• Save
Emerging Trends in PMO Governance
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

Emerging Trends in PMO Governance

  • 362 views
Uploaded on

This presentation discusses emerging trends in PMO governance and addresses three domains: the Portfolio Management Office, Program Management Office and Project Management Office.

This presentation discusses emerging trends in PMO governance and addresses three domains: the Portfolio Management Office, Program Management Office and Project Management Office.

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
362
On Slideshare
362
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
0
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • Module Name

Transcript

  • 1. ©2012 International Institute for Learning, Inc., All rights reserved. 1Intelligence, Integrity and Innovation©2012 International Institute for Learning, Inc., All rights reserved. Thank you for joining us today. This webinar is brought to you by IIL – a global leader in: Project, Program and Portfolio Management Microsoft® Project and Project Server Lean Six Sigma | Business Analysis PRINCE2® | ITIL® Leadership and Interpersonal Skills Emerging Trends in PMO Governance
  • 2. ©2012 International Institute for Learning, Inc., All rights reserved. 2Intelligence, Integrity and Innovation Global IIL Companies IIL US IIL Asia (Singapore) IIL Australia IIL Brasil IIL Canada IIL China IIL Europe (United Kingdom) IIL Finland IIL France IIL Germany IIL Hong Kong IIL Hungary IIL India IIL Japan IIL Korea (Seoul) IIL México IIL Middle East (Dubai) IIL Spain
  • 3. ©2012 International Institute for Learning, Inc., All rights reserved. 3Intelligence, Integrity and Innovation This presentation discusses emerging trends in PMO Governance and addresses three domains: Portfolio Management Office Program Management Office Project Management Office Holistically, the term PMO refers to Project Management Office, but may in fact refer to any of the three above (depending upon the type and size of the organization). It may also be integrated as one entity. Overview
  • 4. ©2012 International Institute for Learning, Inc., All rights reserved. 4Intelligence, Integrity and Innovation As an organization’s projects, programs, and portfolios progress and change, there becomes an increasing need to ensure alignment between PMO governance and business strategy. In the next series of slides, we will review the framework that sets the director for jobs within a PMO: Portfolio Management Office Program Management Office Project Management Office Context
  • 5. ©2012 International Institute for Learning, Inc., All rights reserved. 5Intelligence, Integrity and Innovation The purpose of PMO Governance is to: Centralize decision making pertaining to projects, programs, and portfolios Standardize methodologies, procedures, and templates for projects programs and portfolios Coordinate resources to work on projects, programs, and portfolios What is the purpose of PMO Governance?
  • 6. ©2012 International Institute for Learning, Inc., All rights reserved. 6Intelligence, Integrity and Innovation Ways PMO Governance benefits the organization: Oversight of projects, programs, and portfolios Entity responsible for tactical and strategic direction Supports organizational maturity and growth Reduces potential risk Enables economies of scale through resource pooling Provides consistency in decision-making processes What are the benefits of PMO Governance?
  • 7. ©2012 International Institute for Learning, Inc., All rights reserved. 7Intelligence, Integrity and Innovation People: Assoc. Vice President/Senior Director: An executive level or senior management position Senior Director/Director: A senior management position Director/Assoc. Director: A senior management position Senior Manager/Manager: A management position Definitions (1 of 3)
  • 8. ©2012 International Institute for Learning, Inc., All rights reserved. 8Intelligence, Integrity and Innovation Functions: Project Manager Internal: Responsible for overall project management (full-time) Project Team Member Internal: Subject Matter Expert (SME), project coordinator (full time or part time) Project Manager External: Serves as project lead (full time or part time) Project Team Member External: SME, supplier, vendor, consultant, project coordinator (part time) Definitions (2 of 3)
  • 9. ©2012 International Institute for Learning, Inc., All rights reserved. 9Intelligence, Integrity and Innovation Structure: Enterprise: may involve multiple portfolios (which include programs and projects) Portfolio: may involve multiple programs and projects Program: may be a series of separate programs (not in a portfolio) that involve multiple projects Project: may involve one or more projects Definitions (3 of 3)
  • 10. ©2012 International Institute for Learning, Inc., All rights reserved. 10Intelligence, Integrity and Innovation PMO Governance Specialist Job Trends Retrieved from - http://www.simplyhired.com/a/jobtrends/trend/q-pmo+governance+specialist on 06-01-2012 Since October 2010, the following has occurred: Pmo Governance Specialist jobs decreased 13%
