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Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
Re-!magine the Next Generation PMO
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Re-!magine the Next Generation PMO

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Re-!magine the Next Generation PMO, was a presentation that delivered at a University of Denver for a host of senior Project Management Professionals. In this deck we discuss the shift that is taking …

Re-!magine the Next Generation PMO, was a presentation that delivered at a University of Denver for a host of senior Project Management Professionals. In this deck we discuss the shift that is taking place within most organizations, where is the PMO is been tasked with major responsibilities to lead strategic initiative and improve business performance.

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  • 1. Re – !magine The Next Generation PMO Accelerating Business Performance in a Disruptive Age… !
  • 2. The Changing Business Landscape – 
 Realities confronting Executives today… Rising Expectations Consumers/staff want the same personalized, on- demand treatment they are used to in their personal lives 37% of U.S. information workers use non-IT supported technologies at work Changing Business Models New competitors, new business models, are competing for IT budgets There has been a 30% proliferation in the IT Outsourcing space Financial Pressures Innovation Everywhere Innovation can come from anywhere, anyone, and at anytime Greater than 50% of new product innovation come from customers, suppliers and partners Less than 2% of 2500 global companies analyzed by AT Kearney showed increased in IT spend in 2011 IT budgets are being reduced and asked to do more with less while maintaining the same level of quality Page § 2
  • 3. “today's PMOs are tasked with significant challenges but also possess great opportunities to become a strategic part of a business' delivery process. PMOs that the business sees as a strategic partner flourish, and those that struggle to demonstrate value must change the conversation — or the business will bypass them” !" The Biggest Opportunity for 
 Business Transformation Source: Forrester Research & PMI – State of the PMO Study 2011 Page § 3
  • 4. Grew by 40 percent – from 40 percent Organizations with a PMO Over the last 12 years the number of in 2000 to 87 percent in 2012 2012 Arrival of the PMO Source: PM Solutions – State of the PMO 2012 Page § 4
  • 5. " PMOs are becoming more influential and entrenched than ever " ü 30% decrease in failed projects ü 25% of projects delivered under budget ü 22% improvement in productivity ü 19% of projects delivered ahead of schedule ü 31% increase in customer satisfaction ü 29% improvement in projects aligned with business objectives ü Cost savings of US$411K per project 2012 – 
 Year of The PMO… Source: PM Solutions – State of the PMO 2012 Page § 5
  • 6. Improve
 Organizational Efficiency Increase collaborations, streamline operations, and extract more value? Increase Customer 
 Satisfaction Delivering what is most beneficial to business needs, and staying relevant Speed Time to Value Increase return on company’s investment on critical projects How Do I… Challenges of Today’s PMO Become Strategic Businesses are requiring much and there is no time to focus on becoming strategic Reduce Risk Ensure business continuity, regulatory compliance and security? Page § 6
  • 7. Page § 7 The Way Forward – PMO Accelerator® The PMO Accelerator adequately helps you address these questions… "
  • 8. Page § 8 PMO Accelerator® - What is it? Delivering Business Value" §  It is a fusion of Agile, Lean, and PMI methodologies leverage to increase PMO relevance and performance by delivering outstanding results and values to business stakeholders
