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FuturePMO 2017 - Dr Andrew Schuster, PricewaterhouseCoopers LLP

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Are you looking to maximise the value that PMOs play in your organisation? Although there are many types and designs of a PMOs, each plays a role in the transformation of an organisation and the attainment of organisational goals. This presentation explores lessons of designing, delivering and assuring organisational transformation from the perspective of the PMO Cockpit. It will explore the relationships of your PMO with business as usual functions, organisational governance and other PMOs. The presenter hopes that some of the insights will help put you in the drivers seat when designing your future PMO.

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FuturePMO 2017 - Dr Andrew Schuster, PricewaterhouseCoopers LLP

  1. 1. Future PMO Summit Transformation Touchpoints and Truths Lessons from the PMO Cockpit Dr Andrew Schuster Director Strategy and Transformation Twitter: @andrewschuster LinkedIn: @schusterandrew Sep 2017
  2. 2. Let us start with some definitions • PMO supports one or many portfolios, programmes or projects • A portfolio includes programmes, projects and related business as usual activities 2© Dr Andrew Schuster, PwC UK
  3. 3. A view from the PMO cockpit Transformation Strategy 3
  4. 4. © Dr Andrew Schuster, PwC UK PMO as a facilitator of change Need to change Ability to change Willingness to change 4 leadership, stakeholder and their transformation journey organisational capability transformation strategy and objectives
  5. 5. © Dr Andrew Schuster, PwC UK Transformation value position Transformation Complexity Transformation Scope Change Supporter Change Partner Change Driver 5
  6. 6. © Dr Andrew Schuster, PwC UK The way in which the PMO engages with organisation matters. 9 Re-active behaviour Degree of behaviour Pro-active behaviour Activity expected to be completed at a minimum centrally Not at all Partly Largely Fully Description of the issues Manage a to do list Drives goals, standards to pursue optimised outcomes Report delays on individual initiatives Possesses a holistic view of the programmes breaking down silos and perspectives Report on milestones achieved and not achieved Questions and challenges progress of initiatives Relay information Interpreting information to provide an independent view of the portfolio Report on risks and issues Aggregates identification and management of risk and issues responses and action plans Receives information and problems Seeks and sources information to aid solutions Goals Perspective Challenge Aggregation of info Interprets Seeks information PMO value: reactive or proactive behaviour
  7. 7. A view from the PMO cockpit Design 7
  8. 8. © Dr Andrew Schuster, PwC UK Types of PMOs Centre of Excellence Is all about.. P3 capability Knowledge management Skills and resourcing Strategy Delivery Is all about.. Investment prioritisation Portfolio optimisation Benefits (VfM) Delivery Support Is all about.. Oversight and control Administration Project Specific Inter-dependent delivery Is all about.. Target operating model Co-delivery Risk Assurance 7
  9. 9. © Dr Andrew Schuster, PwC UK The profile of your PMOs design Centre of Excellence Strategy Delivery Delivery Support Inter- dependent Delivery Centre of Excellence Strategy Delivery Delivery Support Inter-dependent Delivery 8
  10. 10. A view from the PMO cockpit Services 10
  11. 11. © Dr Andrew Schuster, PwC UK PMO services – Case Study 1 Delivery Monitor, Review and Reporting Risk, Issue and Change Management Finance Commercial Management Quality Assurance Information Management Asset and Configuration Management Transition Management Secretariat (admin) Planning Portfolio Build, Prioritization, Analysis and Reporting Programme and Project Start Up and Closure Planning and Estimating Stakeholder Engagement and Communications Capacity Planning and Resource Management Benefits Realization and Management Performance Monitoring Centre of Excellence Standards and Methods (Process and Tools) Internal Consultancy Organizational Learning Knowledge Management Planning People and Skills (Competencies) Source: Axelos (2008) – derived from Hobbs and Aubry (2007) 12
  12. 12. © Dr Andrew Schuster, PwC UK PMO Services – Case Study 2 Programme and Project Delivery Commissioning Setting Mandate Business Justification Planning Risks/Issues Dependencies Project Initiation Resource/ Finance Stakeholder/ Comms Closing Benefits Realisation Proj/Prog Closure Lessons Learned Business As Usual Planning Business Planning Programme Management Benefit Reaslisation People Management Risk And Control Financial Management Capability Development Management Framework And Guidance Transformation Strategy Values and Behaviours Leadership Narratives Skills & Knowledge Management Technical & Knowledge Systems Directorate and Programme Performance Performance Data Analysis Exception Reporting Risk / Benefit Mapping Monthly Reporting Action Planning Staff Engagement Learning Events Specialist Skill Development Temporary Staff Management Team / Line Leadership Objectives & Performance Business Management Strategy / Policy Management Data / Information Management Procurement and Contract Management Organisational Performance Management Facilities and Estates Talent Management Stakeholder Engagement Multi-channel Engagement Strategy Programme Brand External Engagement Platforms Patient-centred Engagement Media Engagement Public Events Corporate Governance and Risk Assurance SRO Risk and Audit Committee Portfolio Management Internal Audit CxO Accountabilities Co-Delivery Management People Capacity & Capability Co-delivery Strategy / Plan Performance Management IT & Security Assurance Commercial Assurance Inter-organisational Team Management 11
  13. 13. A view from the PMO cockpit Making it real 14
  14. 14. © Dr Andrew Schuster, PwC UK The size of a PMO depends on context May range between 3% and 5% of the portfolio value Varies according to need and ability to change: • Project-based organising capability • Value proposition • Portfolio headcount • Services offered and maturity • Existence of other PMOs • Number of organizational boundaries Reconstituted, on average, every 18 to 24 months as the context and services required change Example Portfolio WTE Illustrative PMO WTE 30 3 60 6 120 7 200 9 500 17 1000 25 13
  15. 15. © Dr Andrew Schuster, PwC UK The PMO design and implementation journey 15 Step 1: define where you are Step 2: analyse transformation and organisation Step 3: design PMO(s) Step 4: implement PMO services Step 5: reassess Align to transformation strategy and support with a coherent narrative Assure against good practice Develop (recruit) high quality specialists Co-design and co-development Develop explicit values and norms Success factors
  16. 16. © Dr Andrew Schuster, PwC UK Take aways … • Understand how the PMO supports organisational governance • Portfolio, programme or project boards • Internal audit • External audit / reviews • Data (knowledge / intelligence) is at the core of the PMO • Keep an eye on the skills and knowledge you need in the PMO and changes over time 16
  17. 17. © Dr Andrew Schuster, PwC UK Resources • Axelos: What is P3O? (https://www.axelos.com/best-practice- solutions/p3o/what-is-p3o) • PMI: PMO Thought Leadership (www.pmi.org/Learning/pmo- thought-leadership.aspx) • APM: Body of Knowledge (https://www.apm.org.uk/BOK6) • PwC: Digital PMO 17
  18. 18. For further discussion … This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. © 2017 PricewaterhouseCoopers LLP All rights reserved. In this document, “PwC” refers to PricewaterhouseCoopers LLP which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity. Dr Andrew Schuster PwC | Director – Strategy and Transformation Mobile: 075 2592 6444 Email: andrew.schuster@pwc.com Twitter: @andrewschuster LinkedIn: @schusterandrew

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