Implementing A PMO Using Nexus PMO Model

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  • A very good presentation on PMO Roles & Functions, specially in visualization point of view, thanks for sharing the slide.
    I'm looking for a model; if we consider a PMO Team; they are working together, sharing information in several level (Portfolio/ Program/ Project.) of an Enterprise, and showing the data flow relations.
    Maybe this idea will be useful for your future demo :)
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  • Al Salamu Alaikom ya Mohammed,

    How are you doing ? We have attended together a Balanced Scorecard Professional course with Sandy Mclure. Thanks for the presentation it is very valuable and full of knowledge.

    I am preparing one on Risk Management and will be published shortly.



    Thanks and Regards.
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  • 1. I will move though the charts fairly quickly and the details can be used by you as reference in your current job. I want the presentation to be interactive but I do want to not talk too long on one chart and not cover all the material.
    2) Most of my sources are from the PMI.org library and many of the authors contribute to the PMI Network magazine. Some of the charts are wordy, but they can be used for reference on your job.
  • • Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars In response to gasoline shortages),
    • Strategic opportunity/business need (e.g., a training company authorizing a project to create a new course to Increase Its revenues),
    • Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new Industrial park).
    • Technological advance (e.g., an electronics firm authorizing anew project to develop a faster, cheaper, and smaller laptop after advances In computer memory and electronics technology), and
    • Legal requirements (e.g., a chemical manufacturer authorizes a project to establish guidelines for the handling of a new toxic material).
  • • Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars In response to gasoline shortages),
    • Strategic opportunity/business need (e.g., a training company authorizing a project to create a new course to Increase Its revenues),
    • Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new Industrial park).
    • Technological advance (e.g., an electronics firm authorizing anew project to develop a faster, cheaper, and smaller laptop after advances In computer memory and electronics technology), and
    • Legal requirements (e.g., a chemical manufacturer authorizes a project to establish guidelines for the handling of a new toxic material).
  • • Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars In response to gasoline shortages),
    • Strategic opportunity/business need (e.g., a training company authorizing a project to create a new course to Increase Its revenues),
    • Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new Industrial park).
    • Technological advance (e.g., an electronics firm authorizing anew project to develop a faster, cheaper, and smaller laptop after advances In computer memory and electronics technology), and
    • Legal requirements (e.g., a chemical manufacturer authorizes a project to establish guidelines for the handling of a new toxic material).
  • 1) This is the textbook and PMBOK definition for you. 2) Are these definitions still viable today?
  • The objective here is to show them that we have done our research, and we’ve listened to what they’ve been telling us about their issues.
    You’re telling them what you know about:
    What keeps them busy?
    What factors need to be changed to improve their business performance?
    What pain points keep them awake at night?
    What are their business drivers?
    Etc.
  • This is my attempt to show the integration of the whole offering with the guidance for portfolio, programme and project management linked through the governance arrangements of P3O and MoR pushing in the three tops of portfolio, programme and project management. Along side these we have P3M which allows users to ask of themselves how well are we doing at this.
    So that is my take on the OGC PPM portfolio, Thank you for listening and are there any questions?
  • Our service package provides continues process improvement to drive efficiency and profitability as each changes proceeds through the paths outlined herein.
  • Strategy provides DIRECTION
    Policy provides BOUNDARIES
    This guidance at the organizational level directly supports the structure of the Project Charter and how is relates to the Needs of the customer.
  • Strategy provides DIRECTION
    Policy provides BOUNDARIES
    This guidance at the organizational level directly supports the structure of the Project Charter and how is relates to the Needs of the customer.
  • The unadvertised productivity of Project Management is that it enhances LEADERSHIP.
    Responsibilities are defined
    Progress is reviewed against expectations.
  • The unadvertised productivity of Project Management is that it enhances LEADERSHIP.
    Responsibilities are defined
    Progress is reviewed against expectations.
  • Defined methods that are accepted across the organization allow team members to rapidly plan, control and execute their responsibilities.
  • Defined methods that are accepted across the organization allow team members to rapidly plan, control and execute their responsibilities.
  • Training and allows for the efficient institutionalization of our processes in our individual practitioners.
    Training of teams allows integration and synergism to occur.
    Mentoring occurs as the PM team works their actual project operations.
  • Training and allows for the efficient institutionalization of our processes in our individual practitioners.
    Training of teams allows integration and synergism to occur.
