Increasing Impact Through Project Management
Staff hours and budgets are fixed, so keeping a finger on the pulse of organizational capacity is imperative. Before creating the Project Management Office (PMO), KDL had more than 165 active projects with many that were stalled or lacking strategic alignment. Staff were overextended and often confused trying to keep up with myriad new initiatives, of which some had no clear leader; however, with the advent of the PMO, KDL now has an average of 12 active projects (one to two per sponsor at a time) that effectively and efficiently invest in innovation.
The primary outcome of the PMO is that it creates a clear pathway for ideas to evolve into projects. This process starts with first level stakeholder review to shape the project scope and ensure a cross-functional team. Then, management approves and screens for strategic alignment, strengths, opportunities and risks before KDL Leadership gives the final approval. Each project is then assigned a sponsor, who helps clear obstacles and reports back monthly to the PMO and Board of Trustees.
All new initiatives with budgetary implications and/or multi-branch and department impact use the PMO process.
Reduced time for annual budget sessions (focal points are guided by projects in the queue)
Increased organizational awareness of active projects
No “rogue” projects (started without prior approval)