  • 9. Page § 9 PMO Accelerator – Value Proposition §  Based on our experience working with clients and our involvement in the industry, we believe that by focusing on the following five categories companies can accelerate project speed, predictability, and quality by 15 – 20% §  Embrace Strategic Portfolio Management §  Implement robust Program Delivery Management §  Develop Project Management Capabilities §  Leverage Performance Management and Analytics §  Create a flat Governance Framework
  • 10. GOVERNANCE TOOLS PROGRAM DELIVERY MGNT PROJECT MANAGEMENT PERFOMANCE MANAGEMENT STRATEGIC PORTFOLIO MGNT. PROCESS PMO Accelerator Framework Page § 10
  • 11. Tops-Down and Bottoms-up Workflow
 PMO Accelerator ® Framework Vision Mission Strategic Objectives Strategic Plan Governance Strategy Translation Portfolio Planning Portfolio Analysis Portfolio Selection Portfolio Prioritization Portfolio Management Portfolio Re-evaluation Program Planning Program Execution Establish Governance & Infrastructure Manage Incremental Benefits Program Controls Program Transition Ongoing Operations Project Management" Initiation Planning Execution Monitor & Control Close Transition Ongoing Operations Program Delivery Management" Strategic Portfolio Management" Top Level Business Strategy" Performance Analytics & Management" Page § 11
  • 12. Page § 12 Strategic Portfolio Management Examining and filtering of projects as it relates to their impacts on key strategic business objectives Constant mangement of portfolio performance, risks, and reporting results and benefits as expected Understanding business strategies and translating them to portfolio guidelines Checkpoint where overall portfolio progress and performance are being reviewed in terms of benefit realization, and impact on business strategy OMNI PMO Accelerator ®" Enabling Business Value
  • 13. Page § 13 Strategy Translation §  Define strategic requirements (Business driver, organizational dynamics) §  Develop portfolio principles, reporting framework, and KPIs, Portfolio Planning §  Creation drivers (strategy, existing issues, opportunities, and external) §  Selection (strategic fit, CBAs, benefit realization, and portfolio impact) §  Sequencing (comparative risk reward analysis, NPV, IRR, and ROI) Portfolio Management §  Progress and performance monitors §  Risks and issues management, control, and quality assurance review §  Executive dashboard reporting and exception reports Portfolio Re-evaluation §  Review of portfolio plan §  Review of company’s strategy and portfolio plan §  Ongoing end of projects benefit realization (actual vs. planned) Strategic Portfolio Management Approach, Tools, and Techniques"
  • 14. Executing" Support the success implementation of projects from initiation to close while focusing on benefit realization Planning" Core Competences Developing documents to facilitate understanding with stakeholders, and guide execution and control Controlling" Identifying, managing, tracking, and reporting on program risks, issues, changes, cost, deliverables, milestones, etc. Program Delivery Management OMNI PMO Accelerator®" Page § 14
  • 15. Page § 15 §  Program control – change management and scpoe verification §  Contengency management – technical, financial, and staffing §  Financial management – EVC, EVM, NPV, IRR, ABC, ROI, reporting §  Issue management – identify, analyze, resolve, and report §  Risk management – identifying, analysis, and response §  Performance management – reporting in planned vrs. actual §  Quality management – expectation management, metrics, etc §  Vendor management – procurement and capacity planning §  Knowledge management – captured, dissiminated, and stored Program Delivery Management Approach, Tools, and Techniques"
  • 16. Page § 16 Project Management Capabilities Initiate" Plan" Execute" Control" Close" Approved charter – comitting resources to start working on new projects PMI and PMBOK Guide" Delivering project through effective project execution Formal close of projects Download templates and update documents for sheer understanding amongs stakeholders Tracking, managing, and reporting on project risks, issues, changes, and performance
