Session 2 San Francisco – 8/26/2015

Session 2 San Francisco – 8/26/2015
PMO Leadership Forum Session 2 San Francisco – 8/26/2015

Agenda Introductions & Expectations PMO Leadership Forum Mission
Sharing – Show and Tell PMO Success/Challenges

Next Steps Set-up a SharePoint or similar collaboration site
Phone a friend (Share contact – and phone number) Each person bring a show and tell – in the form of deck (and on fun thing) Set-up meeting in mid-Aug to end of august Something secure – online What are some additional topics Keep the group small -

PMO Goals Discussion Simplification of tools
Reframe discussion on resources – everything is not a priority More process and structure around Prod. Dev’t for new dep’t Portfolio Management – more of a process Innovation/ideation tied to product dev’t In Project 2013 and using the mobile feature Have communication package complete for PM’s All PM’s through phase 1 certification (internal) Build automated cross project portfolio process Working on improving overall cross project review process Working on improving our timeline management process – more consistency Executive trust in the resource management process around all of the projects

Mission Forum for PMO influencers and leaders for sharing and exploring knowledge and ideas to improve the performance of PPM/PMO functions. Provide input on best practices, lessons learned and recommendations from various organizations representing a variety of industries and PMO types.

Strategy Set-up safe and enjoyable environment and experiences
Provide ample opportunities for sharing of knowledge and ideas Provide various mediums for sharing through meetings, online collaboration (web site/sharepoint), PMO Leadership Summits, etc. Show and tell opportunities Add new members to expand knowledge

PM Trends Projects are growing in size and scope. Translation: large resource commitments, greater risk. A staggering 39% of project with budgets over US$10 million failed.3 Another study found that 64% of all IT projects are considered "unsuccessful."4 Accountability is crucial More than a third of team members attribute project success directly to the skills and experience of the PM.5 Only 31 percent of organizations worldwide have a clearly defined project management career path.6 .

What is a PMO A Project Management Office (PMO) is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools and techniques. PMBOK 5th Edition The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of one or more projects. PMO’s can range from being supportive to controlling/directive depending on the control they have over projects Supportive – low control/influence over projects and compliance Controlling – moderate control/influence over projects; high control/influence on compliance Directive – high control/influence of projects and compliance

Some Key Features of a PMO
Identification and development of project management methodology, policy, best practices and standards Clearinghouse and management of policies, procedures, templates, and documentation Management and support for enterprise project management software Provide training and mentoring using standard documentation, templates, coaching Consolidated communication and reporting and enterprise views of all projects Central monitoring for all PMO timelines and budgets Shared and coordinated resources across all projects which can include capacity planning Liaison for project management synchronization with portfolio management that links to strategy Compliance support and monitoring

PMO Key Challenges Optimize Utilization Organization Wide – End User Role Definitions and Adoption Senior Management Buy-in and Support Aligning HR Value of PM - Closing the Gap Acquiring and Developing Appropriate PM Skills and Knowledge Consistent Application of Process & Tools Link PM Process into Strategy & Project Portfolio Management System

PMO Key Challenges Balancing PM Role with Functional & Technical Roles
Managing Project Priorities to Optimize Resource Utilization Across Portfolio Aligning Project Management Systems with other Systems & Processes Maximize ROI from Implementing PMO From a Highly Customized Solution

PMO Challenges One Process - One Plan – One Integrated System
Managing and Adopting Continuous Change & Reorganization Challenges Defining Enterprise Wide and Distributed PM Resource Planning & Management What is the requirement (i.e. forecasting across projects; tracking actual hours spent; using generic vs. named resource) Integrate into process & system (i.e. updating process; data input to system)

PMO Challenges PM System
Desktop Only (i.e. sharing data, sharing resources, stakeholder access, integration to other systems) Moving to Enterprise Project Management (PMO) Matching the Requirement to Strategic Goals Understanding the Road to Success Microsoft Project Professional & Server Clearly defined roles and responsibilities Integrating with other systems (i.e. Finance; ERP; other Databases)

What are your Organizational Needs around Projects and Project Management?
Division Business Unit Function A Function B Function C Function N Project X - Related Tasks/Milestones Project X - Related Project Management Organization What type of Project Management Roles would best meet your immediate and future needs? What are the roles of senior management, functional/resource managers & team members? Custom PM Processes & Tools 14