    Mentoring occurs as the PM team works their actual project operations.
  • Our quality assurance audits develop project and organizational metrics useful to the PM and Management.
    Control can be retained before projects travel so far off course that large financial losses occur.
  • Our quality assurance audits develop project and organizational metrics useful to the PM and Management.
    Control can be retained before projects travel so far off course that large financial losses occur.
  • Our service package provides continues process improvement to drive efficiency and profitability as each changes proceeds through the paths outlined herein.
  • Implementing A PMO Using Nexus PMO Model

    1. 1. Implementing a Project ManagementImplementing a Project Management Office (PMO)Office (PMO) using Nexus PMO Modelusing Nexus PMO Model Nexus Project Management www.NexusProjectManagement.com Presented by Eng. Mohammed Al-Arabi, PMP, BSP, CSSBB Marabi@NexusProjectManagement.com 1
    2. 2. Mohammed Al-Arabi • Bachelor Degree in Engineering  Computer and Systems • Years of Experience:  26 years • Professional Field:  started my career as a systems and data network engineer (till 1997)  moved to project management in IT environment (till 2002)  then as a Project Management Officer (till 2006)  then run my own business in project management training and consultation (till now)  director of Middle-East / Africa PMI's PMOSIG (www.PMOSIG.org) • Short Bio  participated in developing a PMO model and project portfolio management framework  delivered many workshops, training courses, and presentations  an author for Arabic books in Marketing and Project Management  a speaker at PMI EMEA Malta (2008) congress and P2P (2009) Egypt conference  obtained a token of appreciation in recognition of outstanding contribution - PMI-AGC  Some of the consultation services that have been provided  develop and deploy project management and project lifecycle methodologies  assessment using OPM3  develop and deploy a project management dashboard  develop and activate a project management audit function  one of the Committee Sub-Teams for PMI's The Standard for Portfolio Management  Certified as  PMP, MPM, PMOC, P3O, BSP, CSSBB, MS Project, Project+, ITIL V3, ICC 2
    3. 3. Agenda • Nexus – Company Profile • Introduction • Project Management Office (PMO) • Nexus PMO Model 3
    4. 4. Nexus – Company Profile
    5. 5. Nexus – Company Profile Our Solutions Your Result Our Approach Our Methodology Partnering / Reselling / Accrediting Overview 5
    6. 6. Overview (1/6) • Nexus is a regional leader in providing End-to-End Project Management services that form the building blocks of Project Management solutions. We work closely with our customer to increase the organization capability level to implement Project Management successfully. Nexus Project Management Your articulated Solution 6
    7. 7. Project (s) Program (s) Project Portfolio (s) Operations Management Management By ProjectsManagement By Projects Nexus’ Areas of Concern Overview (2/6) 7
    8. 8. To be one of the Top 10 Training & Consultation Management Solutions providers for the Project & Program Management all over the Middle East region. We guarantee to provide our customers with quality services and products that eventually grow to be valuable organizational assets. We invest in internal process improvement, staff development, and in customer-related activities enhancement. Nexus VISION MISSION STRATEGY Overview (3/6) 8
    9. 9. Organization Structure CEO GM - TrainingGM - Consultation operation Manager Product Manager GM - Business Support Planning & Development Administrati on operation Manager Product Manager Overview (4/6) 9
    10. 10. Nexus World Offices Egypt Syria Saudi UAE Canada Overview (5/6) 10
    11. 11. Target Industries Architectural, Engineering, and Construction Telecom Oil & GasInformation Technology We provide PM services across a wide range of industries Overview (6/6) 11
    12. 12. Your Result •Sustained Growth •Repeated Success •Continuous Improvement •Integrated Enterprise Project Management •Improved Quality •Consistent Best Practice Project Management •Improved Efficiency & Productivity •Reduced Waste , Reduced Costs Our Methodology + Our Approach Our Partners Our Solutions Your Result+ + = 12
    13. 13. Our Approach 4. Improve Capability by selecting the appropriate consultants and partners 5. Harmonize all success factors to satisfying your customers 1. Set strategic goals and objectives by visioning 2. Maximize profitability by measuring the performance 3. Increase productivity by utilizing the resources efficiently and effectively Nexus Project Management helps its customers at both strategic and tactical levels to build a better Project Management environment 13
