Regardless of its age and level of integration, the Frogger PMO has clear priorities and a focus on the future. It maintains its sharp focus through clear ways of working despite not always benefitting from supportive leadership and championing at the senior levels of the organisation.

Because of their forward-facing focus, risk is high on the strategic agenda for Frogger PMOs. They harness an environment where identifying, assessing, responding, and managing risk is completely natural and a key driver for delivery, right now and continuous improvement for the future.

Because of its nature, the Frogger PMO work best in an environment where there are no other entities carrying out PMO roles; there is no two-player option!

This degree of Independence and clear ways of working, requires no service catalogue as the PMO services are embedded and valued by those delivering change meaning that they spend very little to no time firefighting.

This can cause problems for Frogger PMOs however as they can (on occasion) be perceived as arrogant; particularly as they gain longevity.

This is because they don’t tend to look outward, instead focusing inwardly leading to ‘missing’ industry evolution and quickly get behind the curve. They are often found on the right hand side of the Diffusion Curve which depicts how innovations are adopted within a population or social system.

For PMOs already working in this way, it is important to look out in the industry for ways to evolve:

  • Step outside of the organisational comfort zone to look at opportunities to learn and share with other organisations, associations, and groups.
  • Review and enhance the complementary skills that support delivery to create a more balanced set of PMO services.
  • Focus more on engagement of PMO Customers and Senior Leaders to build positive relationships at all levels of the organisation.
  • Develop a levelling up roadmap for the team to focus on longer term milestones and have a view of how they will continue to evolve the PMO.

Be more Frogger:

  • Make risk management part of the day job, allowing time for horizon scanning, assessment, and developing effective responses to risk, supported with practical governance.
  • If there are various PMOs in place, ensure there are clear lines depicting responsibilities of each team as well as the central viewpoint.
  • Review existing ways of working to ensure that all are clear and concise ensuring that all involved in change are able to utilise them with confidence.
  • Do not be afraid to have the confidence to work independently to develop the project management practices.