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  • THE CURSE OF PROSPERITY
  • (JORGE SANTANA)
  • (JORGE SANTANA)
  • Now I’d like to open up to any questions anyone may have. While I do, I’ll put our contact information up.

The pmo   strategy discipline execution value The pmo strategy discipline execution value Presentation Transcript

  • The PMO Strategy – Discipline – Execution - Value Presented by: Orlando Lugo – PMP, CBM, MPM Director of Instructor Scheduling, Credentialing & Quality - PMI Tampa Bay Chapter [email_address]
  • The PMO: Strategy – Discipline – Execution - Value
    • This presentation looks beyond a project by project approach and views the PMO from four different yet closely related perspectives: an important center for strategic leadership , where “ best practices ” are followed, initiatives are completed and business benefits are realized
      • AGENDA
      • The Opportunity
      • A New Approach
      • Four Key Perspectives
      • Questions and Discussion
      • Reference Material
  • THE OPPORTUNITY
  • THE OPPORTUNITY
    • Projects are not aligned to strategic goals, duplicate projects, many pet projects
    • Too many active projects and/or all projects in active status
    • Lack of accountability, ownership, executive support
    • Not learning from past projects, thus repeating same mistakes
    • Senior management is unaware of projects that are in process.
    • Customers are unhappy whether or not the project was delivered on time.
    • Projects focus on a deliverable and not the problem that drove approval and initiation.
    • Business units optimize their objectives at the expense of overall organization objectives
  • THE OPPORTUNITY
    • Conflicting priorities between business units
    • Complaints that decisions change frequently.
    • Turnover among high achieving staff who feel they cannot succeed Resources stretched thin, unproductive resources, resources assigned to many projects that have similar deadlines
    • “ Heroic” efforts are required to finish projects
    • Projects outlive their window of opportunity for benefit.
    • Project managers focus on their own projects without considering their fit with other projects or in the company’s objectives
    • Business unit managers don’t communicate regularly.
    • The projects in progress do not add value to the organization which draws on resources that could be used on more strategic projects.
  • THE OPPORTUNITY Hubris born of success Undisciplined pursuit of more Denial of risk and peril Grasping for salvation Capitulation to irrelevance or death STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5 How the Mighty Fall – A Five-Staged Framework How the Mighty Fall – Jim Collins
  • THE OPPORTUNITY Six Disciplines: Execution Revolution – Gary Harpst
  • THE OPPORTUNITY
    • “ Now, I’m thinking that economic collapse is just the environment where project management will prove to be the differentiator between success and freefall.”
    • Strategy &Projects Blog (12/10/08)
  • A NEW APPROACH PM Language Business Language
    • Project Charter
    • Project Plan
    • WBS
    • Earned Value
    • Risk Management
    • Roles & Responsibilities
    • Project Phases
    • Portfolio Management
    • Risk Management
    • Activity Sequencing
    • Lessons Learned
    • Tools & Techniques
    • Critical Path
    • Knowledge Areas
    • Strategic Planning
    • Execution
    • Empowerment
    • Learning Organization
    • Leadership
    • Uncertainty
    • Best Practices/Discipline
    • Customer Satisfaction
    • Maximize Value/Benefits
    • Resource Allocation
    • Business Need
    • First to Market
    • Core Competency
    • Competitive Advantage
  • A NEW APPROACH
    • What is a Project?
    • A temporary endeavor undertaken to create a unique product or service .
    • What is a Project?
    • An investment , in agreement with the Company’s intent , that most be carefully selected, implemented and monitored to ensure its value is realized and maximized
  • A NEW APPROACH
    • What is Project Management?
    • The application of knowledge, skills, tools and techniques to project activities to meet project requirements (on time, scope-quality, budget)
    • What is Project Management?
    • “ The management of those projects (investments) which are of critical importance to enable the organization as a whole to have competitive advantage”; The Discipline of (Strategy) Execution; Doing the right projects and Doing projects right (better); Value Delivery Management
  • A NEW APPROACH
    • Who is a Project Manager?
    • A professional in the field of project management ; The person accountable for accomplishing the stated project objectives; The person responsible for the overall success of the project
    • Who is a Project Manager?
    • An Investment Manager
    • A Strategic Support Leader
    • A Business Culture Influencer
    • A Value Delivery Leader
  • A NEW APPROACH Strategic Goals (Why) Delivered Value (How) Looking beyond scope, time and cost to managing the delivery of business value …..
