The pmo strategy discipline execution value


Published on

Published in: Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Now I’d like to open up to any questions anyone may have. While I do, I’ll put our contact information up. <NEXT>
  • The pmo strategy discipline execution value

    1. 1. The PMO Strategy – Discipline – Execution - Value Presented by: Orlando Lugo – PMP, CBM, MPM Director of Instructor Scheduling, Credentialing & Quality - PMI Tampa Bay Chapter [email_address]
    2. 2. The PMO: Strategy – Discipline – Execution - Value <ul><li>This presentation looks beyond a project by project approach and views the PMO from four different yet closely related perspectives: an important center for strategic leadership , where “ best practices ” are followed, initiatives are completed and business benefits are realized </li></ul><ul><ul><li>AGENDA </li></ul></ul><ul><ul><li>The Opportunity </li></ul></ul><ul><ul><li>A New Approach </li></ul></ul><ul><ul><li>Four Key Perspectives </li></ul></ul><ul><ul><li>Questions and Discussion </li></ul></ul><ul><ul><li>Reference Material </li></ul></ul>
    4. 4. THE OPPORTUNITY <ul><li>Projects are not aligned to strategic goals, duplicate projects, many pet projects </li></ul><ul><li>Too many active projects and/or all projects in active status </li></ul><ul><li>Lack of accountability, ownership, executive support </li></ul><ul><li>Not learning from past projects, thus repeating same mistakes </li></ul><ul><li>Senior management is unaware of projects that are in process. </li></ul><ul><li>Customers are unhappy whether or not the project was delivered on time. </li></ul><ul><li>Projects focus on a deliverable and not the problem that drove approval and initiation. </li></ul><ul><li>Business units optimize their objectives at the expense of overall organization objectives </li></ul>
    5. 5. THE OPPORTUNITY <ul><li>Conflicting priorities between business units </li></ul><ul><li>Complaints that decisions change frequently. </li></ul><ul><li>Turnover among high achieving staff who feel they cannot succeed Resources stretched thin, unproductive resources, resources assigned to many projects that have similar deadlines </li></ul><ul><li>“ Heroic” efforts are required to finish projects </li></ul><ul><li>Projects outlive their window of opportunity for benefit. </li></ul><ul><li>Project managers focus on their own projects without considering their fit with other projects or in the company’s objectives </li></ul><ul><li>Business unit managers don’t communicate regularly. </li></ul><ul><li>The projects in progress do not add value to the organization which draws on resources that could be used on more strategic projects. </li></ul>
    6. 6. THE OPPORTUNITY Hubris born of success Undisciplined pursuit of more Denial of risk and peril Grasping for salvation Capitulation to irrelevance or death STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5 How the Mighty Fall – A Five-Staged Framework How the Mighty Fall – Jim Collins
    7. 7. THE OPPORTUNITY Six Disciplines: Execution Revolution – Gary Harpst
    8. 8. THE OPPORTUNITY <ul><li>“ Now, I’m thinking that economic collapse is just the environment where project management will prove to be the differentiator between success and freefall.” </li></ul><ul><li>Strategy &Projects Blog (12/10/08) </li></ul>
    9. 9. A NEW APPROACH PM Language Business Language <ul><li>Project Charter </li></ul><ul><li>Project Plan </li></ul><ul><li>WBS </li></ul><ul><li>Earned Value </li></ul><ul><li>Risk Management </li></ul><ul><li>Roles & Responsibilities </li></ul><ul><li>Project Phases </li></ul><ul><li>Portfolio Management </li></ul><ul><li>Risk Management </li></ul><ul><li>Activity Sequencing </li></ul><ul><li>Lessons Learned </li></ul><ul><li>Tools & Techniques </li></ul><ul><li>Critical Path </li></ul><ul><li>Knowledge Areas </li></ul><ul><li>Strategic Planning </li></ul><ul><li>Execution </li></ul><ul><li>Empowerment </li></ul><ul><li>Learning Organization </li></ul><ul><li>Leadership </li></ul><ul><li>Uncertainty </li></ul><ul><li>Best Practices/Discipline </li></ul><ul><li>Customer Satisfaction </li></ul><ul><li>Maximize Value/Benefits </li></ul><ul><li>Resource Allocation </li></ul><ul><li>Business Need </li></ul><ul><li>First to Market </li></ul><ul><li>Core Competency </li></ul><ul><li>Competitive Advantage </li></ul>
