1. PMO In 2020: Lean, Adaptive, Agile, And Business-Focused
Webinar
PMO In 2020: Lean, Adaptive, Agile, And Business-Focused
Margo Visitacion, Vice President
November 27, Call in at 10:55 a.m. Eastern time

2. Agenda The PMO today The PMO in 2020: Modernize or die.
Adapting to change
Next steps

3. The PMO in 2020: Modernize or die
The PMO in 2020: Modernize or die You must evolve to exist; you must excel to succeed.

4. Are you delivering today?
“How is your PMO perceived in delivering value to overall business growth based on where the PMO reports?”
CEO
CIO
38%
22%
15%
VP of IT
Base: 693 PMO professionals; Source: Forrester/PMI April 2011 Global Project Management Office Online Survey 4

5. Are you removing obstacles and building trust, or are you adding bureaucracy and building distrust?
Project managers’ view of the PMO
Obstructionist
Management by checklist
“The evil empire”
Controlling
Adds no value
PMO’s view of project managers
Dishonest
Unrealistic
Doesn’t understand value
Priorities are too narrow 5

6. Methodology: PMOs seem to be evolving with business needs
“Which of the following methodologies does your PMO support?” (Federated ePMO lead LOB/IT PMOs)
Methodology
Waterfall
51%
Scrum/Lean/Agile
65%
PMBOK
78%
Source: Forrester/PMI April 2011 Global Project Management Office Online Survey 6

7. When we ask about specifics, the story changes
“What is the focus of your PMO?” (Methodology development)
Base: 482 PMO professionals who have a PMO with a focus on methodology development; Source: Forrester/PMI April 2011 Global Project Management Office Online Survey 7

8. PMO archetypes Support Control Manage Improve Perfectionist
Facilitator
Control
Scorekeeper
Coach
Manage
Improve
Source: July 30, 2012, “Govern Your Lean And Agile Adoption” Forrester report 8

9. In greater detail . . . Scorekeeper Monitors progress
Consolidated communication
Disseminator of information
Command and control
Perfectionist
COE approach
Likes a centralized approach
Consultancy
Higher accountability
Coach
Focuses on improvement practices
Uses methodology as basis for improvements
Leverages some COE practices, but more pragmatic
Facilitator
Applies business need to planning and execution practices
Provides internal consultancy to support execution
Provides insight into capabilities 9

10. The PMO in 2020
Modernize or die.

11. Sound familiar? “We need to change. I know — we’ll adopt Agile!”
No behavioral change? New mask on an old problem
It’s more than just the “cool new stuff.”
Agile is only part of the picture.

12. Yesterday’s Agile challenges focused only on development team efficacy
“Below the line”
Narrow focus
Good rate of success 12

13. Tomorrow’s PMO must be:
Facilitative.
Team- oriented.
Strategically focused.
Value- driven.
The challenge: You MUST start today. 13

14. PMO archetypes Support Control Manage Improve Perfectionist
Facilitator
Control
Scorekeeper
Coach
Manage
Improve 14

15. Tomorrow’s PMOs facilitate value delivery and motivate their peers
Chaos
Linear
Program
Concurrent 15

16. Applying Lean: The PMO should be the change agent, not the traffic cop16

17. It’s time to change the way PMOs think
“What is the focus of your PMO?” (PMO located at corporate level) (multiple responses accepted)
Base: 191 PMO professionals who have their PMO located at the corporate level; Source: Forrester/PMI April 2011 Global Project Management Office Online Survey 17

18. Value-driven approaches
Portfolio
Identify capabilities/ weight.
Pull.
Recommend.
Measure.
Program
Capacity
Dependencies
Project
Advocate.
Mentor/coach.
Get out of the way.
Value-driven approaches
Learn from:
Lean.
Scrum.
Business-driven deployment options.
Agile coaching (with a dose of pragmatism).
Investment management. 18

19. Planner/scheduler (if needed)
PMO director
Advisor/coach
Portfolio
Planner/scheduler (if needed)
The Lean PMO
Establishes value-based delivery vision for the organization
Executive liaison
Drives team-based values
Education
Training
Mentor
Cross-functional teams
Communities of practice
Multipronged approaches
Identifies opportunities in the value stream
Prioritization
Analysis
Forecasting
Financial reporting
Benefits realization support
Builds program plans
Identifies dependencies
Identifies bottlenecks
Reporting 19

20. Focus on values, not archetypes.
CEO
Finance
Ops
Product/LOB
IT/BT
PMO
Where should it sit?
Program
Program
Program/ project/ AWG
Program/ project/ AWG
Portfolio
Focus on values, not archetypes. 20

21. Adapting to change

22. Lean and Agile change governance needs — focusing on the future, not tactical mechanics
Managing portfolio alignment
Forecasting demand
Resource planning
Communicating resource constraints
Managing constraints and conflicting priorities based on value stream
Value realization reporting
Facilitating portfolio- driven business relationships
Advising and communicating value- driven change management

23. Four-pronged approach
Organizations
Hire or refocus
Values motivation
Culture
Change
Autonomy
Education and training a
Teams
Learning

24. Starting on the journey
PPM governance
Feedback loops
Metrics
PPM tools 24

25. Prepare for change

26. Community is necessary to make it stick
CoP
Active participants
Influencers
Benefactors
Prior to this slide – add brain slide (from BQ/QA) – use that to drive the thought process change

27. Next steps
Establish the vision of the next-generation PMO for your organization.
Value must drive decisions — stay out of the way.
Factor culture into each area of focus.
Let the experts do their job, but provide guidelines and goalposts.
Use communities of practice to make it stick.

28. Margo Visitacion