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InnoTechSan2017pmoDarrelRaynor

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Having seen PMOs come and go through the years, we have found some traits that FAILED PMOs exhibit… This talk covers what NOT to do, and of course what to do, to set up, reform, or save your PMO. Prime among failed PMO traits are a willingness to get caught between sr. management and business unit projects as yet another aspect of governance gone wild. This is the kiss of death! Come hear and discuss with your peers this and other aspects of what makes great and failed PMOs. Be ready to form, recover, or simply improve your PMO and relations with functional leaders.

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InnoTechSan2017pmoDarrelRaynor

  1. 1. © 2004-2017 Authored by Darrel Raynor, PMP, MBA Managing Director, Data Analysis & Results, Inc. and the Data Analysis & Results Team www.DataAnalysis.com DARaynor@DataAnalysis.com Knocking the Stupid Out of ™ Your PMO - A Go or a No-Go? It is all in your Business Plan! An Agile & Integrated™ Approach presentation! PMOPMO page 1
  2. 2. © 2004-2017 Abstract Having seen PMOs come and go through the years, we have found some traits that FAILED PMOs exhibit… This talk covers what NOT to do, and of course what to do, to set up, reform, or save your PMO. Prime among failed PMO traits are a willingness to get caught between sr. management and business unit projects as yet another aspect of governance gone wild. This is the kiss of death! Come hear and discuss with your peers this and other aspects of what makes great and failed PMOs. Be ready to form, recover, or simply improve your PMO and relations with functional leaders. PMO PMOPMO page 2 A&I ™ Best Practice
  3. 3. © 2004-2017 AGENDA I. Introductions & Expectations II.How to form, reform, or adapt a PMO into a functioning unit III.How to avoid the Six Traps of PMOs IV.How to communicate how PMOs should be and should not be used… V.Pulling it all together page 3
  4. 4. © 2004-2017 Introductions Facilitator & Primary Author of Agile & Integrated™ Business Analysis, Project Management, and Leadership Courses, and Management Advisor blog Darrel A. Raynor, PMP, MBA Managing Director & Founder, Data Analysis & Results, Inc. Project/PMO Consulting, Training, Staffing, Speaking Agile & Integrated Project Management, A&I PM are trademarks of Data Analysis & Results, Inc. page 4
  5. 5. © 2004-2017 How to form, reform, or adapt a PMO into a functioning unit https://programsuccess.wordpress.com/20 14/01/01/organizing-the-pmo/ page 5
  6. 6. © 2004-2017 The ‘P5 Continuum’ page 6 Determine your organization’s location on the continuum
  7. 7. © 2004-2017 Determine specific goals page 7 ● Create a Charter aligned with business goals ● What are your business units goals? ○ Projects coming in on time? ○ Reducing low value processes? ○ Compliance or other governance? ○ Reduce ‘Resource Roulette’ meetings? ● Let’s list a few others! What were the goals of your organization when they formed a PMO? ?
  8. 8. © 2004-2017 Cast a Wide Net page 8
  9. 9. © 2004-2017 Poll your stakeholders page 9 What do they want in a PMO (if they know…)? ● Execs ● Business Unit Sr. Managers, SMEs, & Team Members ● Project Managers ● IT & other types of support Team Members Let’s list a few others! Who are the proponents and opponents? Who else would support?
  10. 10. © 2004-2017 How NOT to Form Your PMO/EPM… page 10 ● Executive Decree - Thou Shalt! ● Grass Roots Alone ● In a Hurry ● Without Gathering Buy-In ● Tool Instead of Process Driven ● Too Much Customization ● Assume Projects are Waterfall or otherwise ignoring Agile... PMOPMO
  11. 11. © 2004-2017 Stakeholders Are Not Robots page 11
  12. 12. © 2004-2017 Recognize Processes Are Work Too! page 12 All Work Process Product 1. Planning 2. Estimates 3. Requirements 4. Status & other Documents 5. Project Meetings 1. Coding 2. Testing 3. Migrating 4. All other product work… The same people have to do both columns of work. Who decides the right mix? A&I ™ Best Practice
  13. 13. © 2004-2017 • People, not technology, are most important • Define your process before you commit to a tool… • They won’t want to… • Constant pressure to perform • Persuasive leadership, perhaps coupled with direct management • Common sense is needed • Don’t be afraid to adapt! Get your priorities straight
  14. 14. © 2004-2017 • Standardize Terminology and Process • Maintains Tools, Templates, Best Practices • Pools Project Managers in a peer group • Educates on Project Management, Tools, Best Practices • Fosters Organization Improvement • Transformation Champions Benefits of PMOs
  15. 15. © 2004-2017 Plan & rollout your new PMO page 15 Change Management! ● Pilot with a friendly group first ● Get some ‘Small Wins’ & Testimonials ● Roll out to groups one at a time starting with those ○ That are in trouble ○ That are new ○ That the Business Unit requested ● Document successes, failures, & all feedback ● Ensure everyone knows you are acting on that feedback & making specific changes & tweaks
  16. 16. © 2004-2017 Challenges of Business Transformation page 16 What efforts have you seen fail or just not caught on that have not used much Change Management? (Think, “Fad of the day…”) What transformation efforts have you seen succeed and why do you think they succeeded? Competing methods such as Traditional and Agile...
