The Accidental PMO and Navigating Project Excellence

Emma Shelton from APM shares her unexpected journey into the world of PMO and introduces the APM PMO. Discover the path from accidental to permanent PMO, the APM PMO's approach to governance and scaling, and their challenges. Gain valuable insights into developing and embedding effective PMOs through Emma's sharing of resources and recent research.

This was presented by Emma Shelton, PMO Manager from the APM at FuturePMO2024.

FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.

The next one takes place on the 30th of October 2025 in London. To learn more and book on to the next conference, visit www.FuturePMO.com

LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA

1. The Accidental PMO
and Navigating Project
Excellence
Unveiling the APM PMO and Portfolio

2. © 2024 Association for Project Management 3
Agenda
•Introduction / objective
•My journey into PMO
•Having a supportive culture
•Our Portfolio
•APM resources
•Career Path

3. Introduction
© 2024 Association for Project Management 4

4. Emma Shelton
PMO Manager, Association for Project Management (APM)
I have over 25 years’ experience supporting C-suite and partner-level executives.
Working as an Executive Assistant to the CEO at Association for Project Management
from 2015 onwards, I transitioned over to PMO Manager in 2023.
I have a background in financial and legal services with an APM Project Fundamentals
Qualification, PMO Practitioner, Certificate of Contemporary Science from the Open
University, and varied project experience.
I integrate practical expertise with continuous learning, am a qualified proofreader and
have recently learnt new skills in copyediting and voice acting. My main passions are
films, science and music.
© 2024 Association for Project Management 5

5. Helpingthe projectprofessiondeliver better
•We’re chartered to build the profession’s profile and set the
highest standards
•We’re a registered charity and our activities are broad
•Sharing best practice and leading debate
•We’re about more than just process
•We challenge the status quo and champion innovation
•We’re helping the project profession deliver betterBecause when projects succeed, society benefits
We’re APM, the
only chartered
membership
organisation
for the project
profession
in the world
© 2024 Association for Project Management 6

6. Some of our Corporate Partners
© 2024 Association for Project Management 7

7. Student
Student membership
is open to any
full-time or
part-time student
or apprentice
aged 16 or over
who has an
interest in project
management
Associate
Associate membership
is designed to
support those
that have an
interest in project
management
or are at the
early stages
of their career
Full
Full membership
is designed for the
project professional
with five years’
experience
working in
a project
practitioner
role
Fellow
Fellowship
recognises those
who have made
a significant
contribution
to the profession
as a practitioner,
teacher or
researcher
Supporting project professionals at every step of the way
Be a part of APM at every stage of your career and you’ll make an impact, delivering better projects with better outcomes.
That’s better for you and for the wider world too.
© 2024 Association for Project Management 8

8. My journey
© 2024 Association for Project Management 9

9. © 2024 Association for Project Management 10
Source: Project Spring 2023/ APM PMO Interest Network Poll
Poll by APM’s PMO Interest Network

10. © 2024 Association for Project Management 11
When I joined APM
•2015
•70 staff
•No PA/EA
•Small Portfolio office –no PMO
•22,000 individual members

11. © 2024 Association for Project Management 12
Journey to PMO
2015 Joined APM
PA/EA to CEO Sara Drake
2018
EA to CEO Debbie Dore
2021
EA to CEO Adam Boddison
2023
Promoted to PMO
Manager
2018 -2021

Adjunct member on Project
Steering meetings on behalf of
CEO
2022
Responsibility for Management
Reporting Process to Leadership
Team
2016
Gained Project Fundamentals
Qualification
Throughout:
•Gained holistic view of organisation
•Supported C-Suite
•Volunteered on projects
•Empowered to make decisions
•Built and maintained good relationships
•Understanding of organisation’s culture

12. © 2024 Association for Project Management 13
Strategic and commercial awareness
Being proactive
Working to deadlines
Being organised
Building/maintaining good relationships
Good multitasker
Emotional intelligence
Transferrable Skills and Qualities
Executive
delegate
(Steering),or
project team
member
Dealing with
stakeholders
Secretariat
support for
Exec team
Finance
Scheduling
Management
reporting
Information
management