    14. 14. Our Methodology 1 2 3 4 5 Awareness Management Commitment Internal Marketing Campaign Awareness Session(s) Assessment Current State Future State Gap Analysis Findings & Recommendations Improvement Plan Propose Alternatives Suggest Solutions Plan Development for a Solution Solution Deployment Analysis Design Construct Roll-out Handover Orientation Training Coaching 14
    15. 15. Method123 www.MPMM.com Mirren PSL www.Mirren-services.com Project Management Institute www.PMI.org PM Excellence www.SMC-I.com PortMON! www.PortMON.org Sauter Training Simulation www.STS.ch Organized Change www.OrganizedChange.com Partnering / Reselling / Accrediting 15 ALL PMO NETWORK www.AllPMO.com
    16. 16. Our Solutions 16
    17. 17. Introduction
    18. 18. What is an organization? • An organization is a social arrangement which  pursues collective goals,  which controls its own performance,  and which has a boundary separating it from its environment. • Organizations Categories ?? 18
    19. 19. Why Organizations are existed? • Seek for Profit • Serve society • Educate people • Search and observe • Judge performance and results • Help a specific community and specialists… 19
    20. 20. Logical Organization Vision: what does Org. want to be in the future Mission: what the Org. does, how it is done, and for whom Strategy: a high-level set of directions that articulate how the Org. will achieve its mission Objectives: concrete statements describing what the Org. is trying to achieve in the short term. 20
    21. 21. In order to achieve strategic objectives • Organizations manage: Human Resources, Materials, Equipments, Money, Time, Ideas, Polices, Market conditions, … 21
    22. 22. Achieving the Strategic ObjectivesStrategic Objectives 22
    23. 23. PROJECTSPROJECTS • Temporary endeavors that create a unique product, service, or result. • Project terminate when its current objectives are met. OPERATIONSOPERATIONS • Permanent endeavors that produce repetitive outputs. • Operations work does not terminate when its current objectives are met. Projects vs. Operational Work 23
    24. 24. Projects & Strategic Activities • Projects are typically authorized as a result of one or more of the following strategic considerations: Market demand, Business need, Customer request, Tech. advance, and Legal requirements. 24
    25. 25. Operations & Strategic Activities • The aim of Management of on-going operations" is to realize and support the organization's performance targets which is the translation of strategic objectives. 25
    26. 26. Portfolio & Strategic Activities • A PORTFOLIO has a parent-child relationship with its components, just as a PROGRAM has a parent- child relationship with its PROJECTS. • Different Management for Different Levels. 26
    27. 27. Managing Organization - Standards PROJECT Management PROJECT Management PORTFOLIO Management PORTFOLIO Management PROGRAM Management PROGRAM Management 27
    28. 28. Project Management Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project Requirements Project Management 28
    29. 29. Program & Portfolio Management • The centralized coordinated management of a program to achieve the program's strategic objectives and benefits. • Projects within a program are related through the common outcome or collective capability. • Portfolio management refers to the centralized management of one or more portfolios and includes  identifying,  prioritizing,  authorizing,  managing, and  controlling projects, programs, and other related work. 29
    30. 30. Organization Context 30
    31. 31. Portfolio Management [Doing the right things] Portfolio Management [Doing the right things] Program Management [Doing things right] Program Management [Doing things right] Project Management [Doing things right] Project Management [Doing things right] Other work Project Organizational Unit Legend Operations Management [Doing things right] Operations Management [Doing things right] OPM3® [Doing things right] [Doing the right things] OPM3® [Doing things right] [Doing the right things] WBS, Scheduling, Risk [Doing things right] WBS, Scheduling, Risk [Doing things right] Source: http://www.portmonFramework.com Why Multi-Projects are not managed as a program? Why Multi-Projects are not managed as a program? 31
    32. 32. Relationships among … 32
    33. 33. Project Management Office (PMO)
    34. 34. What is a PMO exactly? (1/2) 34
