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14 03 19 - Features of Performing PMOs

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14 03 19 - Features of Performing PMOs

  1. 1. TM Frederic L. Casagrande, PMP®
  2. 2.  Introduction  The Theory: PMO Framework  The Practice: High-Performing PMO’s  Q&A
  3. 3. The PMI® PMO Community of Practice Me
  4. 4.  The PMI® PMO Community of Practice (CoP) is the largest global virtual community (27000 members) focused on PMOs  It facilitates Collaboration, Knowledge Sharing, and Professional Development Opportunities for a growing community, providing value to members that cannot be found elsewhere: ◦ The PMOSIG PMO Handbook ◦ The PMO Symposium (largest global conference focused on PMO) ◦ Collaborating with key industry analysts on the latest PMO trends ◦ Host the PMO of the Year® Award with PM Solutions® ◦ An ongoing series of PMO-focused webinars ◦ Monthly Newsletter with PMO thought leaders interviews
  5. 5.  2009 – Vice-Chair (PMI® PMO Specific Interest Group)  2011 – Vice-President (PMI® PMO Community of Practice)  2011 & 2012 – Program Chair (PMI® PMO Symposium)  2013 – Judge (PMI® PMO of the Year® Award)  2007 – Director of PMO (Interoute)  2008 – Head of PMO (Universal Studios)  2009 – PMO Director (AMER Group)  2011 – Head of PMO (Emiraje Systems)  2014 – Program Governance & Controls (ENEC)
  6. 6. PMI® Pulse of the Profession™ PMO Archetypes PMO Domains of Work Domains Mapping Next Steps?
  7. 7.  In November 2013, PMI® released their PULSE of the PROFESSION™ report on PMO Frameworks  Based on previous work from the PMO Community of Practice (initiated in 2009), the key objective of this paper was to tackle the challenge of Defining the PMO through practitioners surveys and Subject Matter Experts workshops  This document is an integral part of PMI®’s Thought Leadership Series on PMO’s, with eminent contributions from SME around the world, and organizations like Forrester Research and Boston Consulting Group  It built a consensus on the most prevalent PMO archetypes in practice today, defined PMO key functions and mapped the practices associated with the PMO’s purposes and missions
  8. 8.  Organizational Unit PMO: Provides project-related services to support a defined organizational unit (Business Unit, Department or Division)  Project Office: Provides project-related services as a temporary entity established to support a specific Project or Program  Project Support Office: Provides enabling processes to continuously support management of Project, Program or Portfolio work throughout the organization  Enterprise PMO: Responsible for alignment of Project and Program work to Corporate Strategy and establishment of an appropriate Enterprise Governance  Center of Excellence: Equips the organization with methodologies, standards and tools to enable better project delivery. Increases the capability of the organization through good practices
  9. 9.  Governance: Define Standards, Methodologies & Metrics; Develop & Improve Processes  Execution Management: Manage Project or Program Delivery; Define Business Goals; Manage Resources; Manage Business Realization; Manage Risks; Manage Stakeholders; Manage Communications  Portfolio Management: Manage Prioritization & Strategic Alignment; Manage Resource Allocation; Analyze Opportunities & Investments; Manage Risks; Report on Portfolio & Benefits Realization  Talent Management: Define Career Paths; Career Development; Capability & Skills Training & Development; Certifications, Qualifications & Credentials  Performance Management: Report on Performance & Compliance; Escalate Issues; Distribute Information; Analyze Metrics & KPIs; Manage PMO Performance  Organizational Change Management: Manage Customers & Stakeholders Satisfaction; Manage Resistance; Assess Readiness; Manage Communications  Administration & Support: Provision, Implement & Support Tools  Knowledge Management: Define Knowledge Management Policies; Manage Intellectual & Collateral Property; Manage Lessons Learned; Content Management Collaboration  Strategic Planning Confirm Strategic Priorities; Define Business Goals and align to Initiatives; Analyze Opportunities
