatest challenge of a PMO?

A. Generating value for the organization

B. Establishing efficient and effective processes

C. Determining the ideal type of PMO

D. Getting Stakeholder support

Overall explanation
The greatest challenge of the PMO is to generate sufficient and effective value for the organization
Q8- What is the PMO Global Alliance?

A. A methodology

B. A global community

C. A Concept

D. A framework

Overall explanation
The PMO Global Alliance is a Global community of PMO professionals
Q9- In what ways does benchmarking serve its purpose?

A. To compare the business processes of an organization with those considered best practices

B. To compare an organizations business process with those considered to produce the best ROI

C. To compare the business benefits of an organization with those considered best practices

D. To compare the business functions of an organization with those considered best practices

Overall explanation
The goal of Benchmarking is to compare the organization's business processes with those that are considered best practices, in use in leading organizations in the
same industry, or in another industry where similar processes exist. In this way, it is intended to identify why such organizations are successful.
Q10- In what ways may the PMO demonstrate
success?

A. Increase the number of completed projects.

B. Represent an insightful dashboard for upper management.

C. Depend on the ability of your PMO to be flexible enough to adapt to stakeholder needs.

D. Increase the revenue of the portfolio

Overall explanation
Success will depend on the ability of your PMO to be flexible enough to adapt to stakeholder needs.
Q11- Where the PMO value ring getting from??

A. Research on Project Management

B. Statistical Analysis

C. Collective intelligence, collaborative researches from different PMO worldwide

D. Stockholders

Overall explanation
The VR is based on statistical analyzes, made on the experiences of an international community formed
by professionals who have the experience and knowledge in the day to day of successful PMOs. The
consensus of these professionals about which practices actually work (collective intelligence) in
different organizational scenarios is the high value content that serves as a source for the
recommendations proposed by PMO VALUE RING.
Defining PMO Functions by
PMO VALUE RING – Step 1
COLLECTING PMO STALKEHOLDERS EXPECTATIONS

Step 1
Choosing PMO Types and Models - Does it make sense?

However, academic research It is no coincidence that there

It is common sense that the
has not been able to prove are no recognized standards
first step to be taken is to
the existence of "types of in the world. There is, for
define the "PMO type".
PMOs". example, no PMOBOK.

The literature offers many

options, according to the
Each of these types limits the
author who wrote each book,
PMO to a specific set of
in general, consultants:
"ideal" functions.
Strategic, Support, Center of
Excellence, etc.

40
Choosing PMO Types and Models What really matters

Choosing a "type" of PMO is the first step to failure as it induces the organization
to follow pre-established models as if they are the way to success.

Reality shows that flexibility is the key to generating value. Thus, there is no "ideal
type" of PMO.

In fact, choosing a "type" is absolutely dispensable. What really matters is that the
PMO offers services (functions) that meet the needs of its stakeholders.

The PMO function mix, therefore, can be strategic, support, center of excellence,
or several of these types at the same time.
Step 1 Prerequisites 1. Organization and Governance

• The overall organization

• The overall polices and delegated authorities;
• The overall project development strategy;
Organization Project
Management Capabilities 2. Assess projects department

Assessment • The current structure of the projects

department;
• The staff job descriptions,
comprehensiveness and suitability;
Assess the Company’s Corporate
Organization and Governance
3. Projects governance and controlling
platform including: • Adopted procedures, possible re-
alignments and or revisions
• The document control and filing systems
and upgrading options;
Organization Project Management C apabilities Assessment
Assess Project Management Practices with regards to the followin
• The initial approval process for a project;
• The structure and comprehensiveness of the Project
Management Plan and Procurement Plan;
• The process of procuring consultants;
• The soundness of the applied design management practices;
• The soundness of the applied budgeting and cost
management practices;
• The soundness of the applied scheduling and schedule
management practices;
• The process of prequalifying contractors;
• The soundness of the applied tender and contracts
management practices;
• The soundness of the applied change management practices;
• The soundness of Risks and Issues management practices;
The Five Levels of Project Management Matu
Level 5: Optimized Process : Proactive Approach, Applying Metrics and Best
Practices to Achieve Highest Level of Project Excellence

Level 4 Managed Process : Systematic Collection of project performance data to set

baselines for performance goals

Level 3 Defined Process : Project Management Methodology is usually in place,

with written guidelines for project deliverables and processes

Level 2 Repeatable Process : Project Management Practices are commonly

understood and followed, but not documented

Level 1 : Awareness of Process : Project Management Practices are Ad Hoc and inconsistent
within an organization
Now you understood the environment and awar
of your role as a PMO Practitioner.
Ready to takeoff ?

You need to understands your stakeholders first

speak the same language
Changing the Paradigm Speaking the Correct Language

What functions What benefits

do you want? do I expect?

PMO STAKEHOLDER
 Speaking the Language of Stakeholders
Understanding the Challenge Bridging the Gap
One of the biggest challenges faced by PMOs is the gap between the
technical language of project management and the everyday language To effectively align PMO functions with stakeholder needs, it is crucial to translate
their expectations into actionable PMO services.. Techniques include asking
of stakeholders. PMOs often focus on processes and metrics, while
stakeholders about desired outcomes, using benefit-oriented language, and
stakeholders are more concerned with outcomes and benefits. demonstrating how PMO functions support their goals.

Enhancing Communication Importance of Stakeholder Buy-in

Regular communication with stakeholders is essential to ensure they Enhancing communication and understanding stakeholder needs
understand the value of PMO services. This includes sharing progress leads to increased buy-in and support for PMO initiatives. When
updates, soliciting feedback, and being transparent about how PMO stakeholders see how the PMO is directly addressing their needs, it
functions contribute to project success. fosters a collaborative and productive environment.
1. Identifying PMO Stakeholders
Stakeholders are individuals or groups impacted by or influencing the PMO's
activities and outcomes. Then Group stakeholders based on their role,
influence, or interest to ensure all relevant perspectives are considered.

Common PMO stakeholders include executive leadership, project and program

managers, functional managers, project team members, and clients or
customers

Failing to identify and engage key stakeholders can lead to misalignment

between PMO functions and organizational goals
2. Collect Stakeholder expectations
Gain a clear understanding of what stakeholders expect from
the PMO to ensure services align with their needs and focus
on Benefits, Not Functions (Concentrate on desired outcomes )

Have stakeholders rank their expectations in order of importance

to focus on delivering the most valuable functions.

Documentation Process: Record and categorize all gathered

expectations diligently to serve as a reference for function
selection and alignment.
Aligning PMO Functions with Stakeholder Expectation
The concept of Fit
• How well PMO functions align with the needs and expectations of stakeholders.
• Achieving this alignment is essential for ensuring that PMO services are perceived as valuable and
relevant.

Importance of Alignment
• Increase the PMO's relevance and perceived value within the organization
• Foster the trust and collaboration
• Leading to greater PMO success and stakeholder satisfaction.

Challenges in Balancing Expectations because

• Different priorities and interests.
• Conflict demands

Continuous Alignment Process

• Regularly reviewing and adjusting PMO functions is crucial to maintain alignment. As
organizational needs evolve
• PMO must adapt its functions to ensure ongoing support and satisfaction from stakeholders
 Understanding the PMO Functions

PMO functions act as value The diversity of PMO

PMO functions are specific drivers by ensuring that functions can range from
services or activities that a each service provided to the strategic functions like
Project Management Office organization's strategic advising upper
(PMO) provides to support goals and enhances overall management to operational
project management and project performance. functions such as
improve project outcomes. monitoring project
performance.

Ultimately, the selection and implementation

of PMO functions must be aligned with the
specific needs of the organization and its stakeholders to maximize value delivered.
26 Potential Functions
1 - Support Project Planning 14 - Promote Project Management within the Organization
2 - Execute Specialized Tasks for Project Managers 15 - Provide Mentoring for Project Managers
3 - Manage Resource Allocation Between Projects 16 - Provide Training and Project Competence Development

4 - Manage Interfaces with Projects Clients 17 - Provide Project Management Tools and Information Systems

5 - Manage Organizational Changes 18 - Provide Project Management Methodology

6 - Manage People in Projects 19 - Monitoring and Controlling Projects or Programs

7 - Manage Projects or Programs 20 - Provide Projects or Program Status Reports for Upper
Management
8 - Manage Stakeholders in Projects
21 - Provide a Strategic Project Scoreboard
9 - Conduct Audit in Projects
22 - Support Project Portfolio Definition
10 - Manage Project Documentation
23 - Manage Project or Program Benefits
11 - Manage Lessons Learned Database 24 - Monitoring Project Portfolio Performance
12 - Perform Benchmarking 25 - Participate in Strategic Planning
13 - Manage Lessons Learned Meetings 26 - Provide Advice to Upper Management in Decision-Making
30 Potential Benefits
1 - Better availability of resources with skills in project
management 16 - Greater agility in project management decision-makin
2 - Better availability of information on lessons learned 17 - Better allocation of resources across projects
from previous experiences 18 - Reduction of the project's life cycles within the
3 - Effective transfer of knowledge in project management organization
4 - Better communication among areas of the organization 19 - Reduction of risk exposure
5 - Better communication among the project team 20 - Greater integration among areas of the organization
6 - Better communication with the upper management 21 - Increased productivity on projects
level 22 - Better quality of projects results
7 - Improved reliability of the information provided 23 - Improved client satisfaction
8 - Time and cost estimates more reliable 24 - Better projects prioritization
9 - Improved availability of information for a better 25 - Increased visibility of the relationship among projects
decision-making and strategy
10 - Better control over project teams 26 - Increased visibility of the relationship among projects
11 - Better project time and project cost control 27 - Greater organization commitment to results
12 - Better third parties and subcontractor's control 28 - Increased visibility of project progress
13 - Better project support from the upper management 29 - Increased visibility of resource demand
14 - Increased motivation and individual commitment 30 - Increased predictability for decision-making
15- Better definition of roles and responsibilities
Potential PMO Functions Strategic

Tactical

Operational
Strategic Tactical Operational
Functions Functions functions focus on functions
Long Term Planning the implementation support day-to-day
with alignment of of projects and project execution
organizational goals resource and monitoring.
management

Providing projects
Providing advisory methodology , supporting project
Service to upper resource planning and
Management allocations between monitoring project
projects

• Frequency of Functions :O
perational functions being the most common, followed by tactical and strategic
functions. This balance can vary by organization.
• Not all functions are suitable for every PMO.
• Evolution of Functions : As organizations mature, the functions of the PMO may evolve.Regular review are
essentials to adapt
Defining the PMO Function

Selecting appropriate PMO

functions is crucial for ensuring
The First stage in the PMO Value The right functions for the PMO PMO success and delivering real
Ring methodology is to define the that align with the organization's value to the organization,
PMO Function that PMO can strategic goals and stakeholder ultimately fostering stakeholder
offer to maximize its benefits expectations. engagement and satisfaction.
Use PMO MIX MANAGER to Analyze Expectatio
Include a comprehensive database of PMO
PMO MIX MANAGER is a strategic
functions, correlation analysis between functions
tool within the PMO VALUE RING
and stakeholder benefits, and a prioritization
methodology designed to optimize
algorithm for selecting functions.
PMO functions.

