EGov Conf - PMO Workshop v3

Project & Program Management

Suhail M. Al-Almaee - Director Strategic Planning and Supporting Initiatives

Muhannad H. Tayem - Director – Consulting - Deloitte

Mounes R. Shadid - Project Management Specialist

[email protected] [email protected] [email protected] [email protected]

Opening & Objectives


[email protected] [email protected] [email protected]

Agenda

S. # From To Topic Presenter

1 01:00 01:10 Opening & Objectives Suhail Al Almaee

2 01:10 01:25 Introduction Muhannad Tayem

3 01:25 01:50 PMO Overview Muhannad Tayem

4 01:50 02:10 Portfolio Management Overview Muhannad Tayem

5 02:10 02:25 Q&A

6 02:25 02:40 Break

7 02:40 03:10 YesMethod – Yesser‘s Case Mounes Shadid & Suhail Al Almaee

8 03:10 03:25 Q&A

9 03:25 03:30 Closing Suhail Al Almaee

Objectives

Build awareness about the Project/Program Management and PMO

Communicate key success factors and challenges

Present YesMethod as a case for applying Project/Program Management standards

Listen to your experience in relation to the subject

Introduction

Muhannad H. Tayem - Director – Consulting – Deloitte

[email protected]

Introduction – Key Definitions

ProjectB

ProjectC

ProjectD

ProjectA

Program1

Program2

Portfolio

ProjectE

Program

Project

Portfolio

A Project is a temporary endeavor undertaken to create a product,

service or

result

to obtain an objective (deliverable) and terminate.

A Portfolio is Overall collection of the organization’s grouping of high-level initiatives

and their respective projects/programs.

A Program is a set of projects that have a common objective and

interdependencies that need to be managed. A set of interrelated and

inter-dependent projects .

Introduction – The Project Life Cycle

Analyze Analyze

PortfolioPortfolio

Initiating

PrioritizePrioritizePlanning

Monitoring &Controlling

Executing

Closing

IdeaBenefits

Harvesting

BusinessCase

Monitoring & Controlling spans the life of a project and is

used to actively manage and

communicate its progress.

The project life cycle is the business

process for requesting, selecting,

developing and implementing

projects to achieve organizational strategies and

objectives.

Introduction – Management Disciplines

Project Management is concerned with the definition and delivery of specific work streams within an overall program framework.

Program Management is the application of

consistent tools and methods in order to deliver

and co-ordinate related projects and Programs.

Portfolio Management is the management process of translating strategy or policy into actionable Programs that can be developed in a portfolio of

Programs.

Introduction – The Management Framework

Portfolio Management has primary focus on:

• Translating business strategy into manageable initiatives

• Managing and tracking the portfolio of initiatives

• Regular ‘checkpoints’ at which the benefits and results of the initiatives are reviewed to understand their impact

Portfolio Management

Program Management

Project Management

Program Management focuses amongst others:

• Creation and management of key Program deliverables including business case and others

• Identify, manage and address interdependencies between projects

• Program benefits tracking and realization


Program Management

Project Management

Project Management has primary focus on:

• Execution and delivery of planned project deliverables and milestones

• Management of project schedules, budget, issues, risks, and change requests using defined tools

• Escalation of project issues, change requests and risks, where necessary


Program Management

Project Management

Introduction – PMBOK

The Project Management Body Of Knowledge (PMBOK) is a collection of processes and knowledge areas generally accepted as best practice within the project management discipline. (Published by PMI)

1. Initiating

2. Planning

3. Executing

4. Monitoring & Controlling

5. Closing

Process Groups

1. Project Integration Management

2. Project Scope Management

3. Project Time Management

4. Project Cost Management

5. Project Quality Management

6. Project Human Resource Management

7. Project Communications Management

8. Project Risk Management

9. Project Procurement Management

Knowledge Areas

Inputs Tools &

Techniques Outputs

• Documents • Plans • Designs

• Mechanisms applied to inputs

• Documents • Products

PMO


PMO – What Do Organizations Need?

• Given our longer term vision, what are the opportunities today?

• How do we translate our strategy into targets for all our stakeholders to clearly understand?

• How realistic are the targets and vision?

What are the “right” things to do?

• Will the projects underway let us achieve our strategic objectives?

• What is the correct balance between growth/innovation projects and productivity/maintenance projects?

Are we doing enough of the “right” things?

• What is the appropriate governance structure and risk management approach to facilitate a fast response to issues and opportunities?

• How do you get the message across to change peoples’ behavior?

• How are benefits being tracked?

Are we doing the “right” things “right"?


