2. Building a Scheduling Center of Excellence in the PMO
Michelle Colodzin, PMP, PMI-SP, MCTS
MetaVista Consulting Group
Sr. Project Manager

3. A Few Notes
Unless otherwise noted, the roles of Project Manager (PM) and Project Scheduler are used interchangeably
PMs are assumed to create and maintain their own project schedules

4. A Few Notes
This presentation is a follow-on to The Five Secrets of Project Scheduling
It is not necessary to have detailed knowledge of The Five Secrets of Project Scheduling to understand or benefit from the information presented here
This presentation provides a high-level overview of the ‘Five Secrets’ but does not go into detail
The Five Secrets of Project Scheduling is available from the presenter or on the PMI Virtual Library for those who want more information

5. Agenda Overview of The Five Secrets of Project Scheduling
Understanding the Scheduling Center of Excellence
Defining the Scheduling Center of Excellence
Benefits of a Scheduling Center of Excellence
Building a Scheduling Center of Excellence
Gaining Buy-in and Support
Identifying the Strengths and Maturity Level of the PMO
Creating a Plan
Establishing the Scheduling Center of Excellence
Growing the Scheduling Center of Excellence

6. Introduction

7. What are the Five Secrets of Project Scheduling
The ‘Five Secrets’ are five factors that help project managers build good project schedules that are easy to maintain
They need to be applied consistently to provide the best benefits
It can be difficult to take full advantage of all of the ‘secrets’ without the structure and support of a centralized organization
This centralized organization is called a “Scheduling Center of Excellence” (SCoE)

8. The “Five Secrets” #1: Create deliverables-based project schedules
#2: Determine and apply the appropriate level of detail
#3: Implement a regular status update and reporting process
#4: Review and adjust the schedule regularly
#5: Create and follow scheduling standards

9. The “Five Secrets” Why Should I Care?
Most PMs are aware that a good project schedule improves the chance of project success, but:
Many PMs feel it takes too much time to build and maintain a good schedule
Most schedules are built as quickly as possible and then either poorly maintained or abandoned
This reinforces the notion that good scheduling practices take time away from managing the project

10. The “Five Secrets” Why Should I Care?
A good schedule provides critical information that can help PMs focus their time and efforts resulting in:
Increased efficiency
Identification and avoidance or mitigation of potential problems before they occur
A well built project schedule minimizes the time required to maintain it when following good schedule management practices

11. Definition of PMO
The term ‘PMO’ has different meanings in different organizations
Project Management Office
Program Management Office
Portfolio Management Office
Organizations may have one or many PMOs

12. Secret # 5 and the PMO
What are some examples of proven approaches to minimizing the time to build and maintain a project schedule

13. Secret # 5 and the PMO Some successful approaches include:
Use schedule templates created from similar projects
Apply the same standards to all schedules
Learn from the successes and pitfalls of other projects and project managers (apply lessons learned)
Follow processes that have worked well in the past
Leverage pre-configured scheduling tools and templates that are aligned with scheduling standards

14. The Scheduling Center of Excellence
These approaches are most effective when applied through a centralized scheduling function within the PMO
A Scheduling Center of Excellence

15. Defining the Scheduling Center of Excellence

16. Definition of the Scheduling Center of Excellence
A Scheduling Center of Excellence (SCoE) is defined as a group or organization that develops, champions and supports the consistent use of proven project scheduling practices throughout its scope of control or influence.