    10. 10. A NEW APPROACH <ul><li>What is a Project? </li></ul><ul><li>A temporary endeavor undertaken to create a unique product or service . </li></ul><ul><li>What is a Project? </li></ul><ul><li>An investment , in agreement with the Company’s intent , that most be carefully selected, implemented and monitored to ensure its value is realized and maximized </li></ul>
    11. 11. A NEW APPROACH <ul><li>What is Project Management? </li></ul><ul><li>The application of knowledge, skills, tools and techniques to project activities to meet project requirements (on time, scope-quality, budget) </li></ul><ul><li>What is Project Management? </li></ul><ul><li>“ The management of those projects (investments) which are of critical importance to enable the organization as a whole to have competitive advantage”; The Discipline of (Strategy) Execution; Doing the right projects and Doing projects right (better); Value Delivery Management </li></ul>
    12. 12. A NEW APPROACH <ul><li>Who is a Project Manager? </li></ul><ul><li>A professional in the field of project management ; The person accountable for accomplishing the stated project objectives; The person responsible for the overall success of the project </li></ul><ul><li>Who is a Project Manager? </li></ul><ul><li>An Investment Manager </li></ul><ul><li>A Strategic Support Leader </li></ul><ul><li>A Business Culture Influencer </li></ul><ul><li>A Value Delivery Leader </li></ul>
    13. 13. A NEW APPROACH Strategic Goals (Why) Delivered Value (How) Looking beyond scope, time and cost to managing the delivery of business value …..
    14. 14. A NEW APPROACH <ul><li>Project Efficiency </li></ul><ul><li>To deliver the project on time </li></ul><ul><li>To deliver the project under budget </li></ul><ul><li>To deliver according to scope </li></ul><ul><li>Project Success </li></ul><ul><li>Deliver what is needed to realize business value </li></ul><ul><li>Meet project strategic and business objectives </li></ul><ul><li>Meet customer’s expectations </li></ul><ul><li>Deliver according to scope, time, cost </li></ul>
    15. 15. A NEW APPROACH <ul><li>THE PMO </li></ul><ul><li>A PMO is a formal or informal group that accepts responsibility for one or more Program/Project governance, support and/or mentoring functions, with the explicit purpose (in the best cases) of improving PM Performance. </li></ul><ul><li>A PMO is: </li></ul><ul><li>An organization that monitors the basket of pending and approved projects. </li></ul><ul><li>An organization that enforces compliance to established standards. </li></ul><ul><li>An organization that provides resources such as: </li></ul><ul><ul><li>Standard Forms </li></ul></ul><ul><ul><li>Templates </li></ul></ul><ul><ul><li>Project Plans </li></ul></ul><ul><ul><li>Project Progress Expediting Support </li></ul></ul>
    16. 16. FOUR KEY PERSPECTIVES <ul><li>The PMO - an important center for strategic leadership , where “best practices” are followed, initiatives are completed and business benefits are realized </li></ul>
    17. 17. A New Approach to PM
    18. 18. FOUR KEY PERSPECTIVES <ul><li>Strategic Focus </li></ul><ul><li>Focus on where the company wants to lead </li></ul><ul><li>The strategy execution gap - Integration of strategy and project investments </li></ul><ul><li>Strategic management of company resources </li></ul><ul><li>Executive accountability – Facilitate Executive involvement in project selection and monitoring of key performance metrics </li></ul><ul><li>Proactively deal with uncertainty </li></ul><ul><li>Doing the right projects… </li></ul>
    19. 19. FOUR KEY PERSPECTIVES <ul><li>Strategic Focus </li></ul><ul><li>Every Company has a portfolio (list) of projects, whether they know it or not… </li></ul><ul><li>Your project portfolio provides a key view of the intent of the company…. </li></ul><ul><li>So what does your portfolio of projects say about the intent/direction/vision/leadership of you company? </li></ul>
