PS 10 PMO Effectiveness via KM, Anantatmula

Improving the Effectiveness of a PMO By Improving the Effectiveness of a PMO By Integrating Knowledge Management ConceptsIntegrating Knowledge Management Concepts

Vittal Anantatmula, CCEVittal Anantatmula, CCEAssociate Director and Adjunct ProfessorAssociate Director and Adjunct Professor

Project Management ProgramProject Management ProgramThe School of Business and Public ManagementThe School of Business and Public Management

The George Washington UniversityThe George Washington UniversityWashington, DC 20052Washington, DC 20052

[email protected]@gwu.edu202.994.6122202.994.6122

© Vittal A.© Vittal A.

Project Management and Knowledge ManagementProject Management and Knowledge Management(PM) (PM) (KM)(KM)

KnowledgeKnowledge

insights derived from information and insights derived from information and is usually reflected through action. is usually reflected through action.

KMKM

purposeful effort to develop and purposeful effort to develop and apply knowledge to improve apply knowledge to improve performance.performance.

Major FocusMajor Focus

Systems Thinking Systems Thinking Organizational DevelopmentOrganizational Development

ProjectProject

temporary effort to create a temporary effort to create a unique product or service. unique product or service.

PMPM

Completing of project within time, Completing of project within time, budget, and scope and meeting budget, and scope and meeting stakeholders’ expectations.stakeholders’ expectations.

Major FocusMajor Focus

Planning Planning ControlControl


PM and KM

Both PM and KM areBoth PM and KM are

•• PracticalPractical•• ActionAction--orientedoriented•• Not dependent on technologyNot dependent on technology•• In need of top management supportIn need of top management support•• Associated with change managementAssociated with change management•• Not new!Not new!

KM isKM isBased on concept of learningBased on concept of learningIndependent of the organization structureIndependent of the organization structure

PM isPM isbased on theoretical & practical knowledgebased on theoretical & practical knowledgeinfluences the organization structureinfluences the organization structure


What else is common between PM and KM?

Project management is a discipline that also involves:

• Teams working together

• Learning from each other

• Sharing information and knowledge

• Integrating all project activities

…Data, information, and knowledge related to all aspects of project are acquired, organized, and assembled to present a coherent picture of project status, that is what project integration is all about….. Project integration management harnesses the tool of knowledge management to pursue unity of effort.

-Denis F. Cioffi, Managing Project Integration, 2002


PMO formalizes KM among projects and in PMO formalizes KM among projects and in organizationsorganizations

Project Manager A Project Manager B

Project Management Office

??

Knowledge TransferKnowledge Transfer


What is a Project Management Office (PMO)?What is a Project Management Office (PMO)?

PMO is a team of professionals that aims to foster project management capabilities in an organization.

PromotePromoteArchiveArchivePracticePracticeTrainTrainCommunicationCommunicationProblem solvingProblem solvingStaffingStaffingProcess supportProcess supportProject newsletterProject newsletter

ConsultConsultMentorMentorAugmentAugmentData clearinghouseData clearinghouseVisibility CenterVisibility CenterMonitorMonitorDocumentationDocumentationMaterials & EquipmentMaterials & Equipment

EnterpriseEnterprise--FocusedFocusedProjectProject--FocusedFocused

Source: Rad and Levin, The Advanced Project Management Office, 2002


Impact of PM, KM, and PMOImpact of PM, KM, and PMO

At project levelAt project level

At project and organization levelsAt project and organization levels

At organizational levelAt organizational level

PM PM

PMO PMO

KMKM

PMOPM

PMO

KM


Reasons for implementing PMO Reasons for implementing PMO

•• Challenges faced by projects in traditional organizationsChallenges faced by projects in traditional organizations-- organization structureorganization structure-- communicationcommunication-- supportsupport

Poor project performance Poor project performance –– if only we learn from our mistakes….!if only we learn from our mistakes….!

Need to improve project successNeed to improve project successKnowledge managementKnowledge management

Most appropriate for organizations having multiple projects, mulMost appropriate for organizations having multiple projects, multiple tiple locationslocations


Reasons for implementing KMReasons for implementing KM

Advances in TechnologyAdvances in Technology-- Information systemsInformation systems-- communication systemscommunication systems

GlobalizationGlobalization–– need to learn fastneed to learn fast–– new marketsnew markets