13. Supportive culture at APM
© 2024 Association for Project Management 14

14. © 2024 Association for Project Management 15
And what could help you…
What else got me here

15. © 2024 Association for Project Management 16
And what could help you…if the path isn’t clear
What else got me here
•Coaching
•Staff development days
•Knowledge shares
Blog: https://www.apm.org.uk/blog/the-benefits-of-coaching-for-project-delivery-professionals/

16. © 2024 Association for Project Management 17
And what could help you…
What else got me here
•Project experience
•Staff opportunity

17. © 2024 Association for Project Management 18
And what could help you…
What else got me here
•Development initiative

18. © 2024 Association for Project Management 19
And what could help you…
What else got me here
•Formalised training
•Other training segways can be useful!

19. © 2024 Association for Project Management 20
And what could help you…
What else got me here
•Self-study
•Networking/community
•Absorb

20. © 2024 Association for Project Management 21
•2024
•150+ staff
•Portfolio office expanded
•PMO role was established in
2018*
•Membership growing
•Royal Charter granted in 2017
•PMO needs to be flexible
APM now

21. Unveiling the Portfolio/PMO
© 2024 Association for Project Management 22

22. Our Team
Director of Service
Innovation
© 2024 Association for Project Management 23
Head of Portfolio
Project Manager Project ManagerProject
Manager/Business
Analyst
Project Manager
Leadership Team
Dept. Head
Staff
Contractor
PMO Manager
Project Manager
(contractor)
CEO / (Deputy CEO)
Communication and
Change Manager

23. © 2024 Association for Project Management 24
Our PMO vision: To be a valued and trusted
partner, enabling the organisation to
successfully deliver the change priorities that
support APM’s strategic vision.
•Hybrid model
•Projects waterfall (and agile)
•Balanced –just enough governance/help push things along
•Critical friend
•Employ pragmatism and emotional intelligence
•Incorporate and live to our company values
Progressive, Thoughtful, Warm, Excellent
Nature of the PMO

24. © 2024 Association for Project Management 25
•
To support the business to prioritise, define, deliver and
monitor the strategic change portfolio, aligned to APM’s
goals
•To define and implement the APM's change governance,
assurance and project management framework, building
in best practice
•To provide the capability, methods and tools to ensure
change initiatives are successfully delivered against their
defined outcomes
•To monitor and report on progress and performance,
driving improvement where required and ensuring the
organisation and project profession benefit from
investment in change
•To provide operational support and guidance to
maximise the likelihood of successful delivery
PMO Mission

25. © 2024 Association for Project Management 26
Service Catalogue
STRATEGY
Business case and strategy alignment
Build and prioritise portfolio of
strategic projects
Governance
Resource planning and management
Benefits realisation
Monitoring performance
Portfolio review
CAPABILITY
Standards, methods, tools and
templates
Skills and training
Coaching and mentoring
Building relationships
Knowledge management
Information management
Quality Assurance
DELIVERY
Project planning, monitoring and control
Review and report
Risk, dependency and issue
management
Quality management
Financial management and
procurement
Stakeholder management and
communications
Change management
Transition management and closure

26. © 2024 Association for Project Management 27

27. Why we need a governance framework
APM
Flexible
Framework
© 2024 Association for Project Management 28
To ensure we deliver change effectively and
maximise use of APM’s investment into projects
•Governance needs to be proportionate –i.e.
just enough
•Getting the balance right is critical –it
ensures effective delivery
•When things go off track (and they will) –
good governance supports the project
•APM’s flexible framework supports this

28. Governance Summary
© 2024 Association for Project Management 29
Streamlining project execution and delivery
Portfolio Roadmap
Portfolio Review Group
(PRG)
Sponsors
Steering
Groups
Project
Manager
Project
Team
SMEs
Board

