PMO managers and analysts

Consistent and accurate information for all projects, plus analysis and insight, that’s got to help decision makers

About PMO

PMO typically stands for Project, Program, or Portfolio Management Office.

At a portfolio level, we mean an Enterprise Portfolio Management Office (EPMO), noting that some organisations use the word ‘project’ instead of ‘portfolio’. Some organisations have a different name, but conceptually the role is similar.

At the enterprise level, the PMO typically exists to provide project management assistance, but more importantly support for governance, typically through providing visibility and analysis to decision-makers.

At a program or project level, PMOs tend to be delivery focused. For programs, the focus tends to be strategic, while projects tend to be more deliverable based. Either way, they are temporary, existing for the life of the project or program.

We are PMO specialists. In fact, PMO was the primary focus of Core Consulting Group (CCG) for many years after the company was established in 2006. We were one of the first organisations to specialise in PMO, and from day one we have been contributing to the profession and thought leadership through innovation and continuous improvement.

CCG is a founding member of the AIPM PMO Special Interest Group and was a regular contributor to AIPM Magazine’s ‘The Office’ feature.

PMO managers

Our PMO managers are skilled and experienced in establishing, improving, and/or managing portfolio management, program management, and project management offices. Our PMO managers will deliver value, whether it is a permanent enterprise PMO or a temporary project or program PMO.

We understand the difference a well-functioning office can make to the governance, planning, controls, and delivery of projects, programs, and portfolios. We also understand the importance of establishing the right PMO culture – being a service to the organisation rather than a ‘police’ presence.

The PMOs we implement and manage support decision-making, providing positive impact on organisational success and ensuring the investment in the PMO returns tangible value.

PMO analysts

Project controls are the lists and spreadsheets used to keep track of a task.  Common controls include issues and risk logs, change requests and variations, cost models, schedules and resource plans, and deliverables and documents.

These extend to Agile project controls, with lists relating to scope/requirements and alignment to sprints becoming a focus. From an EPM perspective, the ability to summarise or roll up (e.g. financials) as well as escalate/consolidate (e.g. risks) is fundamental to the success of the PMO and the work of the analysts.

Analysis, as the word implies, involves thinking and forming opinion. Experienced analysts can see and/or sense things that are not right or require further investigation. They can pick trends and opportunities, and see beneath the numbers.

We recognise the overlap with project Controls, but PMO analysts tend to be more general and/or specialise in PPM/EPM Tools.

Read more about Planning and controls

Our people

Our PMO managers and analysts are highly trained, skilled, and experienced. They apply best practice approaches to collect, analyse, and present information to support effective decision-making in project, program, and portfolio environments.  These experts work with recipients to provide concise, easy-to-read reports.

Requests for PMO managers are not common, so more often than not we will utilise experienced freelance PMO managers who we have worked with in the past.

Case studies

Further reading

White papers & Articles