PMO Proposal For Global Sales Operations


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Proposal to create a Worldwide Project Management Office for Hewlett Packard Sales Operations function

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PMO Proposal For Global Sales Operations

  1. 1. HP Software Global Enablement Project Management Office Proposal May 26, 2009
  2. 2. Project Management Office Value <ul><li>PMO Overall Goal </li></ul><ul><li>Manage or facilitate management of all major project based aspects of the Global Enablement program to ensure successful implementation of GE Plan of Record </li></ul><ul><li>PMO Major Objectives </li></ul><ul><li>Ensure Project structures, processes and tools are in place </li></ul><ul><li>Ensure education / enablement of targeted project managers in GE </li></ul><ul><li>- Help Manage program portfolio of projects on time and within budget </li></ul>
  3. 3. Why a PMO? <ul><li>Acts as an agent for management providing advice, coordination and oversight of key projects </li></ul><ul><ul><li>PMO is an operation function not a decision making one </li></ul></ul><ul><li>Accountable for execution of the target project portfolio </li></ul><ul><li>Provides a focal point for project managers to access and learn common templates, tools and practices </li></ul><ul><li>Provide a master plan overview of all key projects and their status and interactions </li></ul>
  4. 4. PMO Processes <ul><li>Project Management Office usually focuses on 3 main themes: </li></ul><ul><li>Project life-cycle management </li></ul><ul><li>Project portfolio management </li></ul><ul><li>Support functions </li></ul>
  5. 5. 1 - Project life-cycle management <ul><li>PMO & Project Formulation & Deployment </li></ul><ul><li>Project Management Structure </li></ul><ul><li>PMO Team Relationships </li></ul><ul><li>Consistent Project Management Approach in GE </li></ul><ul><li>Project Control via QS & Templates usage </li></ul><ul><li>PMO Summary for lifecycle </li></ul>
  6. 6. PMO & Project Formulation & Deployment <ul><li>Request for New Project / </li></ul><ul><li>Major Change to Existing Project. </li></ul><ul><li>PMO helps PM to: </li></ul><ul><li>Establish Scope </li></ul><ul><li>Work Approach </li></ul><ul><li>Duration </li></ul><ul><li>Effort Required </li></ul><ul><li>Other Business Questions Answered </li></ul><ul><li>Management review </li></ul><ul><li>Project Charter </li></ul><ul><li>Decision whether to approve Project </li></ul><ul><li>If approved Project moves into Implementation </li></ul><ul><li>Project Execution and Management </li></ul><ul><li>PMO helps with Work breakdown structure </li></ul><ul><li>Helps Monitor Risk and Scope </li></ul><ul><li>Acts as Advisor and Oversight </li></ul><ul><li>Ensure proper closure and retrospectives </li></ul><ul><li>Recognition for team </li></ul>
  7. 7. Project Management Structure Structure Plan Control Conclude <ul><li>Work Breakdown Structure </li></ul><ul><li>Resource Plan </li></ul><ul><li>Project Charter/PDS/ Scope </li></ul><ul><li>Risk ID’ing </li></ul><ul><li>Templates </li></ul><ul><li>Project Launch </li></ul><ul><li>Lifecycle </li></ul><ul><li>Status Reporting </li></ul><ul><li>Issues/Decision Log </li></ul><ul><li>Parking Lot </li></ul><ul><li>Scope control </li></ul><ul><li>Retrospective </li></ul><ul><li>Feedback for future improvements </li></ul><ul><li>Standard processes & deliverables can be used with any kind of project: </li></ul><ul><ul><li>Software development </li></ul></ul><ul><ul><li>Process development </li></ul></ul><ul><ul><li>Marketing Program development </li></ul></ul><ul><ul><li>Building a house </li></ul></ul>