What Does “Dinner” Mean To You
Conducted surveys and interviews from leaders from stakeholder group Obtained input and reviewed via off-site workshop Documented results and defined a clear roadmap for High Performance PMO

Project Management – Performance Maturity Model
High Level 3 – High Performance 3 Organization PM Value Level 2 – Transitional 2 Typical Approach To Implementing PM Performance Gap Level 1 – Ad Hoc 1 Low Low High PM Know-How (Skills/Process/Tools)

PM Organizational Value
PM Reward Structure PM Recognition Programs PM Career Path (Jr. to Sr. to Dir to VP) PM Certification Programs Instead Of vs. On Top Of Deliberate vs. Accidental (Ad Hoc) PM Reporting Structure Clear roles & responsibilities (Authority) – for PM, Team Member and Sponsor Funded PM Function (i.e. PM Office or Support Function with dedicated resources) Project/Program Portfolio Management Function

PM Skills & Knowledge Understanding PM PM Experience
PM Foundational Concepts & Techniques PM Skills (Leadership; Communicator; Integrator; Administrator; Coach; Expeditor; Team Builder; Planner; Manager) Certification Programs (Levels 1, 2, 3) PM Experience Previous PM Experience Organizational Real Time PM Experience Experience In Different Project Stakeholder Roles

Portfolio & Project Management Processes
Program Grouping & Prioritization Based on Strategic Initiatives/Goals Executive Steering & Sponsorship Tie Into Strategic Decision Making Process PM Process Initiate Plan Execute & Control Close

PM Tools PM Tools and Related Systems
PM Scheduling System (i.e. MS Project) Enterprise Resource Planning (i.e Project Server) Portfolio Program Management Tools (i.e. Dashboard, Project Server) Updating & Tracking Tools (i.e. Project Server) Project Planning Tools (Scoping Tools, Cost/Resource, Work Breakdown Structure, Risk, Change, Issues, Assumptions) Communication Tools Templates

Typical Initial Approach
Focus on Training & Tools as the Entire Solution Lightweight and/or Ambiguous PM Related Roles without Reward – On Top Of Approach Buying off the Shelf Scheduling Tool without PM Methodology In Place Patchwork/Low Customized Solutions

Level 1 (Low)- Accidental/Ad Hoc
Band-Aid Approach Pockets of Skills & Knowledge Sporadic Use of Tools and Process Non-integrated PM Data/Systems No Funded PM Resources or Function No dedicated PM Specific Role, Compensation Plan/Reward Structure PM is An Add On to Existing Functional Role and Reporting Structure Lacking Some or Low Key Stakeholder Buy-in and Support

Level 2 (Intermediate) - Transitional
Focus More on Customized PM Process and Tools Basic Knowledge of PM Skills Established Basic Project Plans Created in Tools Understand the Need for Integrated PM Systems – Start Moving Toward PMO Recognize the Role of PM but not Fully Funded or Compensated Moderate Key Stakeholder Buy-in and Support Recognize the need for Project Portfolio Management and Start Moving toward formalizing process & systems Recognize the need for PM Function to support Organization wide Project Management

Level 3 (Advanced) – High Performance
Strong Key Stakeholder Buy-in from Top Down (CEO/Executive Support & Feedback) to Bottom Up (Team Member Support & Feedback) Fully Funded PM Function (i.e. PMO) Reporting to Similar Senior Executive Position) Fully Compensated PM Role with Career Path (Coordinator-PM-Director-VP) PM Authority Defined w/ Clear Ownership & Accountability (i.e. manages the project budget and resources) Fully Customized PM Process and tools to support Project Portfolio Management (initiation to closing, termination, prioritization & selection) Project Stakeholder Roles Defined from Executive Project Sponsorship to Project Team Roles Defined and Accepted Integrated PM Systems with Distributed (Global) Access to Project Information – Executive Level (i.e. dashboard) to Team Members (i.e. assignment/timesheet views). PPM Process Links To Capacity Planning & Budgeting Process PM Knowledge and Skills Established Organization Wide (with Certification/Recognition Programs In Place) – Cultural Balance

High Performance Process & Systems Gap
Portfolio PM Processes & Systems All Project Requests (Link To Strategic Goals) Executing & Controlling Processes & Tools Initiating Processes & Tools Planning Processes & Tools Closing Processes & Tools Level 1 Level 2 Level 3

High Performance PM Organizational Value Gap
Compensation Models Career Path PM Roles & Resp. PM Support Function Portfolio PM Roles & Resp. Reporting Structure Sponsor Role Team Role Level 1 Level 2 Level 3

THANK YOU

Matrix Organizations Functional Based Weak Matrix Balanced Matrix
Strong Matrix Projectized

Matrix Characteristic’s

Functional vs. Projectized
One extreme to another!

