{"id":5739,"date":"2016-04-26T10:33:27","date_gmt":"2016-04-26T15:33:27","guid":{"rendered":"https:\/\/blog.planview.com\/?p=5739"},"modified":"2022-04-11T11:12:13","modified_gmt":"2022-04-11T16:12:13","slug":"creating-customer-centric-epmo","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/creating-customer-centric-epmo\/","title":{"rendered":"Creating a Customer Centric ePMO"},"content":{"rendered":"

Enterprise PMO\u2019s and IT organizations have been focused on best practices for completing projects on time and within budget while increasing efficiencies. In many cases this is done by cost reducing methods such as decreased or flat headcount, with expectations of increased production. Ultimately the advantage to being a customer centric ePMO or IT department is that by focusing on the customer initiatives and aligning effort with those initiatives, they impel a meaningful and positive impact on employee tenure which always benefits the business. Satisfied and challenged employees tend to stay with their organizations longer.<\/p>\n

Many of the projects managed and completed by the IT ePMO involve customer service applications, and some of those typically aren\u2019t a high priority. For example, identifying a server that might have failed, or how much downtime a server had might not be as important as understanding the impact of a down server on the customer base, what impact it might have on the business, or how that failure affects bottom line dollars. It\u2019s important for the PMO to be able to link contributions to customer success in a meaningful, measurable manner. For example, quality standards that measure how well processes are performing against defined quality standards, or value standards which provide insights into whether the process is providing expected value. There are other examples, but the key point is that you can\u2019t manage what you can\u2019t measure.<\/p>\n

Measuring the value of such initiatives drive changes – such as validating purpose and justifying a course of action – and guides leaders to intervene if course correction is appropriate. It\u2019s challenging in some cases to measure value, and not many organizations are able to do it effectively, but those that look beyond tactical measurements towards driving customer success will be the winners. Think Amazon, Google, Apple, LinkedIn, and Innotas.<\/p>\n

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