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Symposium presentation by HumanWare Project Management Center http://www.humanwareonline.com/project-management/

Symposium presentation by HumanWare Project Management Center http://www.humanwareonline.com/project-management/

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  • Manuale del Corso “ Fondamenti di Project Management” © 2012 HumanWare s.a.s. Via Tino Buazzelli, 51 – 00137 ROMA Tel. +39 06.823861
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  • Manuale del Corso “ Fondamenti di Project Management” © 2012 HumanWare s.a.s. Via Tino Buazzelli, 51 – 00137 ROMA Tel. +39 06.823861

Project management office value Project management office value Presentation Transcript

  • PMO ResearchProject Management Office ValueLondon 2008
  • PMO – Value Proposition A 2002 study by KPMG found 65% of the companies surveyed reported that their projects were:  Grossly over budget  Far behind schedule  Involved non-performing technology  Over half of the executives interviewed believed that this state was Normal According to the Standish Group:  50% of projects cost twice their budget  16% of software development projects are completed on time  31% of projects are cancelled before completion
  • PMO - Managing Risks Controls – Define, implement and enforce measurements Expectations – Ensure consensus at project inception Key elements – Standards to ensure completeness Requirements – Change management controls to prevent creep Communications – Required reviews and health checks Project Complexity – Review of projects by senior staff Project Management skills – Mentoring and education programs Implementation strategy – Application of best practices Roles and responsibilities – Clearly defined and understood Leadership and sponsorship – Obtain and maintain commitments
  • PMO – Goals Customer satisfaction  Ensure delivery of project that meets or exceeds customer expectations Process excellence  Improve project management processes to drive process excellence Value realization  Capture and communicate benefits and any positive/negative change to the business resulting from the project Compliance  Security and regulatory requirements must be able to be built in as part of the deliverables of the project results. Not an after-thought, but planned activities. Transition management  Manage transition of People, Processes to close the loop of project completion Leadership and sponsorship – Obtain and maintain commitments
  • PMO & Maturity Model Maturity Level Key Point Performance Effective Span Key PM Focus Planned Deliverables 5 Integration within Continuously improving Enterprise PM Center of Excellence •Improvements Optimizing business Continuous Improvement •Knowledge base additions strategy & operations 4 Solidify gains & Comprehensive; high Multiple Business Units Committing to a project • Performance measurement & Refining PM expand Quality; high management culture improvement Process customer satisfaction • Knowledge base (e.g., estimating2 – 5 years data) 3 Macro-level Integrated; Multiple Project Implementing PM • Move to project-based (matrix) Standardizing PM Change positive value-added processes for organization Process results Governance & multi- • Program management project management Decreasing Risk 2 Stabilize Local consistency; Single Project Introducing a structured • PM Methodology & tools Controlling Performance Short term positive PM approach • Measurement Projects results Portfolio controls • Central project repository • PM Training 1 Acknowledge Ad hoc; heroes, Pilot projects; single Using inconsistent PM • PM Framework Defining PM negative impact inconsistent results business area processes • Development methods (Common • PM Training Process) • Executive orientation • Common language
  • PMO & Maturity Model
  • PMO - Transition Management Transition Management Portfolio Program Multi-Project Single Project Management Management Management ManagementPurpose Selection and Create and Resource Perform Prioritization Manage Allocation Provide products, information processes and servicesFocus Strategic Strategic/ Tactical Tactical tacticalPlanning Long and Long term Medium to Medium to shortEmphasis Medium Term Short TermResponsibility Executive with Program Project and/or Project manager PMO support manager with Functional with Functional functional (Resource) manager support support Manager with PMO
  • PMO - Transition Management Where are you?
  • Which PMO?Project Office Basic PMO Standard PMO Advanced PMO Center of ExcellenceManage the preferred Establish essential Introduce PM structure Expand PM and Review and analyzeproject team structure project roles and business alignment project organization relationships and structure • Specify standard • Evaluate PM structure • Develop PMO • Analyze effectiveness roles for project team options organizational of PM organization members alignment • Implement preferred • Examine • Facilitate internal project team structure • Align project effectiveness of business unit managers with PMO project team structure relationships • Implement preferred PMO staffing • Manage broader • Identify capability • Identify project structure stakeholder associated with stakeholders alignment current structure and participation
  • PMO – Big Picture Level of Services Strategic Strategic PMO Components Span of Control • Organization Permanent • Structure on Enterprise Enterprise • Communications ti • Competencies and lu Capabilities vo Program Program • Risks and Issues E • Staffing and Temporary Procurement Project Project Reporting Guidance Full Reporting Guidance Full
  • PMO - Needs
  • PMO - Roadmap Portfolio Management Program Management Project Management • Translate the • Establish standards • Plan, control and Strategic Plan, to and procedures to execute the create a portfolio of manage portfolio component projects. programs. components. • Provide and control • Manage resources • Manage the resources to ensure and capital at the execution of success of the highest level programs and inter- Strategic Plan, from disciplinary points of the ground up. interaction.
  • PMO - Roadmap Strategic Assess Strategize Plan Implement Review Translate Assess the Determine Create and Set it up the firm’s state and strategic approve a Roll it out Strategic capacity of approach, tactical plan Plan into a Program scope of to make the Staff it portfolio of Management services strategy a Train the work to be in place today and span of reality owners and performed control to be stakeholders taken Strategic Program Management Approach Enterprise Program Management Approach
  • PMO - Roadmap Execution Executive Sponsor • Tools • Training & Mentoring Steering Enterprise • Executive Reporting • Vendor Management Committee PMO • Program/Project Managers • Organization Model Program PMO • Methodology Development Manager • Governance Procedures • Subject Matter Experts Team 1 Team 2 Team 3 • Development Facilities • Integration Services Project Teams
  • PMO Value PMO strives to be a full-service providerPMO MindsetIntegrator - Assimilating technology, people, process, equipment to a common goalFacilitator - Creating collaborative opportunities to turn intentions to actionsAccountability Experts - Embracing the ownership of results to meet expectationsin time, budget, quality and customer satisfaction
  • PMO Functional Deployment Senior PMO Project/ Staff Program Managers Director Manager Process- Project specific management expertise expertise Ensuring no overlapping Prioritizing Involving projects projects stakeholders EnsuringProviding data for end-game becomesdecision making Ensuring business-as-usual projects can be Providing tools for Ensuring executive deployed broadly data mgmt support coordinating project Increased developing project management activities management processes productivity
  • PMO Funding  PMO cost should be fully funded by projects  Customer projects – by customers  Internal Projects – by Department sponsoring the project  Global projects – by the Global Capital Budget – fund allocation.  Short term to leverage technical consultants who have strong project management skills, and engage contract project managers  Long term to recruit permanent resources justified by demand, and supplemented by contractors  Run like a “business”  Generate demand through effectiveness  Driving cost down through Internal Projects and skills development  Strive for cost transparency to manage the right cost drivers
  • Thank You!http://www.humanwareonline.com/project-management/http://www.humanware.it/