  • 17. OMNI Project Management Approach Page § 17 •  Project(Por)olio( Management(Bi2(Weekly( Analysis(and(Disposi;on( of(Submi@ed(Projects( •  Project(Ini;ated(in( Service(Now( •  Disposi;on(Project(in( Service(Now( •  Resource(Management( Plan( •  Updated( •  Request(for(Informa;on( (RFI)( •  Request(for(Proposal( (RFP)( •  Project(Planning(Workbook( •  Project(Defini;on(Document( •  Project(Plan( •  Budget(Worksheet( •  High(Level(Milestone(Plan( •  RACI(Matrix( •  Project(Issue(/(Risk(Database( •  Func;onal(Specifica;ons( •  Technical(Plan( •  Requirements(Fit/Gap( •  Business(Process(Flows( •  Mee;ng(Minutes( •  Team(Status(Report( •  Project(Status(Dashboard( •  Create(Project(in(Repository( •  Project(Kickoff( •  Project(Scope(Final(Review( •  Ongoing(Team(Mee;ngs( •  Status(Mee;ngs(with(Team/( •  Sponsors/(Stakeholders( •  Issue(/(Risk(Management( Mee;ngs( •  Change(Advisory(Board( •  Produc;on(Transi;on(Mee;ng( •  Readiness(Mee;ng( •  Training(Plan( •  Security(Plan( •  Support(Plan( •  Test(Plan(&(Test(Scenarios( •  Test(Defects(and(Resolu;on( •  Policies(&(Procedures( •  Technical(Specifica;ons( •  Change(Management(Request( •  Business(Con;nuity(Plan( •  Mee;ng(Minutes( •  Team(Status(Report( •  IT(Services(Pre2Release( •  Readiness(Checklist( •  Produc;on(Transi;on(Plan( •  Project(Status(Dashboard( •  Post(Implementa;on( Review( •  Mee;ng( •  Project(Team(Feedback( Mee;ng( •  Celebra;on( •  Lesson(Learned(Survey( •  Project(Close(Document( •  Post(Project(Documents( to(Right(Answers( •  Service(Now( •  Right(Answers( •  OMNI(Projects(Templates( •  PMO(Toolkit( •  Status(Dashboard( Define%( Design(&( Develop( Deploy( Closing( ( Deliverables%(Tools(Mee;ngs(
  • 18. OMNI Project Management Approach Page § 18 •  Disposi;on(Project( •  Project(Planning(Workbook( •  Project(Defini;on(Document( •  Project(Plan( •  Budget(Worksheet( •  High(Level(Milestone(Plan( •  RACI(Matrix( •  Project(Risk(Database( •  Project(Issue(Database( •  Mee;ng(Minutes( •  Create(Project(in(USF(Projects( •  Project(Risks( •  Technical(Plan( •  Project(Risks( •  Approve(Project(Defini;on(Document( •  Project(Status(Dashboard( •  Project(Risks(/(Issues( •  Requirements(Fit/Gap( •  Team(Status(Report( •  Project(Risks(/(Issues( •  Requirements(Fit/Gap( •  Business(Process(Flows( •  Func;onal(Specifica;ons( •  Team(Status(Report( •  Request(for( Informa;on((RFI)( •  Request(for( Proposal(RFP)( •  Ini;ate(Project( •  Assess(Project( •  Assess(Resource( Management(Plan( •  Disposi;on(Project( Define%( Design%&%Develop% Ini2a2on%( Assessment%%( Plan% Design( Project( Sponsor( Func;onal( Team( Technical( Team( Project(Manager( PPM(( TEam( Client(
  • 19. OMNI Project Management Approach Page § 19 •  Security(Plan( •  Test(Plan(&(Test(Scenarios( •  Technical(Specifica;ons(/(Development( •  Project(Issues(/(Risks( •  Team(Status(Report( Project( Sponsor( Func;onal( Team( Technical( Team( Project(Manager( PPM(( TEam( Client( Deploy( Closing% Build( Test( Transi2on% Close( •  Test(Plan(&(Test(Scenarios(( •  Project(Issues(/(Risks(( •  Team(Status(Report(( ( •  Support(Plan(( •  Test(Defects(and(Resolu;on(( •  Policies(&(Procedures(( •  Team(Status(Report(( ( •  Training(Plan(( •  Test(Defects(and(Resolu;on(( •  Policies(&(Procedures(( •  Change(Management(Request(( •  Team(Status(Report( ( •  Readiness(Checklist(( •  Produc;on( Transi;on(Plan(( •  Project(Status( Dashboard( •  Lesson(Learned( Survey(( •  Project(Close( Document(( •  Post(Project( Documents(to( Right(Answers(( •  Change(Management(( •  IT(Services(Pre2Release(( •  Business(Con;nuity( Plan(( ( •  Training(( •  Business(Con;nuity( Plan(( ( •  Approve(Readiness( Checklist((
  • 20. Business Value Delivered" Influence Solutions Execution" Create Solutions Manage Solutions Strategic Alignment" Provide Solutions •  % of Projects aligned with Business Objectives •  ($) Investment class targets •  ($) Business Units Investment class targets •  % Resource Utilization •  % Project Efforts •  % Project Churn •  % Increase in Project Success Rate •  % Decrease in Project Failure Rate •  Variance Analysis based on Activity Based Costing Model •  Customer Satisfaction % •  Business Value Realized •  Benefits Management PMO Performance Metrics Operational Efficiency" Page § 20