Inputs consists of stakeholder Outputs include a prioritized list of

benefit expectations collected from recommended PMO Functions that align
various sources, ensuring a data- with organizational goals and stakeholder
driven approach to function needs.
selection.
 3. Use PMO MIX MANAGER to Analyze Expecta

Prepare Input Data Enter Data into Tool Run Analysis Interpret Output

Compile stakeholder Input the prepared The tool matches Review the prioritized list
data into PMO MIX expectations to of PMO functions from
expectations
MANAGER. List potential PMO the analysis. Focus on
Organize them by stakeholders with functions, relevance scores to
stakeholder group roles and input calculating identify functions that
prioritized benefit relevance scores. align with stakeholder
expectations And give the list of needs.
accurately. functions with
relevance score

The main output is the Initial prioritized list of PMO functions with relev
 Step 1 Defining the functions of the PMO

To define the functions of the PMO, it is necessary to identify the benefit expectations
of the Stakeholders, especially the executive level.

From these expectations, define the set of functions that will maximize the chances
of meeting the identified demands.

The greater the adherence to the expectations of the stakeholders, the greater the
value created for the organization.

In step 1 of the PMO VALUE RING methodology, the benefit expectations are
collected.

From the correlations between expectations and functions present in the

benchmarking database, the system offers recommendations of priority functions to
meet the demands.
How to collect stockholders' expectations

They will be requested to select 5 benefits

Directors Project Managers

GROUPS OF
Relevance Relevance
STAKEHOLDERS
60% 40%

59
 Selected benefits

Directors Relevance Project Managers Relevance

GROUPS OF STAKEHOLDERS
60% 40%
TOP 5 Benefits Priorities 6 - Better communication with the upper 1 - Better availability of resources with
management level (5) skills in project management(5)
2 - Better availability of information on lessons 8 - Time and cost estimates more
learned from previous experiences (4) reliable (4)
4 - Better communication among areas of the 2 - Better availability of information on
organization (3) lessons learned from previous
experiences (3)
7 - Improved reliability of the information 5 - Better communication among the
provided (2) project team (2)
1 - Better availability of resources with skills in 3 - Effective transfer of knowledge in
project management(1) project management (1)

60
Use the numbers to know the most
important benefit for our stakeholder
Directors Project Managers
GROUPS OF
Relevance Relevance
STAKEHOLDERS
60% 40%
TOP 5 Benefits B6 – Weight: 5 B1 – Weight: 5
Priorities B2 – Weight: 4 B8 – Weight: 4
B4 – Weight: 3 B2 – Weight: 3
B7 – Weight: 2 B5 – Weight: 2
B1 – Weight: 1 B3 – Weight: 1
 Use the numbers to know the most
important benefit for our stakeholder

Directors Project Managers BENEFITS CALCULATION % RELEVANCE

GROUPS OF
Relevance Relevance
STAKEHOLDERS
60% 40% B1 (60 x 1) + (40 x 5) =
TOP 3 Benefits B6 – Weight: 5 B1 – Weight: 5 260
Priorities B2 – Weight: 4 B8 – Weight: 4 B2
B4 – Weight: 3 B2 – Weight: 3 B3
B7 – Weight: 2 B5 – Weight: 2 B4
B1 – Weight: 1 B3 – Weight: 1 B5
B6
B7
B8
B9
…
B30
 BENEFITS CALCULATION % RELEVANCE
Project
GROUPS OF Directors B1 (60 x 1) + (40 x 5) 260/1500 =17.3%
Managers
STAKEHOLDE Relevance = 260
Relevance
RS 60% B2 (60 x 4) + (40 x 3)
40%
TOP 3 Benefits B6 – Weight: 5 B 1 – Weight: 5 = 360
Priorities B2 – Weight: 4 B 8 – Weight: 4
B3 (60 x 0) + (40 x 1)
B4 – Weight: 3 B = 40
2 – Weight: 3
B7 – Weight: 2 B B4 (60 x 3) + (40 x 0)
5 – Weight: 2
= 180
B1 – Weight: 1 B 3 – Weight: 1
B5 (60 x 0) + (40 x 2)
= 80
B6 (60 x 5) + (40 x 0)
= 300
B7 (60 x 2) + (40 x 0)
= 120
B8 (60 x 0) + (40 x 4)
= 160
B9 (60 x 0) + (40 x 0)
= 0
… …
= 0
B30 (60 x 0) + (40 x 0)
= 0
TOTAL = 1,500
 BENEFITS CALCULATION % RELEVANCE
Project
Directors
GROUPS OF Managers B1 (60 x 1) + (40 x 17.3%
Relevance (3)
STAKEHOLDERS Relevance 5) = 260
60%
40% B2 (60 x 4) + (40 x 24% (1)
TOP 3 Benefits B6 – Weight: 5 B1 – Weight: 5 3) = 360
Priorities B2 – Weight: 4 B8 – Weight: 4 B3 (60 x 0) + (40 x 2.7%
B4 – Weight: 3 B2 – Weight: 3 1) = 40
B7 – Weight: 2 B5 – Weight: 2 B4 (60 x 3) + (40 x 12%
B1 – Weight: 1 B3 – Weight: 1 0) = 180
B5 (60 x 0) + (40 x 5.3%
2) = 80
B6 (60 x 5) + (40 x 20% (2)
0) = 300
B7 (60 x 2) + (40 x 8%
0) = 120
B8 (60 x 0) + (40 x 10.7%
4) = 160
B9 (60 x 0) + (40 x 0%
0) = 0
Now the weight for each benefit is clear. … … 0%
= 0
B30 (60 x 0) + (40 x 0%
0) = 0
TOTAL = 1,500 100%
Can be created manually but it is available
26 FUNCTIONS
in the database based on the community
experience
F1 F2 F3 F4 F5 F6 … F26

B1

B2

B3

30 BENEFITS B4

B5

B6

B7

B8

B9

B30
 26 FUNCTIONS
% RELEVANCE

F1 F2 F3 F4 F5 F6 … F26

1. Insert the relevant weight

for each benefit and ask the B1 17.3%
experts, about which
function can achieve B2 24%
required benefit with
relevance B3 2.7%
2. Use the PMO Mix manager
database
30 BENEFITS B4 12%

B5 5.3%

B6 20%

B7 8%

B8 10.7%

B9 0%

… …

B30 0%
 26 FUNCTIONS
% RELEVANCE

F1 F2 F3 F4 F5 F6 … F26

1. These numbers are based 100% 0% 50% 50% 0% 5% … 0%

on the community opinion B1 17.3%
30% 100% 0% 0% 100% 10% … 0%
B2 24%
10% 50% 100% 100% 10% 0% … 0%
B3 2.7%
0% 20% 50% 50% 0% 0% … 100%
30 BENEFITS B4 12%
100% 40% 20% 0% 0% 50% … 50%
B5 5.3%
50% 0% 40% 100% 50% 20% … 20%
B6 20%
20% 0% 50% 50% 0% 40% … 40%
B7 8%
40% 0% 20% 20% 100% 10% … 50%
B8 10.7%
80% 50% 40% 40% 50% 100% … 30%
B9 0%
… .. … … … … … …
… …
50% 30% 100% 20% 40% 0% … 0%
B30 0%
 26 FUNCTIONS
% RELEVANCE

F1 F2 F3 F4 F5 F6 … F26

100% 0% 50% 50% 0% 5% … 0%

B1 17.3%
(0,173) (0) (0.087) (0.087) (0) (0.009) (x) (0)
30% 100% 0% 0% 100% 10% … 0%
B2 24%
(0.072) (0.24) (0) (0) (0.24) (0.024) (x) (0)
10% 50% 100% 100% 10% 0% … 0%
B3 2.7%
(0.003) (0.014) (0.027) (0.027) (0.003) (0) (x) (0)
0% 20% 50% 50% 0% 0% … 100%
B4 12%
(0) (0.024) (0.06) (0.06) (0) (0) (x) (0.12)
30 BENEFITS

100% 40% 20% 0% 0% 50% … 50%

B5 5.3%
(0.053) (0.021) (0.011) (0) (0) (0.027) (x) (0.027)
50% 0% 40% 100% 50% 20% … 20%
B6 20%
(0.1) (0) (0.08) (0.2) (0.1) (0.04) (x) (0.04)
20% 0% 50% 50% 0% 40% … 40%
B7 8%
(0.016) (0) (0.04) (0.04) (0) (0,032) (x) (0.032)
40% 0% 20% 20% 100% 10% … 50%
B8 10.7%
(0.043) (0) (0.021) (0.022) (0.107) (0.012) (x) (0.054)
80% 50% 40% 40% 50% 100% … 30%
B9 0%
(0) (0) (0) (0) (0) (0) (x) (0)
… .. … … … … … …
… …
(0) (0) (0) (0) (0) (0) (x) (0)
50% 30% 100% 20% 40% 0% … 0%
B30 0%
(0) (0) (0) (0) (0) (0) (x) (0)
 26 FUNCTIONS
% RELEVANCE

F1 F2 F3 F4 F5 F6 … F26

100% 0% 50% 50% 0% 5% … 0%

B1 17.3%
(0,173) (0) (0.087) (0.087) (0) (0.009) (x) (0)
30% 100% 0% 0% 100% 10% … 0%
B2 24%
(0.072) (0.24) (0) (0) (0.24) (0.024) (x) (0)
10% 50% 100% 100% 10% 0% … 0%
B3 2.7%
Check what is the most (0.003) (0.014) (0.027) (0.027) (0.003) (0) (x) (0)
important function for our 0% 20% 50% 50% 0% 0% … 100%
B4 12%
PMO (0) (0.024) (0.06) (0.06) (0) (0) (x) (0.12)
30 BENEFITS
100% 40% 20% 0% 0% 50% … 50%
B5 5.3%
(0.053) (0.021) (0.011) (0) (0) (0.027) (x) (0.027)
Sum the green numbers 50% 0% 40% 100% 50% 20% … 20%
B6 20%
(0.1) (0) (0.08) (0.2) (0.1) (0.04) (x) (0.04)
20% 0% 50% 50% 0% 40% … 40%
B7 8%
(0.016) (0) (0.04) (0.04) (0) (0,032) (x) (0.032)
40% 0% 20% 20% 100% 10% … 50%
B8 10.7%
(0.043) (0) (0.021) (0.022) (0.107) (0.012) (x) (0.054)
80% 50% 40% 40% 50% 100% … 30%
B9 0%
(0) (0) (0) (0) (0) (0) (x) (0)
… .. … … … … … …
… …
(0) (0) (0) (0) (0) (0) (x) (0)
50% 30% 100% 20% 40% 0% … 0%
B30 0%
(0) (0) (0) (0) (0) (0) (x) (0)
TOTAL: 0.46 0.30 0.33 0,43 0,35 0.14 (x) 0.27 3.9
 26 FUNCTIONS
% RELEVANCE