PMO

PMO – What is PMO?

An organization dedicated to improve the practice and results of project management.

Provides an opportunity for project managers to develop professionally more quickly than most could ever hope, if they were working isolated from one another.

An organizational entity created to assist project managers in achieving project goals.

A group of people with a mission to support project managers in the successful launch, implementation, and completion of projects.

PMO

PMO – The Value of PMO

• Inconsistent planning and scheduling approaches

• Deliverable / technology focus

• Little integration across projects

• Lack of business management leadership and visibility

• Unjustified projects

• Inability to present accurate overall picture to management

• Impact on market and shareholder perceptions

Strategy

Typical Environment Before

Pro

ject

M

anag

em

ent

Project Office

Po

rtfo

lio

Man

age

men

t

pro

gram

M

anag

em

ent

Project Office

Project Office

Project Office

• Operational efficiencies through consistent processes for Monitoring, Controlling & Reporting

• Proactive management , planning and steering

• Delivery oriented to business milestones

• Focus on content rich initiatives rather than process

• Coaching and mentoring for project / program managers

• Minimized gaps in strategic business alignment

Typical PMO environment

Coordination

Delivery

Strategy

PMO PMO

EPMO

Project Office

Project Office

Project Office

Project Office

PMO – How Can PMO Help You?

Leadership visibility for your project via central reporting function.

issues and risks register facilitates more pro-active management

Avoids project team managers dealing with project interdependencies which cause delay and misunderstanding

Addresses the information gap that arises between project work and the enterprise, by providing the link between the two

Common methodology, tools and templates to assist but still leave the Project Managers with the ultimate accountability to deliver their project

Provides baseline data as a project delivery target against which a project can be measured

Visibility and success will create a more project based organization and enable transformation through programs of change

PMO – PMO Models

A key success factor for Program Management Offices is to select the “right” organization model that fits both the organization’s culture and needs.

Increase Level of Operational Excellence

Increase Level of Business Unit Responsibility

The PMO has an advisory role and provides counseling, training and tools to business units’ project managers.

Model

Mandate

Support

The PMO provides active support to project managers. Projects are delivered according to the project management standards established.

Control

The PMO is responsible for project delivery. The PMO provides trained project managers to business units’ sponsors. Projects are delivered according to the project management standards established.

Lead

PMO – Where Does it Fit? (1/2)

• Depending on the type of projects under the PMO, PMO can be under specific unit to serve specific units projects or at the level of the organization to server all units in the organization

• The PMO normally consists of a full time, dedicated team, reporting to a PMO Head, supporting the program/projects managers

• The structure within the PMO is different based on the PMO type. The PMO can also deploy ‘envoys’ into large individual work streams to provide program management support direct and full time to the work streams.

CEO

Shared Services

IT

IT PMO

Admin

Core Business

EPMO

Legal & Risk

It is not recommended to have more then one PMO in the organization. In addition ,the more PMO is empowered, the more successful it is.

PMO – Where Does it Fit? (2/2)

Generate Ideas Value proposition

Detailed Business Case

Execute Strategic Enterprise

Programmes / Projects

Steercom

Site

Lev

el

Generate Ideas Value

proposition

Detailed Business

Case

Execute Projects

Steercom

Submit to Strategic PMO for prioritisation & approval

Stra

tegi

c Le

vel

Approve or decline value propositions and business cases based on strategic alignment, fit and prioritisation (based on risk and value)

Set standards and guidelines for running projects

Provide governance structure during project execution and approval

Coordinating and encouraging transferring of best practices

Facilitates consolidated reporting of progress towards meeting strategic objectives

At the Decentralised level the following will occur:

Detailed business case development by line

Site Steercom / management approval of value propositions and business cases for submission to Strategic PMO for prioritisation and further approval

Execution of approved projects

Reporting of progress to Strategic PMO

Strategic PMO

Decentralised PMO

PMO – Typical Approach to Build a PMO

Rollout

Defines Role and

Staff Needs

Pilot PMO

Staff PMO

Define PMO Goals &

Governance

Design /Build PMO

Processes & Tools

1

2

3

4

5

6

Measure and

Update

7

PMO – Typical PMO Tool Functionality

Ability to manage and

coordinate all changes to the

program/project’s schedule,

cost and scope

Can proactively identify

and manage risks and

issues that may impact

achieving the program

objectives

Way to plan,

balance and

schedule

resources for

effective

resource

allocation

Get a single view for

enterprise Portfolio,

Program, and Project

planning and execution

An integrated

framework to execute

programs and projects

to deliver associated

benefits

On-demand reporting and

pre-built analytics for

measuring program

performance

PMO – Capability Maturity Model

PMO Maturity Model

Does the organization recognize projects and run them differently from its ongoing business? (Projects may be run informally with no standard process or tracking system.)

