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The Benefit Adherence Indicator (BAI) demonstrates:
The Benefit Adherence Indicator (BAI) in the PMO VALUE RING methodology measures the probability that the selected set of PMO functions will effectively deliver the expected benefits to the organization. It serves as a critical tool in ensuring that the PMO's activities are aligned with the anticipated outcomes, providing a clear indication of how well the PMO is positioned to meet its stakeholders' expectations.
BAI Function: The BAI is calculated by analyzing how well the PMO's selected functions are likely to meet the defined benefits. It quantifies the alignment between the PMO's operations and the expected value, helping PMO professionals make informed decisions about which functions to prioritize.
Purpose: By understanding the BAI, PMOs can ensure that their efforts are directed toward functions that have the highest probability of delivering value. This helps prevent misalignment between the PMO's activities and stakeholder expectations, ultimately enhancing the effectiveness of the PMO.
PMI Reference: PMI's frameworks emphasize the importance of aligning project, program, and portfolio management activities with strategic goals and stakeholder expectations. The BAI, as part of the PMO VALUE RING, supports this by providing a measurable approach to benefit realization.
PMI and PMO VALUE RING Reference:
The PMO VALUE RING methodology specifically incorporates the BAI to guide PMOs in selecting and prioritizing functions that are most likely to deliver the desired benefits to the organization.
The greater the maturity of a PMO:
As the maturity of a PMO increases, it often shifts from providing basic support to delivering more strategic value. This shift in focus helps generate greater value for PMO stakeholders by aligning project outcomes with the organization's broader strategic goals. A mature PMO supports better decision-making, risk management, and resource allocation, leading to enhanced stakeholder satisfaction. Simply increasing the number of functions, team size, or costs does not inherently guarantee value; instead, the focus should be on delivering outcomes that matter most to stakeholders.
To calculate the ROI of the PMO. the following assumptions are used:
The ROI calculation for a PMO is based on its role in reducing portfolio losses and managing risks in the organization's projects. The PMO functions are evaluated based on their potential contribution to recovering these losses. Each organization may experience different causes for these losses, including inefficiencies, delays, and resource mismanagement. By reducing these factors, the PMO helps recover lost value, which is factored into the ROI calculation. This model emphasizes the alignment of the PMO's functions with the organization's strategic recovery objectives.
Why can the performance indicators of each function have different relevance?
Performance indicators can have different relevance depending on how critical they are in measuring the value perception among stakeholders. Each function of a PMO contributes differently to the overall success of the project portfolio, and stakeholders may perceive the value generated by each function in various ways.
For example, some indicators may be more focused on financial returns, while others may measure customer satisfaction or project efficiency. The significance of each indicator is influenced by the specific goals of the organization and its stakeholders, as well as the role each function plays in delivering value.
A PMO is evaluating its maturity and considering how its evolution impacts organizational effectiveness. The team debates whether increasing the number of functions or transitioning to a more strategic focus defines maturity evolution. When does the evolution of PMO maturity occur?
PMO maturity evolves as its functions become more sophisticated across all levels---operational, tactical, and strategic. This includes better-defined processes, enhanced stakeholder engagement, and improved value delivery. The focus is on function quality rather than quantity or strategic exclusivity.
PMI's Organizational Project Management Maturity Model (OPM3).
The Standard for Project Portfolio Management - Emphasis on functional sophistication.
