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Ospmi Chapter Presentation

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Creating A Sustainable PMO For Achieving Effective Business Results

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Ospmi Chapter Presentation

  1. 1. Creating a Sustainable PMO for Achieving Effective Business ResultsPresented By: DENNIS L. BOLLES, PMP OSPMI Chapter Meeting March 8, 2012 © DLB Associates, LLC – All Rights Reserved 0
  2. 2. AGENDA• Why is a PMO needed – especially now?• Why is Project Business Management (PBM) the right sustainability solution?• How is a sustainable PBMO created?• What are the values and benefits of a PBMO?• Conclusions © DLB Associates, LLC – All Rights Reserved 1
  3. 3. Why is a PMO needed – especially now ? A study by the American Productivity and Quality Center finds:  44% of new product projects fail to meet their profit objectives  49% are launched late to market. Fewer resources available Surviving in todays economic downturns Gartner Analysis and The Standish Group research reports indicate large numbers of projects failed in most organizations when market conditions were good © DLB Associates, LLC – All Rights Reserved 2
  4. 4. PMI - PMO Research Results • No clear consensus of what constitutes a PMO. • Lack of executive support, and focused purpose • Lack of consensus as to the value (50% are valued – rest are being challenged) • PMO is isolated entity, not an integral part of organization’s PM practice, and majority are stand-alone • Lack of training of executive sponsors and functional managers Dr. Brian Hobbs -- 2007 White Paper: “The Multi-Project PMO: A Global Analysis of the Current State of Practice.” © DLB Associates, LLC – All Rights Reserved 3
  5. 5. Poor Distribution of Limited Resources Limited Resources Capacity And Capability To Do Work New Opportunities Require Reprioritization of the Portfolios, Programs, and Projects © DLB Associates, LLC – All Rights Reserved 4
  6. 6. Customer Value Management CVM links quality, value, loyalty and project management. CVM support comes from: Life Cycle Costing Risk Management CVM Project Management Quality Management The project manager must be more business-oriented. The project manager must link project management activities to the client’s business decisions which includes the client’s customers. The use of metrics is essential. APQC Study entitled “Customer Value Management: Gaining Strategic Advantage” - The American Productivity and Quality Center [APQC], ©1998, p.8): Slide from Dr. Harold Kerzner’s book PM Metrics, KPI’s, and Dashboards © 2012 DLB Associates, LLC – All Rights Reserved 5
  7. 7. Operations and Project Management Integration © 2012 DLB Associates, LLC – All Rights Reserved 6
  8. 8. Project Business Management •PBM integrates and harmonizes PMI Project, Program, and Portfolio Standards PBM integrates strategic & tactical planning of operational and non-operational objectives •PBM directly aligns resources with strategic initiatives & business objectives •PBM is adjustable to various types and sizes of enterprises © DLB Associates, LLC – All Rights Reserved 7
  9. 9. Project Business Management (PBM) Concept (1) • PBM uses General Business Management and Project Management knowledge, skills, tools, and techniques in applying portfolio, program, and project management processes to meet or exceed stakeholder needs. • PMB derives benefits from and captures value through any project-related actions and activities used to accomplish the enterprise’s business objectives and related strategies (1) © 2007-2008 DLBALLC & DGHELLC © DLB Associates, LLC – All Rights Reserved 8
  10. 10. Project Business Management Office Concept •PBMO is a mindset, which needs to be held organizationally at an enterprise level. •PBMO is a way to manage, communicate, and perform work that is supported by technology •PBMO organizes, applies, and manages an enterprise’s resources in direct alignment with the enterprise’s vision, mission, strategic initiatives, and business objectives (VMSO) •PBMO enables the enterprise to translate the VMSO into executable portfolios, programs, and projects © DLB Associates, LLC – All Rights Reserved 9
  11. 11. PBMO House of Excellence A Seamless Integration and Harmonization of General Business Management, Operations Management, and Project, Program, and Portfolio Management Principles, Policies, Processes, and Procedures (1) Four PBMO components are required for sustainability © DLB Associates, LLC – All Rights Reserved 10
