by Paul Navarro

Challenge

When a large healthcare system embarked on a path of aggressive growth and transformation, its executive team realized that its fledgling IT project management office (PMO) was not much more than a department of project managers. As a result, the PMO had unclear value, and was not positioned for the challenges of managing a project portfolio of rapidly growing size and complexity due to lack of shared expectations with management, standards, and skill levels. This client engaged Point B to provide interim PMO leadership for a year of intense evaluation and execution.

Closing PMO Gaps

As interim PMO director, Point B provided a central point of coordination for all PMO alignment and development. We brought an objective point of view to assessing the existing PMO’s mission, organization, tools, policies, strategies and processes to determine whether they were aligned with corporate priorities.

Our review identified many gaps, each of which we developed and implemented clear plans for a more effective, mature PMO to achieve our client’s ambitious goals. Along the way, we tapped into our firm’s extensive project leadership resources to address several high-priority projects, and to mentor our client’s 12 project managers.

Aligning People and Purpose

Early on, we worked closely with our client’s senior management team to understand the disparate perspectives, hopes, wants and goals. Success came from our ability to shape a collective vision and understanding of the PMO’s purpose by respecting the deeply consensus-driven nature of the organization, its capacity for change, and the need to manage a significant portfolio of transformational projects.

Our client’s PMO became a pivotal resource in meeting strategic priorities and delivering business value. It’s become instrumental in implementing new solutions that support the business, positioning the organization to have more effective and efficient clinical operations as it grows. During our interim leadership, the PMO:

 

  • Increased in size from 12 to more than 25 project managers to address portfolio growth and skills needed.
  • Doubled the number of projects and programs it oversees, as well as the service areas supported.
  • Implemented new processes and policies that were key to managing the PMO’s growing portfolio of projects.
  • Ensured long-term success by playing a lead role in recruiting, hiring and supporting the transition to a new internal PMO director at the end of the year.