PMO of the Year Award

Tier ❹ PMOs

Rewarding the commitment of portfolio, programme and project management offices (PMOs) to developing not only their organisation across all facets of project management but also their emerging industry through innovative and thoughtful ways of working. 

This category is designed for those PMOs that want to stand out as a beacon of driving project success and project management maturity in the way that they enable their organisations to deliver successful and sustainable change, develop project community and challenge themselves to become trusted business partners. 

The judges are looking for evidence of a PMO’s positive contribution to their organisation, delivery of consistent and demonstrable outcomes and development of the project management capability and community. 

We require entrants to this category to produce a submission of up to 1,500–2,500 words (in English) based on the judging criteria. Entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio is not accepted as part of the submission. 

The PMO of the Year category is a two stage judging category, the first stage being the written submission mentioned above and the second stage requires all finalists to present virtually to a panel of judges on Monday 2 September 2024. It is open to organisations across all sectors globally. 

Submit an entry           Entries close 10 June.

Tier ❹ PMOs category criteria

This applies to Project, Programme and Portfolio Management Offices. Please read the category description and the below criteria carefully before submitting your entry.

Results and benefits | Weighting: 50%

Provide evidence of the PMO's contribution to successful outcomes for the organisation in terms of a) project and programme delivery, b) maturity and c) reporting. 

Provide evidence of the PMO's contribution to the organisation in terms of knowledge management, culture and governance. What is the legacy that the PMO has established? 

Provide evidence of the PMO's contribution to the project management community in terms of capability and skills. 

Innovation and lessons learned | Weighting: 30%

Challenges overcome: 
What challenges does the PMO face as a result of facilitating innovation and lessons learned between projects? How have these challenges been overcome? 

Lessons learned: 
How does the PMO facilitate the transfer of lessons learned between projects to create a culture of continuous improvement? How has this contributed to both the successful development of your PMO and the wider project and programme management maturity for your organisation? 

Managing innovation: 
What makes your PMO successful and/or different? Outline any innovative project management tools, methods, applications and techniques applicable. How does the wider profession benefit from your PMO and these innovations? 

The PMO| Weighting: 20%

Context:
Describe the background of the PMO and why it is needed in your organisation. Describe how the PMO functions, its key business objectives, primary stakeholders and sponsors. 

Capability: 
Tell us about the people who work within the PMO, detailing their skills and expertise. Explain how the PMO motivates and co-ordinates people working on projects and programmes in order to ensure successful delivery. How has a professional approach been established and how is it maintained? How are knowledge and skills developed throughout the PMO? 

Delivery: 
Describe the development of the PMO and its journey to maturity. Outline the methods and techniques used to effectively manage the development and delivery of PMO services and explain how these support the wider vision. 

What steps does the PMO take to embed environmental, social, economic. and administrative sustainability into project-based work? How does the PMO ensure that inclusivity is maximised within the PMO and in project-based work, to cultivate the benefits of diversity of thought, perspectives and experience? 

Interfaces: 
How does the PMO interface and collaborate with other areas, stakeholders and disciplines? Outline any challenges or barriers that have needed to be overcome in this area and how this was achieved. 

Submit an entry           Entries close 10 June.