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Building a Better PMO by Building a Better Brand


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On August 30th, Centric Chicago’s Renee Giacalone hosted a free webinar that explored why thinking about your Project Management Office as a brand is important. She shared best practices for creating a PMO brand that is memorable, delivers value and sets your organization apart from others.

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Building a Better PMO by Building a Better Brand

  1. 1. NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information which is solely the property of Centric Consulting, LLC. It is solely for the Client’s internal use and shall not be used, reproduced, copied, disclosed, transmitted, in whole or in part, without the express consent of Centric Consulting, LLC. © 2016 Centric Consulting, LLC. All rights reserved. Building a Better PMO by Building a Better Brand Presented by Renee A. Giacalone Senior Manager, Centric Consulting Co-Authored by Yvon Milano and Renee A. Giacalone
  2. 2. What’s a Brand Anyway? “Put simply, your “brand” is what your prospect thinks of when he or she hears your brand name. It’s everything the public thinks it knows about your brand —both factual, and emotional. Your brand exists only in someone’s mind.” Forbes, 2011 2
  3. 3. Executives Continue to Challenge PMOs 3 Number one reason PMO’s were questioned? ESI, The Global State of the PMO, 2015 “In this year’s survey, 72 percent of respondents claimed the PMO continues to be called into question mostly by senior management.”
  4. 4. Branding: Why Does it Matter? 4 A key factor for success is how the PMO is positioned within the organization. “PMO leaders that ignore the importance of proactively marketing PMO successes and achievements forgo the opportunity to demonstrate PMO impact and value.” Gartner, March 2016
  5. 5. Defining the Brand Defining and clearly communicating brand and behavioral standards for your team members is step one in creating a stellar brand.
  6. 6. Defining the Brand 6 To facilitate the project management process and improve quality, always in alignment with the enterprise strategic objectives, values and vision. – PMO Mission Statement A highly effective PMO A simple project management methodology that the business understands A framework that shows how everything the PMO does is aligned with enterprise strategic objectives – PMO Vision Statement Generate demand by establishing a consistent record of success Show value by publishing project benefits Enable better decision making through effective communications – PMO Value Statement
  7. 7. Poll Question 7
  8. 8. A PMO Brand Gone Bad 8
  9. 9. 9 How should your PMO be perceived?
  10. 10. Pick the Right Team Members Technical skills can be learned. Select and develop a highly skilled, “borderless team” who behave in alignment with the brand standards.
  11. 11. The “Borderless” Team All members of the team, regardless of paycheck, should behave the same way. 11 •Doesn’t matter whose name is on your paycheck •Email Signature/Greetings •“I thought they worked for the company.” Identify •Treat all colleagues like clients •Work within the culture to get things done •“They care more about my business than some of my employees.” Attitude •Celebrations •Communications and meetings •“Once again, our borderless team comes through.” Inclusive
  12. 12. I AM PMO 12 My name is… I work for our Program Management Office…. I am responsible for… Make it memorable Put it in perspective for the listener Know your facts Elevator Speech….Tell the PMO Story Every member of the team should be comfortable describing their contributions to the brand.
  13. 13. Poll Question 13
  14. 14. High-Performing Project Managers 14 The top skills exhibited by project managers in high- performing organizations were: integrity, honesty, relationship building, establishing trust and respect. High-performing organizations rate communicating and listening the most important project manager skill. PM Solutions Research, 2015 Benchmark Leadership skills are more important than technical skills.
  15. 15. Strike the Right Balance 15 Hard Skills • Detailed planning & estimation • Tight issues/risk management • Clear ownership & accountability • Engage key stakeholders • Rigor and discipline in execution Soft Skills • Fostering an open culture • Engaging people in the right way • Telling the truth (don’t fake it) • Sharing knowledge (don’t hoard it) • Asking for help (don’t go it alone) Project Leaders have the right balance of skills. Project Managers ask good questions. Project Leaders keep asking questions until the “ah-ha moment” arrives.
  16. 16. What does Project Leadership look like? 16 A Project Leader takes ownership • A Project Leader doesn’t just report and track what is happening, but owns outcomes. A Project Leader is involved • A Project Leader engages the team and stakeholders to build a common sense of purpose. • A Project Leader reaches out to team members, getting involved in decision making and issue resolution. A Project Leader sees the broader picture • A Project Leader looks beyond the project’s borders to understand how the project fits the business landscape. • A Project Leader knows what else needs to be done to achieve success and makes it happen. A Project Leader is an advisor to the project sponsors and executives • A Project Leader works with project sponsors to connect the project to the business environment outside of the project’s borders. • A Project Leader constantly evaluates the project’s situation. Expand your performance evaluation criteria.
  17. 17. Individual Branding 17 Thought Leadership Branding: Where Do You Stand? by Jim Pennypacker on July 30, 2009 in Thought Leadership Marketing Project leadership is the key differentiator. Trusted Valued Positioned Recognized Unbranded
  18. 18. Deliver and Tell If you deliver, they will come: delivery excellence is the best form of marketing, but you have to tell someone.
  19. 19. Delivery Excellence 19 Demand Planning & Governance Methodology & Standards Communications & Marketing Portfolio Management Quality Management Project Financial Management Bureaucracy-free: Project Intake, Evaluation, Decision Making, Escalation Right-sized: Delivery Framework, Tools, Templates, Tollgates, SOPs Audience-oriented: Executive, Stakeholder and Project Team Intra/Inter portfolio: Dependencies, Constraints, Issues, Risks, Capacity, Change Inspect what you expect: Audits, Peer Reviews, Benchmarking More than on-time/on-budget: Cost Benefit Analysis, ROI, Forecasting and Report The functional building blocks to deliver more than on-time and on-budget
  20. 20. Benefit Realization 20 Identify Benefits: determine project/program level business benefits Benefit Realization Measurement: create measurement plan to demonstrate benefit realization (culturally right-sized) Execute Benefit Realization Plan: implement data collection and measurement activities Sustain Benefits: ensure that whatever the project or program produces continues to create value The ultimate measure of success for the PMO • % On-Time • % On-Budget • Client Satisfaction • Accumulated Benefits Portfolio Performance Metrics • ROI • Hard $: Sustained expense/revenue • Soft $: Sustained efficiency/productivity Project Benefit Metrics • On-Budget • On-Time • % Requirements Delivered • Project Sponsor Satisfaction Project Metrics
  21. 21. Showcase Value 21 Constantly communicate business value and ask for advocacy
  22. 22. Summary 22 Establish your brand standards Mission, Vision and Behavior Standards Share it, expect it, coach it Pick your team with care Hire project leaders Value hard & soft skills Treat everyone like a client Deliver on-time, on-budget, on-benefits Tell the PMO’s value story regularly Ask for more business Be the CMO of the PMO
  23. 23. QUESTIONS? Presenters Name: Renee A. Giacalone Email: LinkedIn: 23 To learn more about Centric Consulting Solutions: