Saunders Learning Group
Newton, KS
Implementing AImplementing A
Project ManagementProject Management
OfficeOffice
From Kic...
Floyd Saunders, Newton, KS
Agenda
Proprietary and copyrights retained, all rights reserved
1. Why a Program/Project Manage...
Floyd Saunders, Newton, KS
Why Implement a Project Management Office
3
Source: Information Week analytics Enterprise Proje...
Floyd Saunders, Newton, KS
Why a Program/Project Management Office ?
4
Floyd Saunders, Newton, KS
Copyright, Saunders Learning Group,
all rights reserved
The Project Management Office (PMO)
5
Floyd Saunders, Newton, KS
What Is a PMO Exactly?
6
Floyd Saunders, Newton, KS
 Rank and select important tactical improvement
projects through Project Portfolio Management,...
Floyd Saunders, Newton, KS
Individual
Projects
Individual
Projects
Enterprise
Portfolio
Enterprise
Portfolio
Organization
...
Floyd Saunders, Newton, KS
Relationships of Portfolio, Programs, Projects
Portfolio
Portfolios Projects Programs
Programs ...
Floyd Saunders, Newton, KS
Work Efforts in the Project Management Environment
* Definitions are from the Project Managemen...
Floyd Saunders, Newton, KS
INTERNAL
EXTERNAL
PMOPMO
Project
Environment
Business
Environment
PROJECT TEAM
(Technical Staff...
Floyd Saunders, Newton, KS
PMO Roles and Responsibilities
12
Floyd Saunders, Newton, KS
PMO Roles and Responsibilities
13
Floyd Saunders, Newton, KS
What Benefits Does a PMO Offer?
 PMO can…
 Make available qualified
project managers
 Provid...
Floyd Saunders, Newton, KS
Starting a PMO
15
Floyd Saunders, Newton, KS
Starting a PMO
 Executives must deliver in two key areas — ongoing
operational results and imp...
Floyd Saunders, Newton, KS
The Project Office (COE)
BenefitsBenefits BenefitsBenefits
 A strategic planning focal
point f...
Floyd Saunders, Newton, KS
Copyright, Saunders Learning Group, Andover, KS,
all rights reserved
Starting a PMO
PMO Sustain...
Floyd Saunders, Newton, KS
Elements of An Effective PMO
19
AVOIDS: The Wrong Result
Floyd Saunders, Newton, KS
PMO Services Overview
 As a PMO begins to define its objectives,
it needs to consider what ser...
Floyd Saunders, Newton, KS
PMO Implementation Prerequisite Work
Preliminary
PMO Charter
Business Needs
Determination
Organ...
Floyd Saunders, Newton, KS
Assessment
Definition
Commitment
Initiation
Planning
Execution / Control
Transition / Shutdown
...
Floyd Saunders, Newton, KS
Implementing a PMO: Key Checkpoints
Conduct PMO Maturity Model Assessment
Conduct Assessment of...
Floyd Saunders, Newton, KS
Implementing a PMO: A Typical LifecycleImplementing a PMO: A Typical Lifecycle
Estimated Timeli...
Floyd Saunders, Newton, KS
Implementing a PMO: Resource ConsiderationsImplementing a PMO: Resource Considerations
PMO Orga...
Floyd Saunders, Newton, KS 26
One Suite of Project Tools
•This is one approach to creating a suite of project tools to sup...
Floyd Saunders, Newton, KS
Jump Start PMO ImplementationJump Start PMO Implementation
Floyd Saunders, Newton, KS
PMO Services
28
Floyd Saunders, Newton, KS
PMO Services
29
Floyd Saunders, Newton, KS
Governance: Project Initiation Process
no funding
approval at
this point
Enterprise
architectur...
Floyd Saunders, Newton, KS
Governance & the Budget Cycle
Approved through the Annual
Budget Cycle
Exceptions - Approved Ou...