  8. 8. PMO Team Relationships Planning Team HP-IT PMO GE Management <ul><li>PMO & Project teams: </li></ul><ul><ul><li>PMO provides guidance, templates, tools, processes to Project teams. </li></ul></ul><ul><ul><li>Gets feedback from teams on those tools etc. to make improvements </li></ul></ul><ul><ul><li>Could provide overview roll-up of key project progress etc. for management </li></ul></ul><ul><li>Planning : Plan of Record, Roadmap validation, Coverage for key projects </li></ul><ul><li>GE management : Updates via Staff meetings and overall updates </li></ul><ul><li>HP-IT : Quicksilver Enhancements / Changes </li></ul><ul><li>Project Sponsor : Escalation decisions, Project Plan signoff, Status reports </li></ul><ul><li>External Stakeholders : Business Units, Regional Enablement involved in creation and execution </li></ul>Project Sponsors External Stakeholders Project teams
  9. 9. Consistent Project Management Approach Needed in GE <ul><li>PM has End to end responsibility of a project </li></ul><ul><ul><li>(includes all BU and regional communications and coordination) </li></ul></ul><ul><li>Manages project plan creation and execution </li></ul><ul><li>Reports into the PMO and adheres to PMO processes and procedures </li></ul><ul><ul><li>(e.g. Standard Life Cycle process, reporting standards) </li></ul></ul><ul><li>Provides resource estimates and gaps </li></ul><ul><li>Manages issues and escalation </li></ul><ul><li>Enforces change control processes </li></ul><ul><li>Provides schedule updates </li></ul><ul><li>Performs risk management </li></ul><ul><li>Provides communication within and outside project team </li></ul>
  10. 10. Project Control via QS & Templates usage Structure Project Control File (PCF) Project Templates Work breakdown structure (WBS) in larger projects
  11. 11. PMO Summary <ul><li>Leads: Tony Hinojosa </li></ul><ul><li>Activities </li></ul><ul><ul><li>Manage overall program project portfolio on time within budget </li></ul></ul><ul><ul><li>Ensure program tools and processes are developed and evolved </li></ul></ul><ul><li>Core Members: To Be Determined </li></ul><ul><li>Extended Members: TBD </li></ul><ul><li>Stakeholders: Global Enablement teams and management </li></ul>Major activity: Reports – Monthly Weekly and as needed PMO
  12. 12. 2 - Project Portfolio management <ul><li>Operational vs Portfolio Status Reporting </li></ul><ul><li>“ Tollgate” Reviews </li></ul>
  13. 13. Operational vs Portfolio Status Reporting PMO Monthly Portfolio Reports Project team members Team Leads PM for Integration Strategy Project team members Team Leads PM for R3.0 Project team members Team Leads PM for R4.0 Project team members Team Leads PM for R2.1 Sponsors Stakeholders PM Template Control Weekly Operational Reports
  14. 14. “ Tollgate” Reviews* <ul><li>Purpose: Decide whether to continue project, kill it or change it. Reviewed from at least 3 perspectives: </li></ul><ul><li>Business Need </li></ul><ul><li>Progress </li></ul><ul><li>Cost Example of Questions to be asked at Reviews: </li></ul><ul><li>Are the justifications for project still valid? </li></ul><ul><li>Is Project making expected progress? </li></ul><ul><li>Are solutions appearing faster than problems or vice-versa? </li></ul><ul><li>Are resources (people, money) being used efficiently </li></ul><ul><li>What is final total cost to complete? </li></ul>*An effective tollgate process which can tell ‘bad’ from ‘good’ projects and terminates ‘losers’ is a key difference between ‘best-in-class’ organizations an others
  15. 15. Tollgate Process Evaluate Business Need Evaluate Project Progress Evaluate Resources Used Project charter Toll gate Decision Terminate project Cannot pass tollgate Business case still valid Terminate project Cannot pass tollgate Progress adequate Cannot pass tollgate Terminate project Pass tollgate Business Climate Strategic Direction Stakeholders input
  16. 16. 3 - Support functions <ul><li>Success of Project Management and the PMO rests on the existence of common processes and tools </li></ul><ul><li>Common vocabulary </li></ul><ul><li>Understood processes and improvement </li></ul><ul><ul><li>Measurement </li></ul></ul><ul><ul><li>Improvement </li></ul></ul><ul><li>Information Systems Support </li></ul><ul><li>Change management </li></ul><ul><li>Quality Assurance </li></ul><ul><li>Human Resource considerations </li></ul>