17. The Components of a Scheduling Center of Excellence
Staff with the knowledge, skills and abilities (KSAs) to:
Build and manage good project schedules
Define scheduling standards
Evaluate, select and implement scheduling tools templates and tools aligned with the selected scheduling standards
Create templates and tools aligned with the selected scheduling standards
Define and collect metrics to track compliance and project success rates over time

18. The Components of a Scheduling Center of Excellence
Processes for:
Continuous improvement
Documenting and categorizing project histories and key statistics
Lessons learned repository
Sufficient authority or influence to enforce processes and practices
An outreach and training program for PMs
Executive management willing to actively support and promote the SCoE

19. The Benefits of a Scheduling Center of Excellence

20. Organizational Benefits of a Scheduling Center of Excellence
A more efficient operation and workforce that can:
Take on more simultaneous projects
Take on more complex projects
Respond more quickly to legislative or regulatory changes
Decreased costs
Increased profitability

21. HR Benefits of a Scheduling Center of Excellence
More productive and highly skilled PMs
A clear career path for PMs
Better job satisfaction and morale
Reduced attrition rates among PMs

22. Planning a Scheduling Center of Excellence

23. Steps to Building a Scheduling Center of Excellence
Gain executive buy-in and support
Identify the strengths and maturity level of the PMO
Create a Plan
Establish the SCoE
Grow the SCoE

24. Gaining Executive Buy-in and Support
Step 1: Understand how the PMO is aligned with the organization’s goals and objectives
Step 2: Determine how a SCoE can contribute to these goals and objectives

25. Step 1: Understand How the PMO is Aligned
Understand exactly what is expected of the PMO:
Scope
Budget
How do executives measure the PMO’s performance (including metrics, if applicable)
Understand the evolution of the PMO
Original business drivers that led to its creation
How has its charter and scope changed over time
Major successes and failures

26. Step 2: Determine How the SCoE Can Contribute
Determine how the SCoE will contribute to the success of:
The PMO
The organization as a whole
The decision-maker(s) within the organization
Remember that decisions are made by people
Most people want to know “what’s in it for me” before taking a risk

27. Identify the Strengths and Maturity Level of the PMO
All organizations have strengths and areas where they can improve
A key to success is understanding how to build on the strengths and where the SCoE can help improve the PMO and organization
Strengths
Improvement Opportunities
Dedicated staff willing to learn
Inexperienced project managers and high turn-over rates
A culture open to new ideas and taking risks
75% of projects are over budget by more than 15%
Ability to learn from mistakes
80% of projects finish late by more than 25%

28. Identify the Strengths and Maturity Level of the PMO
Characteristics of a mature PMO include:
Clear, well defined processes that are followed and enforced
Templates and tools that are used regularly by PMs
The ability to gather and track metrics
Lessons learned and project history repositories
More mature organizations may be able to take on several goals and objectives early on
Less mature organizations will need to start small and build on successes

29. Create a Plan Define the goals and objectives
Determine how success will be measured
Identify the required changes
Pitch your idea

30. Define the Goals and Objectives
Build on the strengths of the PMO
Define the goals and objectives of the SCoE
Review the benefits, strengths and improvement opportunities
Identify a small number of improvement opportunities that leverage strengths and provide the biggest benefits
Strengths
Improvement Opportunities
Goals and Objectives
Benefits
Dedicated staff willing to learn
Inexperienced project managers and high turn-over rates
Increase experience and skill level of PMs
Reduce PM turnover
More productive PMs
Able to take on more complex projects
Better job satisfaction and morale
Reduced attrition rates
Increased project success rates

31. Determine How Success Will Be Measured
Identify meaningful quantifiable measures that can be easily tracked on an ongoing basis
Success criteria may change or expand over time as initial goals and objectives are met
Goals and Objectives
Benefits
Metric
Success Criteria
Increase experience and skill level of PMs
More productive PMs
Able to take on more complex projects
Better job satisfaction and morale
Reduced attrition rates
Increased project success rates
Number of PMs w/ PMP certification
25% of all PMs in first year
Reduce PM attrition
15% lower attrition rate w/in 18 months

32. Identify Required Changes
Review the organizational structure of the PMO and its place in the overall organization
How well will it support the SCoE’s goals and objectives?
Does it have sufficient authority or influence?
What changes might be needed?
Review the list of KSAs to determine which exist in the PMO today
How will staff acquire the KSAs required to make the SCoE successful?
Will talent need to be brought in from outside?