F1 F2 F3 F4 F5 F6 … F26

100% 0% 50% 50% 0% 5% … 0%

B1 17.3%
(0,173) (0) (0.087) (0.087) (0) (0.009) (x) (0)
30% 100% 0% 0% 100% 10% … 0%
B2 24%
(0.072) (0.24) (0) (0) (0.24) (0.024) (x) (0)
10% 50% 100% 100% 10% 0% … 0%
B3 2.7%
(0.003) (0.014) (0.027) (0.027) (0.003) (0) (x) (0)
The function that will be
the most important 0% 20% 50% 50% 0% 0% … 100%
B4 12%
function based on the
30 BENEFITS (0) (0.024) (0.06) (0.06) (0) (0) (x) (0.12)
selected benefits of 100% 40% 20% 0% 0% 50% … 50%
B5 5.3%
stakeholder is F1, F4, F5 , (0.053) (0.021) (0.011) (0) (0) (0.027) (x) (0.027)
F3 50% 0% 40% 100% 50% 20% … 20%
B6 20%
(0.1) (0) (0.08) (0.2) (0.1) (0.04) (x) (0.04)
20% 0% 50% 50% 0% 40% … 40%
B7 8%
(0.016) (0) (0.04) (0.04) (0) (0,032) (x) (0.032)
40% 0% 20% 20% 100% 10% … 50%
B8 10.7%
(0.043) (0) (0.021) (0.022) (0.107) (0.012) (x) (0.054)
80% 50% 40% 40% 50% 100% … 30%
B9 0%
(0) (0) (0) (0) (0) (0) (x) (0)
… .. … … … … … …
… …
(0) (0) (0) (0) (0) (0) (x) (0)
50% 30% 100% 20% 40% 0% … 0%
B30 0%
(0) (0) (0) (0) (0) (0) (x) (0)
TOTAL: 0.46 0.30 0.33 0,43 0,35 0.14 (x) 0.27 3.9

% TOTAL: 11.8% 7.7% 8.5% 11% 9% 3.6% (x) 6.9% 100%

 % RELEVANCE

F1 11.8%

F4 11%

F5 9%

FUNCTIONS
POTENTIAL
F3 8.5%

F2 7.7%

F26 6.9%

… …

F11 0,5%
 % ACCUMULATED
% RELEVANCE
RELEVANCE

…
F1 11.8% 11.8%

F4 11% 22.8%

F5 9% 31.8%
FUNCTIONS
POTENTIAL

F3 8.5% 40.3%

F2 7.7% 48%

F26 6.9% 54.9%

… … …

F11 0,5% 100%

 % ACCUMULATED
% RELEVANCE
RELEVANCE
Curve ordered by function importance from the left

100%
F1 11.8% 11.8%

…
F4 11% 22.8% 31.8%

22.8%
F5 9% 31.8%
FUNCTIONS
POTENTIAL

F3 8.5% 40.3% 11.8%

F2 7.7% 48% …
F1 F4 F5 F3 F2 F26 F11
F26 6.9% 54.9%

… … …

F11 0,5% 100% 26 potential functions

4 - Generate Priority Function List

Interpret the output from PMO MIX MANAGER, focusing on the prioritized list of recommended
PMO functions based on stakeholder expectations.

Understand the priority curve:identify high-priority functions on the left, medium-priority in

the middle, and low-priority functions on the right side of the curve.

Consider relevance scores for each function, ensuring they align with the overall goals and
needs of the organization and stakeholders.
 5 - Review and Refine Function List

Critically assess each suggested Consider the organizational

function to ensure alignment with Refine the function list by
context, including available
organization strategy and removing any functions
resources like budget and
stakeholders' expectations that are not feasible or
personnel, existing capabilities,
relevant and adjusting
and readiness for change to
priorities based on
determine feasibility of each
organizational constraints.
function
 6 - Validate Function List with Stakeholders

Prepare Presentation Conduct Validation Gather Feedback Make Adjustments

Meetings
Selected Functions Predefined agendas Compiled feedback Review feedback and
in relation with List of Concerns adjust the function list as
expected benefits Rational Flow slides Stakeholder need Incorporate valid
sentiments suggestions and document
Take the notes (attitudes, opinions, reasons for changes.
and feelings) Seek formal approval for
the final list.
Defining PMO Functions Step 1 : Output

Step 1 output : List of functions that directly Step 1 Tools : PMO Mix Manager .
contribute to stakeholder expectations.

PMO as a service provider : The PMO is seen as a service provider for various stakeholders such as executiv
project managers, and team members. Each group has unique needs, making it crucial for the PMO to align its
functions with these diverse expectations.

Defining Functions Based on Benefits: The first step in defining PMO functions is to understand the expecte
benefits from stakeholders. While stakeholders may not always understand the technical details of how the PMO
should operate, they can clearly express the benefits they expect, such as better project control or improved
resource allocation.

PMO MIX MANAGER: The PMO MIX MANAGER tool is introduced to help PMOs define their priority functions. It
establishes cause-and-effect relationships between PMO functions and the benefits they generate, allowing
PMOs to prioritize functions that maximize value for stakeholders.
Step 2 : Balance the Mix of Functions of the PMO PMO VALUE RING – Ste

Step 2
Step 2 – balance The PMO mix of functions

Different expectations must be met by a set of different functions.

Therefore, there is no default for PMOs. Each should provide a specific mix of functions.`

This ability to adapt to expectations is what contributes to the success of the PMO.

It is common to imagine that certain functions "should" necessarily be offered by a PMO.

In fact, each function needs to deliver benefits that meet stakeholder expectations.
1 - Analyze Current Function Mix

Assess each function

Identify gaps or overlap in
functions from Stage 1 to primary value generation
the current function mix,
ensure clarity on what time frame
considering challenges
services are currently Categorize them into Short and strategic objectives.
intended for delivery. term , Medium term , and
Long term.

Use PMO TUNE to classify each function based on its Short term = Up to 3 Months
expected value generation timeframe. This helps ensure a Medium = 3 to 9 Month
balanced approach to the selected functions Long = 9 to 18 Month
2 - Categorize Functions by Value Generation Timefr

Short-term Value Generators Medium-term Value Generators Long-term Value Generators

These functions provide immediate benefits These functions take moderate time to These functions require a longer
and can be implemented quickly, typically implement the yield results from 3 to 9 months implementation period usually 9 to 18 months
resulting in visible results from 0 to 3 months and should have a substantial strategic
Examples include project management
Examples include project status impacts.
training and mentoring programs.
reporting and issue management Example includes methodology
standardizing and portfolio management

Categorization Process Assessing Function Distribution Importance of Categorization

Use PMO TUNE to classify each function Evaluate the current mix of functions to ensure Categorizing functions by their value
based on its expected value generation an appropriate percentage of short-term, generation timeframe allows the PMO to
timeframe. This helps ensure a balanced medium-term, and long-term functions. address both immediate and strategic needs,
approach to function selection ensuring sustained stakeholder support
 How to define the PMO mix of functions Indicators

Mix of
Functions
Balance
BAI
Benefit
Adherence
Indicators It shows the potential for the
generation of value perception over
EAI time of the selected mix of functions
Expectations
Adherence Shows how much each benefit is being
Indicator addressed by the mix of functions selected
for the PMO. (Several Numbers , one for
each benefits)
Shows how the mix of functions selected for
the PMO is adequate to meet the set of
expectations of the stakeholders. (One number)
The information came from Step 1

EAI = Expectations
% RELEVANCE
Adherence Indicator
It shows how the mix of functions selected
F1 11.8%
for the PMO is adequate to meet the set of
F4 11% expectations of the stakeholders.
F5 9%
FUNCTIONS
POTENTIAL

F3 8.5%

F2 7.7%
11.8%
20.8%
EAI = 36.2%
29.3% MAXIMIZE IT!
F26 6.9%

… …
If we selected the F1 , F5, F3, F26 = 36.2%
F11 0,5% Shows only the quality of the mix that I created
This number can’t be useful alone , it must be with BAI
 BAIx = Benefit Adherence Indicator
X means it will be calculated for each benefit

It shows how much each benefit is being addressed by the mix of

functions selected for the PMO.
Pick the best 26 FUNCTIONS
result of the % RELEVANCE BAIx
selected
F1 F2 F3 F4 F5 F6 … F26
function

B1 17.3% 100% 0% 50% 50% 0% 5% … 0% 100%

B2 24% 30% 100% 0% 0% 100% 10% … 0% 100%

B3 2.7% 10% 50% 100% 100% 10% 0% … 0% 100%

B4 12% 0% 20% 50% 50% 0% 0% … 100% 100%

30 BENEFITS

B5 5.3% 100% 40% 20% 0% 0% 50% … 50% 100%

B6 20% 50% 0% 40% 100% 50% 20% … 20% 50%

B7 8% 20% 0% 50% 50% 0% 40% … 40% 50%

B8 10.7% 40% 0% 20% 20% 100% 10% … 50% 100%

B9 0% 80% 50% 40% 40% 50% 100% … 30% 80%

… … … .. … … … … … … …

B30 0% 50% 30% 100% 20% 40% 0% … 0% 100%

TOP 4 Benefits
B2 + B6 + B1 + B4 = 73.3% BAIAVG = 100+100+100+50 = 87.5%
Step 2 – Balance The PMO mix of functions

Each function offered by the PMO has an ability to generate value

perception over time.

"Reporting to the executive level" is capable of generating value

perception in the short term, since executives, until then, had no access to
information for decision making.

"Providing methodology and tools" is able to establish the necessary basis

for the maturation of the organization, but the perception of value in
relation to these results, in general, only comes in the long term.
Step 2 Balance of the mix of functions

Excessive focus on functions that generate value perception in the short term
causes the PMO to lose support and sponsorship over time, as the necessary
basis for the evolution of organizational maturity are not effectively built.

Excessive focus on functions that generate value perception in the long term
causes the PMO to lose support and sponsorship before beginning to generate
effective results.

The solution is to balance the PMO mix with functions capable of generating
value perception in the short and long term.
 Mix of Functions
POTENTIAL OF
VALUE PERCEPTION GENERATION
Balance
It shows the potential for generation of
SHORT MEDIUM LONG
TERM TERM TERM
value perception over time of the
(up to 3mo) (3mo to 9mo) (9mo to 18mo) selected mix of functions

F1 90% 5% 5%
FUNCTIONS
POTENTIAL

F5 10% 40% 50%

F3 5% 10% 85%
33.3% BALANCE
F26 10% 80% 10%

AVG 28.8% 33.7% 37.5%

3 - Assess Current Balance
Evaluate the distribution of PMO functions to determine the proportion of short-term, medium-term, and
long-term value generators in your current mix.

