Hybrid Module for Applying Projects Portfolio Management with PMO (functions)

1. Hybrid Module for applying Projects Portfolio
Management in conjunction with PMO
by: Ahmed Alsenosy

2. About the speaker.
AHMED ALSENOSY, Ph.D. (cand), MSc, PMP®, PMI-PBA, PMI-RMP®, PRINCE2
Ahmed Ibrahim Alsenosy holds a Bachelor of Civil Engineering.
Ph.D. (student) …“Critical success factors for applying (OPM) Governance in Construction industry in MENA region”
…Expected ISA 2018 - University of Cincinnati - USA
Member and Certified by the project management institute – Pennsylvania - USA as:
1 - Project manager professional (PMP ®) – 2011
2 - Risk Manager Professional (PMI-RMP ®) – 2013
3- Professional Business Analysis – PMI-PBA – 2017
4- Portfolio Management Professional – PfMP - in progress ISA before Jan 2018
And certified from AXELOS – UK
5 - PRINCE2(practitioner) Certified -2017
Holds academic degrees as per the following:
6- Master of projects management MSc- Denmark. – 2016
“BPCPM of applying PMI Module in construction projects management on KSA”
7 - International Trainer Professional (TOT®) Diploma - Cairo University - 2014
8- Arbitration in Construction Contracts Diploma – Arab Academy for Science – 2016
9- Chairman of Rwaad Al arab PM magazine
10- the founder and the CEO of ProfessionalEngineers company for training, consultation and education
11- the author of PMP Project management Book registered in KSA and published by Jarrir book stores.
Implemented more than
140 PMP & Other PM
courses in MENA region

3. MENA Region Projects Status.
55%
45%
Does your organization have a project management office (PMO)?
Yes
No

4. MENA Region Projects Status.
68%
32%
What type(s) of PMO does your organization have?
Department specific, regional, or divisional PMO Enterprise-wide PMO

5. MENA Region Projects Status.
72.2%
61.6%
50.5%
48.0%
47.0%
44.4%
41.9%
38.9%
35.9%
35.4%
26.8%
26.8%
26.3%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
Establish/monitor project success metrics
Project management standardization
management competencies/organizational project
Management of project resource allocation
Program management
Contribute to the development of core project
Providing project managers
Portfolio management
Training
Maintaining focus on benefits
Transitioning completed projects to business
Applying the OPM Governance
management maturity
WHICH OF THE FOLLOWING FUNCTIONS DOES THE PMO FULFILL
WITHIN YOUR ORGANIZATION?

6. MENA Region Projects Status.
32.5%
23.9%
24.9%
18.7%
0.0%5.0%10.0%15.0%20.0%25.0%30.0%35.0%
Standardized practices are used throughout the
entire organization
Standardized practices are used by most, but not all,
departments
Standardized practices are used by some
departments
Standardized practices are not used
TO WHAT EXTENT DOES YOUR ORGANIZATION USE
STANDARDIZED PROJECT MANAGEMENT PRACTICES?
To what extent does your organization use standardized project management practices?

7. MENA Region Projects Status.
48.7%
35.1%
30.4%
40.8%
31.9%
30.4%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
Ongoing training for staff on the use of project
management tools and techniques
A formal process to mature existing project/portfolio
management practices
A formal process for transferring knowledge from one part
of the organization to another (known as“knowledge…
A formal process for developing project manager
competency
A defined career path for those engaged in project or
program management
Governance functions
Does your organization currently have…?

8. MENA Region Projects Status.
0.0%5.0%10.0%15.0%20.0%25.0%30.0%35.0%40.0%45.0%
Change in organization’s priorities
Inaccurate requirements gathering
Change in project objectives
Inadequate vision or goal for the project
Inadequate/poor communication
Poor change management
Inaccurate cost estimates
Undefined opportunities and risks
Inadequate sponsor support
Inaccurate task time estimate
Resource dependency
Inadequate resource forecasting
Limited/taxed resources
Inexperienced project manager
Task dependency
Team member procrastination
"Of the projects started in your organization in the past 12 months that were deemed failures,
what were the primary causes of those failures? (Select up to five.)"