    35. 35. An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project. A PMO is defined as that organizational element charged with the responsibility for the creation and oversight of an overall management system which provides for the effective conduct of Program Management activities and accomplishment of broad organizational goals”. PMI PMOSIG Microsoft Office Word 97 - 2003 Document What is a PMO exactly? (2/2) The Project Management Institute (PMI®) is the world’s leading not-for-profit project management professional association. The website is www.PMI.ORG It is a PMI®’s Specific Interest Group (SIG). The website is www.PMOSIG.org 35
    36. 36. The Project Manager 1. Focuses on the specified project objectives 2. Controls the assigned project resources to best meet project objectives 3. Manages the constraints (scope, schedule, cost, and quality, etc.) of the individual projects The PMO 1. Manages major program scope changes which may be seen as potential opportunities to better achieve business objectives 2. Optimizes the use of shared organizational resources across all projects 3. Manages the methodologies, standards, overall risk/opportunity, and interdependencies among projects at the enterprise level 36 The Project Manager Vs. PMO
    37. 37. Why PMO? • CHARACTERISTICS OF A PMO THAT EXECUTIVES WILL EMBRACE: Executives will perceive value if the PMO helps the executives meet the goals on which they are measured 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 37
    38. 38. PMI’s Global PMO Survey 3838 38
    39. 39. PMI’s Global PMO Survey • Goal of Survey: use results as a basis to develop a global standard for PMO development • Web-based survey • 500 multi-project PMOs participated • Aspects examined Value Organizational context Form and structure Roles and functions 39 39
    40. 40. Key findings at a glance Most significant overall finding is a great variety and lack of consensus regarding the – Value of PMOs – Structure of PMOs – Functions included in their mandates •Implementing or restructuring a PMO is usually a significant organizational change 40 40
    41. 41. 01/30/15 41 ”PMOs do not exist in a vacuum… they imbue the culture and context of their respective organization” Dr. Brian Hobbs 41
    42. 42. What functions do PMOs perform? PMI Report―27 functions in 5 major categories 42 42
    43. 43. Top 10 most important functions of a PMO Key Important Functions Report project status to upper management 83% Develop and implement a standard methodology 76% Monitor and control project performance 65% Develop competency of personnel including training 65% Implement and operate a PMIS 60% Provide advice to upper management 60% Coordinate between projects 59% Develop and maintain a project scoreboard 58% Promote project management within the organization 55% Monitor and control performance of PMO 50% 43
    44. 44. Effect Participate Target Monitor Control Assist PMO Types PMO types: • Weather Station ('Monitor') • Control Tower ('Monitor + Control') • Rescue Team ('Monitor + Control + Assist') • Squadron commander ('Monitor + Control + Assist + Participate') • Portfolio Manager ('Monitor + Control + Assist + Participate + Effect') 44
    45. 45. PMO Weather Station Which PMO type to adopt 45
    46. 46. Why PMO Weather Station (1/2) Sometimes executives get nervous about all the money they're spending on projects without their really knowing what's happening. 46
    47. 47. Why PMO Weather Station (2/2) They get confused by different reporting formats coming from different project managers with different varieties of jargon, plus the sheer number of activities going on at once. To end their confusion, they set up a “Weather Station.” 47
    48. 48. PMO Center Of Excellence Which PMO model to adopt 48
    49. 49. OGC Best Practice Common Glossary (updated) Guides 2009 Portfolio, Programme and Project Offices (P3O®) Updated 2007 M_o_R®OGC Gateway™ Updated 2008 Models Portfolio, Programme and Project Management Maturity Model (P3M3™) PRINCE2® Maturity Model (P2MM) Refresh pending Updated 2007 ITIL® Portfolio Guide In Development MSP™ Programme Management Updated 2007 Refresh underway PRINCE2® Project Management Refresh underway Achieving Excellence in Construction The Office of Government Commerce (OGC) is an independent office established to help Government departments and other public sector organisations deliver best value from its spending. OGC provides policy standards and guidance on best practice in procurement, projects and estate management. The website is www.OGC.gov.uk 49
    50. 50. Project Management PRINCE2 Programme Management MSP Portfolio Management Guide Portfolio Programme and Project Offices (P3O) How well? P3M3 Management of Risk (MoR) 50
    51. 51. 51 • Organisation Portfolio Office Model PMO Models (1/2) 51
