Presents: Achieving Project Management Office Success Project... · 15/6/2017 · New York City...

New York City Project Management Workgroup

Presents:

Achieving Project Management

Office Success

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June 15, 2017

1:00 pm - 3:00 pm

• Edy Nicolas, PMP, Principal Solution Consultant & Team Lead, Oracle

• Jonathan Blake, Senior Director, Global PMO, NTT DATA Services

NYC Project Management Workgroup

The NYS Forum, Inc.

Evaluating current PMO Maturity and planning for the next generation PMO

Edy Nicolas, PMP

Presenter Photo


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Presenting Workgroup

Discussion Topics

• What is a PMO?

• Assessing PMO Maturity

• Identifying PMO Culture

• Planning for next generation PMO

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What is a PMO?

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What is a PMO?

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“ a PMO is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of the PMO can range from providing project management support functions to actually being responsible for the direct management of a project”

PMI's Project Management Body of Knowledge (PMBOK). PMI. 5th edition.1 January 2013

“A vital component in the delivery of change; whether change to public or customer services, or change within an organization”

Prince2 Foundation Training Manual. Prince2. 26 April 2016

http://www.pmi.org/en/About-Us/Press-Releases/PMIs-Program-Management-Office.aspx


What is a PMO?

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“A strategic driver for organizational excellence, which seeks to enhance the practices of execution management, organizational governance, and strategic change leadership.”

PMI's Program Management Office (PMO Symposium): Asking Tough Questions, Identifying Solutions" (Press release). PMI. 13 November 2012.



Why have a PMO?

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• Executive decisions are in firefighting mode

• Projects are black boxes

• Expectations from PM team and their clients missed

• No audit trail

• Repeatable processes if any are in silos

• Lack of indicators that represent quality and performance of scope


PMO Challenges

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Role definition within an organization

Demonstrable value

Strategic alignment to organization strategies and objectives

Change control

Resistance to change


Benefits of a PMO?

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• Governance

• Performance Management

• Schedule Management

• Financial Management

• Risk, Issue and Scope Management

• Resource Management

• Quality Management

• Communications Management

• Supplier Management


Characteristics of a successful PMO

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1. Strong Dedicated Leadership – Fully dedicated to the PMO mission with executive backing

2. Subject Matter Experts – leveraged for expertise to plan and execute projects

3. Agile process development – develop and continuous training and coaching

4. Success enabler – not an operational expense drain, but a partner focusing on both the art and science of project management

5. Visibility and Authority to take action – Proactively impacting project delivery

6. Permanent staff organization – always available when you need them


Discussion Topics

• What is PMO?




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Level 1Ad-Hoc – reliant on PM expertise

Reactive per project

Inconsistent KPIs and processes

Level 2Provide general support

Enforce project standard processes and KPIs

Strengthen PM Skills

Periodic measurement of integrated processes data, and performance

Level 3Identifies integrated projects

Perform troubled project rescue/deferral

Implement advance processes and tools to control risk

Help PMs secure executive buy-in

Leverage lessons learned

Level 4Manage project prioritization and reprioritization

Resource capacity planning

Improve ROI

Consistently collect and analyze project data

Collaborative processes redefining the standard across the organizations

Level 5Defined Standard Processes

Real-time Information

Automation

Integration

Actively manage and enhance processes and procedures

Achieve high project success rate

Crisis & Project focus

Proactive Best Practices

Stable & Consistent

Center of Excellence

Programs & Portfolios

PMO Process Maturity


Discussion Topics

• What is PMO?




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PMO Models

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Quarterback(Repository-Coach-Manager)

Score Keeper(Repository)

Facilitator(Repository-Coach)

Perfectionist(Center of Excellence)

Manage Improve

Support

Control


Discussion Topics

• What is PMO?




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Next Generation PMO

Traditional PMO• Focus mostly on tactical issues• Science of project management• Emphasis on monitoring and control• Tools as a “map”• Internal process focused• “Heavy” methods and practices• Based on rules• Defined, repeatable, optimized practices• Focus on efficiency• Process leadership• Heavy management and governance

Next Generation PMO• Focus on strategic and cultural issues• Art and craft of project management• Emphasis on collaboration• Tools as a “compass”• Focus on end products and customers• “Agile” methods and practices• Based on guiding principles• Adaptive and innovative practices• Focus on effectiveness and innovation• Thought leadership• Balanced management, governance and leadership

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Next Generation PMO

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Scope

ScheduleCost

Ideation Prioritization

Planning

Top

Do

wn

Bo

tto

m U

p

Portfolios

Projects


PMO Vision

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Investor/Stakeholder Heat Maps and what-if Analysis