9. PMO Definitions
• It is a structure formed by the organization in order to promote and
improve project management through the adoption of appropriate
methodologies to minimize risks, conflicts and achieve satisfactory
levels of efficiency and effectiveness in project management. This
structure has been associated with obtaining better success rates in
project management, understanding success as delivering projects on
time, scope and budget (PMI, 2013).

10. PMO Definitions
• According to Kerzner (2009), PMOs have been improved as part of an
organizational structure in our modern enterprises and “could be the most
important project management activity in this decade”
• Dai & Wells, (2004) describe the PMO as an organizational unit that
provides project managers, project teams, and functional managers with
access to the principles, practices, methodologies, tools, and techniques
that are used for efficient and effective project management.

11. PMO Types
strategic
tactical
operational
(Desouza & Evaristo, 2006).

12. PMO Types
Operational
(Desouza & Evaristo, 2006).
a PMO provides basic centralized support to
individual projects and ensures professionalism and
excellence in applying widely accepted principles and
preferred project management practices to each
project.

13. PMO Types
Tactical
(Desouza & Evaristo, 2006).
In addition to the operational one, provide further
added value through multi-project coordination and
the management of cross-project dependencies. This
may include resource integration across projects and
ensuring that project management disciplines are
adhered to.

14. PMO Types
Strategic
(Desouza & Evaristo, 2006).
involves all aspects of an operational and tactical
PMO and is also equipped with the authority to
prioritize projects in relation to corporate objectives
and strategies and advise senior management on the
viability of project investments

15. PMO Benefits
Jedd, Marcia. 2007
Alignment of projects with strategy (and external standards or regulatory and legislative requirements)
Delivery on-time, in-budget, to-specification, achieving project benefits and values
Standardized reporting processes, project tracking and status reporting
Training and mentoring – professional development of employees
Globalized approach for multinationals executing projects: consistency with contextual adaptability

16. PMO Benefits (chain)
D.A. Jones, M. C. Lucey, 2009

17. PMO functions
Group 1 (Monitoring and controlling project performance)
Group 2 (Development of project management competencies and methodologies)
Group 3 (Multi-project management)
Group 4 (strategic management)
Group 5 (Organizational learning)
(Hobbs & Aubry, 2008)

18. PMO functions
Group 1 (Monitoring and controlling project performance)
1-Report project status to upper management
2-Monitoring and control of project performance
3-Implement and operate a project information system
4-Develop and maintain a project scoreboard
(Hobbs & Aubry, 2008)

19. PMO functions
Group 2 - Development of PM Competencies and Methodologies
1-Develop and implement a standard methodology
2-Promote project management within the organization
3-Develop competency of personnel, including training
and mentoring for project managers
5-Provide a set of tools without an effort to standardize
(Hobbs & Aubry, 2008)

20. PMO functions
Group 3 - Multi-project Management
1-Coordinate between projects
2-Identify, select and prioritize new projects
3-Manage one or more portfolios
4-Manage one or more programs
5-Allocate resources between projects
(Hobbs & Aubry, 2008)

21. PMO functions
Group 4 - Strategic Management
1-Provide advice to upper management
2-Participate in strategic planning
3-Benefits management
4-Networking and environmental scanning
(Hobbs & Aubry, 2008)

22. PMO functions
Group 5 - Organizational Learning
1-Monitor and control the performance of the PMO
2-Manage archives of project documentation
3-Conduct post-project reviews
4-Conduct project audits
5-Implement and manage database of lessons learned
6-Implement and manage risk database
(Hobbs & Aubry, 2008)

23. Portfolio Definitions
• A portfolio is a collection of projects, programs, subsidiary portfolios,
and operations managed as a group to achieve strategic objectives.
PMI, 2017
A Portfolio management is the selection, prioritization and control of
an organization's projects and programs in line with its strategic
objectives and capacity to deliver. The goal is to balance change
initiatives and business-as-usual while optimizing return on
investment. APM, 2012