  17. 17. Common Vocabulary Needed <ul><li>Necessary for all PMO groups to have an agreed upon vocabulary </li></ul><ul><li>Example: Sponsor is a manager who supplies money and/or people for a project and acts as the decision maker on scope changes </li></ul><ul><li>Example: Milestone is a key break point for a set of deliverables in a project work break down structure </li></ul><ul><li>ACTION: create and maintain glossary for PMO </li></ul>
  18. 18. Processes Understood and Documented <ul><li>More mature organizations not only understand their key processes but </li></ul><ul><ul><li>Continually measure </li></ul></ul><ul><ul><li>Continually improve </li></ul></ul><ul><ul><li>Continually monitor need for key processes </li></ul></ul><ul><li>Lack of Process understanding can slow the ability to implement key projects </li></ul><ul><ul><li>Lack of understanding of project affect on process </li></ul></ul><ul><ul><li>Lack of ability to measure impact of project on overall organizational process output </li></ul></ul><ul><ul><li>Mis-allocation of resources due to in-efficient processes </li></ul></ul>
  19. 19. Systems Map Exercise <ul><li>DEFINITION: A system is an interdependent group of items, people, or processes working together toward a common purpose </li></ul><ul><ul><li>Driver processes : processes that &quot;drive&quot; the mainstay of the organization; usually associated with the need that the organization intends to fulfill (from the mission statement of the organization). Examples: customer feedback, planning, research, development, budgeting, etc. These processes get the organization ready to &quot;match the need&quot; when performing its mainstay processes. </li></ul></ul><ul><ul><li>Mainstay processes : the primary activities that describe the business of the organization </li></ul></ul><ul><ul><li>Support processes : processes necessary to support the mainstay processes. Examples: for a manufacturing organization are accounting, maintenance, hiring, traveling, handling communications, etc. </li></ul></ul>September 21, 2011
  20. 20. Program Mgmt/ Strategy Community Mgmt & Support Stakeholder Mgmt Customer Needs Planning & Review GTE Stakeholders - Partners, Presales, PSO, SaaS, Support) Budget Planning Develop & Manage Strategic Plan Develop & Manage Business Plan Manage Stakeholder Satisfaction GTE Systems Map – Linkage of Processes – DRAFT 09/10/08 Manage Demand Coordinate & Deliver Communication Stakeholder Tools & Infra Provide Tools, Processes & Infrastructure (sandbox, LMS, POC, curricula UI, large file download) Align w/GTM & Revenue Plan Manage Product Lifecycle (i.e. NPI) Manage New Solution Introduction (Beat BMC) Align w/ Stakeholder Workforce Plans (On-boarding) Develop & Manage Regional Stakeholder Plans Manage Stakeholder Constraints Report Key Metrics Manage Procurement Coordinate Training Logistics?? Manage Demand/ Project Mgmt (QuickSilver) Manage Budget Manage Communication (Newsletter) Manage IT Infra & Asset Mgmt ( GTE : OVSC, Surgient, Portal) Internal/Partner Training Develop Content & Assessments Deliver Scalable Training Deliver On-boarding Training Manage Virtual Communities Manage Field Escalation (SW Consult) Demo Solutions & Strategy Design & Develop Demos Maintain Demos Manage IT Infra & Asset Mgmt ( HP-IT: LMS, TestCraft, Forums) Align to Product & Solution Plans Provide Certification Exams Manage Enablement Programs Manage Role-based Curricula DRIVER MAINSTAY SUPPORT
  21. 21. Information Systems Support <ul><li>Need to have agreement and support from IT systems and tools across the Organization </li></ul><ul><li>Example: Use of MS Project for smaller projects </li></ul><ul><li>Example: Use of Quicksilver for larger projects </li></ul>
