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IMPLEMENTING
PROJECT MANAGEMENT
SYSTEMS
in two Entrepreneurial Firms
Daren Maynard
Portfolio Management Lead
Novus Tech / F1RST Media
@2013
CONTENT
Virtual
Business
Environment Project
Management
(IndividualTeam) Programme
Management
Office
(SharedServices)
Portfolio
Management
Office
(SharedServices)
Conclusions
Questions
&Answers
@2013IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
@2013
Cost savings through sustainable solutions
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
NOVUS TECH
Energy Services Company (ESCO)
Provides cost saving
solutions to the commercial
and industrial organisations
throughout the Caribbean.
@2013
PROCUREMENT ENGINEERING PROJECT
MANAGEMENT
CONSULTANCY
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
NOVUS TECH
Energy Services Company (ESCO)
@2013
VISION MISION
Cost savings through
sustainable solutions
To be the leading
provider of
sustainable solutions
in the Caribbean
PROFESSIONALSTAFF:engineering,intelligence,operations, procurement,project management
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
NOVUS TECH
Energy Services Company (ESCO)
@2013
HEADQUARTERS
COUNTRY
OFFICE
JM NOVUS
CLIENTCOUNTRIES
PARTNERS
CHALLENGE
Trinidad
& Tobago
Barbados,
Jamaica
(JM Novus)
Barbados, Grenada,
Guyana, Jamaica,
St. Lucia, Trinidad & Tobago
Caribbean,
United States,
Asia
Deliver the solutions to
clients using distributed
teams and partner
organisations.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms

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@2013
Connecting you with experiences
you love and need
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
F1RST MEDIA
Digital Media and Online
Marketing Company
Online directory and discovery
engine for the Caribbean
@2013
Website App
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
F1RST MEDIA
@2013
VISION MISION
To connect people
with experiences they
love and need
To be the leading
digital marketing
company throughout
the Caribbean
PROFESSIONALSTAFF: creativecontent& design, engineering,intelligence,marketing,
operations,programming,projectmanagement,sales
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
F1RST MEDIA
@2013IMPLEMENTING PROJECT
Management Systems in two Entrepreneurial Firms
HEADQUARTERS
COUNTRY
OFFICE
CLIENTCOUNTRIES
PARTNERS
CHALLENGE
Trinidad
& Tobago
Barbados,
Jamaica
Barbados,
Jamaica,
Trinidad and Tobago
Caribbean,
United States,
Europe, Asia
Deliver the applications
solutions to clients using
internationally-
distributed teams.
@2013IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
VIRTUAL BUSINESS
ENVIRONMENT
How do we deliver value across
international boundaries?
@2013IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms @2013
VIRTUAL BUSINESS
PROJECT TEAM
LOCATION:
• Trinidad and Tobago
(Headquarters)
• 8 countries for project
resources
9 TIME ZONES
DIFFERENCES
12 hours apart
ELECTRONIC
COMMUNICATIONS
VIRTUAL PROJECT
TEAM COMMUNICATIONS
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms

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PROJECT
MANAGEMENT
Applying the Body
of Knowledge
@2013IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms @2013
ENERGY PROJECT
MANAGEMENT
Project with
no controls
Project with
controls
Project with
advanced light
management
systems; Type 1 or 2
projects converted
because of the
scope
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
1 2 3
@2013
MARKETING
ACTIVATIONS Events
Customer
Sign-ups Launch
Brand
Evangelism
/ Awareness
Recruitment
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms @2013
MARKETING
App Development Website Development
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
PROGRAMME
MANAGEMENT OFFICE
Governing the project systems
@2013IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms @2013
PROGRAMME
MANAGEMENT
SYSTEMS
Benefits
Realisation
Stakeholder
Management
Programme
Governance
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms

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@2013
PROGRAMME
MANAGEMENT
SYSTEMS
Benefits
Realisation
Stakeholder
Management
Programme
Governance
•The definition and formalisation of the expected benefits that our energy efficiency
programmes and projects are intended to deliver to the clients.
•This includes both tangible and intangible benefits and the planning, modelling, and
tracking of intermediate and final results throughout the program life cycle.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms @2013
PROGRAMME
MANAGEMENT
SYSTEMS
Benefits
Realisation
Stakeholder
Management
Programme
Governance
•The internal and external individuals and organisations, whose interests may be affected
by the programme and project outcomes, either positively or negatively. These
stakeholders play a critical role in the success of any of our projects or programmes.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
@2013
PROGRAMME
MANAGEMENT
SYSTEMS
Benefits
Realisation
Stakeholder
Management
Programme
Governance
•The development, communication, implementation, monitoring, and assurance of the
policies, procedures, organisational structures, and practices associated with a given
programme.
•The result is a framework for efficient and effective decision-making and delivery
management focused on achieving goals in a consistent manner, addressing
appropriate risks and stakeholder requirements.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms @2013
PROGRAMME
MANAGEMENT
SYSTEMS
•The project manager is responsible for ensuring that communications are sent,
received, and understood.
•The project manager can identify preferred communications modes for the critical
stakeholders, assess the best means to enable those modes, and ensure the
integrity of the process as the project continues.
Communications
Finance &
Supply Chain
Governance &
Audit
People, Leadership &
Management
Risk Management
Scope & Schedule
Management
Stakeholder &
Benefits Management
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
@2013
PROGRAMME
MANAGEMENT
SYSTEMS
•The project manager is responsible for the assurance that the project is
executed within the agreed financial constraints by estimating, controlling and
budgeting costs.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
Communications
Finance &
Supply Chain
Governance &
Audit
People, Leadership &
Management
Risk Management
Scope & Schedule
Management
Stakeholder &
Benefits Management
@2013
PROGRAMME
MANAGEMENT
SYSTEMS
Governance
•Ethical aspects of the project. The project
manager will be responsible for identifying
and implementing the policies, processes,
procedures, tools, and techniques for
achieving specific goals and objectives.
Audit
•The review of the project
performance. It will assess
whether the PM systems worked
in the project.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
Communications
Finance &
Supply Chain
Governance &
Audit
People, Leadership &
Management
Risk Management
Scope & Schedule
Management
Stakeholder &
Benefits Management

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@2013
PROGRAMME
MANAGEMENT
SYSTEMS
•The project manager will be responsible
for leading, motivating and organising
team members.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
Communications
Finance &
Supply Chain
Governance &
Audit
People, Leadership &
Management
Risk Management
Scope & Schedule
Management
Stakeholder &
Benefits Management
@2013
PROGRAMME
MANAGEMENT
SYSTEMS
•The project manager will be responsible
for identifying, assessing, handling and
controlling the risks and issues associated
with the project.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
Communications
Finance &
Supply Chain
Governance &
Audit
People, Leadership &
Management
Risk Management
Scope & Schedule
Management
Stakeholder &
Benefits Management
@2013
PROGRAMME
MANAGEMENT
SYSTEMS
•The project manager develops and
maintains the scope and schedules of
projects.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
Communications
Finance &
Supply Chain
Governance &
Audit
People, Leadership &
Management
Risk Management
Scope & Schedule
Management
Stakeholder &
Benefits Management
@2013
PROGRAMME
MANAGEMENT
SYSTEMS
•The project manager develops and
maintains the scope and schedules of
projects.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
Communications
Finance &
Supply Chain
Governance &
Audit
People, Leadership &
Management
Risk Management
Scope & Schedule
Management
Stakeholder &
Benefits Management
@2013
PROGRAMME
MANAGEMENT
SYSTEMS
Programmes
Multiple projects at the same time
but for the same client
Combined project management
Governance structure
Training
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
PORTFOLIO
MANAGEMENT
Aligning the project and programme
activities to corporate strategy
@2013IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms

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RESPONSIBILITIES
strategy
implementation
corporate
operations
portfolio
governance
organisational
development
COORDINATION of resources across the Caribbean (Trinidad and Tobago, Jamaica & Barbados),
North America (United States), Europe (Bulgaria), Asia (China, India & Indonesia)
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms @2013
STANDARDS
Standard for Portfolio
Management
A Standard for
Enterprise Project
Management
The UK Cabinet Office’s
Portfolio, Programme &
Project Office (P3O)
Guidelines
The UK Major Project
Agency’s (MPA)
Guidance documents
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
@2013
DEPARTMENTS
PORTFOLIO
GOVERNANCE
PROGRAMME
MANAGEMENT
OFFICE
FACILITIES
&SAFETY
BusinessContinuity
Programme
(BCP)Office
ENTERPRISE
INFORMATION
SYSTEMS
FINANCE&
SUPPLY CHAIN
OFFICE
HUMAN
RESOURCES
OFFICE
CentreofExcellence
(COE)
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms @2013
PORTFOLIO
GOVERNANCE
Project management and programme
management have traditionally focused
on doing work right, while portfolio
management is concerned with doing the
right work.
Review boards are set-up in a hierarchical
structure in line with the Portfolio,
Programme and Project Management
(P3O) structures.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
@2013
PORTFOLIO
GOVERNANCE
PORTFOLIO MANAGEMENT
BOARD (PMB)
PORTFOLIO MANAGEMENT
BOARD (PMB)
• dictates the framework, rules, and
procedures for making portfolio decisions.
• granted the authority to evaluate the portfolio
performance and to make important
decisions when needed or requested.
• provides guidance and decisions regarding
programme direction and changes affecting
the program outcomes.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms @2013
PORTFOLIO
GOVERNANCE
PROJECT REVIEW BOARD (PRB)
•project success and
deliverable
acceptance criteria
•process for review and
approval for changes to
budget, scope, quality, and
schedule, which are beyond
the authority of the project
manager
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms

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PROJECT-FOCUS
DEPARTMENTS
PROGRAMME MANAGEMENT
OFFICE
•Programme & project life cycles of internal and
external projects aligned to the corporate strategies
and direction of the Portfolio Management Office.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms @2013
PROJECT-FOCUS
DEPARTMENTS
FACILITIES & SAFETY
•Oversees the general office operations, health and
safety of the Headquarters & Country Office facilities
and staff.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
@2013
PROJECT-FOCUS
DEPARTMENTS
ENTERPRISE INFORMATION
SYSTEMS
•Infrastructure Solutions,
•Systems Integration,
•Business Intelligence Solutions,
• Information Risk & Security Management, and
• Innovation & Application.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms @2013
CARETAKER
DEPARTMENTS
FINANCE & SUPPLY CHAIN
•Finance Strategy,
•Accounting & Taxation,
•Treasury, Banking & Capital Investments,
•Risk & Regulatory Compliance,
•Supply Chain Strategy, and
•Supply Chain Operations.
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
@2013
CARETAKER
DEPARTMENTS
HUMAN RESOURCES OFFICE
•HR Strategy,
•Organisational Culture & Development,
•Recruitment, Selection & On-boarding,
•Compensation & Benefits,
•Performance Management,
•Training & Development, and
•HR Compliance & Administration
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms @2013
CURRENT
STAFFING
Portfolio Management
Lead (HQ)
Programme Specialist
(HQ)
Operations Coordinator
(HQ)
Sales & Operations
Coordinator (Jamaica)
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms

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IDEAL STAFFING
Portfolio Management
Lead
Department Leads /
Generalists
Department Specialists /
Coordinators /
Associates
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
CONCLUSION
What does the future hold for the PMO?
@2013IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
@2013
CONFIGURATIONS
PORTFOLIO-LEVEL DIVISIONS
Portfolio
Management
Office
Human
Resources
Office
Finance
& Supply
Chain Office
Business
Intelligence
Unit
Country
Office
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms @2013
CHALLENGES
Recruitment, Selection
& On-boarding of new staff
Cross-Cultural
differences
Time zone
differences
Portfolio Performance
Metrics & Dashboards
IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms
QUESTIONS
& ANSWERS
@2013IMPLEMENTING PROJECT MANAGEMENT SYSTEMS
in two Entrepreneurial Firms