Weak, Balanced and Strong
Many organizations involve a mix of these organizations at various levels. Even with a PMO in place a functional group may organize a special project team for a critical project.

Best Practices For Success
Implement In Stages – “Crawl, Walk, Run”: develop a prioritized road map for short, medium and long term success criteria Understand People (Organization) & Process Needs First, than customize tools. Tie Into Your Organization’s Mission & Strategic Goals To Synchronize Project Portfolio Management. Be Inclusive At All Levels Of the Organization – Need Executive Level Support In Conjunction with Staff at All Levels. Treat Implementing PMO As a Project(s) Obtain Feedback - Gather Input From All Stakeholders Make it Customizable/Flexible (customize the organization and process for individuals and departments, bringing them on board as they are willing and/or able)

Best Practices (Continued)
Eliminate Burdensome/”Non Value Added” Processes & Tools and Focus on Benefits Recognize successful project managers within an organization through reward programs Develop a career development ladder/path to encourage talented professionals to be in the project management role Promote a Positive Perception - “Seen As Good” – (Promote Success and Communicate Benefits At All Levels) Understand it is a Continuous Improvement Process – not a one off Make It Non Elitist – Open To All As Career Enhancing Strive to Create “Muscle Memory” or “Like Riding A Bike” Working towards PM Cultural Consistency Eliminate Islands of Project Management and Work Towards Enterprise Wide Solutions.

What is Project Management?
The application of knowledge, skills, tools, and techniques to project activities/tasks in order to meet or exceed stakeholder needs and expectations. PMBOK

What is Project Portfolio Management
An approach to achieving strategic goals by selecting, prioritizing, assessing, and managing projects and programs based upon their alignment and contribution to the organization’s strategies and objectives. PMI, The Standard for Portfolio Management

Portfolio Management Portfolio Program Project A Project B Project 1
Project n Characteristics of a Portfolio: Represent investments by organization Align to strategic goals & objectives Distinguishing grouping features Projects are quantifiable that can be measured, ranked and prioritized

What is Program Management
A group of related projects managed in a very coordinated way to obtain benefits and control not available from managing them individually

“From the violent nature of the multiple stab
wounds, I would say the victim was probably a Project Manager.”

Appendix - Results

Consider This… Why Use Project Management
40% of development projects are canceled before completion - and more than half of these are 190% over budget and 220% over time estimate Most remaining projects are challenged by cost/time overruns or changes in scope This slide leads up to the benefits slide which follows. Article in October, 1997 CIO Magazine. Together, failed and challenged projects cost US companies and government agencies an estimated $145 billion per year

Can we afford the cost of failed projects?
Why Use Project Management Consider This… KPMG study of 300 large companies 65% reported projects: Grossly over budget Far behind in schedule Technology not performing Over 50% of executives believed this to be “normal” The need for EPM solutions can be defined by the current state of project success in today’s larger organizations. KPMG recently published a study of 300 large companies in which 65% of those companies reported projects being grossly over budget, far behind in schedule, or where the technology was not performing. The most interesting finding was that more than 50% of the executives surveyed believed that this is “normal!” Another research study commissioned by The Standish Group found several interesting statistics. - 53% of projects will cost 189% of budget - 16% of software development projects are completed on time - 42% of original features are included in final output - 31% of projects are cancelled before completion These statistics clearly show that there is a broad need to improve upon the success rate of projects in larger organizations. However, customers invariably believe that these statistics relate to other customers and not their organization. In fact, partners tell us that these statistics are far more normal – let’s look at what they see. Can we afford the cost of failed projects? “Worldwide, organizations are evolving in terms of project management maturity and performance”

Organizations Gain Real Benefits from Optimized PM
“Double-digit increases in growth and three new product introductions…we benefited from improved product performance, the ability to tap into virgin territories and a renewed vigor amongst the entire staff” – Pierson Bob Clair, President & CEO “Improved client satisfaction, attaining a 92 percent retention rate… On-time and on-budget projects, along with increase in customer satisfaction…this can be measured objectively through additional revenue”– Jennifer Van Fossen, Senior Vice President “We’ve experienced a steady customer orientation and a strong team-working culture that remains focused on results” – Alexander Rodrigues, Executive Partner “Improved response times and more accurate forecasting” – James Kellerer, CEO “Because a project approach yields timely information, companies increase their ability to shift to market demands” Peter Fretty, PM Network

Strategic Value – PM Brings Competitive Advantage
“To increase efficiency and profitability, more executives are transforming ‘ad hoc’ organizations into project-centric machines” – Peter Fretty “The project methodology speeds up the entire organization and provides it with more time to think proactively about its future direction” – Bob Clair III “Employees must be ‘future enabled’ - we need to train them to become project management consultants, increase their opportunities and build morale…Project management will be the key to our future success” Carl Sergeant “With good project management standards, projects should be delivered faster than what used to happen” – Rob Thomsett “The remarkable shift to a project-driven organization, shattered long-enduring and limited paradigms for company performance, paving the way toward higher thresholds for operational excellence and client satisfaction” – Ravi Bhatia “Our standard project management processes and tools enable us to continually deliver the highest quality while enabling continuous improvements” – Pamela Sevenson “With project management, our employees quickly become acquainted with new projects. Once integrated into a project they are able to concentrate on their project work without worrying about operational and procedural elements.” - Steffi Triest “If the basic procedures and tools used in the projects are identical, the period of project adjustment is considerably shorter and the motivation of the staff members significantly higher… Eliminating the redundancy gives us more time to instill team loyalty and motivation.” - Steffi Triest (continued) “Worldwide, project management is gaining acceptance in many industry sectors. Increasingly, companies espouse project management as an important competency.” – Project Management Journal, June 2002

Optimized Project Management Empowers Creativity in Business
Project management is the management of creativity Being creative does not mean that you do not have standards There is no question that having consistent project management standards creates an environment where that creativity is focused The key issue is that some organizations adopt heavily bureaucratic standards. That doesn’t help projects get delivered quicker We’re talking about pragmatic and consistent standards. If you find that, you actually empower creativity not destroy it - “The Global Community Is Embracing Project Management” – PM Network, January 2006

Senior Management Support & Successful Project Management
The lack of top management commitment was a key factor in failed project management. Clearly something needs to be done about this”- According to KPMG’s survey of more than 1400 organizations. “There can be no organizational (project management) standards without buy-in from the top.” – Dr. Margarett White, PhD “They just won’t work unless executive support project management, understand what they are supporting and become involved” – Rob Thomsett “The executive leadership endorsed PM principals, and combined with Six Sigma, we believe in the benefits of our goods and services and competency in their delivery” – Brian Doby “Most important, we have learned that good project management requires more than talent and sound practices. It requires top management commitment and appreciation for the importance of the discipline” – Ravi Bhatti

Consider This… Why Use Project Management
Time to market is critical... but projects are always late Managers express support… but scheduled goals are unrealistic Team members are technically competent … but are spread too thin Teams desire cohesion … but exhibit friction, confusion, and underperformance Projects have plans … but lurch from one milestone to another When our partners go into a new account and listen to executives, they hear many proclamations such as “time to market is critical” and “projects already have plans.” But when business managers are asked about how successful the organization is at delivering on projects and how they can improve, they hear a different story. Although time to market is critical, projects tend to be late. Reasons could include inadequate resources, an optimistic timeline, or unplanned delays. Finding out why projects are late will help you to define your customers’ needs for EPM. Executives do express support for projects – in fact, usually too much support. However, milestone goals are very often scheduled with little regard for other projects which results in unrealistic timeframes. An EPM solution helps provide business managers with an effective tool for negotiating dates and balancing organizational priorities – and thus, improving the success rate an on-time delivery of strategic projects. Team members tend to be technically competent but are often involved in too many projects. Understanding the true bandwidth of an employee and scheduling their time across all the projects they are involved in will help to ensure maximum utilization of resources. Providing tools that help team members work better together across many projects can also help improve the cohesiveness of the organization. Advanced project management skills are sometimes lacking in an organization which results in a project jumping from milestone to milestone without clear management of the tasks between milestone. Implementing an EPM solution and formally training core staff on project management strategies helps projects flow better and delivers improved organization to the business. Staff burnout is also a key factor affecting many businesses and I’ve included it here because executives are aware of and understand this issue and are also sensitive to finding solutions.