    21. 21. FOUR KEY PERSPECTIVES <ul><li>Discipline </li></ul><ul><li>Proven “best practices”, methodology, guidelines, standards, tools and techniques </li></ul><ul><li>Leadership, Teamwork, Decision Making, Conflict Resolution, Change Management… </li></ul><ul><li>Core Competency, a “can-do” culture </li></ul><ul><li>Consistent approach, Repeatable processes and results. continuous improvement – creating a learning organization </li></ul><ul><li>Doing projects right….. </li></ul>
    22. 22. FOUR KEY PERSPECTIVES <ul><li>Execution </li></ul><ul><li>Clear Project/Goals/Requirements definition </li></ul><ul><li>Team member accountability – Clear definition of roles and responsibilities </li></ul><ul><li>Timely monitoring and status reporting </li></ul><ul><li>Improved communications and focus at all levels </li></ul><ul><li>Emphasis on teamwork and empowerment of key team members </li></ul><ul><li>Improved employee morale and productivity </li></ul><ul><li>Buy-in and ownership of business initiatives </li></ul>
    23. 23. FOUR KEY PERSPECTIVES <ul><li>“ Maximization of Value” </li></ul><ul><li>Improved project execution - Consistent time-to-market </li></ul><ul><li>Customer satisfaction - Meeting project/product expectations </li></ul><ul><li>Better able to respond to market changes </li></ul><ul><li>Comparing project results with predicted benefits </li></ul><ul><li>Timely reporting of key performance/results metrics </li></ul><ul><li>What brings value will bring value earlier and more consistently </li></ul><ul><li>What does not bring value is identified earlier and dealt with appropriately (improved and/or cancelled) </li></ul><ul><li>Value Delivery Management – increasing corporate value by making “a more predictable translation of business strategy into consistently successful projects”. </li></ul>
    24. 24. THE OPPORTUNITY <ul><li>“ Now, I’m thinking that economic collapse is just the environment where project management will prove to be the differentiator between success and freefall.” </li></ul><ul><li>Strategy &Projects Blog (12/10/08) </li></ul>
    25. 25. Questions & Answers
    26. 26. Reference Material <ul><li>BOOKS </li></ul><ul><li>Creating the Project Office - Randall L. Englund, Robert J. Graham, Paul C. Dismore </li></ul><ul><li>The Strategic Project Office – J. Kent Crawford </li></ul><ul><li>Reinventing Project Management – Aaron J Shenhar, Dov Dvir </li></ul><ul><li>Executing Your Strategy – Mark Morgan, Raymond E. Levitt, William Malek </li></ul><ul><li>Execution – Larry Bossidy, Ram Charan </li></ul><ul><li>Why Should Your Boss Listen to You – James E. Lukaszewski </li></ul><ul><li>Taming Change with Portfolio Management – Pat Durbin, Terry Doerscher </li></ul>
    27. 27. Reference Material <ul><li>ARTICLES, WHITEPAPERS, ETC… </li></ul><ul><li>What CEOs Must Demand To Achieve Effective Project Management – Russell D. Archibald </li></ul><ul><li>Why a Project/Program Manager with a PMP Accreditation is a Suitable Candidate to Become a CEO – TD Jainendrakumar </li></ul><ul><li>The Executive Void: Filling the Role of the Chief Strategy Officer – Kenneth W. Rice, USN </li></ul><ul><li>How Project Management Can Rescue Companies from the Baby Boomer Leadership Vacuum – Andrea Nicholas </li></ul><ul><li>Creating Project-Based Organizations to Deliver Value – Michael Thiry </li></ul><ul><li>Selling Quality Ideas to Management – Brian Palmer – article in Quality Progress </li></ul>
    28. 28. Reference Material <ul><li>ARTICLES, WHITEPAPERS, ETC (cont)… </li></ul><ul><li>Strategic Project Management – article </li></ul><ul><li>Close the Gap Between Projects and Strategy – Lauren Keller Johnson </li></ul><ul><li>Which Projects Get Top Billing – Paul Michelman </li></ul><ul><li>Strategic Project Leadership: Focusing Projects on Business Results – presentation by Dr. Aaron J. Shenhar </li></ul><ul><li>The Art and Process of Strategy Development and Deployment – article in The Journal For Quality & Participation </li></ul>