OpportunitiesOpportunities–– Technology intensive products/servicesTechnology intensive products/services–– Internal drive (people)Internal drive (people)

knowledge Economyknowledge EconomySpecializationSpecialization

Appropriate for all organizationsAppropriate for all organizations


Common Aspects of PMO and KMCommon Aspects of PMO and KM

Repository of tacit and explicit knowledge Repository of tacit and explicit knowledge Best Practices Best Practices KM Standards and MethodsKM Standards and MethodsYellow pages of expertsYellow pages of expertsCommunities of LearningCommunities of LearningMetrics for results of learningMetrics for results of learning

Project repositories Project repositories Best Practices for PMBest Practices for PMPM Standards and MethodsPM Standards and MethodsConsultingConsultingMentoringMentoringReview and analysisReview and analysis

KM KM PMOPMO

Knowledge AcquisitionKnowledge AcquisitionKnowledge DevelopmentKnowledge Development

Knowledge SharingKnowledge SharingKnowledge RetentionKnowledge RetentionKnowledge UtilizationKnowledge Utilization


Both PMO and KM Need..Both PMO and KM Need..

•• LeadershipLeadership•• OrganizationOrganization•• TechnologyTechnology•• LearningLearning

…. and a culture that promotes open communication…. and a culture that promotes open communication

““One of the major functions of the PMO, at both the project and One of the major functions of the PMO, at both the project and enterprise levels, is in knowledge management.” enterprise levels, is in knowledge management.”

-- Rad and Levin, The Advanced Project Management Office, 2002


Improving the Effectiveness of Improving the Effectiveness of PMOsPMOs Using KMUsing KMPMO LevelPMO Level

PMO Leadership should

– align strategic plan of PMO with organization’s plan

– adopt systems thinking approach

– encourage and reward learning, risk taking, and knowledge sharing

– use resources in the best possible way to share knowledge and ideas

– foster a culture within the PMO and among the PM teams that supports trust, open dialogue, and team learningsupports trust, open dialogue, and team learning



PMO Organization Structure should

– acquire legitimacy for PMO to represent all PM teams

– facilitate personal interactions among all PM professionals

– encourage sharing both tacit and explicit knowledge

– integrate efforts of all project teams for better performance



PMO Technology Infrastructure should

– promote efficient capture of tacit and explicit knowledge

– develop comprehensive information and knowledge repository

– make knowledge accessible all PM professionals

– support efficient and effective knowledge sharing



PMO Learning should

– provide an opportunity for individual learning that is linked toPMO learning, which in turn linked organizational learning

– establish link between individual performance, project goals, and organization goals

– develop benchmarks and metrics to measure results of learning

– challenge people to perform better by setting higher standards for individuals and projects


Improving the Effectiveness of Improving the Effectiveness of PMOsPMOs Using KMUsing KMProject LevelProject Level

Learning Before Executing Projects

– Peer Assist Groups

– Codify and adopt good practices

– Collective wisdom



Learning While Executing Projects

– What is supposed to happen?

– What actually happened?

– Why are they different?

– What can be done about it • now (to correct) and in the future (to prevent)



Learning After Executing Projects

– Successes

– Failures

– Key insights and learning

– Filtering and archiving



Communities of Practice

– Identify lessons learned

– Develop best practices

– Make them visible

Continuously improve project performance


BP Amoco Learning Model for ProjectsBP Amoco Learning Model for Projects

Learning Before Doing

•Peer assist groups•Codify & adopt good practices

•Collective wisdom

Learning While Doing

Action review

•What was supposed to happen?•What actually happened?•Why are they different?

•What can we do about it?

Learning After Doing

•Success and failure•Key insights and learning

Learning Loop

Communities of Practice

•Identify lessons learned•Develop best Practices

•Make it visible


Knowledge Management in OrganizationsKnowledge Management in Organizations

Structure that facilitates personal interactions and captures tacit knowledge

Organization Structure

Technology Infrastructure

• promotes efficient capture of tacit and explicit knowledge

• supports efficient and effective knowledge sharing

• makes knowledge accessible in the entire organization

LeadershipPractice strategic plan and systems thinking approaches

Encourage and reward learning, risk taking, and knowledge sharing Use resources in the best possible way to share knowledge and ideas

Learning• Provide an opportunity for individual learning that is linked to organizational learning• Establish connection between individual performance and business goals • Develop metrics and benchmarks to measure results of learning • Challenge people in the organization to perform better by setting tougher standards

CultureThat supports trust, open dialogue,and teamlearning


Improving the Effectiveness of Improving the Effectiveness of PMOsPMOs Using KMUsing KM

Anticipated Results

– Better project selection

– Improved project success rate

– Better rationale for terminating runaway projects

– Excellence in project management

– Increased overall efficiency, effectiveness, and innovation

Transition into a Learning Organization

PS 10 PMO Effectiveness via KM, Anantatmula

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