SITUATION – The client was the new PMO team for a leading national building service company showing rapid growth through acquisition. They were attempting to streamline project management with a new Enterprise Level PMO sitting above all independent satellite PMOs but lacked a structured approach for measuring their and others performance.

SOLUTION – We were engaged to develop an Unbalanced Scorecard which focussed only upon IT project and IT department performance. We agreed the scorecard dimensions with the PMO lead, then gap analysed promising candidate metrics, to assess availability and delivery viability from the IT Operations and Project Teams.

OUTCOME – We delivered a prototype scorecard with viable metrics and also defined a structured approach for introduction of the scorecard to mitigate against the misinterpretation of data as performance variation as the metrics stabilised.