Presentation on theme: "Should You Establish a Project Management Office (PMO)?"— Presentation transcript:
1 Should You Establish a Project Management Office (PMO)?
2 What is a PMO? Deploys a consistent methodology Provides common management structurePromotes best practicesTraining/Mentoring/CoachingGathers/Tracks metrics from all projectsPromotes PM throughout the organization
3 The PMO Value Proposition A successful PMO enhances an organization’s ability to execute projects and make deliverables on time and under budget while improving the overall level of quality.
4 The PMO Value Proposition QualityServicePriceA successful PMO could improve performancein all three areas of the QSP triangle
5 The PMO Value Proposition Quality(More Valuable Deliverables)ServicePrice(More Efficient Performance)(Reduce Waste)The cost of the PMO must beexceeded by the benefits
6 Styles of PMOs - Centralized One PMO office with a group of managers and servicesEvery project includes a PM from the PMOEasier to manage and consolidate metricsExpertise may not be portable among projects
7 Styles of PMOs - Distributed Central PMO organization not including PMsMight have multiple document repositories (for different disciplines)Supports PMs on projectsConsistency is harderCoordination might be harder
8 Styles of PMOs - Assistive No, or very small, central organizationOffers guidance to other departments on project management issuesTraining/coachingGood way to do a little that could pay off a lot
9 PMO’s in IT PMOs have been around for years IT “discovered” PMOs during Y2KConsulting firms used PMOs
10 Building a PMO No two PMOs are alike Define the PMO’s function PMOs are customized to the organizationDefine the PMO’s functionFull/limitedFormalize the PMO organizationallyDecision making/expectations
11 Components of a PMO Mission Strategy Sponsor Stakeholders Clients ObjectivesProducts/ServicesTransitional ActivitiesWhat the PMO doesHow it is done and for whomAlignment with business valueVision statementPrinciples/Goals"The Acme Project Management Office (PMO) implements and supports project management methodology to enable our organization to deliver projects faster, cheaper, with higher quality, and within estimates and expectations."
12 Components of a PMO Mission Strategy Sponsor Stakeholders Clients ObjectivesProducts/ServicesTransitional ActivitiesHigh-level set of directionsAlign PMO strategicallyLong-term goals (years)Tactical decisions (day-to-day)
13 Components of a PMO Mission Strategy Sponsor Stakeholders Clients ObjectivesProducts/ServicesTransitional ActivitiesResponsible for PMO fundingManager PMO reports toCritical for culture changePolitical supportPolicy enforcement
14 Components of a PMO Mission Strategy Sponsor Stakeholders Clients ObjectivesProducts/ServicesTransitional ActivitiesPerson/group staked in PMOInternal/ExternalCollaborative organizationsSuppliersInvestors
15 Components of a PMO Mission Strategy Sponsor Stakeholders Clients ObjectivesProducts/ServicesTransitional ActivitiesRequestors of PMO serviceOthers the PMO helpsachieve their project andbusiness goals
16 Components of a PMO Mission Strategy Sponsor Stakeholders Clients ObjectivesProducts/ServicesTransitional ActivitiesConcrete statementsLower-level milestonesAchievableMeasurableTimedEvaluated at end of projectand/or end of time period
17 Components of a PMO Mission Strategy Sponsor Stakeholders Clients ObjectivesProducts/ServicesTransitional ActivitiesTangible deliverablesServicesFulfilling others’ needsAchievement of objectives
18 Components of a PMO Mission Strategy Sponsor Stakeholders Clients ObjectivesProducts/ServicesTransitional ActivitiesBuilding the PMOStaffingProcedures
19 Deploying a PMO Create (or buy) a project methodology Provide training and coachingConduct project audits/assessmentsProvide consolidated metricsConsulting firms can fill gapsCulture changeDeploy in waves
20 Deploying a PMO Culture change People will have to do things differentlyRequires different behaviorsMore than teaching new skillsEvaluate aspects driving behaviorReinforce positivesEliminate/change negativesConsultants can drive change sometimes
21 Deploying a PMO Culture change First do a gap analysis to show need Enablers/Barriers/AttitudesSuccess ratesRolesSkillsStandardsWork environment
22 Deploying a PMO Culture change First do a gap analysis to show need Use a cross section of staffInterviewsSurveysFocus groupsUse the gap analysis to define the future look of the PMO
23 Deploying a PMO Deploy in waves Don’t change things all at once General awareness sessionsProject management trainingStandards/TemplatesReward/Recognition systemGet management buy-inAudits and evaluationsPMO support organization
24 The Methodology Processes Procedures Templates Best Practices Standards/Guidelines/PoliciesMust be adaptable“Methodology management”
25 Methodology Management DevelopmentBuild/Buy/Buy and CustomizeSupportQuestions/Repository/TrainingEnhancementsExpanding/Training/EnhancingDon’t over-engineer it.Don’t let methodology get in the way.
26 PMO Training Scope of training Determine needs Teach all stakeholdersDecide which skills you will teachDetermine needsRespond to feedbackCreate training strategyDelivery, audience, timing, in/outsideDevelop/buy curriculum
27 PMO Coaching More informal than training More one-on-one Talking through situationsAlign coaching services with deployment
28 AuditsIn order for new processes to be adopted successfully, they must be used properlyProject-level auditsDon’t audit every projectsIdentifies failures to use methodologyOrganizational audits
29 Consider outsourcing this effort. AuditsProject-level auditsDid stakeholders participate?Stakeholders approve project definition?Work plan being used? Is it accurate?All deliverables completed?On track: cost, duration, quality?Are risks being managed?Are issues being managed?Consider outsourcing this effort.
30 Consider outsourcing this effort. AuditsOrganizational-level auditsShow how the “gap” is closingKeep you stakeholders informedIdentifies compliance (or not)Identifies whether or not the PMO is a good idea for the organizationIdentifies if PMO is being delivered in the best way for the organizationConsider outsourcing this effort.
31 Audits Trend successive audits Identify changes that need to be made Identify training needsStress progress along lines of business alignmentDon’t be afraid to say things are wrongIt’s probably not going to be totally successful
32 Metrics Consolidate metrics and reporting Organization-wide portfolio This is a great way to be visible and useful to upper managementThis can also be time consumingVery hard to measure the value of the PMO precisely (like holding a cloud)
33 Metrics Problems gathering project metrics Be clear and concise Timeliness –response is low priorityAccuracy – reported status is not correctCompleteness – too briefBe clear and conciseUse standards and automation
34 Metrics Savings with scope change mgmt. Savings with risk management Savings by proactive actionSavings by way of re-useAssess the value of increased qualityThe PMO is likely to increase everyone’s workload and responsibility… so probably won’t be liked by everyone
35 Other PMO Services Document Repository Re-use of templates, schedules, project documents, etc.Use technologyHistorical archive
36 Other PMO Services Best Practices Post-mortem analysis on projects Lessons learnedImprove methods, procedures
37 Other PMO Services Common Resource Pool Shared staff Re-used documents/formsSoftware, code libraryFAQsDocument review servicesDocument preparation
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