  12. 12. Project Management Enterprise-wide Plan to Achieve Your Desired State of Enterprise-wide Project Management  Assess the Current State  Define the Future State  Plan to Fill the Gap © 2012 DLB Associates, LLC – All Rights Reserved 11
  13. 13. Establishing PBMO for EWPM Critical Success Factors for Enterprise-Wide Project Management  Establish Governance • Sets Policies • Charters the organization  Define Standardization • Identifies, documents, and integrates five standard models  Develop Capability • Improves human skills and knowledge • Enhances business operational abilities  Enable Execution • Facilitates strategic and tactical planning • Improves business objectives development • Drives the execution of portfolios, programs, and projects © DLB Associates, LLC – All Rights Reserved 12
  14. 14. PBMO Development Process P M B P C M O O E Establish Asses Standardize Charter Establish Corporate Current PBMO PBMO Capabilities Support Situation Processes Execute Implement Roll-Out With PBMO PBMO PMB3 Project Business Management Maturity © DLB Associates, LLC – All Rights Reserved 13
  15. 15. PBMO Development Steps 1. Establish Corporate Support • Create executive & senior management support for PBMO initiative • Get middle management commitment & support • Obtain top executive formal commitment & support 2. Charter PBMO • Develop PBMO strategic initiative business case with business objectives • Prepare and authorize PBMO charter and get it formally adopted by the senior management team © DLB Associates, LLC – All Rights Reserved 14
  16. 16. PBMO Development Steps 3. Assess the current situation; PBMO requires cultural, organizational, process, and technical capabilities • Mission (Governance)– Degree to which enterprise knows why it exists and what its direction is. • Consistency (Standardization) – Enterprise’s systems and processes which support efficiency and effectiveness in reaching business objectives. • Commitment (Capability) – Degree to which individuals at all levels of the enterprise are engaged in and hold the PBMO directions as their own. • Agility (Execution) – Ability of enterprise to know what Customers want, and degree to which enterprise can respond to external forces and demands. © DLB Associates, LLC – All Rights Reserved 15
  17. 17. PBMO Development Steps 4. Standardize PBMO Processes • Create and establish PBMO policies, practices, and procedures • Implement PBMO standards • Establish how Key Performance Indicators (KPI) will be defined, used, and evaluated 5. Establish Capability • Identify and select personnel, • Provide PBM education & training, • Set-up management systems 6. Implement PBM • Have PBMO apply the enterprise’s version of a PBM3 Methodology © DLB Associates, LLC – All Rights Reserved 16
  18. 18. PBMO Development Steps 7. Roll-Out PBMO • Make a big splash to get everyone’s attention • Announce the PBMO and its management and staff • Distribute the PBM3 Standard Practices 8. Execute with PBM Model • Begin execution of work with PBM methodology Establishing Project Business Management Enterprise-wide Is Not A Trivial Pursuit! © DLB Associates, LLC – All Rights Reserved 17
  19. 19. Develop PBMO Governance First Component that establishes a sustainable PBMO © DLB Associates, LLC – All Rights Reserved 18
  20. 20. PBMO Vision and Mission PBMO Vision Create an organizational environment that enables world-class proficiency in applying PBM enterprise-wide. PBMO Mission Provide leadership that guides the enterprise in implementing PBM enterprise-wide utilizing ‘Good Practice’ PBM processes, tools, templates, and technology to accomplish the enterprise’s Business Objectives. © DLB Associates, LLC – All Rights Reserved 19
  21. 21. Creating The PBMO Charter Prepare and Issue PBMO Charter  Purpose  Vision PBMO  Mission  Strategy Charter  Goals & Objectives  Methodology Management  Critical Success Factors Sign-off  Roles & Responsibilities  Accountability &Authority  Organizational Structure © DLB Associates, LLC – All Rights Reserved 20
  22. 22. PBMO Positioning PBMO Organizational positioning is Critical to Sustainability  Position is equated with Authority  Position establishes level of Acceptance  Position enables enterprise-wide Adoption  Position defines level of Autonomy 21
  23. 23. PBMO Organizational Structure Enterprise Project Business Corporate PBMO Management Office Level - Strategic Planning - Forecasting - Business Objective Development Division PMO PMO DPMO Divisional PMO Level - Overview - Master Project Planning PMO PMO BUPMO Business Unit PMO Business Unit - Planning, Scheduling, Reporting Level Project PMO Level PMO PMO Project Management Office - Planning, Scheduling, Reporting - Mission-Critical Strategic Projects © DLB Associates, LLC – All Rights Reserved 22
