The Q-Bert PMO has typically not been in operation for a long time and so its processes are tried, tested, and based on best practice that works. The ways of working that are in place, are considered in a pragmatic way and teams are open to evolution – with best fit practice being the goal.

The evolution of the PMO is under control, however. The environment within which this PMO operates sits on the right-hand side of the Cynefin Framework (by Dan Snowden) where the basis for work encourages repeatability and the use of tried and tested methods to improve.

The Q-Bert PMO will have a roadmap in place as the team is focused on the next milestone.

Although likely to be a resource-constrained team, everyone works together to get to that next level of maturity.

There is a risk within this type of PMO, that the focus is so sharp on roadmap progress, that the ‘why’ for hitting the milestone can be lost. So, for this team, it is important to continually review the environment and Customer experience to ensure that the roadmap and changes that come with it add real value.

Although in its infancy, the Q-Bert PMO may or may not be well defined in its remit, and the responsibilities of the team. Either way it is likely that they have a Service Catalogue.

By operating against a defined service catalogue, the Q-Bert PMO is able to articulate how it brings value and can offer a consistent and predictable experience to its internal Customers.

For PMOs already working in this way, it is important to focus on reflective practice to make the known, known:

  • Ensure that the knowledge management processes and tools are in place and enabling good conversation
  • Ensure that the focus of the roadmap is about adding value to all the PMO Customers and not only on maturity
  • Utilise the service catalogue and metrics related to it to build a case for more team members
  • Continually review the environment and consider changes to the roadmap or services that are going to add value over time

Be more Q-Bert:

  • Benchmark where the PMO is now and what the vision is to define a roadmap for the future
  • Create a Service Catalogue to confidently articulate the remit of the PMO, and importantly what is out of scope
  • Focus on knowledge management and supporting a learning organisation
  • Encourage reflective practice to make the unknown, known