Assess function weights by considering their importance to stakeholders, alignment with organizational
strategy and resource requirements

Identify imbalance in the function mix, such as overemphasis on short-term functions or gaps in long-term
capabilities

Utilize visualization tools to represent the current balance of PMO functions clearly, aiding in decision-
making for adjustments.
4 – Identify Gaps and Opportunities.

Analyze PMO TUNE Results: Review the PMO TUNE output to identify areas
where the current function mix may be lacking.

Consider Stakeholder Feedback: Pay attention to any areas of

dissatisfaction with the current functions and use this information to inform
adjustments

Evaluate Organizational Context: consider the upcoming strategic

initiatives and evolving project management challenges.
5 - Adjust Function Mix for Optimal Balance

Utilize PMO TUNE Recommendations Introduce New Functions Scale Back Overrepresented Functions

Review the insights provided by PMO TUNE to Consider adding new functions that align with Identify and reduce the frequency or scope of
guide your adjustments in the function mix. stakeholder expectations and enhance the functions that are overemphasized. This helps
Focus on filling identified gaps and enhancing overall value generated by the PMO. Examples to refocus efforts and resources on more
areas that lack representation. include risk management or strategic alignment critical areas that deliver value.
functions.

Phase Implementation of Long-

Reprioritize Existing Functions term Functions Consider Resource Constraints

Based on the new insights, evaluate the priority of For functions that require more time to show Evaluate the PMO's capacity, budget
each function and adjust them accordinglyto results, consider a phased approach. This limitations, and organizational readiness for
ensure alignment with organizational goals and allows for gradual integration while maintaining change. Adjust the function mix in a way that
stakeholder needs. focus on short-term gains. is sustainable and realistic for your context.
 6 - Validate Function List with Stakeholders

Prepare Presentation Conduct Review Gather Feedback Make Adjustments

Meetings
The balanced PMO Predefined agendas Compiled feedback Review feedback and
functions with List of Concerns adjust the function mix
visuals to illustrate Rational Flow slides and if the timeline is accordingly.
expected value acceptable. Present the revised mix to
generation over Take the notes stakeholders for formal
time. approval

Overview of Group Presentation Compiled Feedback Revised Function Mix

balanced portfolio Material List of Concerns Final Approval Documentat
with the expected Feedback Stakeholder response Stakeholder agreements
value timelines collection form
 Step 2 : Output
Balancing the Mix of PMO Functions

Step 2 output : Balanced functions that will

Step 2 Tools : PMO Tune .
deliver the value overtime.

PMO TUNE Model:

The PMO TUNE tool helps PMOs balance the mix of their functions, ensuring consistent value generation over time
by including both quick-impact and sustainable functions.
Q1- What should be done if the Expectations
Adherence Indicator is equal to 33%?
A. Increase the number of benefits

B. Maximize it

C. Minimize it

D. Accept it

Explanation: EAI shows how the mix of selected functions meet the stakeholders' expectations, the higher the
percentage the better
Q2- What are some ways to guarantee that your PM
is well-balanced?
A. By establishing a combination of features and benefits

B. By establishing a combination of functions that align with the

needs and expectations of customers while considering the
balance of the set functions

C. By establishing a combination of functions and needs

D. By establishing a combination of benefits that align with the needs

while considering the balance of the set benefits

Overall explanation
To guarantee a balanced PMO, it is necessary to establish a
"combination" of Functions that align with the needs and expectations
of its clients, and ensure they are well balanced
Q3- The first step in the PMO Value Ring framework is do define the
functions that will be implemented using .......................then balancing
the mix of functions will be done using...................

A. PMO TUNE, PMO mix manager

B. PMO mix manager, PMO TUNE

C. PMO mix manager, PMO performance model

D. PMO TUNE, PMO performance model

Overall explanation
According to the PMO Value Ring methodology, the first step is to
define which functions will be implemented with the PMO MIX
MANAGER, after that, the balance the mix of functions is executed with
the PMO TUNE,
Q4- When is the Perceived Value Balance Indicator of the PMO
obtained?

A. No Value

B. In long term only

C. Over time (In the short, medium, and long term)

D. Immediately

Overall explanation
PMO Value Ring framework proposes that the PMO must provide value
over time in the short, medium and long term.
Q5- Manage Resource Allocation Between Projects is considered a
______________ while Better availability of resources with skills in project
management is considered a ____________

A. Function; Value

B. Benefit; Function

C. Function; Benefit

D. Benefit; Value
Q6- Are the projects that have been completed successfully the best
evidence of a project management office that has been successful?

A. No, its Myth as each function will determine how success is being evaluated

B. Yes. Some PMO functions have strong influences on project performance

C. No, Some PMO functions have a low capacity to have an impact on the

success of projects

D. No. It depends on the current and desired level of maturity of the PMO

Overall explanation
MYTH 5: "THE SUCCESS OF THE PROJECTS IS ALWAYS THE BEST EVIDENCE OF THE SUCCESS OF THE P
is no doubt that project success is a very important factor for a PMO. However, it will not always be the best way to
demonstrate its value. Each function that a PMO provides to its stakeholders should be evaluated in a specific way.
Some PMO functions can have a strong influence on project performance, such as supporting project planning.
Q7- What is a perceived value balance indicator?

A. Balance indicator of giving value to your PMO in the short, medium and long term

B. Benefits indicator of giving value to your PMO in the short, medium and long term

C. Benefits indicator of giving value to your PMO in the long run

D. Balance indicator of giving value to your PMO in the short run

Overall explanation
The PMO Value Ring Methodology proposes that the PMO must provide
value over time in the short, medium and long term
Q8- Why is balancing the PMO mix of functions very important?

A. Because it allows investments to be made in a balanced way according to

functions

B. Because it allows for competencies to be balanced according to functions

C. Because it allows workload to be balanced according to functions

D. Because it allows stakeholder perceive the value the PMO generates over time
Overall explanation
The mixing and balancing of functions allow the PMO to ensure that it meets the stakeholders expectations
and they are able to perceive the value that the PMO brings
Q9- The relationship between which of the following should be identified
project management office?

A. Functions and Benefits

B. Values and Benefits

C. Benefits and Features

D. Functions and Values

Overall explanation
Each function needs to generate some form of benefit, the relationship between the 2 will
determine the priority functions of the PMO
Q10- Can you name the services that a PMO offers to its clients?

A. Functions

B. Standards

C. Processes

D. Benefits

Overall explanation
According the PMO Value Ring, the PMO provides functions (services)
to meet stakeholder requirements
Q11- PMOs with excessive focus on short-term functions may?

A. Will address the organization's real problems

B. Solve the organization's real problems

C. Gain the stakeholders support over time

D. Not address the organization's real problems

Section: Step 2 Balance mix of PMO Function

Correct Answer is (D) PMOs with excessive focus on short-term functions may not address the
organization's real problems. [Mr. Americo pinto Article PDF 5 page 2]
Q12- PMOs with excessive focus on long-term functions ?

A. Do not survive long enough to demonstrate their value

B. Will survive long enough to demonstrate their value

C. Do not survive short enough to demonstrate their value

D. They will gain sponsorship, support

Section: Step 2 Balance mix of PMO Function

Correct Answer is (A) PMOs with excessive focus on long-term functions do not survive long enough to
demonstrate their value. [Mr. Americo pinto Article PDF 5 page 2]
3. Establishing PMO Process Step 3
Manage Lessons Learned Meetings

Well defined process will help maintain the ability to generate value for customers
Establish PMO Processes
The objective Outcome Importance

To define and implement Effective processes ensure

A comprehensive set of consistent delivery of PMO
standardized PMO
well-defined process services. Increase stakeholder
process that enhance satisfaction, and facilitate
that guide all PMO
efficiency and service continuous improvements
functions and activities
delivery
The Importance of Formalized PMO Processes
Benefits of Formalized Processes
•Consistency of the service delivery.
•Clarity of roles and responsibilities.
• Improved efficiency and effectiveness.

Easier Performance Measurement

• Clear Matrix to assess the PMO Performance.
• Facilitating data-driven decisions.

Risks of Informal Processes

• Projects failure due to inconsistency.
• Difficulties in scaling PMO Operations without structured guidelines.

Impact on PMO Credibility

•Formalized process enhance the PMO credibility
• Fostering trust and satisfaction among stakeholder by delivering reliable results.
Service Catalog Concept for PMOs
A service catalog is a comprehensive list of services offered by the PMO, detailing what is available to
stakeholders.

The purpose of a service catalog is to clearly communicate PMO offerings, ensuring stakeholders understand
available services and how to access them. Include service descriptions, service level agreements (SLAs),
process overviews, roles and responsibilities, and instructions for requesting services.

Provide a clear expectations for PMO services, improving stakeholder engagement, and facilitating resource
planning and allocation.

Require periodic review, user feedback collection and adjustment based on evolving PMO capabilities
and stakeholders needs.
Step 3 Establishing the PMO Process.
Importance of formalized process.

Formalizing PMO processes helps align client expectations with actual delivery, supports
resource planning, and provides tools to measure performance and justify the PMO’s existence.

PMOs without formal processes risk inefficiencies, unmet expectations, and credibility loss,
which may lead to failure in achieving their objectives.

Each PMO service requires a detailed process, including a flowchart of activities, defined
responsibilities, necessary resources, and metrics to measure performance.

Knowledge management is facilitated making it easier to capture and transfer best practices
across the PMO and organization.
 Common Challenges in Process Definition
Resistance to Balancing details Resource
standardization and flexibility Constraints

Many team members may

be hesitant to adopt new Processes must be
Defining robust processes
processes due to a detailed enough to provide
often demands significant
preference for familiar clarity, but not so rigid that
time and effort, which can
methods they stifle creativity or
strain limited resources
adaptability

Cured by
: Cured by
: Cured by
:
Clear communication Striking this balance is Allocate adequate
about the benefits of crucial for effective resources for process
standardizations implementation definition
 1 - Identify Key Processes for Each PMO Funct

Review PMO Functions Determine Core Assess Stakeholder Prioritize Processes

Processes Involvement
Review the PMO
functions identified Identify core processes Identify key stakeholders Prioritize identified
earlier. Understand for each PMO function. for each process. processes based on their
each function's core Consider main Determine their inputs importance to PMO
responsibilities to activities, frequency, and and expected outputs to performance and
ensure all necessary triggers that initiate align processes with their stakeholder significance.
processes are included. these processes. needs.

List of PMO List of core Stakeholder analysis Prioritized list of PMO proc
functions with processes for each for each identified with justifications.
Descriptions PMO Functions process
2 - Define Process Objectives and Scope
Clearly state the primary objective of each identified process to ensure everyone
understands the desired outcome and purpose.

Define what's in and out of scope for each process to set clear boundaries and manage
expectations effectively

Align the defined objectives and scope with overall PMO objectives and stakeholder
expectations to ensure coherence and relevance.