    52. 52. PMO Models (1/2) • Hub and Spoke Model 52
    53. 53. Why PMO center of excellence (1/3) PMOPMO Project Management Office PMOPMO Project Management Office PMOPMO Project Management Office PMOPMO Project Management Office PMOPMO Portfolio Management Office (Portfolio Support Functions) PMOPMO Portfolio Management Office (Portfolio Delivery Functions) Center Of Excellence 53
    54. 54. Why PMO center of excellence (2/3) PMOPMO Portfolio Management Office (Portfolio Support Functions) PMOPMO Portfolio Management Office (Portfolio Delivery Functions) Center Of Excellence Center of Excellence Functions Standards Training and coaching Assurance Good practice Knowledge management Tools Consultancy 54
    55. 55. Why PMO center of excellence (3/3) PMOPMO Project Management Office PMOPMO Project Management Office PMOPMO Project Management Office PMOPMO Project Management Office PMOPMO Portfolio Management Office (Portfolio Support Functions) PMOPMO Portfolio Management Office (Portfolio Delivery Functions) Center Of Excellence 55
    56. 56. PMO proposed solution PMOPMO Weather Station (reporting Functions) Center Of Excellence 56
    57. 57. Why this PMO proposed solution (1/3) PMI Report―27 functions in 5 major categories 57
    58. 58. Why this PMO proposed solution (2/3) • Category 1 Functions: Report project status to upper management Monitor and control project performance Implement and operate a Project Management Information System Develop and maintain a project scoreboard 58
    59. 59. Why this PMO proposed solution (3/3) • Category 2 Functions: Develop and implement a standard methodology Promote project management within the organization Develop competency of personnel including training Provide mentoring for project managers Provide a set of tools without an effort to standardize 59
    60. 60. Nexus PMO Model
    61. 61. PeoplePeople ProcessProcess TechnologyTechnology Increasing Project Management MaturityIncreasing Project Management Maturity StrategyStrategy Common Scheduling ToolCommon Scheduling Tool Resource BalancingResource Balancing MetricsMetrics Time & Cost TrackingTime & Cost Tracking Business FocusBusiness Focus Portfolio ManagementPortfolio Management Contract AdministrationContract Administration Earned ValueEarned Value Standardize PMBOKStandardize PMBOK Executive CommitmentExecutive Commitment Standard MethodologyStandard Methodology Tools & TechniquesTools & Techniques Project FrameworkProject Framework Quality ProcessQuality Process Common ApproachCommon Approach TrainingTraining Career PathsCareer Paths CompensationCompensation CertificationCertification Coaching & MentoringCoaching & Mentoring Work EnvironmentWork Environment Org. StructureOrg. Structure PracticePractice WorkshopWorkshop Project Management Office (PMO) KnowledgeKnowledge StrategyStrategy KnowledgeKnowledge Introduction – Nexus PMO model 61
    62. 62. PMO services (1/13) 1. PMO Strategy 2. Development Project Management Methodology 3. Project Administrative Support 4. Project Training & Coaching 5. Executive Information Before Establishing After Establishing 62
    63. 63. What do I focus on to achieveWhat do I focus on to achieve our PMO strategy?our PMO strategy? Focus OnFocus On thesethese areasareas Develop theDevelop the MethodologyMethodology Implement itImplement it on theon the Software toolSoftware tool Who’sWho’s Affected?Affected? Teach theTeach the People!People! To whom theTo whom the projects information?projects information? ExecutivesExecutives MeasureMeasure performancperformanc ee ProjectProject ManagementManagement MethodologyMethodology ProjectProject AdministrativeAdministrative SupportSupport ExecutiveExecutive InformationInformation Project TrainingProject Training & Coaching& Coaching PMOPMO StrategyStrategy 63 PMO services (2/13)
    64. 64. PMOPMO StrategyStrategy OPM3 PMOStrategicThemes BenefitBenefit Set VisionSet Vision & evaluate performance& evaluate performance Focus OnFocus On thesethese areasareas PMO StrategyPMO Strategy 64 PMO services (3/13)
    65. 65. • Define PMO Strategy • PMO vision and mission statement • PMO goals and objectives • Performance measurements and evaluation • Define PMO Functions and Staff Roles • Adopt a Project Management Maturity Model • Monitoring and implementing best practices • Quality Improvement. 65 PMO services (4/13) PMO StrategyPMO Strategy
    66. 66. ProjectProject ManagementManagement MethodologyMethodology Strategic Planning Project Quality PM Guidelines PM Methodology PMBOK BenefitBenefit StandardizationStandardization PMOPMO StrategyStrategy 1 2 3 4 5 6 7 8 9 10 Focus OnFocus On thesethese areasareas Develop theDevelop the MethodologyMethodology Project Management MethodologyProject Management Methodology 66 PMO services (5/13)