24. Portfolio Definitions
PMI, 2017

25. Portfolio Definitions
PMI, 2017
Portfolio location within
organization hierarchy

26. Portfolio Benefits
Maintaining a balanced and strategically aligned portfolio in the context of changing conditions;
Improved delivery of projects and programs through a portfolio-wide view of risk, dependencies,
and scheduling to reflect the capacity of different parts of the organization to absorb change;
Reduced costs by removing overlapping, poorly performing and non-strategically aligned projects
and programs;
More efficient and effective use of limited resources, by matching demand and supply, and
optimizing allocation of available resources;
Increased realization of forecast benefits and the identification and realization of unplanned benefits to
create additional value.
APM, 2017

27. Core Portfolio Functions Domains
PMI, 2017

28. Core Portfolio Functions Domains
PMI, 2017
Domain 1 - Portfolio Strategic Management
Each portfolio component should be aligned to one or
more strategic objectives, and the positive impact
should be constantly monitored.

29. Core Portfolio Functions Domains
PMI, 2017
Domain 2 - Portfolio Governance.
Through open and transparent governance, including processes
for categorizing, prioritizing, selecting, and approving portfolio
components, key stakeholders are more likely to accept the
decisions and agree with the process, even when they may not
fully endorse the decisions made.

30. Core Portfolio Functions Domains
PMI, 2017
Domain 3 - Portfolio Capacity and Capability Management.
The selection of portfolio components and the roadmap for
their implementation is balanced against the organization’s
current capacity and capability with the potential of
bringing in additional resources.

31. Core Portfolio Functions Domains
PMI, 2017
Domain 4 - Portfolio Stakeholder Engagement.
Key portfolio stakeholders require active expectation
management. By staying aligned and connected,
portfolios improve the probability of delivering value.

32. Core Portfolio Functions Domains
PMI, 2017
Domain 5 - Portfolio Value Management.
Portfolio Value Management enables investment in a portfolio
to yield the expected return as defined by the organizational
strategy. Value contribution and sustainment need to be
monitored throughout the component execution as well as
after component closure.

33. Core Portfolio Functions Domains
PMI, 2017
Domain 6 - Portfolio Risk Management.
Portfolio Risk Management evaluates risks
(positive/opportunities, negative/threats) at the
portfolio level and considers how those risks may
impact the achievement of the portfolio strategic plan
and objectives.

34. What the Hybrid Module Name and Functions You expect ?
Projects Management Office
PMO
Portfolios Management Office
PMO
Enterprise Projects Management Office
EPMO
Enterprise Portfolios Management Office
EPMO

35. Organizational Projects Management Office OPMO
Organizational Projects Management Office
OPMO

36. Organizational Projects Management Office
OPMO Functions Domains
Organizational Projects Management
Office (OPMP)
Organizational
Learning
Development
of PM
Competencies
and
Methodologies
Monitoring and
controlling
components
performance
Multi-
components
Management
Strategic
Management

37. OPMO Functions
OrganizationalProjectsManagementOffice(OPMP) 1.Monitoring and controlling
components performance
•Report component status to upper management
•Monitoring and control of project and program performance
•Implement and operate a component information system
•Develop and maintain a component scoreboard
2.Development of PM
Competencies and
Methodologies
•Develop and implement a standard methodology
•Promote project management within the organization
•Develop competency of personnel, including training and development
•Provide mentoring for portfolio, program and project managers
•Provide a set of tools without an effort to standardize
3.Multi-componenets
Management
•Applying OPM Governance for identifying, prioritizing, selecting and approving portfolio components
•Coordinate between components
•Manage one or more portfolios
•Manage one or more components
•Allocate and optimize resources between components
•Risk Management for entire portfolio components
•Disseminates communications and stakeholders management over (OPM)
4.Strategic Management
•Provide advice to upper management
•Participate in strategic planning
•Benefits and Value management
•Monitoring both market and costumers trends
•Collaborate in Business development
5.Organizational Learning
•Monitor and control the performance of the OPM
•Manage archives of project documentation
•Conduct project audits
•Implement and manage database of lessons learned

38. OPMO in Organization structure
Organization Structure
Strategic Management Office
Business Development
Office
Organizational Projects Management Office
OPMO
Components Programs Other ComponentsOther Operational Units
Attaining Organizational Change
Attaining Business Goals
Business analysis results
Add new Capabilities

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