Document all assumptions and constraints related to the process to provide context and
facilitate better decision-making throughout implementation.
 3 - Create Process Flowcharts

Identify Purpose Determine Start & Map Key Decision Detail Activities & Links
End Points Points
Clarify the main objective
of the flowchart. What The start point should Identify critical decision Outline the main activities
process are you mapping, indicate the trigger for points within the process that occur between the
and why is it important? the process, while the where a choice must be start and end points,
This will guide the level of end point represents the made. including any connections
detail needed in the completion of the to other processes.
flowchart. process.

Defined purpose Documented start List of decision points Complete flowchart draft
statement for the and end points for with criteria for each. showing all activities and
flowchart the process. connections
4 - Establish Roles and Responsibilities
Identify Roles Involved
•List all roles essential to the process such as a project manager , PMO Analyst, and
stakeholders
•Ensure the clarity of roles and responsibilities.

Define Specific Responsibilities

• For each identified role, outline specific duties, tasks to be completed
• Accountability for outcome.

Use RACI Matrix

• Utilize RACI Matrix to assign roles (RACI)
• This helps clarify involvements and reduce role conflicts.

Consider Training Needs

•Assess required skills for each role and identify any training needs
• Ensure the team can fulfill their responsibilities effectively.
5 - Define Inputs, Outputs, and Key Metrics
Clearly specify required inputs such as data, documents, and
approvals necessary for the process.

Identify expected outputs including reports, decisions, and

deliverables that the process will produce.

Establish KPI’s to measure efficiency, effectiveness, and

impact on PMO objectives.

Plan for regular review and adjustment of inputs, outputs,

and KPIs to ensure ongoing relevance and effectiveness.
6 - Document Best Practices and Guidelines
Compile Lessons Learned Research Industry Best Practices
Gather insights from past PMO projects to Stay updated on industry standards and
understand what worked well and what methodologies. Leverage resources, such as PMO
didn’t. Conduct debrief sessions with team benchmarking reports and case studies, to
members to capture valuable experiences incorporate proven practices into your PMO
that can inform future processes. processes.

Create Templates and Checklists Plan for Regular Updates

Develop standardized templates for Establish a schedule for reviewing and

common PMO tasks, such as project updating documentation. Create feedback

charters and status reports. Checklists can mechanisms to incorporate new insights

help ensure that all necessary steps are and changes in best practices into your

followed in key processes. PMO guidelines.

 Establish PMO Process

Flow of the steps

1. We will define which functions will be
implemented with the PMO MIX MANAGER
2. We will balance the mix of functions in terms of
value perception with the PMO TUNE
3. 3. We will design each PMO process using the
PMO PROCESS GUIDE, which will contribute
with process suggestions to each PMO function,
defining inputs, outputs, tools and potential best
practices.
Step 3
PMO processes
 Step 3 : Output
Establish PMO Process

1. The PMO Process Guide: provides detailed recommendations for each of the 26 common
PMO functions, such as "Provide Mentoring for Project Managers" or "Provide Project
Management Methodology.“
1. For each function, the guide offers input/output definitions, necessary tools,
responsibilities, and metrics to track performance.
2. The service catalog is comprised of all active and approved services that can be offered to
current and future PMO customers. a service catalog will also help to "educate" PMO
customers, clearly showing which services are available by the PMO
3. Service Level Agreements (SLAs): can be established for each function, setting measurable
targets for performance, such as customer satisfaction, efficiency, and effectiveness.
 PMO VALUE RING
Defining PMO Performance Indicators (KPI)

Step 4

Performance for the service provided

Performance for the projects under the PMO.

Performance of the organization business

 Project success is not always indicative of the success of the
PMO. Everything will depend on what functions the PMO is
providing. Some can be measured in this way, some can not.

Step 4 The performance of the PMO in providing each function

Measuring
should be measured from specific indicators.

PMO The PMO VALUE RING methodology provides performance

indicators for each function selected for the PMO, with details

performance needed for its measurement.

An example: "Provide methodology" can be measured by

adherence to the methodology used (% of projects that use
the methodology) and by correction in use (% of projects
using it with no issues).
Step 4 - Measuring PMO performance
The Importance of KPIs for PMOs:

Defining KPIs helps PMOs measure the quality and impact of their
services, which is essential for proving their value and ensuring they
meet client expectations.

Many PMOs focus on project performance to justify their role, but

project success doesn’t always directly reflect PMO effectiveness.
PMOs need tailored KPIs that assess their specific functions.
Three Approaches to PMO Performance Measurement

Service Performance: Measures the quality of PMO functions, such as

providing reports to management or mentoring project managers.

Project Performance: Evaluates the PMO’s impact on specific projects,

such as managing projects or supporting project planning.

Business Performance: Assesses how PMO activities contribute to

broader organizational goals, such as strategic decision-making or
portfolio management.
 Step 4 - Measuring PMO performance
PMO PERFORMANCE MODEL:
PMO PERFORMANCE MODEL:

For the function "Provide Mentoring for Project Managers", the KPIs might
The PMO PERFORMANCE MODEL include:
offers a flexible set of performance
indicators for 26 PMO functions, Mentee Satisfaction: Measures the quality
such as mentoring project of mentoring (relevance 77%).
managers or providing performance
reports. Perceived value goes
beyond just technical results; it
Attendance Rate at Mentoring Sessions:
also includes emotional, social, Tracks participation (relevance 13%).
and financial aspects.

Execution Rate of Mentoring Plans: Evaluates

how well mentoring plans are executed
(relevance 10%).
 Measuring PMO performance – Tailoring

The model is adaptable, allowing PMOs to adjust

KPIs based on their specific functions and

organizational maturity. This flexibility ensures that

PMOs can measure performance in a way that aligns

with their unique roles and objectives.

The Balance Between Leading and Lagging Indicator
Leading Indicators Lagging Indicators

Metrics that predict future Metrics that show results of

performance or outcomes. past actions and performance.

Examples Examples

Number of risk mitigation plans in place Project success rates, actual vs.
Project manager competency levels, budgeted project costs, and customer
Adherence to project management satisfaction with completed projects.
methodology.

Benefits Benefits
Allow proactive management and Demonstrate actual outcomes and
provide early warning signs for are relatively easy to measures for
potential issues. results analysis
 1 - Identify Key Areas for Measurement

Review Objectives Identify Success Brainstorm Prioritize Areas

Factors Measurement Areas
Review PMO's strategic
objectives to ensure they Pinpoint critical success Conduct a brainstorming Prioritize the identified
align with organizational factors (CSFs) for your session to identify measurement areas using
goals. For instance, if PMO. CSFs are essential measurement areas criteria like alignment with
enhancing project speed areas that must perform based on objectives and strategy, stakeholder
is a goal, it should reflect well to achieve CSFs. impact, and ease of
in your metrics. objectives. measurement

List of strategic Documented list of Comprehensive list of Prioritized List of Measurem

objectives alignment CSFs potential measurementareas
Matrix with goals Stakeholder areas Criteria for prioritization
feedback summary Prioritized brainstorming
results
2 - Define KPIs for Each PMO Function
Ensure each KPI is SMART: Specific, Measurable, Achievable, Relevant, and Time-bound for
clarity and focus.

Define what's in and out of scope for each process to set clear boundaries and manage
expectations effectively

Align the defined objectives and scope with overall PMO objectives and stakeholder
expectations to ensure coherence and relevance.

Document all assumptions and constraints related to the process to provide context and
facilitate better decision-making throughout implementation.
3-Establish KPIRelevanceand Weightings

Assessment Assign weightings stakeholders

feedback

Assess the importance of each

Assign weightings to KPIs based on their Ensure that weightings align with
KPI by considering how well it
reflects PMO Performance and its relative importance to PMO objectives strategic priorities, allowing for
value to stakeholder adjustments as needed based
and stakeholder expectations. Using
on performance reviews and
techniques like Analytical Hierarchy stakeholders feedback
technique (AHP) or pairwise
comparison, 100 Points, MOSCOW
4 - Set Performance Targets for Each KPI

Determine target-setting approaches such as historical performance, industry benchmarks, and

stakeholder expectations to provide context for your targets.

Ensure targets are challenging yet achievable to motivate the PMO team and drive performance
improvements without setting unrealistic expectations.

Align performance targets with strategic goals to ensure that KPIs support the overall objectives of
the PMO and the organization as a whole.

Establish a timeline for achieving targets, setting clear deadlines to maintain focus and
accountability within the PMO team.
 5 - Implement KPI Measurement and Reporting Processe

Data Collection Design KPI Train Team on KPI Establish Review Cadence
Procedures Dashboards Processes
Identify sources for KPI Create visual Conduct training for team Set a regular schedule for
data, like project dashboards to present members on KPI KPI reviews, like monthly
management software. KPIs clearly. Use charts measurement and meetings. Analyze data,
Define frequency and and graphs to reporting. discuss trends.
assigning (RACI) for summarize Data-Driven Decision
accuracy and performance.
consistency.

Data collection plan KPI dashboard designs Training materials Review meeting schedules
Assigned User guides Session schedules Minutes from sessions
responsibilities Templates for reportingReference guides Action plans based on anal
Data entry protocols
6 - Review and Refine KPIs Periodically
1
Set a Regular Review Schedule
Establish a fixed schedule for KPI reviews,
2 Assess KPI Effectiveness
During reviews, evaluate if KPIs align with PMO
such as quarterly or annually to ensure and organizational objectives and if they drive
ongoing relevance and effectiveness. desired outcomes.

3 Gather Feedback from

Stakeholders 4 Update KPI Definitions as
Needed
Solicit input from stakeholders on the Revise KPI definitions, targets, and weightings
usefulness of KPIs And any areas for based on review insights
and changing organizational priorities.
improvement to enhance measurement
practices.
 FUNCTION A Provide Mentoring for Project
Managers

Indicators

Ind1
Ind2
Ind3
Ind
 FUNCTION A

Relevance
Indicators
(A)

Ind1 30%
Ind2 20%
Ind3 40%
Ind4 10%
 FUNCTION A

Relevance Goal
Indicators (B)
(A) (internal or external)

Ind1 30% 100%

Ind2 20% 70%
Ind3 40% 80%
Ind4 10% 100%
 FUNCTION A

Goal Current
Relevance
Indicators (B) Status
(A) (internal or external) (C)

Ind1 30% 100% 50%

Ind2 20% 70% 70%
Ind3 40% 80% 80%
Ind4 10% 100% 80%
 FUNCTION A

Goal Current Indicator

Relevance
Indicators (B) Status Performanc
(A) (internal or external) (C) e (D=C/B%)

Ind1 30% 100% 50% 50%

Ind2 20% 70% 70% 100%

Ind3 40% 80% 80% 100%

Ind4 10% 100% 80% 80%

 FUNCTION A

Goal Current Indicator

Relevance Function Performance
Indicators (B) Status Performanc
(A) SUM (E=A X D)x
(internal or external) (C) e (D=C/B%)

30% x
Ind1 30% 100% 50% 50% = 15%
50%
20% x
Ind2 20% 70% 70% 100% =20%
100%
40% x
Ind3 40% 80% 80% 100% =40%
100%
10% x
Ind4 10% 100% 80% 80% =8%
80%
 FUNCTION A

Goal Current Indicator

Relevance Function Performance
Indicators (B) Status Performanc
(A) SUM (E=A X D)x
(internal or external) (C) e (D=C/B%)

30% x
Ind1 30% 100% 50% 50% = 15%
50%
20% x
Ind2 20% 70% 70% 100% =20%
100%
83%
40% x
Ind3 40% 80% 80% 100% =40%
100%
10% x
Ind4 10% 100% 80% 80% =8%
80%
5. Defining PMO Headcount and Competencies Step 5

In PMO, Defining headcount and

competencies is a critical step that
ensures the PMO is equipped with the
right personnel and skill sets to achieve
its objectives.
Determining Headcount : Quantity and Quality

If the PMO is providing only the project management activities, then The competencies required for the
project manager = The competencies for the PMO which in not always the case
 Competences required for the PMO Team.

