Part one\u00a0of a series<\/a>.<\/em><\/p>\n It\u2019s typical for project demand to exceed an organization\u2019s capacity to execute. From the project management office<\/a> perspective, sounds like a good problem to have, doesn\u2019t it? Not necessarily.<\/p>\n According to \u201cESI, The Global State of the PMO, 2015\u201d executives continue to challenge PMOs. The survey found that \u201c72 percent of respondents claimed the PMO continues to be called into question mostly by senior management.\u201d<\/p>\n The number one reason was given: the lack of perceived value. So, it\u2019s not just the volume of projects in the portfolio that matter.<\/p>\n Above all else, the PMO should be pursuing high-impact projects that create sustainable value<\/strong>. How? It all starts with an effective project intake process.<\/p>\n Below are some best practices we recommend to successfully manage project demand and prepare your PMO to be a valued partner in the project selection process:<\/p>\n Some organizations have permanent \u201crelationship manager\u201d roles that focus on coaching their business partner through the process. For organizations without that role, the PMO can assign a temporary resource to work one-on-one with requesters during the annual planning season<\/strong>.<\/p>\n Putting this in place is important because it helps the PMO gain a better understanding of the business needs and strategic priorities<\/a>. This also ensures all necessary details are gathered correctly while giving senior managers the comfort of knowing their requests are being taken seriously.<\/p>\n Another way a PMO can add value beyond ensuring process compliance is to facilitate ideation workshops. In these sessions, the PMO can help the business identify and articulate pain points and performance gaps. <\/b><\/p>\n PMOs can also guide senior managers by helping them prioritize what is most important<\/strong>, as well as helping them align those priorities with the organization\u2019s annual goals<\/a>.<\/p>\n Involve key stakeholders to design the process and decision-making criteria in advance. Formalizing the intake and project selection process may be new for the organization.<\/p>\n As with any change, being upfront with the\u00a0people impacted by the change and collecting feedback will reduce the resistance of adhering to the new process<\/strong>.<\/p>\nBe Consultative<\/h2>\n
Coach the Business<\/h4>\n
Foster Ideation<\/h4>\n
Involve Stakeholders<\/h4>\n
Gather the Facts<\/h2>\n
Investigate<\/h4>\n