    67. 67. • Develop project management processes • Develop project templates, registers, and checklists • Develop issue management process • Develop change management process • Set standards for implementing procedures • Develop project management guidelines • Develop reporting system • Audit this methodology regularly Project Management MethodologyProject Management Methodology 67 PMO services (6/13)
    68. 68. PMOPMO StrategyStrategy ProjectProject AdministrativeAdministrative SupportSupport BenefitBenefit UtilizeUtilize TechnologyTechnology Develop theDevelop the MethodologyMethodology Implement itImplement it on theon the Software toolSoftware tool ProjectProject ManagementManagement MethodologyMethodology Project Administrative SupportProject Administrative Support ID WBS Task Name Duration 1 1 Senior admin 24 days 2 6-7 Strike committee 1 day 3 7-8 Discuss curriculum 1 day 4 9-12 Evaluate proposed curriculum 2 days 5 13-14 Evaluate proposed instruments 2 days 6 2 Curriculum 23 days 7 1-2 Develop questionnaires 2 days 8 2-3 1st Division 4 days 9 2-4 2nd Division 2 days 10 2-5 3rd Division 2 days 11 3-8 1st Division 3 days 12 4-8 2nd Division 2 days 13 5-8 3rd Division 2 days 14 8-9 Develop draft curriculum 10 days 15 12-15 Make revisions 2 days 16 3 Evaluation 25 days 17 10-11 Conduct literature review 4 days 18 11-13 Create reaction evaluation instrument 1 day 19 9-13 Create behavior evaluation instrument 3 days 20 14-15 Make revisions 1 day 21 4 Pilot Study 4 days 22 15-16 Conduct pilot study 4 days S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S 01 Oct '00 08 Oct '00 15 Oct '00 22 Oct '00 29 Oct '00 68 PMO services (7/13)
    69. 69. Project Administrative SupportProject Administrative Support • EPM tool implementation • EPM tool operation • Project plan/schedule development and update • Adopt Program Management concept • Select an appropriate PMO tool 69 PMO services (8/13)
    70. 70. PMOPMO StrategyStrategy ProjectProject TrainingTraining & Coaching& Coaching Who’sWho’s Affected?Affected? Teach theTeach the People!People! Implement it onImplement it on the Software toolthe Software tool BenefitBenefit AbilityAbility ProjectProject ManagementManagement MethodologyMethodology ProjectProject AdministrativeAdministrative SupportSupport Project Training & CoachingProject Training & Coaching 70 PMO services (9/13)
    71. 71. Project Training & CoachingProject Training & Coaching • Project management skills development • Mentoring the senior management • Coaching the project manager and project team • Develop and provide project management training sessions • Assess the organization structure • Recommend a new structure • Change the organization behavior and culture 71 PMO services (10/13)
    72. 72. Met rics Rep orts BenefitBenefit RightRight decisionsdecisions Executive Information ServicesExecutive Information Services PMOPMO StrategyStrategy TrainingTraining & Mentoring& Mentoring ProjectProject ManagementManagement MethodologyMethodology ProjectProject AdministrativeAdministrative SupportSupport ExecutiveExecutive InformationInformation ServicesServices To whom theTo whom the projects information?projects information? ExecutivesExecutives MeasureMeasure performancperformanc ee ? Performance Measurement Baseline 0 10000 20000 30000 40000 50000 60000 70000 80000 January February March April May June July BAC PV EV AC 72 PMO services (11/13)
    73. 73. Executive Information ServicesExecutive Information Services • Executive dashboard • Project prioritization • Support portfolio management • Risk assessment • Knowledge management. • Project archiving • Lessons learned • Historical data 73 PMO services (12/13)
    74. 74. What do I focus on to achieveWhat do I focus on to achieve our PMO strategy?our PMO strategy? Focus OnFocus On thesethese areasareas Develop theDevelop the MethodologyMethodology Implement itImplement it on theon the Software toolSoftware tool Who’sWho’s Affected?Affected? Teach theTeach the People!People! To whom theTo whom the projects information?projects information? ExecutivesExecutives MeasureMeasure performancperformanc ee ProjectProject ManagementManagement MethodologyMethodology ProjectProject AdministrativeAdministrative SupportSupport ExecutiveExecutive InformationInformation Project TrainingProject Training & Coaching& Coaching PMOPMO StrategyStrategy 74 PMO services (13/13) Continuous Improvement
    75. 75. Continuous Improvement • PMO additional services 75
    76. 76. Your Thoughts 76

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