  22. 22. Issue Tracking <ul><li>Why do we use QS? </li></ul><ul><li>Provides visibility of issues that create risk against milestones </li></ul><ul><li>Cross functional issue/dependency tracking </li></ul><ul><li>Visibility into cross functional issues to eliminates duplicate work by verticals </li></ul><ul><li>Ability by the PMO to view constrained program resources </li></ul><ul><li>Issue escalation tool </li></ul><ul><li>Tool to log Bugs/Defects in Testing phase </li></ul><ul><li>Status reporting based on issues </li></ul><ul><li>What do we use QS for? </li></ul><ul><li>Business Issues across all verticals </li></ul><ul><li>Future Enhancements/Requirements </li></ul><ul><li>Siebel Enhancements/Defects </li></ul><ul><li>Configuration Defects </li></ul><ul><li>Change Requests (Reqs/Design/Data Model changes after freeze date) </li></ul><ul><li>What is the process for tracking QS items? </li></ul><ul><li>PMs are responsible for tracking items </li></ul><ul><li>PMO herds and serves as an escalation point after the PM </li></ul> Control Quicksilver Functionality
  23. 23. Change Management Plans Needed <ul><li>Most Project and Process Improvements fail due to lack of organizational support </li></ul><ul><li>Need to consider impact on day-to-day work of employees. </li></ul><ul><li>Without good change management plans, organizational inertia will thwart success of many changes </li></ul>+ = GREAT IDEA EDUCATION AGREED CHANGE
  24. 24. Quality Assurance <ul><li>Project Audits </li></ul>
  25. 25. Project Audits <ul><li>Evaluates “true state” of a project conducted by a person not on the project team. Reasons for Audits: </li></ul><ul><li>Ensures work is being performed in accordance with established processes </li></ul><ul><li>Establish true condition of a project in terms of time, quality, scope, cost, customer satisfaction, and employee morale. </li></ul><ul><li>Audits include: </li></ul><ul><li>Check on work processes, documentation and deliverables. </li></ul><ul><li>Interviews with customers, stakeholders, employees, vendors </li></ul><ul><li>Conduct root cause analysis </li></ul><ul><li>Report given to project team, management and fed back into PMO processes, tools, and documentation </li></ul><ul><li>Can be held anytime during a project </li></ul>
  26. 26. Audit Process Evaluate Work Products Evaluate Process compliance Maintain quality findings Work Products Improvement action recommended Go to Process evaluation Improvement action recommended Record work product and process findings Re-work work products or processes Project Audit PMO office Sponsor input Process definitions
  27. 27. Human Resource <ul><li>Provide Skills training in PMO for PMs </li></ul><ul><li>Provide ‘coaching’ via PMO senior members </li></ul>
  28. 28. Overview of Global Enablement Project Management Enablement PMs who need to use QS to track and manage their work plans GE Series 200 Quicksilver work-plans Occasional PM with smaller shorter projects GE Series 100 Project Charter Occasional PM with smaller shorter projects GE Series 100 Project Charter Occasional PM w/smaller/shorter projects how to set up QS binder & use basic functionality GE Series 100 Quicksilver Binder PMs with larger longer term more complex projects GE Series 200 Project Charter Everyone in GE who runs and manages meetings GE Series 100 Meeting Management Occasional PM with smaller shorter projects GE Series 100 Task Plan PMs with larger, longer term more complex projects GE Series 200 Task Plan Project management professionals or PMP certification HP L&D Project Management Target Audience Class Level
  29. 29. Global Enablement Model for PM training Hierarchy of Enablement for Project & Meeting Management GE Series 100 Project Charter, Task Plan, Quicksilver Binder setup GE Series 200 Project Charter, Task Plan, Quicksilver work-plans HP L&D Project Management classes Target 10% of GE personnel Target 20% of GE personnel Target 60% of GE personnel Foundational - Meeting Management Target 90% of GE personnel
  30. 30. PMO Office Coaching <ul><li>For occasional PM’s who would like help in improving their skillsets outside of class </li></ul><ul><li>Time from PMO senior staff to those who would like ‘coaching’ advice </li></ul><ul><ul><li>Informal mentoring </li></ul></ul><ul><ul><li>Buddy system </li></ul></ul>