  10. 10.   PRIMARY   PRIMARY PRIMARY  PRIMARY    PRIMARY  PRIMARY PRIMARY PRIMARY PRIMARY PRIMARY    PRIMARY PRIMARY  PRIMARY    Governance Execution Management Portfolio Management Talent Management Performance Management Organizational Change Management Administration & Support Knowledge Management Strategic Planning Organizational Unit PMO Project Office Project Support Office Enterprise PMO Center of Excellence
  11. 11. Governance Execution Management Portfolio Management Talent ManagementPerformance Management Organizational Change Management Administration & Support
  12. 12. Governance Execution Management Portfolio Management Talent ManagementPerformance Management Organizational Change Management Administration & Support
  13. 13. Governance Execution Management Portfolio Management Talent ManagementPerformance Management Organizational Change Management Administration & Support
  14. 14. Governance Execution Management Portfolio Management Talent ManagementPerformance Management Organizational Change Management Administration & Support
  15. 15. Governance Execution Management Portfolio Management Talent ManagementPerformance Management Organizational Change Management Administration & Support
  16. 16.  Following a call for volunteers, the PMI® PMO Community of Practice has put together a team of Subject Matter Expert to refine the current PMO Domains of Work: ◦ Perception by internal and external stakeholders? ◦ Why are those domains part of the PMO? ◦ What does the PMO need to be able to do? ◦ What functions are performed under each domain? ◦ What capabilities are needed to succeed at each domain? ◦ What competencies does the PMO need? ◦ What deliverables are expected of the PMO? ◦ How does a domain specifically apply to a PMO Archetype?
  17. 17. PMO of the Year® Award 2006 to 2013 Recipients What do they have in common? How to follow their example?
  18. 18.  A showcase for PMOs that have demonstrated vision and business acumen in implementing new ideas, methods, or processes that led to measurable improvements in project management realizing business benefits for their organizations  Salutes a PMO that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects  Initiated in 2006 by PM Solutions®  Managed & Hosted jointly with PMI® PMO CoP since 2010  Awarded annually during PMI® PMO Symposium
  19. 19.  2006 – EDS (Office of the Multi-Year Plan)  2007 – Norton Healthcare (Enterprise PMO)  2008 – Accident Fund Insurance (Innovation & Planning)  2009 – Rockwell Automation (Software PMO)  2010 – IBM (Project Management Center of Excellence)  2011 – Dell Services (Healthcare & Life Sciences PMO)  2012 – Verizon Wireless (Marketing PMO)  2013 – Canada Health Infoway (PMO)
  20. 20.  They have demonstrated a strong alignment to key strategic directives of their organization  They have quantitative data to illustrate their business impact  They have a process for continuous improvement to improve their organization’s project management capabilities  They have existing programs for talent resourcing and career development for project related staff  They work on business critical initiatives for which initial Business Goals, Objectives and KPIs are largely available  They have been instrumental to successful business outcomes, and key stakeholders acknowledge their business value  They have a plan for their future that will potentially impact their organization
  21. 21.  Stay aligned with your company’s strategy. Understand what is expected from the PMO. Fail, and you become irrelevant!  Get noticed! Work on the biggest challenges, make a difference, and ensure key stakeholders acknowledge your contribution!  Collect data rigorously and document everything. Quantify the value of the PMO and back up your accomplishments  Improve continuously. Strive to become a better PMO and enable your company to become better at Project Management  Nurture resources inside AND outside of the PMO. Mentor! Coach! Train & Develop! Educate broadly and then deeply.
  22. 22. Questions & Answers Resources
  23. 23.  PMI® PMO Community of Practice ◦ http://pmo.vc.pmi.org  PMI® Thought Leadership Series on PMO’s ◦ http://www.pmi.org/Knowledge-Center/PMO-Thought- Leadership.aspx  PMO of the Year White Paper (2013) ◦ http://www.pmsolutions.com/white_papers/2013_PMO_of_the_Ye ar_White_Paper_(Final).pdf

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