The Decline of the PMO

In the last 12 to 18 months we have observed some Project Management Offices are being closed within organisations. Project Management Offices can contribute significantly to the outcomes of projects across organisations, so why are they being closed? We believe that the contribution of  PMO can make varies, depending on the type of PMI it is. We will be discussing:

• The different types of PMOs and the impacts they can have on an organisation
• Why we believe some organisations are closing their PMO
• What does shutting the PMO mean in the long term for an organisation
• How the PMO can better position itself to contribute to the organisation in the long term
• Tools an organisation can use to access PMO maturity and effectiveness and develop an action plan to become a valuable part of the organisation

Throughout the presentation we will use real-life examples and provide practical hints and tips for your consideration. We will help you assess what type of PMO your organisation has. We will share some of the key observations from the KPMG Project Advisory survey specifically about PMO effectiveness.

Our presentation connects the PMO to organisational objectives and looks at ways to justify what some may perceive as an overhead.

For the full 2012 Wellington Agenda

Gina Barlow, Director Risk Advisory Services, KPMG

 

Gina Barlow is a Director in the KPMG Risk Advisory team and is KPMG’s national service line leader for Project Advisory.

Gina has over 25 years information communication and technology experience and over 12 years experience managing projects and programmes of work. Gina has significant experience of managing and assessing complex projects and is experienced in benefits management, measurement baselining and benefits realisation.

 

Gina is highly experienced in project advisory services, especially in programme and project QA. She has expertise in the provision of IQA services utilising both PRINCE2 and PMI methodologies and has a successful track record in IQA service provision to projects involving public facing, nationwide technology-based services.

Gina has extensive New Zealand government sector experience, working across the sector since 1999 and provides evaluation of project governance, structure and management against State Service Commission / The Treasury guidelines.

Prior to working with KPMG, Gina worked with Hewlett Packard for six years, performing programme and project management on significant infrastructure projects across New Zealand.

Lesa Hancock, Senior Manager Risk Advisory Services, KPMG

Lesa is a Senior Manager in KPMG’s Risk Advisory Services. She has been involved in performing Independent Quality Assurance for KPMG clients for the past three years. Lesa has a background in Accounting and Computer Science, she is a Chartered Accountant as well as a PRINCE2 Practitioner.

Lesa has extensive New Zealand government sector experience and provides evaluation of project governance, structure and management against State Service Commission / The Treasury guidelines.

Lesa has performed work for a variety of organisations in the private and public sector and is passionate about helping projects to improve and deliver their benefits.