  • A NEW APPROACH
    • Project Efficiency
    • To deliver the project on time
    • To deliver the project under budget
    • To deliver according to scope
    • Project Success
    • Deliver what is needed to realize business value
    • Meet project strategic and business objectives
    • Meet customer’s expectations
    • Deliver according to scope, time, cost
  • A NEW APPROACH
    • THE PMO
    • A PMO is a formal or informal group that accepts responsibility for one or more Program/Project governance, support and/or mentoring functions, with the explicit purpose (in the best cases) of improving PM Performance.
    • A PMO is:
    • An organization that monitors the basket of pending and approved projects.
    • An organization that enforces compliance to established standards.
    • An organization that provides resources such as:
      • Standard Forms
      • Templates
      • Project Plans
      • Project Progress Expediting Support
  • FOUR KEY PERSPECTIVES
    • The PMO - an important center for strategic leadership , where “best practices” are followed, initiatives are completed and business benefits are realized
  • A New Approach to PM
  • FOUR KEY PERSPECTIVES
    • Strategic Focus
    • Focus on where the company wants to lead
    • The strategy execution gap - Integration of strategy and project investments
    • Strategic management of company resources
    • Executive accountability – Facilitate Executive involvement in project selection and monitoring of key performance metrics
    • Proactively deal with uncertainty
    • Doing the right projects…
  • FOUR KEY PERSPECTIVES
    • Strategic Focus
    • Every Company has a portfolio (list) of projects, whether they know it or not…
    • Your project portfolio provides a key view of the intent of the company….
    • So what does your portfolio of projects say about the intent/direction/vision/leadership of you company?
  • FOUR KEY PERSPECTIVES
  • FOUR KEY PERSPECTIVES
    • Discipline
    • Proven “best practices”, methodology, guidelines, standards, tools and techniques
    • Leadership, Teamwork, Decision Making, Conflict Resolution, Change Management…
    • Core Competency, a “can-do” culture
    • Consistent approach, Repeatable processes and results. continuous improvement – creating a learning organization
    • Doing projects right…..
  • FOUR KEY PERSPECTIVES
    • Execution
    • Clear Project/Goals/Requirements definition
    • Team member accountability – Clear definition of roles and responsibilities
    • Timely monitoring and status reporting
    • Improved communications and focus at all levels
    • Emphasis on teamwork and empowerment of key team members
    • Improved employee morale and productivity
    • Buy-in and ownership of business initiatives
  • FOUR KEY PERSPECTIVES
    • “ Maximization of Value”
    • Improved project execution - Consistent time-to-market
    • Customer satisfaction - Meeting project/product expectations
    • Better able to respond to market changes
    • Comparing project results with predicted benefits
    • Timely reporting of key performance/results metrics
    • What brings value will bring value earlier and more consistently
    • What does not bring value is identified earlier and dealt with appropriately (improved and/or cancelled)
    • Value Delivery Management – increasing corporate value by making “a more predictable translation of business strategy into consistently successful projects”.
  • THE OPPORTUNITY
    • “ Now, I’m thinking that economic collapse is just the environment where project management will prove to be the differentiator between success and freefall.”
    • Strategy &Projects Blog (12/10/08)
  • Questions & Answers
  • Reference Material
    • BOOKS
    • Creating the Project Office - Randall L. Englund, Robert J. Graham, Paul C. Dismore
    • The Strategic Project Office – J. Kent Crawford
    • Reinventing Project Management – Aaron J Shenhar, Dov Dvir
    • Executing Your Strategy – Mark Morgan, Raymond E. Levitt, William Malek
    • Execution – Larry Bossidy, Ram Charan
    • Why Should Your Boss Listen to You – James E. Lukaszewski
    • Taming Change with Portfolio Management – Pat Durbin, Terry Doerscher
  • Reference Material
    • ARTICLES, WHITEPAPERS, ETC…
    • What CEOs Must Demand To Achieve Effective Project Management – Russell D. Archibald
    • Why a Project/Program Manager with a PMP Accreditation is a Suitable Candidate to Become a CEO – TD Jainendrakumar
    • The Executive Void: Filling the Role of the Chief Strategy Officer – Kenneth W. Rice, USN
    • How Project Management Can Rescue Companies from the Baby Boomer Leadership Vacuum – Andrea Nicholas
    • Creating Project-Based Organizations to Deliver Value – Michael Thiry
    • Selling Quality Ideas to Management – Brian Palmer – article in Quality Progress
  • Reference Material
    • ARTICLES, WHITEPAPERS, ETC (cont)…
    • Strategic Project Management – WorkOnInternet.com article
    • Close the Gap Between Projects and Strategy – Lauren Keller Johnson
    • Which Projects Get Top Billing – Paul Michelman
    • Strategic Project Leadership: Focusing Projects on Business Results – presentation by Dr. Aaron J. Shenhar
    • The Art and Process of Strategy Development and Deployment – article in The Journal For Quality & Participation