Why Use Project Management Consider This…
Align activities to achieve your organizational goals Clearly define project activities versus daily ongoing tasks More adaptable to changes and customer demands More effective focus on deliverables Doing more with less – more efficient resource utilization Produces faster response and turnaround times Provides a better approach on dealing with unique, temporary and complex endeavors Better able to deal with scope, time and resource constraints Key Points: It is important to understand why project management is important in HR to illustrate how you will benefit More and more work critical to the success of the organization is in the form projects. Microsoft Office Project 2003 can play a key role in that success but it necessary to understand why project management is important first Talking Points: Align activities to achieve your organizational goals – more and more we manage to goals and most goals can be broken down into projects Clearly define project activities versus daily ongoing tasks – project activities are different and project management techniques are better able to deal with them More adaptable to changes and customer demands – project management is all about meeting customer and the uniqueness of their demands and changes More effective focus on deliverables – project managements entire approach is to focus on deliverables to meet or exceed expectations Doing more with less – more efficient resource utilization – under pressure to increase optimize resource utilization project management provides you the framework to clearly zero in on your resources needs and focus on doing the right things at the right time Produces faster response and turnaround times – understanding the driving factors towards your end results allows you to optimize your project life cycles and turnaround times Provides a better approach on dealing with unique, temporary and complex endeavors – project management is all about the team focusing on deliverables with the ability organize complex activities and bring together or disband multiple resources quickly Better able to deal with scope, time and resource constraints – we are always trading off these three constraints and project management is designed to allow you to effectively manage each one Optional/Additional Comments: The field of project management has witnessed phenomenal growth since the mid 1980s. Membership in the Project Management Institute or PMI grew from 7,000 to over 100,000 in just over 15 years. Businesses have become aware that more and more of their operations were project-oriented. These "projects" did not follow the typical day-to-day

Why Use Project Management Consider This…
Informs executives Increased business awareness & decision making Source for high-quality insight at portfolio level Opportunity to participate for strategic alignment Empowers business team members Clearly understand responsibilities Effectively participate Efficiently use time and skills Enhances project and resource management Increases visibility and effective communication Provides better leadership & control Enables the organization to accomplish more Enables product development Optimize new product development investments Streamline product life cycles and time to market EPM provides benefits to employees at all levels of the organization. Executives are able to stay informed on the status of projects and are generally more aware of how the organization is performing. EPM also provides executives with an opportunity to participate by clearly communicating priorities and target dates. EPM can help project managers and employees work better together. Organizing tasks and milestones across all projects helps employees understand their responsibilities. Providing an easy interface through common desktop tools such as Microsoft Outlook® or a Web browser enables non-project management staff to participate in the project management process and efficiently use valuable time. By managing multiple, interdependent projects using a single tool, managers have increased visibility and control enabling the organization to accomplish more. Information Technology (IT) staff are under constant pressure to deliver further value to business units. An EPM solution from Microsoft is beneficial as it usually leverages existing IT investments while being easy to deploy, manage and customize.

Support Business Objectives & Corporate Strategies
Projects align to strategic goals Projects are the “Big” pieces that breakdown into smaller ones Projects support your organizational goals and require a different approach Key Points: Projects support your organizations overall mission and strategic goals If they don’t you maybe working on the wrong project at the wrong time Once you understand how projects fit into the organization you can begin to see how to better support project activities with the right people, process and tools Talking Points: Mission - Every organization has a mission. It maybe to provide the highest possible Operations value to your organization to optimize our performance. A mission describes your primary purpose and answers the question why you exist. Strategy - what you do to accomplish your mission is defined by your strategies. Strategies may include things like Increased Service Value or Customer Value; Cost Efficiencies; Earnings per share goals; etc. Projects - From your strategies you need take action to accomplish them and these actions break down into projects. Projects really answer the how part of accomplishing goals. Managing project activities require a different approach then day to day, ongoing operational activities. For example, Customer Value Index – survey key customers asking same questions year over year – to increase the value index we would focus on process improvement projects to drive down the costs to pass on to our customers to drive value. Efficiency Targets – develop applications (projects) to decrease order times from 5 days to 1 day.