10 essential competencies identified

are crucial for the success of project
management offices teams.

These competencies not only enhance

the team's ability to deliver projects
effectively but also foster a
collaborative and productive work
environment.

Influence Conflict Management Project Management Proactivity Clientfocus

Integrate Knowledge Manageme

Effective CommunicationProcess Management Relationship
1. Ability to Influence

Ability to persuade, convince, influence, or impel other people to get support or take the same or similar actions as i
they had power or authority (hierarchical level).
2. Ability to Integrate

Ability to articulate with stakeholders involved in projects, programs and portfolios, identifying interdependencies, to
increase assertiveness in achieving strategic objectives.
 3. Conflict Management

Ability to mediate impasses in individual relationships or groups of stakeholders, aiming to achieve the planned
objectives and minimizing the impact on the performance of projects.
 4. Effective Communication

This competency encompasses not only verbal and written communication skills but also active listening and the
ability to tailor messages to different audiences. Effective communicators can convey complex information in a way
that is easily understood.
 5. Project Management

Ability to plan, execute and control projects and programs, individually or jointly with
their managers, stakeholders and sponsors.
 6. Process Management

Ability to design, structure and measure process performance, as well as work

within pre-established patterns that support the execution of tasks.
 7. Proactivity

Ability to seek and identify opportunities for improvement and innovation, proposing
and implementing solutions, to optimize project performance.
 8. Interpersonal Relationship

Ability to create, maintain, expand and use contact networks to guarantee deliveries
and expected results
 9. Focus on the Client

Ability to identify and meet customer expectations, and agility and adaptability to
adjust whenever a need for change is identified.
 10. Management of Knowledge

Ability to disseminate the project management culture and manage the accumulated
knowledge throughout the development of projects and after their closure
 Degree of Importance for each competencies
Function Competencies Relevance
Effective Communication 31%
Conflict Management 19%
Ability to Influence 18%
Interpersonal Relationship 12%
Provide Project or Program Project Management 6%
Performance Report to
Upper Management Focus on the Client 6%
Ability to Integrate 4%
Process Management 2%
Proactivity 1%
Management of Knowledge 1%

The degree of importance of each competency for each function, indicating its
relevance for the good performance of the function offered by the PMO.
 Competency Levels in the PMO Value Ring

Every professional member of the PMO team must have their performance evaluated
in a 360 o evaluation process.
 PMO VALUE RING
5 - Defining the PMO team

Defining the PMO team First evaluating the Team Internally

5 PMO members and evaluating 4 competencies. the number is the median of the evaluator (20 members)

C1 C2 C3 C4
PMO
MEMBERS
MEDIAN MEDIAN MEDIAN MEDIAN

JOHN 4 4 1 1

CARLOS 2 2 1 1

ALI 1 1 3 4

FRANCIS 1 1 1 2

MARIA 3 1 1 1
 PMO VALUE RING
5 - Defining the PMO team
Now we will select the function and add the relevance of each competencies according to the functions.

FUNCTION A

C1 C2 C3 C4
PMO
MEMBERS
RELEVANCE RELEVANCE RELEVANCE RELEVANCE
MEDIAN MEDIAN MEDIAN MEDIAN
30% 10% 40% 20%

JOHN 4 4 1 1

CARLOS 2 2 1 1

ALI 1 1 3 4

FRANCIS 1 1 1 2

MARIA 3 1 1 1
 PMO VALUE RING
5 - Defining the PMO team

Now I need to see which is the best one for function A

FUNCTION A

C1 C2 C3 C4
PMO
MEMBERS
RELEVANCE RELEVANCE RELEVANCE RELEVANCE
MEDIAN MEDIAN MEDIAN MEDIAN
30% 10% 40% 20%

30% X 4 10% X 4 = 40% X 1 = 20% X 1 =

JOHN 4 4 1 1
= 1.2 0.4 0.4 0.2

=30% X 2 10% X 2 = =40% X 1 20% X 1 =

CARLOS 2 2 1 1
= 0.6 0.2 = 0.4 0.2

=30% X 1 10% X 1 = =40% X 3 20% X 4 =

ALI 1 1 3 4
= 0.3 0.1 = 1.2 0.8

=30% X 1 10% X 1 = =40% X 1 20% X 2 =

FRANCIS 1 1 1 2
= 0.3 0.1 = 0.4 0.4

=30% X 3 30% X 1 = =40% X 1 20% X 1 =

MARIA 3 1 1 1
= 0.9 0.3 = 0.4 0.1
 PMO VALUE RING
5 - Defining the PMO team

Now I will sum the numbers to see the result for each members

FUNCTION A

C1 C2 C3 C4
PMO CAIp
MEMBERS Personal
RELEVANCE RELEVANCE RELEVANCE RELEVANCE
MEDIAN MEDIAN MEDIAN MEDIAN
30% 10% 40% 20%

30% X 4 10% X 4 = 40% X 1 = 20% X 1 =

JOHN 4 4 1 1 2.2/4 = 55%
= 1.2 0.4 0.4 0.2

=30% X 2 10% X 2 = =40% X 1 20% X 1 =

CARLOS 2 2 1 1 1.4/4 = 35%
= 0.6 0.2 = 0.4 0.2

=30% X 1 10% X 1 = =40% X 3 20% X 4 =

ALI 1 1 3 4 2.4/4 = 60%
= 0.3 0.1 = 1.2 0.8

=30% X 1 10% X 1 = =40% X 1 20% X 2 =

FRANCIS 1 1 1 2 1.2/4 = 30%
= 0.3 0.1 = 0.4 0.4

=30% X 3 30% X 1 = =40% X 1 20% X 1 =

MARIA 3 1 1 1 1.7/4 = 43%
= 0.9 0.3 = 0.4 0.1

CAIp is the personal competence Adherence indicator = show how good each person in Function A.
 FUNCTION A

C1 C2 C3 C4
PMO CAIp CAIf
MEMBERS Personal Function
RELEVANCE RELEVANCE RELEVANCE RELEVANCE
MEDIAN MEDIAN MEDIAN MEDIAN
30% 10% 40% 20%

30% X 4 10% X 4 = 40% X 1 = 20% X 1 =

JOHN 4 4 1 1 2.2/4 = 55%
= 1.2 0.4 0.4 0.2

=30% X 2 10% X 2 = =40% X 1 20% X 1 =

CARLOS 2 2 1 1 1.4/4 = 35%
= 0.6 0.2 = 0.4 0.2

=30% X 1 10% X 1 = =40% X 3 20% X 4 =

ALI 1 1 3 4 2.4/4 = 60%
= 0.3 0.1 = 1.2 0.8

=30% X 1 10% X 1 = =40% X 1 20% X 2 =

FRANCIS 1 1 1 2 1.2/4 = 30%
= 0.3 0.1 = 0.4 0.4

=30% X 3 30% X 1 = =40% X 1 20% X 1 =

MARIA 3 1 1 1 1.7/4 = 43%
= 0.9 0.3 = 0.4 0.1
 FUNCTION A

C1 C2 C3 C4
PMO CAIp CAIf
MEMBERS Personal Function
RELEVANCE RELEVANCE RELEVANCE RELEVANCE
MEDIAN MEDIAN MEDIAN MEDIAN
30% 10% 40% 20%

30% X 4 10% X 4 = 40% X 1 = 20% X 1 =

JOHN 4 4 1 1 2.2/4 = 55%
= 1.2 0.4 0.4 0.2

=30% X 2 10% X 2 = =40% X 1 20% X 1 =

CARLOS 2 2 1 1 1.4/4 = 35%
= 0.6 0.2 = 0.4 0.2 60%
ALI 1
=30% X 1
1
10% X 1 =
3
=40% X 3
4
20% X 4 =
2.4/4 = 60%
The best
= 0.3 0.1 = 1.2 0.8
one in the
FRANCIS 1
=30% X 1
1
10% X 1 =
1
=40% X 1
2
20% X 2 =
1.2/4 = 30%
function
= 0.3 0.1 = 0.4 0.4

=30% X 3 30% X 1 = =40% X 1 20% X 1 =

MARIA 3 1 1 1 1.7/4 = 43%
= 0.9 0.3 = 0.4 0.1

Still 60% is not good enough to deliver a good value in this function then we have to create an action plan
for the development. For example in 6 month Ali should be 80%, in addition to that we can assign two
people
 FUNCTION A

C1 C2 C3 C4
PMO CAIp CAIf
MEMBERS Personal Function
RELEVANCE RELEVANCE RELEVANCE RELEVANCE
MEDIAN MEDIAN MEDIAN MEDIAN
30% 10% 40% 20%

30% X 4 10% X 4 = 40% X 1 = 20% X 1 =

JOHN 4 4 1 1 2.2/4 = 55%
= 1.2 0.4 0.4 0.2

=30% X 2 10% X 2 = =40% X 1 20% X 1 = Teamwork?