29. The Flexible Framework
© 2024 Association for Project Management 30
Flex Basic Flex Plus Procurement
•Categorised using scale, complexity and risk
•Proportionate and supportseffective delivery
•Promotes effective sponsorship
•Sponsors are empowered to takedecisions

30. © 2024 Association for Project Management 31
•Level of difficulty: Low
•Risk to business: None orLow
•Timescales: 1 to 6 months typically
•Minimum mandatory documents:
Project Brief (including Gantt)
Monthly Status Report
Post-Implementation Review
(short)
The Flexible Framework
Flex Basic

31. The Flexible Framework
© 2024 Association for Project Management 32
Flex Basic Flex Plus Procurement

32. © 2024 Association for Project Management 33
•Level of difficulty: Medium
•Risk to Business: Low to Medium
•Timescales: 1 to 12 months typically
•Mandatory documents:
Flex Basic docs
Project kick-off
Project Management Plan (incbenefits/
transition plan)
Risk Log and Lessons Learned Log
Decision gates
The Flexible Framework
Flex Plus

33. The Flexible Framework
© 2024 Association for Project Management 34
Flex Basic Flex Plus Procurement

34. © 2024 Association for Project Management 35
•Level of difficulty: Medium to high
•Risk to business: Medium to high
•Timescales:Typically, 6 months +
•Project defined and delivered in stages
•Project involves a procurement process
•Requirements are clear and easily
documentable
•Mandatory documents:
Flex Plus requirements
procurement documentation
Data Protection Impact Assessment
(DPIA)
The Flexible Framework
Procurement

35. 1,000 Corporate Partners
10,000 Chartered Professionals
100,000 Members
© 2024 Association for Project Management 36
The ambition
‘1, 10, 100’

36. APM resources for PMOs
© 2024 Association for Project Management 37

37. Be a part of our community
We bring project professionals
together from across the globe to
network, learn and grow.
Our regional networks and interest
networks offer opportunities to network
with practitioners within your region or
discuss aspects of project management
to further understanding and share good
practice.
Interest networks discuss
particular aspects
of project management
to further understanding
and good practice.
APM regional networks offer
opportunities tonetwork and
learn about latest developments
in project management within
your region.
18
Interest Networks
14
Regional Networks
© 2024 Association for Project Management 38

38. “to support and encourage
people to manage their
own learning in order that
they may maximise their
potential, develop their
skills, improve their
performance and become
the person they want to
be…”
Eric Parsloe, European Mentoring and
Coaching Council
•Mentoring programme offered by APM for Mentees and
Mentors (Member only benefit)
•Full guide available on APM website: APM Mentoring
Programme Guide
•Access on APM Community
•Governed by Global Code of Ethics, Ts and Cs and APM
Conflict of Interest Policy
•Provides objective help, guidance, advice and support to
facilitate L&D
•Based on mutual respect and openness
•Provides a ‘critical friend’ for open, honest and
constructive feedback
•Support and encouragement at any stage of career
•Rewarding for both parties
© 2024 Association for Project Management 39
Mentoring

39. Broaden your knowledge and sharpen your skills
APM Learning
Continuing professional developmentis about you and your commitmentto your ongoing
learning andethicalpractice.
It encourages you to lookforward and identifying opportunitiesto learn something new, refresh
yourknowledge and skills, or simply
keep upto date with the latest developmentsfrom the project profession. Our widerange of resources
help you do justthat.
Projectjournal APM publications
© 2024 Association for Project Management 40
Body of Knowledge

40. Answering the most urgent and frequent PMO Questions
10 tips for PMO excellence
https://www.apm.org.uk/blog/how-a-pmo-plays-a-vital-role-
in-meeting-future-data-demands/
https://www.apm.org.uk/blog/how-risky-are-your-project-
risks
https://www.apm.org.uk/blog/using-your-eq-a-guide-to-
positive-project-leadership
© 2024 Association for Project Management 41
Useful resources for PMOs
Setting up a PMO from scratch in a media agency
PMO Wisdom interviews run by the PMO Interest Network
including:
PMO SIG Interview with Darren Gunter (winner PMO of the
year 2023)
Creating successful programmes using benefits –panel
debate
Enabling Change SIG
https://www.apm.org.uk/resources/what-is-project-management/what-is-a-pmo/