  • 21. Performance Analytics Reduce risks Increase profits Predict trends Competitive advantage What happened? Why did it happened? What’s happening now? What will happen? Online Queries Standard reports Visualization tools Ad hoc Queries Excel Analysis Dashboards Performance Management Key Performance Indicators Predictive Modeling Data Mining Experimentations Segmentation Analysis Simulation Cluster Analysis Risk Analysis Business Intelligence Business Analytics Key questions addressed by analytics" Page § 21
  • 22. Custom Approach •  Performance Assessment •  Consultation •  Technology •  Align with Business •  Maximizing Project ROI •  Accelerate Time Market •  Clarify Strategy •  Drive Performance •  Optimize Data Sustainable ResultsProven Process Why the PMO Accelerator? Page § 22
  • 23. Assess Alternatives Align Strategic Investments Mitigate Risks Manage Financials Optimize Resources Accelerate Performance Benefits of PMO Accelerator™ A comprehensive approach…" Delivering Business Value" §  Align project operations with business strategy §  Accurately forecast costs, schedules and resources §  Provide enterprise-wide transparency of project portfolios §  Optimize resource utilization and supply chain §  Collaborate across functions for better decision making §  Reduce total cost of ownership Customers" Page § 23
  • 24. At OMNI we are committed to delivering business value:   •  Accelerate strategic alignment by enabling your business strategy to drive the selection and management of enterprise investments and strategic resources   •  Increase your ROIP through innovative and creative concepts/ideas/strategies delivered by our expert consultants   •  Improve operational performance by optimizing business processes and project delivery based on best practices and by enhancing process governance   •  Reduce total cost of ownership and free up funds for innovation by enhancing your IT strategy and landscape and effectively managing your IT investment How We Can Help? Page § 24
  • 25. How We Do It? 
 Enable Business Transformation The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. People" Processes" Technology" Delivering" Business" Value" Business Transformation requires integration between people, processes and technology; as the strategic platform to align business strategy
  • 26. Experienced Consultants •  All of our consultants have the practical experience •  Our consultants are Thought Leaders Relevant Experience" •  Project & Program leadership roles with multiple organizations •  Publication, White Papers •  Conference speakers Client Empowerment" •  Work closely with clients to deliver knowledge transfer •  Provide on-going support and training of all client needs Our People
  • 27. STRATEGY OPERATIONS TECHNOLOGY PEOPLE ON PREMISE ON DEMAND World Class Prove Process Model – For World Class Organizations
  • 28. Our Process – Six Steps To Success §  Build Coalition with Business §  Identify Business needs §  Create PMO Offerings §  Develop Delivery Process §  Apply Change Management §  Monitoring & Administration §  Service Level Management §  Integration Management PMO Integrated Delivery Methodology §  Establish PMO Champion §  PMO Business Case/ROI §  Create PMO Charter §  Conduct Maturity Assessment §  Identify Stakeholders §  Survey Customers §  Create Service Delivery Model §  Define Hi- Level Requirements & Functions §  Establish Tools, Process/ People Skills §  Validate PMO Architecture §  Implement Offerings §  Migrate Projects into EPM §  Verify Value Proposition §  On Going Performance Analysis §  Educate Business on Offerings OPERATE OPTIMIZE DEVELOP DEFINE DESIGN DEPLOY Step 3 Step 4 Step 5 Step 6Step 1 Step 2
  • 29. Our Process – 