Projects are Different Than Ongoing, Day to Day, Routine Activities
Ongoing Examples: Project Examples: Ongoing Activities Repeatable Routine Process Driven New Products/Initiatives Process Re-engineering Marketing/Launch Development Programs New S/W & H/W Press Releases Staff Meetings Product Support Hiring/Firing Payroll Communications Help Desk Project Activities Temporary Unique Deliverables Optimized PM Is the Enabler For New Product Development Key Points: There are two basic types of activities in Marketing: day to day, ongoing activities or project related activities Many processes, systems and organizational structures have traditionally focused on supporting day to day more functional roles & responsibilities It is important to understand that day to day activities (functional or ongoing responsibilities) are different than project related activities in Marketing and as such require tools that are geared towards projects Talking Points: Project Activities have three key ingredients: Temporary, Unique and Deliverables to meet customer expectations. Examples in Marketing include: Product Launch New Media Buys New Website Content Direct Mail Campaign New PR Campaign Tradeshows Ongoing Activities are repeatable, routine and process driven. Examples in Marketing include: Press Releases Weekly Meetings/Reports Product Support Ad Reviews/Approvals Publications Review Communications To perform at a high level with project management in Marketing there are three core pillars that must be in place. The right people, process and systems. You can see in the slide that this is also true for ongoing activities. Both need to be in sync to truly support the unique needs of Marketing and their respective project activities Project 2003 is really the enabling tool to support project related types of activities. It will enable you as a manager or contributor to deal with projects in the most effective and efficient way possible. It is at the core of a project management system and represents the primary planning, communicating and tracking tool. Learning how to optimize its use and understanding its role can be very powerful and key to your project success. Organization Activities People, Process, Systems Needed For Both

Overall Survey Results

Individual Division Results

PM Performance Mapping
High (5) Performance Rating of 3.04 – Level 2: Transitional Organization PM Value Low (1) Low (1) High (5) PM Know-How (Skills/Process/Tools)

PM Performance Mapping
Portfolio PM Organization Value PM Skills PM Process PM Systems High (5) Level 3 3.42 3.10 3.02 2.89 2.79 Level 2 Low (1) Level 1

Optimized PMO Is a Balancing Act
Cultural Balance Project Complexities Stakeholder Requirements Strategic Value People, Process, Tools Too Little? Just Right! Too Much? “Company cultures are ingrained, and change can be painfully slow. Recommending small-scale project management initiatives and “quick-win” strategies will go further than more dramatic changes.” – Project Management Journal, June 2002

Recommendations Optimized templates for each division
Streamlined NPI/eNPI Skills Enhancement & Customized Roles Based Training Clarify Roles & Responsibilities with Core Team – Sub Team Structures and Career Path Design & Implement PMO at Department and Divisional Levels

Implementation Approach
Establish a core Project Management Optimization Team at the Health Care level with appropriate level representation from each division to implement each accepted recommendation. Agree on prioritized list of initiatives Develop a task force team for each initiative and treat each one as a project It is important that the entire initiative be treated as a strategic goal and each component be managed like a project.

Organization Value & Strategic Fit
Projects are part of a portfolio that align to strategic goals and objectives Managing the Portfolio of Projects is PPM Managing individual projects is PM Project Portfolio Management (PPM) Key Points: Projects support your organizations overall mission and strategic goals If they don’t you maybe working on the wrong project at the wrong time Once you understand how projects fit into the organization you can begin to see how to better support project activities with the right people, process and tools Talking Points: Mission - Every organization has a mission. It maybe to provide the highest possible value to your organization to optimize our performance. A mission describes your primary purpose and answers the question why you exist. Strategy - what you do to accomplish your mission is defined by your strategies. Strategies may include things like Increased Service Value or Customer Value; Cost Efficiencies; Earnings per share goals; etc. Projects - From your strategies you need take action to accomplish them and these actions break down into projects. Projects really answer the how part of accomplishing goals. Managing project activities require a different approach then day to day, ongoing operational activities. For example, Customer Value Index – survey key customers asking same questions year over year – to increase the value index we would focus on process improvement projects to drive down the costs to pass on to our customers to drive value. Efficiency Targets – develop applications (projects) to decrease order times from 5 days to 1 day. Project Management (PM) Leaders need to motivate teams, communicate up and down lines, and understand