41. © 2024 Association for Project Management 42
Useful resources for PMOs
Resources, blogs and podcasts

42. © 2024 Association for Project Management 43
PMO The Big Adoption
APM Events

44. © 2024 Association for Project Management 45
Source: Golden Thread Research 2024
Increase in projects

45. Some key elements:
•Focusing on major projects, national strategies and pledges
•Are professionals ready?
•Considers strategies
•Benefits management exercises (where carbon reduction
plays a role)
•Implementation of systems, assessment, monitoring, control
and reporting
•Considers embedding targets through the supply chain
•Learning and development for project teams –particularly
short form sessions being useful (such as webinars)
•Promoting the responsibility of the team when it comes to
carbon
© 2024 Association for Project Management 46
APM Research
Are We Ready for Net Zero in Project Management
https://www.apm.org.uk/resources/research/research-fund/are-we-ready-for-net-zero-in-project-management/

46. APM’s role in fostering
excellence
© 2024 Association for Project Management 47

47. The APM Project Fundamentals
Qualification is for those wishing to gain
a broad understanding of the principles
of the profession and the fundamentals
of project management terminology.
The APM Project Professional
Qualification assesses capability in delivering
projects and is our most comprehensive
assessment of professional project
management capability, covering the core
and specific competences required across
all areas of project management.
Ourqualifications
The APM Project Management
Qualification is aimed at those
wishing to achieve a broad level of
project management knowledge
sufficient to participate in projects
from individual assignments through
to large capital projects.
© 2024 Association for Project Management 48

48. The APM Project Fundamentals
Qualification is for those wishing to gain
a broad understanding of the principles
of the profession and the fundamentals
of project management terminology.
The APM Project Professional
Qualification assesses capability in delivering
projects and is our most comprehensive
assessment of professional project
management capability, covering the core
and specific competences required across
all areas of project management.
Ourqualifications
The APM Project Management
Qualification is aimed at those
wishing to achieve a broad level of
project management knowledge
sufficient to participate in projects
from individual assignments through
to large capital projects.
© 2024 Association for Project Management 49

49. The APM Project Fundamentals
Qualification is for those wishing to gain
a broad understanding of the principles
of the profession and the fundamentals
of project management terminology.
The APM Project Professional
Qualification assesses capability in delivering
projects and is our most comprehensive
assessment of professional project
management capability, covering the core
and specific competences required across
all areas of project management.
Ourqualifications
The APM Project Management
Qualification is aimed at those
wishing to achieve a broad level of
project management knowledge
sufficient to participate in projects
from individual assignments through
to large capital projects.
© 2024 Association for Project Management 50

50. As the only chartered membership organisation for the project
profession, we set the benchmark. Whether you manage projects,
programmes or portfolios, chartered status shows you’ve achieved
the highest standard of expertise and have proven your exceptional
project capabilities.
Our Chartered Project Professionals span a range of sectors, ages
and career stages, from organisations big and small. And while we
provide several routes, it doesn’t matter whether you’ve gained
previous qualifications –it’s your proven project experience and
technical knowledge that count.
Chartered Project Professional Standard
© 2024 Association for Project Management 51

51. •Coaching can be key to upskilling internal talent
- imperative to meet upcoming demand
•Keep learning/improving yourself – use our
resources
•Every PMO is different – just get the balance
right – don’t overcomplicate
•Stick to your values
•Get ahead – in your qualification journey, or in
what are the emerging trends
© 2024 Association for Project Management 52
In summary

52. © 2024 Association for Project Management 53
Thank you,
any questions?
Emma Shelton
PMO Manager
[email protected]

53. © 2024 Association for Project Management 54