Floyd Saunders, Newton, KS
Project
Support
Project
Support
• Project reviews/evaluation
• Project Start-up/shut down
• Ass...
Floyd Saunders, Newton, KS
People in the Project Management Office
 PMO Staff - Business
 PMO Manager/Director
 Program...
Floyd Saunders, Newton, KS
Twenty Project Management Office Functions
Floyd Saunders, Newton, KS
Executive Buy-in of The PMO
A PMO must be able to help executives with execution of strategy, a...
Floyd Saunders, Newton, KS
Executives Embrace a PMO If…
 Characteristics of a PMO the will be supported by executives:
 ...
Floyd Saunders, Newton, KS
Project Management Support
Using the talents and skills of an experienced
program and project m...
Floyd Saunders, Newton, KS
Service Offerings From Floyd Saunders
 Project planning, tracking, controlling
and implementat...
Floyd Saunders, Newton, KS
Purchase the Book or the Presentation
from Scribd.com
39
Due to the hundreds of requests for th...
Floyd Saunders, Newton, KS
Getting Started
Proprietary, all rights reserved
Saunders Learning Group
Thank youThank you
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PMO Implementation Plan

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This remains our most requested presentation. Now available for purchase from Scribd.com https://www.scribd.com/doc/188967924/PMO-Implementation-Plan. Or get a copy of his new PDF instructional Guide to Implementing the Project Office: https://www.scribd.com/doc/256178002/Implementing-the-PMO
The presentation covers the basics you need to consider when preparing to implement a Project Management Office or PMO.
The Author, Floyd Saunders has more than 20 years of experience managing and implementing project office functions in a variety of settings. He is available for consulting assignments, training engagements and webinars to assist your team in implementation. Now available for purchase from Scribd.com https://www.scribd.com/doc/188967924/PMO-Implementation-Plan. You might also want to check out: http://www.slideshare.net/FloydSaunders/project-portfolio-management-13412628, for a presentation on project portfolio management.

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  • Welcome to the workshop for implementing a project management office.
  • Review Agenda with participants.
  • Before I get into the presentation how many of you can define what a PMO is? Ask the group for a definition of a PMO. Is there one definition across the project management profession regardless of industry or organization?
    How many of you now work or have worked in a formal PMO or are or have been a director/manager of a PMO?
    A PMO typically includes one or more of these elements. There is no one model that fits all needs and many times the PMO evolves to take on more of these elements over time.
  • These are PMO definitions from several PM consultants and writers. In this presentation, we review examples of how a PMO is organized. QUESTION: Are PMO’s more common in IT functions or to certain industries?
  • 1) This is the PMBOK definition for you. 2) Are these definitions still viable today?
  • The goals of a PMO develop out of some organizational need, typically the need or desire to address a standard set of best practices, a desire to manage strategic change better and very often tactical improvements around Project Portfolio management.
  • Here we can see the relationship between projects that are connect to programs and programs that are connected to a portfolio of projects. Now we can determine the difference between a project portfolio, a program and a project.
  • Here we can distinguish the prominent types of work that is performed in the Project Management Environment.
    Review—
    Project
    Program
    Portfolio
  • The Project Management Environment may be broader than you originally thought it to be --
    Discuss –
    Project Environment
    Business Environment
    The PMO is at the intersection
    There can be a wide variety of roles that influence work in the Project Management Environment
     Particularly when it is considered from a business perspective
  • As you can understand not every PMO has all these roles or need these roles. However, you may need these roles at different times during your organization’s use of formal PM methodology. This is a key part of your proposal to management.
    In the reference section is a complete description of each role and the career path for the role in the PMO. Due to time limits I will not go through each role today.
  • 1) Anybody have an issue with the 1st statement about a PMO? 2) It is always true that the problems on the right occur if there is no PMO in place? 2) Can an organization mitigate some of these problems without a formal PMO? Why or why not?
  • 1) There is no one best way to propose and implement a PMO, and the most important fact to remember is you need to have executive buy-in and support to be successful. Now let’s look at some of the cultural realities you need to consider when proposing a PMO.