Does the organization ensure that each project is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination between projects)

Does the organization have its own centrally controlled project processes, and can individual projects flex within these processes to suit the particular project?

Does the organization retain specific metrics on its project management performance and run a quality management organization to better predict future performance?

Does the organization run continuous process improvement with proactive problem and technology management for projects in order to improve its ability to depict performance over time and optimize?

Pro

ject

1 Initial

Process

2 Repeatable

Process

3 Defined Process

4 Managed Process

5 Optimized

Process

Does the organization recognize programs and run them differently to projects? (Programs may be run informally with no standard process or tracking system.)

Does the organization ensure that each program is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination between programs)

Does the organization have its own centrally controlled program processes and can individual programs flex within these processes to suit the particular program?

Does the organization obtain and retain specific measurements on its program management performance and run a quality management organization to better predict future program outcomes?

Does the organization run continuous process improvement with proactive problem and technology management for programs in order to improve its ability to depict performance over time & optimize?

Pro

gram

Does the organization's Board recognize programs and projects and run an informal list of its investments in programs and projects?

Does the organization ensure that each program and/or project in its portfolio is run with its own processes and procedures to a minimum specified standard?

Can programs and projects flex within these processes to suit particular programs and/or projects. Does the organization have its own portfolio management process?

Does the organization assess its capacity to manage programs and projects and prioritize them accordingly?

Does the organization run continuous process improvement with proactive problem and technology management for the portfolio in order to improve its ability to depict performance over time and optimize?

Po

rtfo

lio

PMO – Capability Maturity Model - Sample

Communication

Management

Financial Management

Governance

Integration

Management

Issue Management

Organization Change

Management

Procurement/Vendor

Management

Quality Management

Resource Management

Risk Management

Schedule Management

Scope Management

Initial OptimizedRepeatable Defined Managed

Current Sate

Future State

PMO – What is in it for me?

Leadership

• Alignment with Strategic Plan

• Standard, effective business processes

• Project/Portfolio decision support information

Staff

• Improved communication with business sponsors and team members

• Individual performance

• Professional/career development, recognition and opportunities

Management • Work prioritization

• Efficient allocation and utilization of resources

• Higher project success rates

PMO – Key Success Factors

Apply what is relevant to you of the Best Practice and Do not complicate the implementation or the model

Have the right skilled team

Ensure partnership the between PMO and the business units

Do it Gradually and not all at once

Give enough support and authority to the PMO team

Use the Right tools

Leadership Support

Portfolio Management – From Strategy to Business Change

MARKET ENVIRONMENT STRUCTURE & RESOURCES

FINANCIAL ENVIRONMENT PERFORMANCE MANAGEMENT

Strategy Selection and Translation

Strategy

Formulation

Strategy

Implementation Portfolio Management

Portfolio Management – Benefits

Gain visibility on project portfolio

Align investments with business objectives

Make the right choices when prioritizing investments

Develop ability to execute

1

2

3

4

Portfolio Management – Benefits – Gain Visibility on Your Project Portfolio

Best Practices Samples

• Project information is hard to collect

• Portfolio view is non-existent

• Controlling costs is challenging

The Issues

A logical grouping of

initiatives in a project –

program – portfolio

hierarchy. Project B

Project C

Project D

Project A

Program 1

Program 2

Portfolio

Project E

A simple spreadsheet to

collect project

information and to

guide project managers

through what they

should document.

A complete set of

reports on your current

and proposed portfolio,

which project, when,

for how much and

highlighting the

financial impact.

Portfolio Management – Benefits – Align Your Investments with Business Objectives


• Strategic alignment is difficult to assess

• Impact of projects on business process is unclear

• Project benefits are hard to define

The Issues

A standard framework to

translate strategy and

identify the impact of

your projects.

A view of the

planned benefits and

their impact on the

organization for the

upcoming years.

An industry-specific

process map to assess

impact of projects on

business processes.