  • 11. ©2012 International Institute for Learning, Inc., All rights reserved. 11Intelligence, Integrity and Innovation PMO Governance – Enterprise Level Job Description PMO Governance and Support Play an important leadership role in our Enterprise PMO Governance that supports a number of large-scale businesses worldwide. We are looking for a seasoned individual to serve in the capacity of a PMO professional to manage a portfolio of programs and projects globally, with a focus on their key deliverables and impact assessment. You will be responsible for managing a staff with a full range of PMO duties, (both financial and non-financial), issue identification and management, risk management, planning and scheduling. Additionally, you'll ensure the programs and projects deliver results that are clearly aligned with the business unit's overall objectives and strategy. Applicants must be able to demonstrate an excellent track record in a senior PMO capacity. You must have experience in a strong PMO governance organization with a background in influencing multiple stakeholders.
  • 12. ©2012 International Institute for Learning, Inc., All rights reserved. 12Intelligence, Integrity and Innovation PMO Governance – Enterprise Level Portfolio ABC Program A1 Project A1 Project A2 Project A3 Program B1 Project B1 Project C1 Portfolio XYZ Program Z1 Project Z1 Project Z2 Project Z3 Senior Director / Assoc. Vice President
  • 13. ©2012 International Institute for Learning, Inc., All rights reserved. 13Intelligence, Integrity and Innovation PMO Governance – Enterprise Level Portfolio ABC Program A1 Project A1 Project A2 Project A3 Program B1 Project B1 Project C1 Portfolio XYZ Program Z1 Project Z1 Project Z2 Project Z3 Senior Director / Assoc. Vice President Project Team Members (external) Project Manager (internal) Project Manager (external) Project Team Members (internal) Possible Staffing
  • 14. ©2012 International Institute for Learning, Inc., All rights reserved. 14Intelligence, Integrity and Innovation PMO Governance – Portfolio Level Job Description PMO Governance and Support Play an important role in the PMO Governance that supports a number of large-scale businesses. We are looking for an experienced PMO professional to manage a portfolio of programs and projects, with a focus on their key deliverables and impact assessment. You will be responsible for a full range of PMO duties, (both financial and non-financial), issue identification and management, risk management, planning and scheduling. Additionally, you'll ensure the programs and projects deliver results that are clearly aligned with the business unit's overall objectives and strategy. Applicants must be able to demonstrate an excellent track record in a diverse PMO. You must have experience in a strong PMO governance organization with a background in influencing multiple stakeholders.
  • 15. ©2012 International Institute for Learning, Inc., All rights reserved. 15Intelligence, Integrity and Innovation PMO Governance – Portfolio Level Portfolio ABC Program A1 Project A1 Project A2 Project A3 Program B1 Project B1 Project C1 Senior Director / Director
  • 16. ©2012 International Institute for Learning, Inc., All rights reserved. 16Intelligence, Integrity and Innovation PMO Governance – Portfolio Level Project Team Members (external) Project Manager (internal) Project Manager (external) Project Team Members (internal) Possible Staffing Portfolio ABC Program A1 Project A1 Project A2 Project A3 Program B1 Project B1 Project C1 Senior Director / Director
  • 17. ©2012 International Institute for Learning, Inc., All rights reserved. 17Intelligence, Integrity and Innovation PMO Governance – Program Level Job Description PMO Governance Support Play an important role in the PMO Governance that supports a number of large programs. We are looking for an experienced PMO professional to manage programs and projects, with a focus on their key deliverables and impact assessment. You will be responsible for a full range of PMO duties, (both financial and non-financial), issue identification and management, risk management, planning and scheduling. Additionally, you'll ensure the programs and projects deliver results that are clearly aligned with the business unit's overall objectives and strategy. Applicants must be able to demonstrate an excellent track record in a diverse PMO. You must have experience in a strong PMO with a background in influencing multiple stakeholders.
  • 18. ©2012 International Institute for Learning, Inc., All rights reserved. 18Intelligence, Integrity and Innovation PMO Governance – Program Level Program A1 Project A1 Project A2 Project A3 Program B1 Project B1 Project C1 Director / Assoc. Director
  • 19. ©2012 International Institute for Learning, Inc., All rights reserved. 19Intelligence, Integrity and Innovation PMO Governance – Program Level Program A1 Project A1 Project A2 Project A3 Program B1 Project B1 Project C1 Project Team Members (external) Project Manager (internal) Project Manager (external) Project Team Members (internal) Possible Staffing Director / Assoc. Director
