PMO 2.0 - Building PMO Capabilities

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~Author Unknown Different isn’t always better, but better is always different.

Transcript of PMO 2.0 - Building PMO Capabilities

Page 1: PMO 2.0 - Building PMO Capabilities

~Author Unknown

Different isn’t always better, but better is always different.

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PMO 2.0

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Mission

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To provide an enterprise-wide approach to identify,

prioritize, and successfully execute a technology portfolio

of initiatives and projects that are aligned with our strategic goals and key results.

The Project Management Office is responsible for establishing and implementing best practices for the benefit of  OUR

COMPANY in a way that encourages collaboration, standardization, and overall improvements.

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Vision

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  •  Build  project  management  maturity  at  the  organiza6onal  level

  •  Source  of  project  management  leadership  and  exper6se

  •  Promote  best  prac6ce  standards,  quality,  and  methodologies  into  a  project  management  discipline

  •  U6lize  PMBOK-­‐based  methodology  and  ITIL  Framework  as  well  as  support  "best  fit"  approach  for  project  management

  •  Provide  a  consistent  channel  of  communica6on  for  project  status,  financial  health,  and  mi6ga6on  of  issues,  risk,  and  dependencies  across  projects,  departments,  and/or  divisions

  •  Guide  key  IT  projects  from  implementa6on  through  a  successful  conclusion

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Accomplishments

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Since June 2013…* • Closed - 20 projects • In Flight - 23 projects

Milestones Jun ’13 - Established PMO process and templates Oct ’13 - Began monthly financial tracking and forecasting

in Clarity Jan ’14 - Finance 101 with Finance team Mar ’14 - Began monthly status reporting - Executive and

All views Apr ’14 - Implemented Design ACE process in conjunction

with Strategy, Architecture, Product Development

Ongoing Activities • Identified and resolved issues with financial tracking systems (Peoplesoft, Clarity) • Implemented ad hoc status tracking for PO/Invoice tracking, ACE readiness, etc. • Continued to identify roles & responsibilities with Strategy, Architecture, and Product

Development teams • Participation, engagement in ORGANIZATION-wide Program Management initiatives • Clarity Business User Group participant • Routine meetings with Delivery Partners

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Ad-Hoc

Abbrev-iated

Organ-ized

Man-aged

Optim-ized

Functional PMO• Unpredictable, poorly controlled, reactive. • No standardized tools, processes.

Support PMO• Standardized processes, but PMO lacks management,

oversight, communication about projects. • Standardized tools, methodology, templates.

Informational PMO• PMO collects, consolidates, summarizes, and

distributes project information. • Coordination and integration amongst groups.

Strategic PMO• Project metrics Used by Management to

make decisions. Identifies resource utilization and conflicts.

Enterprise PMO• Focus on process improvement

CMMI Maturity ModelProject Management Office

Capability Maturity Model Integration

Goal

June 2013

TodayAug 14

June 2015

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How do we get there?

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We are requesting Executive Support and Approval of the following action plan for the PMO.

Phase&1&&

Q3&2014&

•  Update'Project'Landing'Pages'in'new'template'

•  Beta'Test'Weekly'Project'Status'Updates'

•  Pilot'Weekly'Status'Updates'

•  Update'TeamGan='with'High'Level'AcBviBes,'Resources'

•  Validate'finances'reporBng/'data'

Phase&2&&

Q4&2014&

•  Pilot'Issue/'Risk'ReporBng'

•  Create'SLT'Status'Page''

•  Schedule'Management'

•  Finance'201'

•  Tech'Strategy'with'Clarity'team'for'PMO'tools'

•  Document'financial'reporBng'requirements'

Phase&3&

Q1&2015&

•  Pilot'Financial'reporBng''

•  Implement'addiBonal'clarity'reports'(Program(and(Project(Level)(

• Validate financial data sources and capture / implement requirements for financial reporting (Clarity, Qlikview)

• Report project status more frequently/ weekly (Confluence) • Manage and publish project schedules and roadmaps (TeamGantt) • Launch issue/risk reporting (Confluence) • Identify stakeholders, requirements and strategy for resource management

(system TBD)

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Recommend streamlining tools based on the following recommendation in the short term (next 6 months). Pending technology enhancements, our long term goal is to leverage the Project/Program/Portfolio Management capabilities in Clarity.

Centralize Toolsets

Financial' Status' Issue/'Risks' Schedule' Resource'

Confluence( !' !'Clarity((( !' !' !' !'TeamGan2( !' !'TPAS( !'Peopleso8( !'JIRA( !'Various( !'