Portfolio Management – Benefits – Make the Right Choice When Prioritizing the Investments


• Projects can’t be compared

• Investments can’t be justified

• Project prioritization process is unclear

The Issues

INNOVATIONGROWTH

MAINTENANCE

PRODUCTIVITY

Sustain above

average returnsIncrease revenue

and business size

Prevent margin

erosion and asset

deterioration

Margin and asset utilization

improvement

Future InvestmentsExis tingAssets

INNOVATIONGROWTH

MAINTENANCE

PRODUCTIVITY

Sustain above

average returnsIncrease revenue

and business size

Prevent margin

erosion and asset

deterioration

Margin and asset utilization

improvement

Future InvestmentsExis tingAssets

INNOVATIONGROWTH

MAINTENANCE

PRODUCTIVITY

Sustain above

average returns

Increase revenue

and business size

Prevent margin

erosion and asset

deterioratio

n

Margin and asset

utilization

improvement

Future

Investments

Exis ting

Assets

INNOVATIONGROWTH

MAINTENANCE

PRODUCTIVITY

Sustain above

average returns

Increase revenue

and business size

Prevent margin

erosion and asset

deterioratio

n

Margin and asset

utilization

improvement

Future

Investments

Exis ting

Assets

Maintenance Productivity

Growth Innovation

Future Investments

Existing Assets

A clear categorization of

your investment types,

allowing alignment to

business objectives

(innovation, growth,

productivity,

maintenance)

An assessment of project

value and risk to support a

transparent prioritization

process based on tradeoff

between tangible &

intangible value and

various types of risk.

Portfolio Management – Benefits – Develop Your Ability to Execute


• Unable to adapt to changes

• No continuous view of the portfolio’s life

• Inability to allocate resources to the right place at the right time

The Issues

Monitor Portfolio Status and Performance

Identify New Opportunities

Reprioritize/ Optimize Portfolio

A consistent

framework to

integrate all your

existing standards

and approaches into

the Managing for

Value responsibilities

Policies and Standards

Roles and Responsibilities.

Methods & Approaches

Tools and Enablers

Organizational Structure

Deployment and Monitoring

Portfolio Management – Portfolio Capability Pathway

Manage Return

Strategic Context

Measures Control

Par

tici

pat

ion

Visibility

Understand Spending

Define Opportunities Consistently

Improve Business Value

Actively Manage For Value

Tactical

Strategic

Improve Strategic Alignment

Emphasis

Process & Measurements

People

Technology

Build Repeatable, Invocable Capability

Portfolio Management – The Portfolio Management Process

Translate Strategy into quantifiable

metrics

Monitor Initiatives Progress against the

Metrics

Gather, Assess & Prioritize Initiatives

Deploy initiatives as part of the

projects/programs cycle

1

2

3

4

Break – (15 Minutes)

YesMethod©


Mounes R. Shadid - Project Management Specialist

[email protected] [email protected] [email protected]

YesMethod©

Success through simplicity…

YesMethod©

Overview (1/2)

• Yesser PMO Started as Project Support Office

Pre- initiation phase ( Quick wins):

o Project Progress Reports

o Executive Dashboard

Project Initiation & Planning

o Yesser PMO Project Charter

o Yesser PMO Project Schedule

PMO Development Phase (Yesser PMO)

• As Yesser projects were running at different stages, Yesser PMO didn’t request all the templates from each running project

• A review Process has been developed to review Yesser Projects and decide the needed templates for each project

Overview (2/2)

• The review Process has been approved from Yesser Management and department heads before implementing it with project managers

• Many awareness sessions have been conducted with Project Managers to clarify the developed PM methodology:

One to One Meeting

Group Meeting

• Yesser Management team has been informed regularly about Implementation progress

• PMO Team was available for coaching and supporting Yesser’s Project managers

YesMethod©

Management

• Management Support

• Effective sponsorship

Resources

• Skilled resources Process

• PM Methodology

YesMethod© Implementation Success Factors

Samples – Charter and Weekly Progress Report

Attached/YPMO-08 Yesser Project Progress Report.xlsx

Attached/YPMO-01 Project Charter Template.dotx

Projects Dashboard

Attached/Projects Dashboard.xlsx

Attached/Projects Dashboard.xlsx

Yesser PMO Automation [Automated Site]

Automated Templates and Process Relation

YPMO Automated Site Guideline

Automated Yesser’s Project Dashboard

Yesser PMO Newsletter

Attached/YPMO Newsletter.pdf




Lessons Learnt

PMO loses support when the facts seem to point a finger at a functional unit or a project manager

Management influence / support is so important.

Do not to start with a PMO tool , You should concentrate on increasing the maturity level of the organization.

Management should review the dashboard in by-weekly basis.

Project Managers should feel the Management interest in updating the status report , raising risks and filling the templates.

PMO should avoid falling into the trap of becoming a "process cop".

Yesser Method© should be added in the RFP.

Closing


EGov Conf - PMO Workshop v3

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Transcript of EGov Conf - PMO Workshop v3