  • 20. ©2012 International Institute for Learning, Inc., All rights reserved. 20Intelligence, Integrity and Innovation PMO Governance – Project Level Job Description PMO Governance Support Play an important role in the PMO Governance that supports a number of projects. We are looking for an experienced PMO professional to manage a projects, with a focus on their key deliverables and impact assessment. You will be responsible for a full range of PMO duties, (both financial and non-financial), issue identification and management, risk management, planning and scheduling. Additionally, you'll ensure the programs and projects deliver results that are clearly aligned with the business unit's overall objectives and strategy. Applicants must be able to demonstrate an excellent track record in a diverse PMO. You must have experience in a strong PMO with a background in influencing multiple stakeholders.
  • 21. ©2012 International Institute for Learning, Inc., All rights reserved. 21Intelligence, Integrity and Innovation PMO Governance – Project Level Project A1 Project A2 Project A3 Project B1 Project C1 Senior Manager / Manager
  • 22. ©2012 International Institute for Learning, Inc., All rights reserved. 22Intelligence, Integrity and Innovation PMO Governance – Project Level Project A1 Project A2 Project A3 Project B1 Project C1 Project Team Member (external) Project Manager (internal) Project Team Member (external) Project Team Member (internal) Possible Staffing Senior Manager / Manager
  • 23. ©2012 International Institute for Learning, Inc., All rights reserved. 23Intelligence, Integrity and Innovation In order for PMO Governance to be successful it must have: Sponsorship: endorsement by sponsors, senior-level management, and key stakeholders Alignment: working on the right activities that add value to the organization Staffing: right people assigned to complete assigned tasks Successful PMO Governance
  • 24. ©2012 International Institute for Learning, Inc., All rights reserved. 24Intelligence, Integrity and Innovation Sponsorship The organizational politics associated with PMO governance requires a sponsor to address issues from an executive-level position. The sponsor makes the necessary contribution to the overall enterprise business strategy. Multiple sponsors may share in the responsibility for the program's successes and opportunities for improvement. There is a trend to have multiple sponsors as the size or complexity of PMO Governance increases.
  • 25. ©2012 International Institute for Learning, Inc., All rights reserved. 25Intelligence, Integrity and Innovation PMO Governance Organization Project Manager Program Manager Portfolio Manager Project Team Members Subject Matter Experts Consultants Information Technology Operations Sales & Marketing Quality Assurance Customer Service HR & Legal
  • 26. ©2012 International Institute for Learning, Inc., All rights reserved. 26Intelligence, Integrity and Innovation PMO Governance Organization Project Manager Project Team Member Program Manager Portfolio Manager Information Technology Quality Assurance Subject Matter Experts Consultants Operations Sales & Marketing Customer Service Steering Committee Senior Management Sponsors HR & Legal
  • 27. ©2012 International Institute for Learning, Inc., All rights reserved. 27Intelligence, Integrity and Innovation PMO Governance Oversight PMO Governance Oversight may be provided by: Sponsors Steering Committee Senior Management Third party staffing agency (under some circumstances)
  • 28. ©2012 International Institute for Learning, Inc., All rights reserved. 28Intelligence, Integrity and Innovation Steering Committee The configuration of steering committees is becoming more diverse: Steering committees may include: functional department heads, key stakeholders, members of senior management The increase in virtual meetings is integrating steering committees Vendors or suppliers and sometimes invited to participate Consultative and advisory models are making their presence known within the steering committee
  • 29. ©2012 International Institute for Learning, Inc., All rights reserved. 29Intelligence, Integrity and Innovation Steering Committee: Consultative vs. Advisory The configuration of steering committees is becoming more diverse: In a consultative model, business segments have significant ownership of the work effort and results. In the advisory model, ownership is diminished by comparison. Information is transferred to the business segments, and decisions are expected to conform to the direction provided by Program Governance.
  • 30. ©2012 International Institute for Learning, Inc., All rights reserved. 30Intelligence, Integrity and Innovation Senior Management Senior Management may include: Functional department managers Special arrangements to involve suppliers with a vested interest Consultants who may serve in a capacity to ensure compliance, i.e., in situations involving regulatory agencies