  24. 24. PBMO Reporting Structure Large Enterprise PBMO PBMO = Executive Level DPMO DPMO DPMO DPMO = Division Level BUPMO BUPMO BUPMO BUPMO = Business Unit level PMO PMO PMO PMO = Mission Critical Project Level © DLB Associates, LLC – All Rights Reserved 23
  25. 25. PBMO Reporting Structure Small Enterprise PBMO = Executive Level PBMO • Strategic Planning • Business Objective Development • Portfolio Management • Master Schedule Review • Forecasting PMO PMO = Department Level PMO PMO • Program & Project Planning, Scheduling, Reporting • Mission-Critical Strategic Projects © DLB Associates, LLC – All Rights Reserved 24
  26. 26. PBMO – Value and Benefits • PBMO is an independent executive-level business unit for project / program / portfolio management • Is organizationally an equal player in company politics and executive power, thereby assuring the enterprise is doing the right things at the right time • Maintains enterprise level focus on achieving all approved non-operational business objectives and related strategies • Assures deliverables for authorized portfolios, programs, and projects stay aligned with their approved business objectives © DLB Associates, LLC – All Rights Reserved 25
  27. 27. Develop PBM StandardsSecond Componentthat establishes asustainable PBMO © DLB Associates, LLC – All Rights Reserved 26
  28. 28. Establish Five PBM Integrated Standards PBM Methodology Models (1) (1) © 2007-2008 DLBALLC & DGHELLC © DLB Associates, LLC – All Rights Reserved 27
  29. 29. Document PBM Standards Standards Documentation Content  Introduction  Authorization  Initiation  Planning  Execution Manuals  Monitor & Control Handbooks  Closing Work Instructions  Education & Training Templates  PM Templates The five PBM Methodology standard models are closely aligned with product or service development processes. © DLB Associates, LLC – All Rights Reserved 28
  30. 30. PNM Standard Development Processes ◄ IPECC Strategy Strategy Planning Strategy Executing Strategy Monitoring & Controlling Strategy Closing Initiating Processes Processes Processes Processes Processes (B) (C) (D) (E) (A) 1A-1 Update Enterprise 1B-1 Prepare Strategic Business Plan 1C-1 Implement Strategy 1D-1 Manage Strategy Change 1E-1 Close Strategy Process Vision and Mission 1B-2 Prepare Business Cases 1C-2 Perform Strategy Status 1D-2 Monitor Strategy Metrics 1A-2 Develop Business Strategies for Next Business Cycle 1B-3 Prioritize Business Strategies Reviews Performance Groups 1A-3 Identify Applicable Enterprise Environmental Factors 1A-4 Define Strategy Prioritization Criteria 1A-5 Develop Strategy Accomplishment Metrics © DLB Associates, LLC – All Rights Reserved 29
  31. 31. Develop PBM ExecutionThird Componentthat establishes asustainable PBMO © DLB Associates, LLC – All Rights Reserved 30
  32. 32. Develop Capabilities Through Education & Training Programs Project Management Career Path • Qualification Advanced • Certification Intermediate Entry© DLB Associates, LLC – All Rights Reserved 31
  33. 33. PBM Education and Training Program General Project Program/ Executives & Project Functional Population Teams Managers Managers Knowledge Objectives Learning Objectives Assessment Methods © DLB Associates, LLC – All Rights Reserved 32
  34. 34.  Templates, Tools & Techniques Manuals, Procedures, Instructions Databases Information & Management Systems Project Cost Accounting Safety & Quality Management Financial Resources Enterprise Environmental Factors Organizational Process Assets © DLB Associates, LLC – All Rights Reserved 33
  35. 35. Develop PBM ExecutionFourth Componentthat establishes asustainable PBMO © DLB Associates, LLC – All Rights Reserved 34
  36. 36. PBM Execution Roadmap (1) (1) © DLBALLC & DGHELLC © DLB Associates, LLC – All Rights Reserved 35
  37. 37. PBM Execution Stages • Strategic Planning – Create business-plan based strategic initiatives with KPIs • Tactical Planning – Develop Business Objectives with KPIs • PBM Based Planning – Identify portfolios, programs, and projects and associated KPIs PBM Initiation – Select, prioritize, and authorize portfolio, programs, and projects and set final KPIs PBM Execution – Manage the portfolios, programs, and projects to meet KPIs © DLB Associates, LLC – All Rights Reserved 36
  38. 38. Apply PBM Business Strategy Development Model (1) First business action in PBM is to The first move perform the transformational often processes that focus on being determines the effective in identifying & outcome of the documenting the right strategic business game business initiatives. (1) © 2007-2008 DLBALLC & DGHELLC © DLB Associates, LLC – All Rights Reserved 37
