Types of PMO The higher the PMO, the more general andEnterprise PMO TOP Mgmt transversal the scope. Functional PMOs dealLine PMO CIO CFO CxO with more specific contentsMétier PMO Metier 1 Metier 2 Metier n F12 F21 F12 F22Functional PMO F13 F23
Types of systems interacting with PMOs Project manage Systems interact with ment tools each other (yellow … Budgets arrows) and with the external world (orange Reportin Accoutin arrows). g tools g ERP’s Code PMO Project qualifica Helpdes tion k Testing Purchas automat e order es maker List of Porfolio acitvitie Mgmt s tools
Conclusion part 1PMOs differ in organisation by Level they are working at Type of information they manage Type of phase they supportBut also Due to the various maturity levels of and within the organisation Value is perceived differently by the various stakeholders and access to relevant info is generally not easy Information needs are linked to the nature of stakeholders: it must be specific to their needs
PM tools manage muchData in traditional PM tool (1/2) info per project and t Project 1 produce global ‘static’ pictures with last relevant data. As these raw data all come from the same system, we consider it as a blurred, monochrome picture Project n Blurred, monochrome picture
PM tools manage muchData in traditional PM tool (2/2) info per project and t Project 1 produce global ‘static’ pictures with last relevant data. As these raw data all come from the same system, we consider it as a blurred, monochrome picture Project n Blurred, monochrome picture
Proposition 1 : use only useful PM data Project ID Rule #1 : use someSignaletic Project Name functional data Project ManagerProgress Start Date & not all Finish date technical data available Tasks Progress « Meteo » Figures Trend TeamsOBS link Focused monochrome picture !
Proposition 2 : add more data Project ID Project Name Rule #2 : combine data Project Manager from other sources. Start Date Finish date 1+1 > 2 Progress Meteo Trend Budget Accounting % consumed Project ManagerOperational tools % milestones achieved
Proposition 3 : enrich & qualify your data Project ID Project ID Rule #3 : qualify & Project Name Project Name Project Manager Start Date Project Manager Start Date enrich your data to Finish date Finish date KQI01 produce missing KPI01 Progress Meteo % Progress Meteo elements Trend Trend Budget Budget % consumed % consumed Project Manager Project Manager % milestones % milestones achieved achieved KPI02 KQI01 : PM definition Colour picture ! KPI01 : % Progress vs Budget KPI02 : % Progress vs. Calendar elapsed TH01 : calendar elapsed %
Proposition 4 : build your PMO ‘memory’ t1 tp Project 1 Rule #4 : historise combined data & generate more enrichments and DQ controls Project n
Proposition 5 : produce all governance Set of integratedinputs reports with the same scope, used in different governance bodies. One single reporting truth!
Proposition 6 : see your information fromdifferent points of view Dashboards with drill- down and ‘back in time’ capacity that can explain all figures.
Conclusion part 2 : This enables to … Aggregate the information easily Go back in the the past Generate trends analysis (raw data, quality, enrichments…) Detect anomalies by comparing ‘alike’ data Progress vs. % Milestones reached Progress vs. Budget consumption … Calculate key performance indicators PM 6 month rotation < 6 Expected burn rate to finish … Produce dynamic dashboards
Information life cycle Decisions impact the rogram Organisation organisation PMO Other Governance sources Organisations generate Input is available to data (referentials, make informed progress, budgets, decisions (faster, orders, invoices, better and more forecasts, meteo...) reliable) decisions Data is controlled & transformed into intelligent Information PMO (KPIs, trends...) PMOOrganisations use other Data Information data to complete theirs
3 levers for improvement Driving actions through existing management rogram Organisation Other PMOsources 4 Governance Restitution of right info, at the 1 Capture of useful data right time & in the right format 3 data-driven management Transformation of data into info PMO PMO Data 2 Information Focus of DepFac intervention
Value Non intrusive Simplicity : use of a limited set of functional data vs. all technical data Time to deliver : short term delivery with first iterations in weeks & full solution in months Generic : valid for all types of PMOs Coherence : wide range of stakeholders using the same information Leverage of previous investments