PMO Accreditation Recognition Criteria

1. Organisational Leadership and Innovation

1. mixed matrix structure reflected in HR policy and practice;
2. alignment of operations and project management for effective resource management;
3. executive commitment to management by projects expressed in policy and quality documentation.

2. Organisational Strategic Planning Link

1. business objectives in project delivery terms clearly available, accessible to all;
2. business benefits (outcomes) part of planning and continued review process for all initiatives undertaken;
3. initiatives undertaken (as projects) have success criteria related to business KPI's that are measured for effectiveness at project completion.

3. Organisational Business Results Focus

1. project objectives referred to strategic/business objectives as a matter of course before Business Case approval;
2. project managers monitor business benefits progressively with adequate delegated authority to act in the business interest;
3. a matrix matching business goals, KPI's and project objectives is accessible per program of projects for regular review to improve overall business performance.

4. Organisational Customer and Market Focus

1. project scope definitions always developed with client to ensure end user and market requirements are met;
2. clients internal and external are regularly involved in progress reviews to ensure business benefits;
3. innovative and better means of achieving results are encouraged.

5. Organisational Support Processes

1. methodologies/procedures reflect project delivery focus;
2. quality management system aligned to project delivery process;
3. skills matrix adopted to project delivery competence at team member, project manager, program manager levels;
4. supportive systems aligned to project management process;
5. clear delineation CAPEX/OPEX costing; ie: costing system distinguishes assets maintenance/works costs from projects costs.

6. Data, Information and Knowledge Availability

1. organisation is structured and systems are supportive of project delivery (required data readily available and accessible for initiation of projects);
2. a corporate repository exists of lessons learned from past projects to be of business benefit for future initiatives;
3. information is shared across the organisation (a learning culture based on past experience).

7. Human Resource Management Alignment

1. skills development is encouraged in internal mentoring and a support program that ensures business opportunities are captured from workforce experience;
2. individual performance objectives and potential rewards/remuneration are linked to measurement of project success criteria;
3. advancement/succession is based in competency measurement at three AQF levels.

8. Consistency of Application of Project Management Functions

Processes in place to ensure all nine functions of project management can be:

• applied consistently across the organisation;
• matched to business processes (eg project risk accumulated for view of program risk and overall business risk);
• used to benefit of the business, client and/or community.

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