  39. 39. Strategic Metrics Processes PBMM Business Strategy Metric Development & Measurement Process © 2012 DLB Associates, LLC – All Rights Reserved 38
  40. 40. Prepare PBM Enterprise’s Strategies (1) First Step From Purpose, Mission, & Vision to Last Ranked Step Business Cases (1) © 2007-2008 DLBALLC & DGHELLC © DLB Associates, LLC – All Rights Reserved 39
  41. 41. Create the PBM Business Plan• Annual packaging of executive management approved strategic initiative business cases• Prepared in a simple format: Table of Contents; Executive Summary; each Approved Business Case; and Appendix of Supporting Materials for each case• Executive Summary provides the context for understanding the relationship among business cases © DLB Associates, LLC – All Rights Reserved 40
  42. 42. Document the Business Cases • Articulates the intent and desired benefit and value of a business strategy in a feasibility study format • Documents any associated business threat or opportunity related to the strategic initiative • Is the common basis and format for use by business management, operations management, and PBM • Typically divided into specific sections that reflect the type and style of business case being created • Provides basis for authorizing further planning and analysis activities © DLB Associates, LLC – All Rights Reserved 41
  43. 43. Apply Tactical Planning Model (1) Second business action in PBM is to perform the transformational processes that focus on being effective in identifying the right supporting business objectives, portfolios, programs and projects. (1) © 2007-2008 DLBALLC & DGHELLC © DLB Associates, LLC – All Rights Reserved 42
  44. 44. Business Objectives Metrics Process PBMM Business Objective Metrics Development & Measurement Process © 2012 DLB Associates, LLC – All Rights Reserved 43
  45. 45. Perform PBM Business Objectives Development (1)FirstStep Last Step (1) © 2007-2008 DLBALLC & DGHELLC © DLB Associates, LLC – All Rights Reserved 44
  46. 46. Prioritize and Select Work (1) Last StepFirstStep (1) © 2007-2008 DLBALLC & DGHELLC © DLB Associates, LLC – All Rights Reserved 45
  47. 47. Authorize the Selected Work (1) Management authorizes and initiates work to ensure the resources used are in alignment with enterprise strategic initiatives and supporting business objectives.First LastStep Step (1) © 2007-2008 DLBALLC & DGHELLC © DLB Associates, LLC – All Rights Reserved 46
  48. 48. Execute PBM Methodology Models (1) Third business action in establishing PBM is performing the transactional processes focused on being efficient in performing the work and completing each selected portfolio, program and project (1) © 2007-2008 DLBALLC & DGHELLC © DLB Associates, LLC – All Rights Reserved 47
  49. 49. Performance Metrics Processes PBMM Portfolio / Program / Project Performance Metrics Development & Measurement Processes © 2012 DLB Associates, LLC – All Rights Reserved 48
  50. 50. PBMO Readiness Checks Portfolio, Program, or Project Readiness Check Initiating Phase Capture Lessons Review learned Gate Planning Phase Review Capture Lessons Gate learned Executing Phase Review Capture Lessons Gate learned Closing Phase Lessons Learned Review © DLB Associates, LLC – All Rights Reserved 49
  51. 51. PBMO SustainabilityFoundation Componentthat supports asustainable PBMO © DLB Associates, LLC – All Rights Reserved 50
  52. 52. PBM Maturing Model Continuous improvement and innovation is common 4. SustainedPBM is a core competencyenterprise-wide 3. Distributed 2. Managed PBM fully integrated 1. Repeatable PBM standards applied to all portfolios, programs, and projects Baseline A baseline - an PBMO is established © DLB Associates, LLC – All Rights Reserved 51
  53. 53. PBMO Sustainability Conclusions • Strategic and Tactical Planning are well established tools in the business management discipline and are becoming recognized and used as tools by successful organizations. • PBM provides a standardized methodology, that incorporates strategic and tactical planning • PBM allows management to ensure projects are selected and completed in alignment with their business objectives and strategic initiatives • PBM processes allow executive and portfolio management to assure correct business objectives, programs, and related projects are authorized or terminated © DLB Associates, LLC – All Rights Reserved 52
  54. 54. Questions? Name: Dennis L. Bolles, PMP Email: dbolles@dlballc.co Website: www.dlballc.com Phone: (616) 392-2292© 2012 DLB Associates, LLC – All Rights Reserved 53

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