 250+ Customized Artifacts Page § 29 Level 3 EPMO Deployment Project Status Dashboard − Overall Status Milestones/Del. Costs/Budget Requirements Overall Status Next Milestone Issues/Risks !  Establish PMO Champion !  Complete PMO Justification !  Services Delivery Model !  Detailed Delivery Offerings !  Develop Delivery Processes !  Install EPM Tools !  Roll Out Services Offerings !  Educate Business !  Very Value Prop. Based on the CPI & SPI analysis we are curently projecting that this project will experience a major cost overrun due to delay in IT processing the Project Host requirements The project team is still waiting for IT to approve Project Host as an approved Aplication Service provider to Level 3 for the MS EPM system Overall this project is on track is currently still scheduled to complete on budget, schedule, and within scope Install EPM System Roll Out Service Offerings There are no major issues to report at this time Risk – Please refer to the Slide 4 for Risks details Project Name Level EPMO Deployment Date 03-22-2012 Author Alvin McBorrough Level 3 EPMO Deployment EPMO Deployment − Timeline Project Plan! EPMO Deployment Days January February March April Procedures 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Define Phase 6 Establish PMO Champion 0 Form Initial Project Team 1 Create PMO Justification 5 Define Phase Complete 0 Design Phase 40 Create Service Delivery Model 40 Develop Detailed Offerings 10 Develop Delivery Processes 20 Design Phase Complete 0 Deploy Phase 20 Install EPM Tools 20 Roll Out Service Offerings 20 Deploy Phase Complete 0 Sustain Phase 16 Educate The Business 15 Refine Delivery Methods/Tools 10 Verify Value Proposition 1 Sustain Phase Complete 0 Level 3 EPMO Deployment Project Risks − Dashboard Assessment Scheme for the Qualitative Risk Assessment! OccurrenceProbability High >75% Low <25% Impact on the Project (Deadlines, Costs, Quality) Low High Medium 25%-75% 1 23 4 1.  EPM system requires IT approval 2.  Educate the Business 3.  Time required for training 4.  EMP Configurations ready for go live IT PMO & Business PMO Project Host Medium Level 3 EPMO Deployment Project Performance Index Cost Performance Index Schedule Performance Index 0,92 0,81 Cost Performance Index and Schedule Performance Index Time Dollars Reporting Cut-off-Date Projected Slippage Estimated Cost at Completion Projected Overrun Budgetat Completion Total Budgeted Cost Actuals Plan Earned Value
  • 30. Bottom Up Top Down Our Technology – 
 MS Enterprise Project Management
  • 31. We are a team of business and technical experts consulting in industries undergoing profound change Strategy" Operations" Technology" People" We help companies implement their most complex projects so they can adapt, shift gears and thrive …our Mission Who We Are… The OMNI Consulting Group…
  • 32. Technology Operations People Strategy •  Business Strategy & Innovation •  Post Merger Integration •  Customer Experience Management Analytics •  Enterprise Project & Portfolio Management •  PMO Setup & Operations • Business Process Excellence • IT Strategy & Transformation • Business Analytics • Data Management •  Organizational Change Management • Customized Training What We Do… Page § 32 Enable Buisness Outcomes…
  • 33. 
 A little hand holding now…
 A lot of high fiving later… Replicable"Speed" Accelerate time to market Scale" Resources quickly and securely Flexible" Agile & focus on client needs Simplify" Transforming the complex Established processes and best practices Targeted Practical, Focused on Results…
  • 34. Benefits To Our Clients Enabling Business Outcomes Realize the full value of your PMO investment with world-class people, processes, and technology Monetization & Time to Market Innovation & Differentiation Cost Optimization Operational Excellence BusinessRelevance Services Relevance Business Outcomes Architecture/ Solutions and Business Models Systems Products
  • 35. Want More?
  • 36. Alvin McBorrough
 Managing Partner 
 The OMNI Consulting Group amcborrough@omni-pm.com
 303-261-6320

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