Step 3: Value Proposition
In the Value Proposition step, the PMO defines the unique value it will deliver and establishes clear expectations with stakeholders.
Tangible and Measurable Value
The value proposition should be specific, measurable, and differentiated. Instead of vague statements like "we'll improve project management," specific targets like "we'll reduce project delivery time by 20%" should be set.
The Organization's Question
The value proposition should answer this question: "Why should we invest in the PMO instead of alternative approaches?" A convincing answer to this question strengthens the PMO's reason for existence.
Living Document
The value proposition is not a static document; it is a living document updated as the PMO demonstrates results. The initial value proposition may be modest, but as the PMO gains trust over time, more ambitious goals can be set.
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