  17. 17. © 2004-2017 How to avoid the Six Traps of PMOs page 17 PMOPMOPMO
  18. 18. © 2004-2017 How to avoid the Six Traps of PMOs page 18 PMO Trap #1: Remember why we are doing this… Trap #2: Build Analysis Time In… Trap #3: PMO pulling in same direction Trap #4: Governing or Directing through the PMO Trap #5: Making a PMO Kingdom - Empire Building Trap #6: Not specifying benefits PMO
  19. 19. © 2004-2017 Situation: CHAOS • Don’t know project costs/ROI • Can’t validate future estimates • Over-commitment • Under-pricing • Inability to repeat success • Agile Transformation Trap #1: Remember why we are doing this...
  20. 20. Document Best Practices → Reduce Duplication ← WEDIAKPO2! TM • Create All Documents at start of project • *No Versions • No Meeting Minutes • No Email w/Content • No Email Attachments • Update Documents in Meetings • Traceability • Robust set of Project Logs I *Except baselines... Agile & Integrated Project Management, A&I PM are trademarks of Data Analysis & Results, Inc. A&I ™ Best Practice
  21. 21. © 2004-2017 Trap #2: Build Analysis Time In… A&I ™ Best Practice If it is worth doing, it is worth: • Measuring • Reporting & analyzing… • Implementing corrective actions… You know you want it!!! Build time into your schedule!
  22. 22. © 2004-2017 Trap #3: PMO pulling in same direction page 22 ● If your PMO is hampering your Business Units, guess who will ‘win’ in the long run? ● If your PMO is trying to force process without high and recognized ROI ● Traditional and Compliance vs Agile Just-In-Time A&I ™ Best Practice
  23. 23. © 2004-2017 Trap #4: Governing or Directing through the PMO page 23 ● Executives should direct their Business Unit people on mandatory processes ● Executives should not direct their PMO to force or cajole Business Unit people to perform mandatory processes ● Set up your PMO as support or the answer, not the Process Police... A&I ™ Best Practice
  24. 24. © 2004-2017 Trap #5: Making a PMO Kingdom - Empire Building page 24 ● PMOs serve Business Units, and should not compete with them in any way ● PMO goals should help, not hinder, Business Unit goals ● The death knell of a PMO is the first hire that does not work directly on projects, especially a Communications Specialist or PMO staff other than working PMs A&I ™ Best Practice
  25. 25. © 2004-2017 Trap #6: Not specifying benefits page 25 ● $ Saved or $ Earned - ROI ● More Done With Less ● FTE Savings ● Customer Satisfaction ● Organization Efforts Helped ● Compliance and other Risks What else is there? A&I ™ Best Practice
  26. 26. © 2004-2017 Trap #6: Not specifying benefits page 26 Speed, Consistent Speed! ● Providing the RIGHT Information ● To the RIGHT People ● At the RIGHT Time Yielding Better Decisions ● Quality ● Doing the RIGHT Projects ● Doing the RIGHT Tasks, Better A&I ™ Best Practice
  27. 27. © 2004-2017 Trap #6: Not specifying benefits page 27 The Early Win: Reduce Your Number of Projects: Reduce distractions! This is a big win… Assign Resources to Higher ROI Projects instead of Lower ROI Projects. THIS is the huge win! Refocus Organization on what is Important Instead of Pork Barrel (Special Interest) Projects and Project-Like Efforts that may have Been “Under the Radar”… A&I ™ Best Practice
  28. 28. © 2004-2017 How to communicate how PMOs should be and should not be used... page 28
  29. 29. © 2004-2017 page 29 A Little Some More A Lot Use your ‘Slider’ for tailoring the number, depth, and content of all your project processes… Negotiate, Not Mandate, Processes A&I ™ Best Practice
  30. 30. © 2004-2017 page 30 • Negotiate in ‘contract’ with staff and vendors • Reduce other overhead to compensate • Reward, don’t punish, when data is provided… • Record which PMO and other projects come in at what percentage of Time and Budget with fewer Risk events… Negotiate, Not Mandate, Processes A&I ™ Best Practice
  31. 31. © 2004-2017 page 31 Negotiate, Not Mandate, Processes • Adapt your processes to provide the data you need • Set thresholds to take action • Define ‘Default Corrective Actions’ • Reward, don’t punish, when data is provided… A&I ™ Best Practice
  32. 32. © 2004-2017 Negotiate, Not Mandate, Processes page 32 ● Which are needed? ● How does their specific value measure against time and skills available? ● What level of effort or results for each? ● Don’t hide behind ‘Compliance’... For Every Process Negotiate with your Key Stakeholders A&I ™ Best Practice
  33. 33. © 2004-2017 Organization Chart Non-Optimal page 33 A&I ™ Best Practice
  34. 34. © 2004-2017 Organization Chart Optimal page 34 A&I ™ Best Practice
  35. 35. © 2004-2017 Pulling it all together page 35 PMOPMOPMO
  36. 36. © 2004-2017 Pulling it all together page 36 How to form, reform, or adapt a PMO into a functioning unit How to avoid the Six Traps of PMOs How to communicate how PMOs should be and should not be used...
  37. 37. © 2004-2017 Good Luck & Thank You! page 37
  38. 38. © 2004-2017 A&I™ Courses & Support A&I™ Consulting, Training, Speaking, and Staffing Information on www.DataAnalysis.com Contact us for customized, lean, project Consulting & Staffing +1-512-850-4402 / Info@DataAnalysis.com Read and subscribe to The Management Advisor™ blog visit: www.dataanalysis.com/blog Agile & Integrated Project Management, A&I PM are trademarks of Data Analysis & Results, Inc. © 2004-2017 page 38

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