33. Pitch Your Idea
You’ve done your homework – now you’re ready to pitch your idea!!!
Estimate funding requirements
Be prepared to answer questions
Anticipate resistance and prepare responses in advance

34. Establish and Grow the Scheduling Center of Excellence

35. Establishing the SCoE Start small Refine your success criteria
Establish standards
Build Tools for Success

36. Start Small Review your goals and objectives
Identify those you’ll focus on first
Start small and focus on the strengths of the organization
This is a starting point – not the ultimate goal
Review your metrics – update or add as needed
Establish a baseline for each metric

37. Refine Your Success Criteria
Current State (baseline):
100 PMs
Five PMs (or 5%) have their PMP
The turnover rate is 20% per year
The date is January 1st 2010
Document specific success criteria including timeframe
Goals and Objectives
Metric
Success Criteria
Current State
Goal State
Increase experience and skill level of PMs
Number of PMs w/ PMP certification
25% of all PMs in first year
5 PMs have their PMP
25 PMs have their PMP by 12/31/10
Reduce PM attrition
Annual PM attrition rate
15% lower attrition rate w/in 18 months
Turnover rate is 20%
Turnover rate is 17% by 6/30/11

38. Establish Standards Establish scheduling standards such as:
A basic WBS template
Level 1: all deliverables listed in the project charter
Level 2: key milestones associated with completing each deliverable
Level 3: tasks and activities required to reach each milestone
The level of detail each schedule is to contain (work package size range, how to handle administrative tasks and time, etc.)

39. Establish Standards Establish scheduling standards such as:
The level of detail each schedule is to contain (work package size range, how to handle administrative tasks and time, etc.)
Report templates
Common metrics to be tracked by all project managers
A basic schedule change control process

40. Build Tools for Success
A Schedule Management Plan template that is aligned with the scheduling standards
A lessons-learned repository
A project history and project artifact repository with sample work products and process flows that have worked well in the past
A PMP training program (could be in-house or commercial)

41. Build Tools for Success
The key is to make it easier for project managers to ‘do the right thing’ which helps to:
Reduce the administrative overhead associated with starting a new project
Reduce the time required to develop and maintain the project schedule
Improve project success rates
Improve PM morale – we all like to succeed!

42. Grow the SCoE Publicize and build on early successes
Expand the scope of control

43. Build on Early Successes
Establish a process for continuous improvement
Track progress against the baseline and make sure key stakeholders are aware of successes
When executives see the value they’ll be more likely to approve and fund growth plans
Define the next set of goals and objectives
These may be stretch goals or a logical progression from the initial goals and objectives
Work with stakeholders and sponsors to identify services that will benefit them most

44. Expand the Scope of Control
Establish a Project Scheduler position (if it doesn’t already exist)
A lower-level position that starts at the CAPM level and goes up from there – would be support for a more senior scheduler
An entry-level position for individuals interested in getting into project management
Could provide a career path for those who don’t want to become PMs but have an interest in project management concepts and applications

45. Expand the Scope of Control
Have PMs and Schedulers report directly into the SCoE
Be aware that his can be politically sensitive
Be prepared to show the benefits to the organization as well as to managers who may be losing people to the SCoE
Provide PMs and Schedulers to other groups that are initiating projects
Provides better control over implementation of processes and consistent use of tools and techniques
Organizations are more likely to accept this after they’ve seen early successes

46. Conclusion
A Scheduling Center of Excellence can improve project success rates through:
Standardization
Consolidation of skills and experience
Retention of talented PMs and schedulers
Start small and build on successes
Define clear and measurable goals and objectives
Define success criteria up front
Establish a baseline to measure against

47. Conclusion Grow the Scheduling Center of Excellence
Develop a plan for growth based on previous successes
Expand the Scope of Control
Have project managers and schedulers report directly to the Scheduling Center of Excellence
Assign PMs and Schedulers to projects throughout the organization

48. Contact Information
Michelle Colodzin, PMP, PMI-SP, MCTS
MetaVista Consulting Group
th St., Suite A
Sacramento, CA 95818

49. Thank You
For Attending!