capability development

Clear and robust governance across the portfolio is proven to increase the chances of project success. Following a simple, common methodology brings more consistent project performance and having a well-constituted PMO maximises the value to the organisation.


Good process and governance should empower, not inhibit, and should have the flexibility to deal with the unique nature of individual projects and programmes. Taking the time to define these rules, educate people in them and then embed by consensus will bring the best out of your people and drive the benefit you derive from your project community.


methodology development

Standish Group research reveals that projects are 30% more likely to be successful if conducted using a common approach.

p3m global can work with you to create a structured methodology, combining accredited, best-practice methods with the uniqueness of your organisation to develop and implement sustainable solutions that will enable you to consistently deliver your goals.

p3m global can then leverage our training expertise to ensure the methodology is thoroughly embedded into your organisation.


p3o & pmo design

A successful Project Management Office (PMO) can underpin and empower the organisation as the main means of achieving the outcomes it needs to succeed. But no two PMOs are the same and, if approached half-heartedly and implemented in the wrong way, they can be perceived as an unnecessary overhead.

p3m global can work with you to navigate the different shapes and sizes of PMO available and help you design and implement the best one for your business. A well designed PMO can be the engine of value generation in your business.

Although today many Project Management Offices exist, it is important to recognise:

  • The introduction of a PMO is a significant organisational change – implementation will need to be carefully planned in alignment with your organisation’s culture.
  • Significant benefits can be realised through consistency and efficiency.
  • There is no universal definition of a PMO – so the PMO function, role and service must be defined individually for each individual organisation.
  • It is vital to review the PMO regularly as it needs to adapt and change with the business.

There are 3 broad models for a PMO:

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These Portfolio, Program and Project Management Offices are established to serve organisational functions like the HR, IT and Finance. The Functional PMOs main objectives are to align the initiatives with the function's strategic objective, to ensure the delivery of all the initiatives and optimise resources' utilisation.
In many organisations PMOs are designed to serve a specific industry, Customer groups or programs. Such offices are designed with consideration to their special interactions with external entities and the right governance structures are implemented.
Enterprise PMO is established at the corporate level to enable decisions and support delivery. The support that this office provides to the senior management is essential in taking strategic decisions with a clear connection to the performance at the tactical level.

Why have a PMO?

In a survey conducted by CIO (US) and the Project Management Institute (PMI), the top two reasons for establishing a PMO were to improve project success rates and to implement standard practices. In a finding that indicates a PMO’s true significance to the modern organisation, 39% of respondents said the PMO is a strategic entity employed at the corporate level, meaning it sets project standards across the enterprise and is supported by upper managers. There is also a strong link between the length of time a PMO has been operating and project success rates: The longer the better.

While 37% of those who have had a PMO for less than one year reported increased success rates, those with a PMO operating for more than four years reported a 65% increase in success rates. As with all business improvement projects there is a cost and a payback, only by considering this can you determine if it is a worthwhile investment. Regardless, the first step is to define the terms of reference and the scope of the project management office for your organisation.



p3m global are certified assessors for both OPM3® and P3M3® but also have our own unique approach to assessing maturity which focuses on your strategic drivers and determining which areas to improve first, ensuring we have a direct impact on your bottom line rather than just providing a generic

As well as assessing against the existing maturity standards – we can assess and advise on which standard is most applicable to your business, or we can offer a tailored approach which combines the most applicable best practices across multiple standards.

At the end of the process you will understand the current level of capability as perceived by a broad spectrum of your staff based on whichever model you wish to select, receive a targeted improvement Blueprint to develop maturity throughout the organisation, and see the resulting improvements drive greater consistency of approach across your portfolio.

As a result, the likelihood of overall project success will markedly increase, allowing your efforts to be focused on aspects of your business which impact your bottom line, without spending effort on improving irrelevant or unimportant areas, as can be the case with some traditional models.

Talk to us – you’ll like what you hear!