September 2012 Chapter Meeting
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Transcript of September 2012 Chapter Meeting
Making project management indispensable for business results.®
The Strategic Project Management Office Diane White, MA, SCM, PMP, 2012 PMI Board of Directors Presented to: PMI Central Indiana Chapter 20 September 2012
PMI Membership At-Large
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PMI Envisioned Goal
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Worldwide, organizations will embrace,
value, and utilize project
management and attribute their
success to it.
PMI Envisioned Goal
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Worldwide, organizations will embrace, value, and utilize project management
and attribute their success to it.
Strategic Plan
Program Plan and Budget
PMI 2012 Selected Program Highlights
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Regional Strategies
Government
Corporate
Volunteers
Communities
Research & Publications
Strategic PMOs
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The Strategic Project
Management Office
Many Companies Have PMOs
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3 of 5 organizations have an enterprise PMO
Different mandates
Varying structures
Source: 2012 PMI Pulse of the Profession survey
Adapting to Fit Needs
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PMOs often transform every few years
PMOs Ensure That an Organization’s Projects Align to Business Strategy
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The Roles of the PMO Are Diverse
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Source: PMI Pulse of the Profession, 2012
72%
62%
52% 52% 50%
42% 45%
34%
83%
66%
57% 59%
48%
40%
50%
44%
79%
70%
61% 57% 55%
50% 48% 46%
78%
66%
54% 54%
48%
42%
49%
43%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 2006 2008 2010 2011
PM Standard-
ization
Monitor project success metrics
Program Mgmt.
Develop core PM competencies
Provide PMs
Mgmt. of project resource
allocation
Training Portfolio Mgmt.
Strategic Roles for PMOs
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Project Management Maturity
Talent Management Portfolio Management
Talent Management
Project Management
Maturity
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A PMO’s Three Strategic Roles
Portfolio Management
Portfolio Management
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Do your organization’s projects complement and reinforce each other??
Portfolio Management
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Forecast benefits
Decide which projects and programs to approve
Allocate resources
Set and communicate expectations
Evaluate progress against strategy
Adapt to conditions and strategy
Portfolio Management in Practice
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Examines how each project aligns with the goals of the organization—and how it specifically delivers critical strategic functions to the organization
Moves resources from low-priority projects to crisis
response, and there is a communication and response
plan in place before an event occurs
A PMO’s Three Strategic Roles
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Project Management
Maturity
Talent Management
Portfolio Management
Project Management Maturity
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Project Outcomes by PMO Status
65%
57% 54%
60%
51%46%
Met goals/intent In budget On time
Have a PMO No PMO
Project Management Maturity
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Capture and accumulate experience
Share knowledge
Foster solid practice
IBM: Becoming a Project-Based Enterprise
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IBM: From Products to Solutions – via Projects
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Interconnected project teams using technology to leverage assets and common processes
Intelligent practitioners who grow their competency through education, experience, recognition and mentoring
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The Value of Project Management to IBM
• Project engagement value
• Business unit value
• Corporate value
Project Management
Maturity
A PMO’s Three Strategic Roles
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Portfolio Management
Talent Management
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The Role of a PMO in Talent Development
Organizations will renew their focus on Talent Development as they look to grow and gain competitive advantage in new markets
of organizations now have a career path for those engaged in project or program management
Source: PMI Salary Survey – Sixth Edition
Importance of Complexity Skills and Behaviors
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83% Align Team to Vision
80% Exemplify Integrity
Influence Stakeholders 80%
75% Negotiate Successfully
73% Inspire the Team
73% Establish Vision
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Talent development: The Next Generation Project Manager
Scope
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Talent development: The Next Generation Project Manager
Strategic / Management
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A PMO’s Three Strategic Roles
Project Management
Maturity
Talent Management
Portfolio Management
Supporting the Strategy and Envisioned Goal
Worldwide, organizations will embrace, value, and utilize project management and attribute their success to it.
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© 2012 Project Management Institute
Questions
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© 2012 Project Management Institute
Thank you
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© 2012 Project Management Institute