Measuring the PMO Service using ProjectNPS

Every time I meet with a PMO manager I ask them how they’re measured. I just can’t help myself. I’ll listen to the challenges they face, the methods they’re using and their roadmap for success and then blurt out ‘How are you measured?’ before slumping breathlessly back into my chair awaiting a response.

The responses generally fall into two categories:

  1. “On time, on budget delivery of our projects.”
  2. “What? Measured? What do you mean? Like a KPI, that sort of thing?”

Actually, come to think of it, it’s usually the latter response. Although one PMO manager did tell me that he was measured on the number of times his templates were used. This meant that he had to count them for every project, every month. When I asked whether the quality of what was in them was important, he said ‘no, not really’.


If the project managers report to the PMO manager, it’s only right they should have the responsibility for ensuring they deliver on time and to budget. After all, they are responsible for ensuring that the right kind of culture exists for the project manager to do their best work and then also for ensuring that the project manager does their best work!

Where the project managers don’t report into the PMO, then there can only be one metric by which they should be measured and that’s the service they provide to their stakeholders.

Again, depending on the model, these will largely be program, project and senior managers and the service will include such things as method provision, planning support, reporting, capability development and so on.

The people on the receiving end of this service should provide feedback every month on how effective it was and the PMO Manager should be measured against that. For too long now we’ve tolerated sub-standard PMOs who hinder rather than help project managers deliver and in part that’s down to them not being measured on what they’re supposed to provide.

The new ProjectNPS PMO module changes that. It provides a mechanism for stakeholders to give regular feedback on the effectiveness of the PMO and provide suggestions and insights into its continual improvement.


It also provides senior managers with the confidence that their investment in the PMO is a good one, providing unequivocal support and justification for its existence.

PMO Managers (and staff) should be role models when it comes to service and there’s finally a way to measure that.

To arrange a demonstration or for more information, please drop me an email at

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2 thoughts on “Measuring the PMO Service using ProjectNPS

  • I don’t really get the point of this article. Measurement of project management is very difficult and complicated, but this article says a survey can help to measure the project management result. Do you think is it okay to measure the project management success only by the people feedback? Then can be biased according to their roles or positions.

    • Regardless of what other metrics you use to measure a project, ultimately it is only successful if you’ve managed to satisfy the project’s stakeholders. Deliver on time and within budget but fail to satisfy your stakeholders and you have failed. To understand how your stakeholders are feeling – and what you need to do/change to satisfy them – you have to collect their feedback throughout the project.

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