  • The first four realities seem are true today regardless of technology and type of organization looking to start a PMO. Are there any other basic facts which need to be considered by those who want to start a PMO?
  • These “requirements” are things that a PMO needs to be able to produce and prior to proposing a PMO to management, you should have a concrete, documented plan on how you will do this.
  • It is good to have PM’s in the PMO from various disciplines to benefit the business.
    Be careful in forcing a tool suite on PMs without a detailed and effective rollout plan (Talk about IBM BMWB, Marketing Workbench…)
    Always use metrics to demonstrate hope the PMO is performing.
    Spend only a short time on this chart and go directly the next chart!!!
  • Key steps in PMO design, development, and implementation
  • Assessment:
    The Assessment phase of the Program Management Office Methodology (PMOM) establishes the client relationship, as does the Feasibility phase in the Project Management Methodology (PMM). The PMM Feasibility phase activities, along with the project charter, are inputs into the PMOM Assessment phase.
    Initiation:
    Although the PMOM Initiation phase activities are accurately defined as Execution phase activities under the PMM framework, these activities are consistent with the PMM Initiation phase objectives. Accordingly, the PMOM Initiation phase focuses on refining the business requirements and objectives of the PMO to be implemented.
    Planning:
    As in the PMM, detailed PMO planning in this phase is the foundation of the activities that takes place in the PMOM Execution phase. The PPW output from the PMM is a major input into this phase.
    Execution:
    This is the PMO Delivery phase. As in the PMM, the outputs from the Planning phase are the inputs to the PMOM Execution phase.
    Transition:
    Mandatory PMM Shutdown activities are also conducted in this PMOM phase. The PMO is an ongoing operation, so there is no shutdown of the PMO. All PMO activities are transitioned to the client’s PMO staff.
  • The purpose of checkpoints is to validate that “minimum mandatory” Program Management Office activities are executed during the PMO project’s lifecycle. By fulfilling the checkpoint, the Program Manager demonstrates due diligence to the client and a minimum level of compliance with best practices.
    This slide lists the standard PMO checkpoints.
  • Four Major Project Management Phases or Stages
    The diagram above represents the functions rather than a flow sequence.
    Initiation:Plan for the plan
    Planning:Plan for the project (iterates with Execution)
    Execution:Execute the plan and monitor progress (iterates with Planning)
    Shutdown:Wrap-up all activities
  • This table is a summary of the services a PMO can provide under 5 major categories. Some of these services can be offered through PM team rooms, databases and company intranet web portals or education departments.
  • Methods and Standards
    Promote Best Practices - initiate lessons learned repositoryBenchmarkingEnsure Quality Assurance / Control StandardsDefine, document, and standardize processesMeasure performance against current client standards or expectationsSelect improvement targets
    Consulting and Mentoring
    Project start-up assistanceProject recovery assistance
    Project Support
    Project planning, scheduling, controlConsolidation reportingMaintain project workbooks / repositoryIssues tracking, change controlEvaluate client satisfactionImprove the processesMeasure progress against the baselineDevelop and measure performance metrics
    Project Audits
    Regular reviews of current project practices to ensure on-time, in budget project delivery
    Training
    Develop and conduct training classes for project team on various PM competencies
    Project Manager Resources
    Provide ‘skilled’ resources to ensure success
  • Examine the PMO’s roles from a people perspective
    Business Staff
    Technical Staff
    Oversight Staff
    Experience shows that the average organization with a PMO has approximately 2.5 people assigned.
