PMO & Governance Blueprint
Role of PMO
• Be supportive
• Be flexible
• Standardize deliverables
• Expert-driven stage gates
Methodology
PMO & Governance
• Tiered methodology tracks
Blueprint • Decision making
• Looking ahead, planning process
Anthony Cole (Tony)
Portfolio Management
VP,PMO
Program/Portfolio Management • Corporate assets
• Benefits
Metrics
• What must they do?
• Focus
• Keep it simple
• ROI
PMO/Governance Team
• Team, Roles & Responsibilities
Page 1 | 2009
Slide 1

PMO PMO & Governance Blueprint
• Be Supportive
Role of PMO
• Coach/Mentor/Train
• Auditor
• Financial Advisor
• Communicator
•Be Flexible
• Accept requirement changes and scope creep. That’s why it’s called
a project.
• Work with project teams to help explain the impact of change to our
business partners.
• Standardize Deliverables
• Stage-gate documentation
• Status reporting/ Dashboards
• Utilize expert-driven stage gate facilitation
• Refrain from project team self-governance
Page 2 | 2009
Slide 2

Guidance through Methodology PMO & Governance Blueprint
Methodology
• Project teams need the option for tiered methodology tracks
• A light methodology for minimal impacting initiatives. In order
to qualify, these initiatives must meet certain guidelines.
• And a full methodology track.
• Both versions must have mandatory deliverables.
• Prioritized requirements list
• Management plan
• User acceptance testing results and sign-off.
• Design a best in class “descisioning” program to support
initiatives
• Must be well communicated.
• Must be easy to follow.
• Must have a “plan B” in case of a broken circuit.
• Cannot bottleneck the project lifecycle.
• Should incorporate both business executive & business CFO
support.
•Important to have steering committees, but not too many.
Page 3 | 2009
Slide 3

Guidance through Methodology PMO & Governance Blueprint
Methodology
• Build a planning process with the line of business that looks
ahead, but not too far ahead
• The frequency of business planning is shrinking anywhere from
12-24 months down to 3-6 months.
• Business strategy is very volatile. Be flexible.
• Business processes that look too far ahead can be crippled
when change is introduced.
•And we must always anticipate change.
Especially important to
methodology is careful
consideration for multiple
role deliverables
Page 4 | 2009
Slide 4

Application Portfolio Management PMO & Governance Blueprint
Portfolio • Applications are corporate assets
Management
• The IT Infrastructure Library (ITIL) continues to strengthen its support for
a portfolio and lifecycle-based approach to application management.
• It’s imperative to evaluate the benefits, costs, and risks associated with
each application while maximizing the value realized from ongoing project
investments.
• Key Benefits
• Better ROI throughout the application lifecycle based on better control of
software assets
• Improved alignment of the application portfolio with strategic business
objectives
• Better decision-making as to where application-related investments
should be allocated to provide maximum value to the business
• Mitigation of the potential risks of changes and new releases
• Improved operational efficiency through better configuration and change
management
• Improved impact analysis capabilities
• Better visibility to applications and data for Governance, Risk, and
Compliance purposes.
Page 5 | 2009
Slide 5

Metrics Evaluation PMO & Governance Blueprint
Metrics • Application of metrics must be,
• Actionable
• Decision enabling
• Predictive
• Traceable over time
• Assimilated with other performance metrics
• And most important, the data driving the metrics must be
reliable.
• Management is bombarded with too much information. They
need focused, just-in-time information to direct attention to
where they can make a difference.
• You can never have too many metrics; however management
and decision makers must only be exposed to those key
indicators that can be understood.
• In other words, if you need to explain how a metric works to
executive management, than it’s not the right one.
Page 6 | 2009
Slide 6

Metrics Evaluation PMO & Governance Blueprint
Metrics • Keep the dashboard simple.
• On Time / On Budget
• Milestones
• Risk
• Business Partner Satisfaction
• Focus on benefit realization and ROI
• Build a sustaining measurement of benefits into the project plan
Page 7 | 2009
Slide 7

Mock PMO Services Team PMO & Governance Blueprint
Org
PMO
(Portfolio Manager)
Quality Assurance Decision Support
Program Manager
& Audit & Financial Oversight
(Project Manager)
(Business Analyst) (Financial Analyst)
Page 8 | 2009
Slide 8

Mock PMO Team Services PMO & Governance Blueprint
Program Manager
PM on-boarding
on- Continuous PL Tool Integration Demand Business
& training coaching & support and support Management project support
mentoring testing support (non-IT)
(non-
Quality Assurance & Audit
Testing Testing Tool Audit Liaison Compliance & Risk Management Requirements
coaching & support & SDLC / SOX / Post-Project
Post- (due diligence) Management
mentoring testing SQA / OCC reviews support
Decision Support & Financial Oversight
Operating Plan Financial TCO & Multi Metrics / Ad Resource Vendor
& Budget coaching & Year Hoc BI Management Management
Management mentoring Investment Analytics / (HR & contractor (due diligence,
(SOP) Oversight Dashboards oversight) offshore)
SHARED SERVICES ACCOUNTABILITY
Random Tasks / Special Projects CoE Representation Internal OCM / Communication /
Methodology Adherence SharePoint
Workflow Documentation / Six Sigma Integration / Support Cross Training & Succession
Continuous Improvement Management
EPMO Partnership System Director & Manager Support Cross-MIS Portfolio Partnership
Cross-
(interaction & influence) (knowledge share)
Page 9 | 2009
Slide 9