Stakeholders and requirements need to be defined for the PMO to determine where Resource Management should be managed. We will manage resources in 2 tools until we have further identified requirements.

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~Shigeo Shingo

Improvement usually means doing something that we have never done before.

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Appendix

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Appendix: CMMI - PMO

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Ad-Hoc

Abbrev-iated

Organ-ized

Man-aged

Optim-ized

Functional PMO• Unpredictable, poorly controlled, reactive. • No standardized tools, processes.

Support PMO• Standardized processes, but PMO lacks management,

oversight, communication about projects. • Standardized tools, methodology, templates.

Informational PMO• PMO collects, consolidates, summarizes, and

distributes project information. • Coordination and integration amongst groups.

Strategic PMO• Project metrics Used by Management to

make decisions. Identifies resource utilization and conflicts.

Enterprise PMO• Focus on process

improvement

CMMI Maturity ModelProject Management Office

Capability Maturity Model Integration

time

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CMMI Maturity ModelProject Management Office

Level 1: Functional PMO

Level 2: Support Project

Office

Level 3:Information Project

Office

Level 4:Strategic Project

Office

Level 5:Enterprise Project

Office

People. Located throughout the organization.

Organization. Organized by function. Project Managers are part-time with other functional responsibilities.

Processes. Unpredictable, poorly controlled, reactive.

Tools. No standardized tools, processes. Success is based on heroics.

People. Have PM background.

Organization. Weak Matrix. Project Managers have limited authority.

Processes. Standardized, but PMO lacks management, oversight, communication about projects.

Tools. Standardized tools, methodology, templates.

People. Hold credentials or certifications, e.g., PMP-certified. Organization.

Organization. Weak/ Balanced Matrix. Project Managers are full-time resources with low/ moderate authority.

Processes. PMO collects, consolidates, summarizes, and distributes project information. Coordination and integration amongst groups. Improved cost and schedule performance.

Tools. Templates, collaboration tools.

People. PMP, PgMP certified.

Organization. Balanced/ Strong Matrix.Project Managers are full-time resources with moderate/ high authority.

Processes. Project metrics Used by Management to make decisions. Identifies resource utilization and conflicts.

Tools. PPM/ EPM tools.

People. PMP, PgMP certified.

Processes. Focus on process improvement

Tools. PPM/ EPM tools.

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Where we started from…Focus Areas

Level 1: Functional PMO

Level 2: Support Project

Office

Level 3:Information

Project Office

Level 4:Strategic

Project Office

Level 5:Enterprise

Project Office

Financial

Status

Schedule

Issue/ Risk

Resource

June

201

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Progress

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Where we are today…Focus Areas

Level 1: Functional PMO

Level 2: Support Project

Office

Level 3:Information

Project Office

Level 4:Strategic

Project Office

Level 5:Enterprise

Project Office

Financial

Status

Schedule

Issue/ Risk

Resource

June

201

4

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Progress

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Appendix: PMO Detailed Recommendations

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Project Financials• Data validation for current

processes

• Finance 201 to better understand project cost to Client, allocations, etc.

• Define requirements with Clients, Finance & SSO for Financial Reporting

June 2015 Goal: Level 3

TPAS

Clarity Invoice List

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Tech Strategy: Automate project financials. This can be done via several alternatives, including via Qlikview reporting with

SSO, better integration of CART into Wiki, other solutions TBD.

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Status Reporting

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June 2015 Goal: Level 3

Tech Strategy: Leverage Confluence for real-time status reporting. With increased reliance on Confluence, need to confirm resiliency and failover with Tools.

• Report status more frequently for teams and executive stakeholders.

• Create real-time status dashboard for all projects. Identify other dashboards and metrics as required.

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Schedule Management• TeamGantt to

manage and publish project schedules, activities, and dependencies.

• Coordination with project teams for changes to schedules and progress.

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June 2015 Goal: Level 3

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Issue / Risk Management• Report Key Issues/

Risks on status dashboards.

• Include Issue/ Risk log on Project Landing pages for ongoing issue/ risk management.

Issue/ Risk Log

Link from Landing Page

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June 2015 Goal: Level 3

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Resource Management• Add Resources to

TeamGantt to view resource allocations across projects.

• Availability forecasting for resources.

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June 2015 Goal: Level 3

Tech Strategy: Need to understand all of the requirements related to Resource Management to recommend a strategic tool. In the short term, the PMO will manage teams within Clarity

and TeamGantt.