CARLOS 2 2 1 1 1.4/4 = 35%
= 0.6 0.2 = 0.4 0.2
NO
=30% X 1 10% X 1 = =40% X 3 20% X 4 =
ALI 1 1 3 4 2.4/4 = 60%
= 0.3 0.1 = 1.2 0.8

=30% X 1 10% X 1 = =40% X 1 20% X 2 =

FRANCIS 1 1 1 2 1.2/4 = 30%
= 0.3 0.1 = 0.4 0.4

=30% X 3 30% X 1 = =40% X 1 20% X 1 =

MARIA 3 1 1 1 1.7/4 = 43%
= 0.9 0.3 = 0.4 0.1
 FUNCTION A

C1 C2 C3 C4
PMO CAIp CAIf
MEMBERS Personal Function
RELEVANCE RELEVANCE RELEVANCE RELEVANCE
MEDIAN MEDIAN MEDIAN MEDIAN
30% 10% 40% 20%

30% X 4 10% X 4 = 40% X 1 = 20% X 1 =

JOHN 4 4 1 1 2.2/4 = 55%
= 1.2 0.4 0.4 0.2

=30% X 2 10% X 2 = =40% X 1 20% X 1 =

CARLOS 2 2 1 1 1.4/4 = 35% Teamwork?
= 0.6 0.2 = 0.4 0.2
NO
=30% X 1 10% X 1 = =40% X 3 20% X 4 =
ALI 1 1 3 4 2.4/4 = 60% =AVG (55% + 60%)
= 0.3 0.1 = 1.2 0.8

FRANCIS 1
=30% X 1
1
10% X 1 =
1
=40% X 1
2
20% X 2 =
1.2/4 = 30% 58%
= 0.3 0.1 = 0.4 0.4

=30% X 3 30% X 1 = =40% X 1 20% X 1 =

MARIA 3 1 1 1 1.7/4 = 43%
= 0.9 0.3 = 0.4 0.1

We still have a problem

 FUNCTION A

C1 C2 C3 C4
PMO CAIp CAIf
MEMBERS Personal Function
RELEVANCE RELEVANCE RELEVANCE RELEVANCE
MEDIAN MEDIAN MEDIAN MEDIAN
30% 10% 40% 20%

30% X 4 10% X 4 = 40% X 1 = 20% X 1 = Team Work?

JOHN 4 4 1 1 2.2/4 = 55%
= 1.2 0.4 0.4 0.2
YES
MAX = MAX = MAX = MAX =
+ + + 3.6/4 =
1.2 0.4 1.2 0.8

=30% X 1 10% X 1 = =40% X 3 20% X 4 =

ALI 1 1 3 4 2.4/4 = 60%
= 0.3 0.1 = 1.2 0.8
 Get the maximum of each one because they are working to complete each other.

FUNCTION A

C1 C2 C3 C4
PMO CAIp CAIf
MEMBERS Personal Function
RELEVANCE RELEVANCE RELEVANCE RELEVANCE
MEDIAN MEDIAN MEDIAN MEDIAN
30% 10% 40% 20%

30% X 4 10% X 4 = 40% X 1 = 20% X 1 = Teamwork?

JOHN 4 4 1 1 2.2/4 = 55%
= 1.2 0.4 0.4 0.2 YES

MAX = MAX = MAX = MAX =

1.2
+
0.4
+
1.2
+
0.8
3.6/4 = 90%
90%
=30% X 1 10% X 1 = =40% X 3 20% X 4 =
ALI 1 1 3 4 2.4/4 = 60%
= 0.3 0.1 = 1.2 0.8

The CAIf become 90 percent because they are cooperating.

 FUNCTION A

C1 C2 C3 C4
PMO CAIp CAIf
MEMBERS Personal Function
RELEVANCE RELEVANCE RELEVANCE RELEVANCE
MEDIAN MEDIAN MEDIAN MEDIAN
30% 10% 40% 20%

30% X 4 10% X 4 = 40% X 1 = 20% X 1 = Teamwork?

JOHN 4 4 1 1 2.2/4 = 55%
= 1.2 0.4 0.4 0.2 YES

MAX = MAX = MAX = MAX =

1.2
+
0.4
+
1.2
+
0.8
3.6/4 = 90%
=30% X 1 10% X 1 = =40% X 3 20% X 4 =
ALI 1 1 3 4 2.4/4 = 60%
= 0.3 0.1 = 1.2 0.8

CAIPMO = AVG (CAIf)

6. Identifying The PMO’s Maturity and planning its
evolution Step 6

• PMO Maturity refers to the level of sophistication and effectiveness of PMO functions and processes.
• Focuses specifically on the Project Management Office’s ability to deliver value and support project
management.
PMO Functions
Strategic Approach Tactical Approach Operational Approach
participate in strategic Methodology development and Supports day-to-day project
planning , advice top project manager training. execution. Maturity
management in Decision Maturity indicators: consistency indicators assess efficiency
making and effectiveness of project and quality of operational
management practices. support.
The Concept of PMO Performance Approaches

The maturity is not related to the type,

and it is related to
• The way you are doing the
functions and adherence to the
benefits
• The alignment of the PMO with the
expectations

Maturity without alignment means nothing.

The Role of Maturity in Value Generation
Higher PMO maturity generally correlates with increased value delivery to the organization,
enhancing overall performance.

Maturity contributes to value through improved efficiency in operations, enhanced quality of

services, and better alignment with organizational needs.

The mature PMO offers functions - only the necessary ones - with a high level of sophistication
and, consequently, can generate a greater perception of value.

Being strategic or operational is not a sign of maturity, but a consequence of stakeholder needs.
 The maturity is based on Knowledge and Expe
Knowledge = How the company process is Experience = The practice coming
structured, training , systems. from performing the job

Lack of practical experience will prevent you to evolve

Lack of knowledge will make it difficult for you to continue evolving
Knowledge and experience are both required to evolve
 PMO MATURITY CUBE
PMO Maturity Cube
Key Features of the Model

The PMO Maturity Cube is a model designed to levels: Recognizes varying maturity levels
assess and enhance PMO maturity, evaluating across PMO functions.
capabilities across multiple dimensions for a
Customizable: Tailors assessments based on
holistic effectiveness view.
unique organizational needs.
 PMO MATURITY CUBE
PMO Maturity Cube
Key Features of the Model

The PMO Maturity Cube is a model designed to levels: Recognizes varying maturity levels
assess and enhance PMO maturity, evaluating across PMO functions.
capabilities across multiple dimensions for a
Customizable: Tailors assessments based on
holistic effectiveness view.
unique organizational needs.
 PMO MATURITY CUBE
Benefits
Steps
Holistic view: Offers a complete
picture of PMO maturity for targeted 1. Conduct a self-assessment using the PMO
improvements. Maturity Cube questionnaire.
Targeted recommendations: 2. Analyze results to identify strengths and
Identifies specific areas for weaknesses.
development based on maturity 3. Set desired maturity levels
scores. for each function based on goals.
Benchmarking: Allows comparison Develop action plans to address gaps.
against industry standards.
 Calculate PMO Maturity.
Function’s Cycle’s
Current Target Maturity Approach’s
Maturity
Approaches Maturity Maturity Gap Maturity PMO Maturity Indicato
Indicator
It is important to emphasize (A) (B) Yes = Require Indicator
(MI = A/4 %) Action Plan
that the desired levels of
maturity will not always be STRATEGIC 50%

the maximum values in F5 1 3 25% YES

each evaluated function.
F12 2 2 50% NO AVG (F5, F12, F21)
Because :
• Cost F21 3 4 75% YES
• Or it is not achievable in TACTICAL 42% AVG
the current cycle (Strategic MI;
Tactical MI;
evaluation cycles. F9 1 1 25% NO
Operational MI)
42%
F14 2 3 50% YES AVG (F9, F14, F26)
AVG
(50%; 42%;
F26 2 4 50% YES 33%)

OPERATIONAL 33%

F1 1 3 25% YES

F4 2 2 50% NO AVG (F1, F4, F14)

F14 1 3 25% YES

7. Calculate PMO ROI and Monitor Performance Step 7

Understanding the value generated by their PMO initiatives.

The Importance of Demonstrating PMO Financial Value

1 2 3 4

Justifies PMO existence Aligns PMO activities Supports decision- Enhances PMO
and the allocation of with business making on PMO credibility within the
resources, ensuring the objectives, promoting a investments by organization,
PMO's role is strategic direction that providing data-driven fostering trust and
recognized within the enhances overall insights into the securing the ongoing
organization. performance. financial impact of support
projects.
The Concept of Loss Reduction as a Key PMO Benefit

Definition of Loss The PMO's ability to minimize or prevent project-related losses, ensuring that
Reduction projects stay within budget, on schedule, and meet quality standards.

1. Budget overruns 4. Ǫuality defects 7. Missed business

Types of Losses PMOs
Can Help Reduce 2. Schedule delays 5. Resource inefficiencies opportunities
3. Scope creep 6 .Compliance violations

Mechanisms for Loss 1. Improved project planningand estimation 4. Better resource allocation and management
Reduction 2.Enhanced risk management practices management 5. Increased stakeholder engagement
3.Standardized project management and methodologies6. More effective project monitoring and contro

Importance of Loss Loss reduction is often more tangible than other benefits, directly
Reduction in PMO ROI impacting the bottom line and resonating with financial stakeholders,
thereby enhancing PMO credibility and justification for investment.
The Most common Problems in Projects.

Mostcommonproblems inprojects,identifiedfrom literaturereviewand

interviewswithPMO leaders.
 ROI Formula 𝐿𝑜𝑠𝑠 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 − 𝑃𝑀𝑂 𝐶𝑜𝑠𝑡
𝑅𝑂𝐼 = %
𝑃𝑀𝑂 𝐶𝑜𝑠𝑡

To apply ROI Formula, first analyze the losses and reasons

By analyzing the previous year projects, we had a total budget of 30,000,000 USD

The cost overrun most of the time was 10%

Most common problems in projects

Problems Problem relevance (%) Estimated loss

Lack of project management skills 20% 600,000.00

Lack of cost and time control 20% 600,000.00
Lack of subtractors’ control 10% 300,000.00
Lack of sponsorship 20% 600,000.00
Communication problems 30% 900,000.00
Totals 100% 3,000,000.00
 ROI Formula 𝐿𝑜𝑠𝑠 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 − 𝑃𝑀𝑂 𝐶𝑜𝑠𝑡
𝑅𝑂𝐼 = %
𝑃𝑀𝑂 𝐶𝑜𝑠𝑡
Functions and Recovery

Competency Adherence Lack of

Maturity Index (MI) Lack of project Lack of cost and Lack of Communication
Function Index (CAI f) subtractors’
management skills time control sponsorship problems
control

Provide Training and Project Competency Development 70%

Monitor and Control Project Performance 80%
Provide Project Management Tools and Information
75%
Systems
Manage Lessons Learned Meetings 50%
Provide Mentoring for Project Managers 50%
Provide Project Management Methodology
Percentage of problem representation 20% 20% 10% 20% 30%
Percentage of recovery (Max) 70% 80% 75% 80% 50%
Estimated value of the loss for each issue 600,000.000 600,000.000 300,000.000 600,000.000 900,000.000

Estimated Loss Recovery for each issue 420,000.00 480,000.00 225,000.00 480,000.00 450,000.00

Estimated Total Loss Recovery 2,055,000.00

Annual PMO Cost 800.000
ROI (After adjustment)
 ROI Formula 𝐿𝑜𝑠𝑠 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 − 𝑃𝑀𝑂 𝐶𝑜𝑠𝑡
𝑅𝑂𝐼 = %
𝑃𝑀𝑂 𝐶𝑜𝑠𝑡
Competencies and Maturity and effects on ROI –
Taking the maturity figures from previous steps
Lack of
Lack of project Lack of cost and Lack of Communication
Function Competency Adherence Index Maturity Index subtractors’
management skills time control sponsorship problems
control