  • Transcript of "PMO Implementation Plan"

    1. 1. Saunders Learning Group Newton, KS Implementing AImplementing A Project ManagementProject Management OfficeOffice From Kick Start to ImplementationFrom Kick Start to Implementation
    2. 2. Floyd Saunders, Newton, KS Agenda Proprietary and copyrights retained, all rights reserved 1. Why a Program/Project Management Office (PMO)? 2. What Is a PMO? 3. PMO Roles & Responsibilities 4. Starting a PMO 5. PMO Services 6. Jump Start PMO implementation 7. Executive Buy-In 8. Questions & Answers
    3. 3. Floyd Saunders, Newton, KS Why Implement a Project Management Office 3 Source: Information Week analytics Enterprise Project Management Survey of 475 business technology professional at companies with a PMO, June 2010.
    4. 4. Floyd Saunders, Newton, KS Why a Program/Project Management Office ? 4
    5. 5. Floyd Saunders, Newton, KS Copyright, Saunders Learning Group, all rights reserved The Project Management Office (PMO) 5
    6. 6. Floyd Saunders, Newton, KS What Is a PMO Exactly? 6
    7. 7. Floyd Saunders, Newton, KS  Rank and select important tactical improvement projects through Project Portfolio Management, to ensure you don’t over-commit resources, and instead focuses efforts on projects with the highest impact for the cost.  Manage all projects utilizing Best Practices, a critical factor in achieving higher project completion rates. The Goals of a PMO  Manage Strategic Change -- coherent groups of projects, small enough to succeed, but coordinated to achieve strategic goals. Strategic Change Best Practices Project Portfolio Management
    8. 8. Floyd Saunders, Newton, KS Individual Projects Individual Projects Enterprise Portfolio Enterprise Portfolio Organization Environment Organization Environment What is a PMO: Essential Culture Components
    9. 9. Floyd Saunders, Newton, KS Relationships of Portfolio, Programs, Projects Portfolio Portfolios Projects Programs Programs Projects Projects Programs Projects Other WorkProjects Projects
    10. 10. Floyd Saunders, Newton, KS Work Efforts in the Project Management Environment * Definitions are from the Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK®); PMBOK® is a registered trademark of the Project Management Institute.
    11. 11. Floyd Saunders, Newton, KS INTERNAL EXTERNAL PMOPMO Project Environment Business Environment PROJECT TEAM (Technical Staff) PMO Support Staff PROJECT MANAGER PROJECT EXECUTIVE Project Sponsor CUSTOMERCUSTOMERBUSINESS UNITSBUSINESS UNITS VENDORS, SUPPLIERS & CONTRACTORS REGULATORY & GOVERNMENT AGENCIES EXECUTIVE CONTROL BOARDS TECHNICAL STEERING COMMITTEES Business Managers & Support Staff Technical Managers & Support Staff Customer Business Managers & Staff Customer Project Managers & Teams The Project Management Environment
    12. 12. Floyd Saunders, Newton, KS PMO Roles and Responsibilities 12
    13. 13. Floyd Saunders, Newton, KS PMO Roles and Responsibilities 13
    14. 14. Floyd Saunders, Newton, KS What Benefits Does a PMO Offer?  PMO can…  Make available qualified project managers  Provide support personnel to assist project managers  Allow project managers to pool their skills and knowledge  Help project managers to develop professionally  Recommended for organizations with many project managers  Provide consulting-type services and products If a PMO is not used…  With several projects under way, project managers are probably not learning from one another  PM’s are probably not sharing best practices  PM’s are not challenged to continuously improve their skills  Project managers can be overtly influenced by line managers  Project managers scattered across an organization lack common bond for consistent application of best practices 14
    15. 15. Floyd Saunders, Newton, KS Starting a PMO 15
    16. 16. Floyd Saunders, Newton, KS Starting a PMO  Executives must deliver in two key areas — ongoing operational results and improvement efforts.  Functional managers are continuously evaluated by senior management, peers, and subordinates for their ability to complete projects.  Many projects involve multiple departments and functional areas.  Each organizational unit has its own language, its own standards, its own project management techniques  It is estimated over 50,000 Project Offices have been established in the U.S. alone. Grown from 15% on 2000 to 83% of organizations surveyed in 2010.  Executives must deliver in two key areas — ongoing operational results and improvement efforts.  Functional managers are continuously evaluated by senior management, peers, and subordinates for their ability to complete projects.  Many projects involve multiple departments and functional areas.  Each organizational unit has its own language, its own standards, its own project management techniques  It is estimated over 50,000 Project Offices have been established in the U.S. alone. Grown from 15% on 2000 to 83% of organizations surveyed in 2010. 16
