Will the roles of the PMO analyst and reporter be redundant in an on-demand real time data-rich environment

Another question from the PMO SIG event.
One of the stops on the PMO maturity train is the desire to move to one central source of truth, so the organisation installs a centralised database where all of the data that a PMO used to spend time collecting is now stored in one place. This includes schedules, finances, risks, issues, changes, documentation, progress, benefits. The exact list depends on the technical solutions chosen and the licence that the organisation has paid for.
Having installed the tool with the desire that the senior management are able to get real-time on-demand information, what happens? In my experience the senior management don’t change the behaviours and ask for the information to be sent to them. Even in organisation’s which include time recording it is typically someone lower down the hierarchy who inputs the senior management time, or they are exe lets from having to use the tool. By the time the data is entered and available (in real-time of course) you then need the senior manager to reset their password (normally spelt Password) and the be explain how to view the data.
The other issue is that although the data can be presented in real-time, the data, especially time sheets or progress reports are entered on a timetabled basis, so looking at them more frequently that that becomes futile. Imaging getting the Sunday papers, reading them one Sunday and having a look at them on Wednesday and wonder why nothing has changed (expect someone has half filled the crossword in)
Another issue and is it where the PMO Is expected to perform their role, is that the data that goes into the tool is just that data. What the PMO provides, or should provide, is information. Having someone analyse the data and turn that into something that can be used to make decisions is important.
The PMO can verify the information entered into the system is actually correct (a report looks much better without the typos and abbreviations). They can validate that something entered into one part of the system matches up with another part of the system e.g. If the risks are all Red, then the progress report should not have the risks as Green. If the milestone says the document is signed off, is there a copy in the document storage?
The PMO can then collate and summarise the data so that the information presented to the senior management is consistent and has sufficient commentary that it is obvious what is going on and if any actions are required what needs to happen to, by when,  by whom. Then the information becomes information rather than a gathering of data on the page.
For me a sign of a good report is one that makes the recipient take an action, even if that is to ask (demand) all the information is accurate and up to date (something that normally comes back to the Project Managers rather than the PMO)
If you want an era where senior managers get data on demand, then I suspect you will move to an era where poor decisions will be made as each person will interpret the data differently, using it to back up their own point of view.
However in an era of big data the need for analysts to interpret this and make sense of the world are needed more than ever.

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