Custom PM Processes & Tools
What are your Organizational Needs around Projects and Project Management? Organization Or Division Business Unit Function A Function B Function C Function N Project X - Related Tasks/Milestones Project X - Related Project Management Organization What type of Project Management Roles would best meet your immediate and future needs? What are the roles of senior management, functional/resource managers & team members? Custom PM Processes & Tools

Typical Project Team Organization
PMO

Matrix Organizations Functional Based Weak Matrix Balanced Matrix
Strong Matrix Projectized

Matrix Characteristic’s

Functional vs. Projectized
One extreme to another!

Weak, Balanced and Strong
Many organizations involve a mix of these organizations at various levels. Even with a PMO in place a functional group may organize a special project team for a critical project.

What is a PMO A project management office (PMO) is an organizational unit to centralize and coordinate the management of projects under it’s domain. The PMO focuses on the coordinated planning, prioritization and execution of projects and subprojects that are tied to the organizations overall business objectives. PMO’s can operate as a continuum to providing support functions such as coordinating, training, systems & tools, standardized procedures to actual direct management and responsibility to achieving the project objectives

Some Key Features of a PMO
Identification and development of project management methodology, policy, best practices and standards Clearinghouse and management of policies, procedures, templates, and documentation Management and support for enterprise project management software Provide training and mentoring using standard documentation, templates, coaching Consolidated communication and reporting and enterprise views of all projects Central monitoring for all PMO timelines and budgets Shared and coordinated resources across all projects which can include capacity planning Support of quality standards and risk management at program and portfolio levels

Project Management Office? In The Beginning…Just Do It!

Projects Fail Projects fail at an alarming rate. Quantitative evaluations show that as many as 30% of projects are canceled before completion…Surviving projects usually fail to deliver the full initial project scope, or deliver late, or overrun the budget. Lawrence Leach

Projects are Different Than Ongoing, Day to Day, Routine Activities
Ongoing Examples: Project Examples: Operation Activities Repeatable Routine Process Driven New Products/Initiatives Process Re-engineering Marketing/Launch Development Programs New S/W & H/W Press Releases Staff Meetings Product Support Hiring/Firing Payroll Communications Help Desk Project Activities Temporary Unique Deliverables Key Points: There are two basic types of activities in Marketing: day to day, ongoing activities or project related activities Many processes, systems and organizational structures have traditionally focused on supporting day to day more functional roles & responsibilities It is important to understand that day to day activities (functional or ongoing responsibilities) are different than project related activities in Marketing and as such require tools that are geared towards projects Talking Points: Project Activities have three key ingredients: Temporary, Unique and Deliverables to meet customer expectations. Examples in Marketing include: Product Launch New Media Buys New Website Content Direct Mail Campaign New PR Campaign Tradeshows Ongoing Activities are repeatable, routine and process driven. Examples in Marketing include: Press Releases Weekly Meetings/Reports Product Support Ad Reviews/Approvals Publications Review Communications To perform at a high level with project management in Marketing there are three core pillars that must be in place. The right people, process and systems. You can see in the slide that this is also true for ongoing activities. Both need to be in sync to truly support the unique needs of Marketing and their respective project activities Project 2003 is really the enabling tool to support project related types of activities. It will enable you as a manager or contributor to deal with projects in the most effective and efficient way possible. It is at the core of a project management system and represents the primary planning, communicating and tracking tool. Learning how to optimize its use and understanding its role can be very powerful and key to your project success. Organization Activities People, Process, Systems Needed For Both

Typical Project Team Organization
PMO PM PM PM What is the Role of PM In Your Organization?

“Typical” Project Phases 
Unwarranted enthusiasm Uncritical acceptance Growing concern Unmitigated disaster Search for the guilty Punish the innocent Promote the uninvolved Arthur D. Little

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