    17. 17. Floyd Saunders, Newton, KS The Project Office (COE) BenefitsBenefits BenefitsBenefits  A strategic planning focal point for the project management process  An organization dedicated to continuous improvement  An organization dedicated to benchmarking for project management  Organizational mentorship for inexperienced project managers  Centralized project planning and scheduling  Centralized lessons learned files on completed projects  A “hot line” for problems without involvement senior management  An organization for sharing ideas and experiences  An organization for creating project management standards  Centralized cost control and reporting
    18. 18. Floyd Saunders, Newton, KS Copyright, Saunders Learning Group, Andover, KS, all rights reserved Starting a PMO PMO Sustainability Requirements:  The PMO must be aligned with the interests and goals of the organization  The PMO value must be measurable  Projects get better when they are measured,  A PMP must be able to control and manage project outcomes. PMO Sustainability Requirements:  The PMO must be aligned with the interests and goals of the organization  The PMO value must be measurable  Projects get better when they are measured,  A PMP must be able to control and manage project outcomes. 18 • A PMO has responsibility for educating the organization it serves about the benefits it brings to projects • A PMO must create and track metrics to show the results of its contributions • A PMO should survey its customers routinely to verify it is adding value • A PMO has responsibility for educating the organization it serves about the benefits it brings to projects • A PMO must create and track metrics to show the results of its contributions • A PMO should survey its customers routinely to verify it is adding value The PMO should focus on portfolio management of:  Project investments  Resources  Assets  Strategic objectives
    19. 19. Floyd Saunders, Newton, KS Elements of An Effective PMO 19 AVOIDS: The Wrong Result
    20. 20. Floyd Saunders, Newton, KS PMO Services Overview  As a PMO begins to define its objectives, it needs to consider what services it will provide to meet those objectives.  No one solution fits all needs  It must also assess when in its implementation schedule it will provide these services.  The services that are required dictate the various roles and responsibilities.  Each service provided require support staff. 20
    21. 21. Floyd Saunders, Newton, KS PMO Implementation Prerequisite Work Preliminary PMO Charter Business Needs Determination Organization Culture Evaluation Determine PMO Functionality Plan PMO Implementation PMO Resource Requirements Current Practices Assessment PMO Structure and Alignment Stakeholder Analysis
    22. 22. Floyd Saunders, Newton, KS Assessment Definition Commitment Initiation Planning Execution / Control Transition / Shutdown Assess current business culture: PMO Maturity Assessment, Current Projects Assessment, ROI and Cost Model Assessment Define Program Management Office (PMO): PMO Charter and Scope Statement Gain Executive Commitment to Build and Maintain PMO Initiate PMO Project: Governance Process, Business Case Development and Sign-off Plan PMO Implementation: PMO Manual, PMO Pect Plan Sign-offroj Build and Implement the PMO: Initiate Training, Support, PMO Processes Hand-over to Client, Close Project: Transition Plan, Project Review Implementing a PMO: Basic Stages
    23. 23. Floyd Saunders, Newton, KS Implementing a PMO: Key Checkpoints Conduct PMO Maturity Model Assessment Conduct Assessment of Current Projects Outline Strategy and Mission Statement Client Sign-off on Assessment Assessment Conduct Assessment of Governance Process Develop Business Case Client Sign-off on PID / Strategy Initiation Develop PMO Manual Client Sign-off on PMO Manual Planning Conduct Planning Workshop / Prepare Project Plan Implement Use of PMM / Delivery Methodologies Create Rolled-up Master Schedule Initiate Training Program Publish Revised PMO Manual Execute Transition Plan Create Master Progress Tracking Report Define Transition Plan Transition/Execution