  • 31. ©2012 International Institute for Learning, Inc., All rights reserved. 31Intelligence, Integrity and Innovation Organizations are becoming more sensitive to aligning a PMO to its culture which usually resembles one of the following three types: Bureaucratic: political (i.e., education, law enforcement or government Rules-based: regulated (i.e., health-care utilities, food products) Learning: innovation (i.e., technology, hospitality, entertainment) PMO Governance and Culture
  • 32. ©2012 International Institute for Learning, Inc., All rights reserved. 32Intelligence, Integrity and Innovation As expertise within a PMO grows, they become earmarked for additional work such as: Resource to support cloud computing environments Interface to regulatory agencies in support of special projects, i.e., validation, verification, audits, and periodic reviews Centralized project repository to support documentation requirements and records management Emerging Functions of PMO Governance
  • 33. ©2012 International Institute for Learning, Inc., All rights reserved. 33Intelligence, Integrity and Innovation Challenges PMOs are experiencing more now than in the past include: Larger staff reductions due to streamlining Need to justify the existence of the PMO and staff levels Nature of the global workforce requiring multi-lingual skills Requirements to support staff in different time zones Keeping up with changes in technology, i.e., cloud computing Needs for multiple project management training an/or certifications, i.e., Agile, PMP, PgMP, PRINCE2 (instead of just one) Challenges for PMO Governance
  • 34. ©2012 International Institute for Learning, Inc., All rights reserved. 34Intelligence, Integrity and Innovation PMOs are perceived to lose instrumental value when: Projects do not come in within time, cost, and scope Project risk gets out of control of the project team Sponsorship in the PMO disappears Project team members are not responsive to stakeholder requests Templates once used are no longer followed Lack of communication from the PMO to the organization Staffing levels in the PMO diminish PMO Governance Loses Value When…
  • 35. ©2012 International Institute for Learning, Inc., All rights reserved. 35Intelligence, Integrity and Innovation A launch refers to the first establishment of PMO Governance. Before an organization establishes the PMO, they should: Benchmark PMOs in similar organizations Establish short- and long-term goals for the PMO Adequately staff it to ensure a successful launch Network for best practices by collaborating with peers and professional associations, i.e., PMI Launching PMO Governance
  • 36. ©2012 International Institute for Learning, Inc., All rights reserved. 36Intelligence, Integrity and Innovation Another emerging trend some organizations are using is to re- launch a PMO if its perception within the organization needs to be improved. Rebranding frequently requires: Restructuring of the PMO Mission, vision, and purpose aligned to the organization Revised stakeholder alignment by project team member New system interfaces, i.e., website, SharePoint site, reports New marketing, i.e., logo, newsletter and related communications Re-branding PMO Governance
  • 37. ©2012 International Institute for Learning, Inc., All rights reserved. 37Intelligence, Integrity and Innovation Under what rare circumstances is it worth considering terminating PMO governance: During mergers and acquisitions, it may be necessary to integrate project management functions. There may be conflicting directions by having multiple PMO governance. Corporate restructuring may disable the function of PMO. There may not be adequate work for the PMO to perform if the nature of the work dramatically changes due to outsourcing or related circumstances, i.e., product lines have been sold Terminating PMO Governance
  • 38. ©2012 International Institute for Learning, Inc., All rights reserved. 38Intelligence, Integrity and Innovation What is the Function of PMO Governance? Approval / Rejection of Projects, Programs, Portfolios Acquiring Project Team Coordination of Resources Internal / External Development of Standards, Policies, Procedures, Templates Training and Development, Coordinating Supporting Processes and Systems Project, Program, Portfolio Evaluations and Lessons Learned Quality Assurance and Quality Control Internal/External Compliance Strategic Alignment, Business Continuity, Succession Planning U N C T I O N N I F I E D O O R D I N A T E D R G A N I Z E D N V E S T E D R U S T E D E T W O R K E D E E D E D Take-away
  • 39. ©2012 International Institute for Learning, Inc., All rights reserved. 39Intelligence, Integrity and Innovation We invite you to get a closer look at what IIL can do for you and your organization by visiting www.iil.com or email learning@iil.com and let us know how we can meet your learning needs. Please connect with IIL socially: Like us on: facebook.com/IIL.inc Follow us: twitter.com/IILGLOBAL Join our Discussions on LinkedIn At IIL, Our Greatest Accomplishments are Yours
  • 40. ©2012 International Institute for Learning, Inc., All rights reserved. 40Intelligence, Integrity and Innovation Evaluations Thank you for joining us today. Please give us your feedback by completing our webinar evaluation now.