Provide Training and Project Competency Development 100% 50% 70%

Monitor and Control Project Performance 50% 75% 80%
Provide Project Management Tools and Information
100% 50% 75%
Systems
Manage Lessons Learned Meetings 100% 50% 50%
Provide Mentoring for Project Managers 100% 50% 50%
Provide Project Management Methodology 100% 50%
Percentage of problem representation 20% 20% 10%
20% 30%
Percentage of recovery (Max) 70% 80% 75% 80% 50%
600,000.00
600,000.000 600,000.000 300,000.000 900,000.000
Estimated value of the loss for each issue 0

Estimated Loss Recovery for each issue 420,000.00 480,000.00 225,000.00 480,000.00 450,000.00

Estimated Total Loss Recovery 2,055,000.00

Annual PMO Cost 800.000
ROI (After adjustment)

To maximize the benefits, you need to increase the maturity and competencies of th
No Calculations in the exam.
 ROI Formula 𝐿𝑜𝑠𝑠 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 − 𝑃𝑀𝑂 𝐶𝑜𝑠𝑡
𝑅𝑂𝐼 = %
𝑃𝑀𝑂 𝐶𝑜𝑠𝑡
Calculating the PMO Cost

PMO Costs
Title No Annual Salay
PMO Manager 1 90.000 $
PMO Team Members 8 480.000 $

Total Cost =800,000

Total Annual Salary 570.000 $
PMIS 20.000 $
Training Cost for projects Managers 20.000 $
Training Cost for projects Team Members 30.000 $

Other Costs 160.000 $

Total PMO Costs 800.000 $

2,055,000.00 − 800,000
𝑅𝑂𝐼 =
800,000
% ROI =157%
8. Monitor PMO Strategic Performance Step 8

Ensures ongoing alignment with organizational goals and demonstrates PMO value
 The Importance of Strategic Performance Monitoring for PMOs

Strategic performance monitoring ensures that PMO activities are directly aligned with the overall
organizational goals, which enhances the PMO's strategic value and help for continuous improvement.
 Monitoring the performance using balanced scorecards
Origin of the BSC Purpose of the BSC Key Principles and Perspective

The Balanced Scorecard translate an organization’s The BSC emphasizes a balance

was developed by Robert strategic objectives into a set between financial and non-
Kaplan and David Norton of performance measures financial measures, focusing on
in the early 1990s as a that provide a framework for both leading and lagging indicators
performance management monitoring progress. across four perspectives:
tool to provide a more Financial, Customer, Internal
balanced view of Processes, and Learning & Growth.
organizational
performance.
Monitoring the performance using balanced scorecards

Monitoring the strategic project portfolio is a function, not necessarily a purpose.

Monitoring the PMO strategically is tracking how it has been generating value for the organization.

In this case, the concept of Value is much broader than just a financial approach.

Several factors will influence the strategic performance of the PMO and, consequently, its ability to
generate value and be recognized.
Monitoring the performance using balanced scorecards
The PMO VALUE RING methodology offers a strategic dashboard for the PMO, with performance indicators:

• PMO Maturity Indicator

• PMO Competency Adherence Indicator
• Performance indicators for each PMO Function
• Indicator of adherence to the expectations of
Stakeholders
• PMO Function Mix Balancing Indicator
• Competency Development Plan Monitoring
• Monitoring of the Action Plan for the evolution of the
PMO
• PMO ROI Indicator
 BALANCED SCORECARD
FINANCE

CUSTOMERS PROCESSES

GROWTH AND LEARNING

 PMO BALANCED SCORECARD
FINANCE
VALUE

CUSTOMERS PROCESSES
STAKEHOLDERS

GROWTH AND LEARNING

 PMO BALANCED SCORECARD
VALUE

STAKEHOLDERS PROCESSES

5 6
PMO PMO
Competences Maturity

GROWTH AND LEARNING

 PMO BALANCED SCORECARD
VALUE

STAKEHOLDERS PROCESSES

3 4
PMO PMO
Processes Functions
KPIs

5 5
PMO PMO
Competences Maturity

GROWTH AND LEARNING

 PMO BALANCED SCORECARD
VALUE

STAKEHOLDERS PROCESSES

1 2 3 4
Stakeholders’ EAI, BAI, and PMO PMO PMO
Expectations Balance Processes Functions
KPIs

5 5
PMO PMO
Competences Maturity

GROWTH AND LEARNING

 PMO BALANCED SCORECARD
VALUE

7
PMO
ROI

STAKEHOLDERS PROCESSES

1 2 3 4
Stakeholders’ EAI, BAI, and PMO PMO PMO
Expectations Balance Processes Functions
KPIs

5 5
PMO PMO
Competences Maturity

GROWTH AND LEARNING

 PMO BALANCED SCORECARD
VALUE
EXTERNAL INDICATOR:
Stakeholders’ Perception
EX
T 7 EX
T
EXTERNAL INDICATOR:
Organizational PM Maturity

PMO
ROI

STAKEHOLDERS PROCESSES

1 2 3 4
Stakeholders’ EAI, BAI, and PMO PMO PMO
Expectations Balance Processes Functions
KPIs

5 6
PMO PMO
Competences Maturity

GROWTH AND LEARNING

Summary – PMO Value Ring
Is a strategic framework designed to help organizations assess and enhance the valu
delivered by their Project Management Office (PMO).
Summary – Importance of PMO Value Ring
Alignment with Organizational Goals: It ensures that the PMO's activities are aligned
strategic objectives of the organization, thereby enhancing its relevance and impact
Summary – Importance of PMO Value Ring
Enhanced Decision-Making:
By focusing on stakeholder engagement and governance, t
PMO can facilitate better decision-making processes that lead to more successful pr
outcomes.
Summary – Importance of PMO Value Ring
Adaptability:
The continuous improvement aspect of the PMO Value Ring allows organ
to adapt to changing environments and evolving project management practices.
Q1- What is the purpose to establish and formalize the PMO processes??

A. To guarantee an alignment between the functions of its clients and the work carried out daily.

B. To guarantee an alignment between the expectations of its clients and the expectations out daily.

C. To ensure that the benefits will meet stakeholder expectations and generate perceived value

D. To guarantee an alignment between the expectations of its clients and the work carried out daily.

Section: Step 3 Establish PMO Process

Correct Answer is (D) Now we have a new challenge: to establish and formalize the PMO processes, necessary to
guarantee an alignment between the expectations of its clients and the work carried out daily. [Mr. Americo pinto
Article PDF 7 page 2]
Q2- If a PMO that does not have its processes formally defined

A. Has a high chance of generating value perception

B. Has a high chance of incurring common problems

C. C. Has a high chance of achieving the expectations of those concerned

D. Have a high chance of selecting potential functions

Section: Step 3 Establish PMO Process

Correct Answer is (B) A PMO that does not have its processes formally defined has a high chance of
incurring common problems, such as the difficulty in justifying personnel needs, the lack of definition of
responsibilities, the existence of unmet expectations, and especially the inability to measure their own
performance in a clear and objective manner. [Mr. Americo Pinto Article PDF 7 page 2]
 Q3- The truth is that a PMO can hardly maintain its credibility with its clients without well-
structured definition of its processes. Experience shows that PMOs that maintain informal
and unstructured processes ............:

A. Their efficiency will increase as well more emphasis on clarifying important matters.

B. End up having their efficiency compromised, as well increased access to value generated.

C. End up having their efficiency compromised, as well as losing focus on demonstrating what

matters: their ability to generate value for their customers.

D. Their competence ends in addition to a lack of focus on clarifying important things such as

their ability to not generate value for their clients.

Correct Answer is (C) The truth is that a PMO can hardly maintain its credibility with its clients without a well-structured definition of its processes. Experience shows that
PMOs that maintain informal and unstructured processes end up having their efficiency compromised, as well as losing focus on demonstrating what matters: their ability to
generate value for their clients.
Q4- Each service provided by the PMO must have specific process, which will demonstrate:

A. How the PMO will provide that service.

B. What the PMO will provide that service.

C. When how the PMO will provide that service.

D. How the PMO will provide that benefits.

Correct Answer is (A) Each service provided by the PMO must have a specific process, which will demonstrate
how the PMO will provide that service. [Mr. Americo pinto Article pdf 7 page 2]
Q5: A PMO that does not have a defined formal processes has a high chance of encountering:

A. Difficulties in setting roles and responsibilities

B. The inability to measure their own performance

C. Failure to meet the stakeholders' expectations

D. All the above

Q6- service level agreements "SLA" can only be established with PMO customers when:

A. we define the mix of PMO functions and benefits

B. we define the PMO benefits

C. we define the PMO process

D. we define the PMO functions

Overall explanation
In this step No 3. the processes will be clearly defined, establishing the necessary frameworks so that
"service level agreements" can be established with PMO clients.
Q7- When establishing a project management office (PMO), which of the following should be done first?

A. Formally define the process for each PMO function

B. Decide what the PMO will do

C. Decide what competencies the PMO staff need

D. Select the type of PMO

According to the PMO Value Ring methodology, it is advisable to first formally define the process for each
PMO function A PMO that does not have its processes formally defined has a high chance of incurring
common problems, such as the difficulty in justifying personnel needs, the lack of definition of
responsibilities, the existence of unmet expectations, and especially the inability to measure their own
performance in a clear and objective manner.
Q8- What are the purposes of the PMO process guide?

A. To provide a detailed process for each potential function

B. To design and establish the PMO functions

C. To determine what type of PMO to select

D. To establish a list of benefits

The purpose of the PMO process guide is to provide PMO leaders with detailed process suggestions for
each potential function, inspired by the knowledge and experience of highly mature PMO professionals.
The PMO PROCESS GUIDE offers a set of specifications recommended for each potential function based
on the consolidation of the results of individual interviews and discussion groups, which can be used as
a reference for the construction of the PMO service catalog, adapting each aspect to the needs and
specificities of the organization under review.
Q9- What is a collection of all active and approved services that can be offered to a current or future PMO customers?

A. Service Level Agreement

B. Mix of Functions

C. Mix of Benefits

D. Service catalog

The service catalog is comprised of all active and approved services that can be offered to current and
future PMO customers. Also, a service catalog will also help to "educate" PMO customers, clearly
showing which services are available by the PMO.
Q10- The Project Management Office (PMO) process guide contains the following information for a
particular function: "Provide mentoring for Project Managers, achieving a satisfaction rate of 89%
from clients." One of the components of is referred to as:

A. Inputs

B. Metrics

C. Standard Practices

D. Service Level Agreement

A service-level agreement (SLA) defines the level of service you expect from a service provider, laying out
the metrics by which service is measured.
Thank You