    24. 24. Floyd Saunders, Newton, KS Implementing a PMO: A Typical LifecycleImplementing a PMO: A Typical Lifecycle Estimated Timeline 2 Months 3 Months 1 Month6 Months Assessment/ Initiation Planning TransitionExecution PMO Maturity Model Governance Process Project Planning Workshop Project Management Planning Cost Planning Plan Execution Cost Management Tracking Monitoring & Controlling Performance Reporting & Information Distribution PMO Turn Over Program Initiation Workshop Team Development/ Mentoring Administration of Program Management Office PMO Deliverables PMO Strategy (Charter) Administration/ Controls Planning Communications PlanningProject Assessment
    25. 25. Floyd Saunders, Newton, KS Implementing a PMO: Resource ConsiderationsImplementing a PMO: Resource Considerations PMO Organization Projects Schedule Reources PMO Assessment Any Any 4-8 Weeks Business Consultant, Senior PM, PM Implement Small PMO Corporate Division or Small Corporation 10-20 12 Months PMO Director, Senior PM, PM, and 10+ PM's to lead customer projects ** Implement Medium PMO Large Corporate Division or Medium- Sized Corporation 20+ 12+ Months PMO Director, Business Consultant, 2 Senior PMs, 2 PMs, and 10+ PM's to lead customer projects ** Implement Large PMO Large Corporation 40+ 12+ Months PMO Director, Business Consultant, 3 Senior PMs, 2 PMs, and 20+ PM's to lead customer projects ** ** 10+ or 20+ PM's if the customer does not have them
    26. 26. Floyd Saunders, Newton, KS 26 One Suite of Project Tools •This is one approach to creating a suite of project tools to support a large development organization. • Visual Studio 2005 Team Foundation Server (TFS) is the solution for team software development. • TFS provides version control, work item tracking, and build automation. • TFS integrates with SharePoint Services and SQL Server Reporting Services to provide project reporting. • An extensibility kit allows reporting data to be used to update Program Knowledge System (PKS). CaliberRM PKS MS Project Task Plan Project Server
    27. 27. Floyd Saunders, Newton, KS Jump Start PMO ImplementationJump Start PMO Implementation
    28. 28. Floyd Saunders, Newton, KS PMO Services 28
    29. 29. Floyd Saunders, Newton, KS PMO Services 29
    30. 30. Floyd Saunders, Newton, KS Governance: Project Initiation Process no funding approval at this point Enterprise architecture & project ranking tools Authorizes detailed planning of the requests Normal budget & financial processes allocate funds PMO reports status to Steering Committee monthly
    31. 31. Floyd Saunders, Newton, KS Governance & the Budget Cycle Approved through the Annual Budget Cycle Exceptions - Approved Outside the Budget Cycle May - September Review/update 5-year plan; look ahead for new project ideas, and adjust list based on budget cycle results October - December Submit new project requests to the PMO --> IT Steering Committee --> Approval to do detailed planning with approved charters (short documents) January - March Conduct Project Initiation Workshops and Project Planning Workshops --> detailed cost and schedule estimates April IT Steering Committee reviews detailed project estimates --> submits budget request for new projects with detailed estimates - Accelerated process, in some cases 2-4 weeks - Can be disruptive to rest of the project porfolio - May introduce more risk May - September Budget review cycle --> approved budget allocated to projects Project requests are submitted, evaluated against established criteria and the existing project portfolio, estimated and approved and funded, or disapproved Time Period Governance Process Highlights The PMO conducts ongoing oversight of all projects, including at least monthly reviews of the project portfolio with the IT Steering Committee New Projects Providing Oversight of Approved, Ongoing Projects