Alignment to Strategic Objectives

Streamlined yet efficient & evolving processes

Project & Portfolios Evaluation & Control


Roadmap to a successful PMO

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1. Current State Assessment

2. Define PMO goals, scope, services

3. Define PMO Maturity Roadmap

4. PMO Build out planning

5. Acquire/build PMO team

6. Define Methodology/Process/Templates

7. Tools Selection and Standardization

8. PMO Implementation Pilot

9. Multi-site Rollout

10. Communication and Change Management

11. Continuous Improvement

Edy H. Nicolas, PMP

Principal Consultant and Team Lead

Oracle – Construction & Engineering GBU

404-713-9476

[email protected]

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Presenter Photo



References

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PMI's Project Management Body of Knowledge (PMBOK). PMI. 5th edition.1 January 2013

Prince2 Foundation Training Manual. Prince2. 26 April 2016

The PMO, Portfolio Management and Organizational Project Management Maturity by Walter A. Viali, CSQA, PMP

Pulse of the Profession™: Impact of PMO on Strategy Implementation

Pulse of the Profession™: PMO Models

PM Solutions: The State of The PMO 2014 Research Report


The NYS Forum, Inc.

Scalable PMO


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Jonathan Blake, PMP

Building an organization that

has the right structure,

delivers the right functions, and

addresses the right needs – all the time


Multi-Function Potential

• PMOs represent many things to many people, and can deliver a great variety of functions to an organization.

• How to choose the right focus for the PMO?

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Governance

EnablementPortfolio

Management

Program

Management

Project

Management

Methodologies

and ToolsProject

Assurance

Competency

Development

PM Resource

Management

Administration

and Accounting

Internal

Processes


Multi-Level Interactions

• PMOs can operate at many different levels of the organization, providing support and enabling governance

• How to choose the right reporting level for the PMO?

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Project Management Office

Scalable PMO

• A PMO that • Addresses the right needs

• Delivers the right functions

• Has the right structure

• How to achieve it?

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Identify Organizational Needs

• Prioritize strategies and drivers

• Identify challenges

• Document problem statements

Determine PMO Functions

• Formulate action plans

• Select services

• Document baseline and solutions

Design PMO Construct

• Estimate effort

• Secure resources

• Determine governance

• Document organization

Launch, Operate, Mature

• Execute and update plans

• Perform and refine services

• Exercise and reassess governance

Form Follows Function

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Baseline

PMO

Refine

Structure

Iterate

PMO

Identify

Needs

Determine

Functions

Ideal

PMO

Evolving PMO

• A Scalable PMO constantly evolves to match the needs of the organization’s Project Management Environment

• At periodic intervals (typically, 6 mos to a year), a scalable PMO Checkpoint is conducted• Is the PMO still being effective?

• What are the current needs of the project environment?

• What are the functions most in demand for the next 6-12 months?

• What is the construct best suited to deliver those functions?

• A Scalable PMO is refined as needed, and re-launched

Evolving PMO

• A Scalable PMO constantly evolves to match the needs of the organization’s Project Management Environment

• At periodic intervals (typically, 6 mos to a year), a scalable PMO Checkpoint is conducted• Is the PMO still being effective?

• What are the current needs of the project environment?

• What are the functions most in demand for the next 6-12 months?

• What is the construct best suited to deliver those functions?

• A Scalable PMO is refined as needed, and re-launched

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Baseline

PMO

Refine

Structure

Iterate

PMO

Identify

Needs

Determine

Functions

Design PMO

Construct

Re-Launch

PMO

Ideal

PMO

REDESIGNED

RESET

Always-right PMO

• Organizations mature and evolve; functions that were necessary yesterday may be superfluous tomorrow. • How to keep the PMO focused on the right

things at the right time?

• PMOs sized to their original mission may be mismatched to the challenges of today. • How to keep the PMO at the right size?

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Initial PMO

Iteration 1

Iteration 2

Iteration n

The Scalable PMO is always targeted at the current, most urgentneeds of the organization it supports, because it constantlyreinvents itself. It is a PMO that has the right structure, delivers theright functions, and addresses the right needs - all the time.

Scalable PMO Example

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Identify Organizational Needs

•Driver:

Align IT initiatives with business objectives

•Challenges:

Project “sprawl”, lack of proper governance,

lack of experienced project managers

Determine PMO Functions

•Action plan: Develop portfolio management process, establish governance

•Functions:

Deliver training, mentoring and support;

Procure and manage contract PMs;

Support governance

Design PMO Construct

•Effort:

-Governance: 1.5

-Training: 2

-Contract mgmt.: .5

•PMO Governance:

Portfolio Management, Governance support: CIO;

Training: IT Dept. Head, Gov. Board;

Contract mgmt.: Procurement unit head

Launch, Operate, Mature

•Designed Project Business Case and Service Request frameworks

•Initiated Governance review of all new initiatives

•Designed and implemented training, mentoring and support program

•Procured expert PMs for first wave projects

Jonathan Blake, PMP

Senior Director, Global PMO

NTT DATA Inc.

518-229-8961

[email protected]


Presents: Achieving Project Management Office Success Project... · 15/6/2017 · New York City...

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