Project Managers Look To Apply Their Training

A new kind of project/program management office (PMO) emerges in full-blown maturity and value for the overall business in a new survey.

Based on responses from more than 3,000 respondents in more than 17 industries on six continents, ESI’s global survey revealed that Next-Gen PMOs:

>> actively engage in helping employees apply what they’ve learned in training back on the job,

>> are more business-oriented,

>> are considered more developed (so-called “maturity”),

>> have a stronger customer focus, and

>> are more valued than those that don’t assist in applying training back on the job.

ESI’s PMO survey points out the challenges that still face today’s PMOs:

>> In general, PMOs still rely heavily on standard definitions of success such as on time, to-budget project delivery to measure their worth.

>> Return on investment (ROI) is being used less this year to measure training impact (25 percent) than last year (30 percent).

>> Three out of five PMOs are actively engaged in selecting collaboration software. Most regions have a high adoption rate, with the exception of parts of Asia.

>> Approximately 55 percent claimed the value of their PMO was called into question by key stakeholders, a move up from nearly 40 percent in 2011. Executive scrutiny plagues two out of three PMOs that are called into question.

>> This year even fewer PMOs (70 percent) are measuring the actual impact of their training compared to last year (76 percent).

“While many organizations may aspire to build the Next-Gen PMO, the majority of PMOs have a long way to go before reaching that status,” says ESI executive vice president J. LeRoy Ward. “The Next-Gen PMO is a business-minded one that utilizes ROI for its training impact and effectiveness measurement along with active engagement in learning sustainment.”

—Download the report: http://www.esi-intl.com/corporate-links/newsroom/news-releases-2012/~/media/Global-Web-Site/Files/US/PDF/Research-Reports/2012%20PMO%20REPORT.ashx

A new kind of project/program management office (PMO) emerges in full-blown maturity and value for the overall business in a new survey.

Based on responses from more than 3,000 respondents in more than 17 industries on six continents, ESI’s global survey revealed that Next-Gen PMOs:

>> actively engage in helping employees apply what they’ve learned in training back on the job,

>> are more business-oriented,

>> are considered more developed (so-called “maturity”),

>> have a stronger customer focus, and

>> are more valued than those that don’t assist in applying training back on the job.

ESI’s PMO survey points out the challenges that still face today’s PMOs:

>> In general, PMOs still rely heavily on standard definitions of success such as on time, to-budget project delivery to measure their worth.

>> Return on investment (ROI) is being used less this year to measure training impact (25 percent) than last year (30 percent).

>> Three out of five PMOs are actively engaged in selecting collaboration software. Most regions have a high adoption rate, with the exception of parts of Asia.

>> Approximately 55 percent claimed the value of their PMO was called into question by key stakeholders, a move up from nearly 40 percent in 2011. Executive scrutiny plagues two out of three PMOs that are called into question.

>> This year even fewer PMOs (70 percent) are measuring the actual impact of their training compared to last year (76 percent).

“While many organizations may aspire to build the Next-Gen PMO, the majority of PMOs have a long way to go before reaching that status,” says ESI executive vice president J. LeRoy Ward. “The Next-Gen PMO is a business-minded one that utilizes ROI for its training impact and effectiveness measurement along with active engagement in learning sustainment.”

—Download the report: http://www.esi-intl.com/corporate-links/newsroom/news-releases-2012/~/media/Global-Web-Site/Files/US/PDF/Research-Reports/2012%20PMO%20REPORT.ashx

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