    32. 32. Floyd Saunders, Newton, KS Project Support Project Support • Project reviews/evaluation • Project Start-up/shut down • Assist with troubled projects Consulting and Mentoring Consulting and Mentoring • Knowledge transfer • PM best practices competency • Succession planning Project Management Support • Provide PM Instructors • Coordinate PM Training • Provide Training Materials TrainingTraining • Identification of PMs for projects • Certification for PMs Project Manager Resources Project Manager Resources • Adherence to PM standards • Promote PM Methods • Accessibility of Methodology Methods and Standards Methods and Standards The Program Management Office
    33. 33. Floyd Saunders, Newton, KS People in the Project Management Office  PMO Staff - Business  PMO Manager/Director  Program Manager  Project Manager  Project Administrator  Project Scheduler  Contract Administrator  Proposal Manager  Financial Analyst  Project Estimator  Resource Manager  Legal Advisor  PMO Staff - Business  PMO Manager/Director  Program Manager  Project Manager  Project Administrator  Project Scheduler  Contract Administrator  Proposal Manager  Financial Analyst  Project Estimator  Resource Manager  Legal Advisor  PMO Staff - Technical (Project Team Members)  Engineers, Scientists and Technicians  Project Laborers  Administrative Staff  Contractors/Vendors  PMO Staff - Oversight  Project Executives  Project Control Boards  Project Mentors & Auditors Many of these staff functions may be performed by others outside of the PMO
    34. 34. Floyd Saunders, Newton, KS Twenty Project Management Office Functions
    35. 35. Floyd Saunders, Newton, KS Executive Buy-in of The PMO A PMO must be able to help executives with execution of strategy, as determined by the project mix and flow, or the PMO will not achieve sufficient level of value to sustain itself. 35 Executives will embrace a PMO that dramatically increases the probability of meeting goals. A PMO must deliver on its promise through four major processes:
    36. 36. Floyd Saunders, Newton, KS Executives Embrace a PMO If…  Characteristics of a PMO the will be supported by executives:  It must drive more projects through completion, without correspondingly increasing resources  Projects must be completed in drastically shorter times  The impact of the PMO is clearly felt on both the top and bottom lines of the organization (even in not-for-profit organizations)  Executives and managers throughout the organization feel that they are getting benefit out of the PMO 36
    37. 37. Floyd Saunders, Newton, KS Project Management Support Using the talents and skills of an experienced program and project management office professional to: —Designs and facilitates implementation of a PMO —Provides coaching to implement PMO processes —Trains and Mentors team on best practices —Supports creation with project management, tools and techniques —Creates organizational assets to sustain a program
    38. 38. Floyd Saunders, Newton, KS Service Offerings From Floyd Saunders  Project planning, tracking, controlling and implementation services  Project Management Training  Project Management Consulting  Management of projects Project Management  Creating and Management of the Project/Program Office  PMO Maturity Assessments  Project status reporting and metrics programs  Project Manager Development Programs  Knowledge Management Program Management Proprietary, all rights reserved  This presentation is available as an editable PowerPoint document along with many other presentations, templates and white papers are available from Sribd.comPMO Implementation Plan @ Scribd.com Purchase Presentations  Floyd Saunders is available to speak to professional groups and you can contact him at: floyd.saunders@yahoo.com to arrange an engagement:  Topics include:  Implementing the Project Office  Creating a Project Management Center of Excellence  Metric and the Balanced Scorecard for the Project Office Speaking Engagements
    39. 39. Floyd Saunders, Newton, KS Purchase the Book or the Presentation from Scribd.com 39 Due to the hundreds of requests for this presentation, it is now available as a PDF book, full of ideas and tips on how to get your PMO up and running: https://www.scribd.com/doc/2561 78002/Implementing-the-PMO or buy the presentation at: https://www.scribd.com/doc/1889 67924/PMO-Implementation-Plan Floyd Saunders Newton, KS ImplementingThe Project Management Office A Step-by-Step Guide to Building a World Class Project Office
    40. 40. Floyd Saunders, Newton, KS Getting Started Proprietary, all rights reserved
    41. 41. Saunders Learning Group Thank youThank you

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