FuturePMO 2017 - Justin Byrd, Fujitsu - Future-proofing your PMO; Building an Organisation Designed to Last.

Copyright 2017 FUJITSU
Future PMO
Justin Byrd
12th September 2017

2Fujitsu Confidential Copyright 2017 FUJITSU
Future-proofing your PMO;
Building an Organisation Designed to Last.
 During his presentation, Justin will explore what a good
PMO looks like, how should it be designed to add the
most value for its Customers and how you can ensure it is
fit for purpose not only today, but for the future of your
organisation too. Delegates will leave with hints, tips,
and ideas to enhance their PMO journey.
Workshop

 What is a PMO
 Understanding your organisation
 Adding value
 Services and collateral
 People
 Evolving
 Are you future ready?
Agenda

What is a PMO?
A department within a business that defines
and maintains standards for project
management within an organisation.
Strategic PMOs enable strategic change
in organisations. PMOs vary widely.
Some serve as a means to standardise
project-related governance processes
and facilitate sharing of resources and tools.
Others serve as centres of excellence and still others
align project and programme work to corporate strategy
across an enterprise.
EPO aims to:
Sit at the heart of delivery
ensuring consistent, near
perfect execution of Programmes,
Projects and BAU Service across the organisation,
by providing governance and a range of services
that proactively support successful delivery to our
customers.

Define your PMO -
what is it going to be
called?
Hints, Tips and Ideas - 1

 What does your organisation require from your PMO?
 What challenges does your organisation face?
 Cranfield University research shows that around 70% of large organisations have
some form of PMO and whilst some PMOs can be shown to contribute to
increased project and programme success rates, others are less effective.
Overall, it appears organisations have a PMO for one or more of the following
reasons:
 To reduce the risk of projects failing to deliver to time, cost and quality targets
 To increase the success of projects and programmes in delivering the business value expected
 To make more efficient use of project resources by using a “shared service”
 To make more effective use of scarce skills and resources across projects and programmes
Understand Your Organisation

Determine the
challenges your
organisation is facing
then design your PMO
to address them

Improving PPM delivery performance
 PMOs can provide one or both of the following:
What Does Your PMO Need to Do?
 The relative position of a PMO from Operational to Strategic will have a profound impact
on the influence that it can have on the success of projects and programmes within an
organisation and, as a result, the value that it can deliver
Operational Support
Improving decision making and governance
Strategic Support

Your PMO MUST add value to
the organisation in whatever
it does
Value Add
Agility Cost
‘Value’ is determined by
an organisation’s own
challenges
The role of a PMO must vary
considerably to help an
organisation deal with and
overcome those challenges
 PMOs are often seen as a cost overhead –
How do we overcome that?
 We are in tough economic times
 Our market places are increasingly competitive business
environments
 Organisations cannot afford to continue spending huge
sums of money on unsuccessful projects and programmes
 Neither can they afford the cost of an ineffective PMO
 So it is important to evaluate and understand the value
your PMO can and should deliver and what constitutes the
right mix of people and processes within the PMO to
make that contribution

Be clear about and
promote the added value
your PMO will bring to
your organisation,
however small that may
be initially

PMO Services
Levels of Available PMO Service
Core Typically Low Cost and Minimal Requirements
Standard PMO Offering
Highest Level of PMO Support providing all PMO Services
Governance and
Control
Planning
RAID
Management
Comms,
Reporting and MI
Quality
Assurance
Change
Management
Financial
Management
Resource
Management
Secretariat

Collateral
KPIs
Measure
InnovatePropagate
Strategise

 Set out your collateral
requirements
 Define and document your
service offering
 Get your customer to sign up
to your delivery
 Identify a measure of success

 Train, develop, recruit and retain top PMO talent
 PMO should be seen as a career choice, not
somewhere PM dinosaurs go to die
 Top class talent will deliver top class services
 It is critical to have the right people in the right
place at the right time doing the right things
 Identify your stakeholders
 Secure buy-in from a PMO supporter to encourage
non-believers
 Work with your PPM delivery teams
 There should be an alignment between PMO and
PMs not a stand off
It’s All About The People
PMO

How PMO & PM work together?
What Project Managers PMO
Governance and Control
Own the Programme / Project / Work
Package
Provide Controls &
Support it
Reporting Report on project progress Consolidate reports
Finances Own project finances
Define Standards &
Review them
Planning Plan the project
Define Standards &
Consolidate plans
Quality Assurance Define & deliver against quality Measure it
Resourcing Define project resources Manage the process
RAID Own their RAID Report it
Change Manage change
Define Standards &
Facilitate the process
Secretariat Ask for help Organise help

 Work with your stakeholders
and use them to help gain
traction with others
 Focus on your PMO people,
they are critical – offer them a
career to be proud of

 Expand and evolve your PMO over time
 Consider both the services it delivers and
the influence it has on decision making
 The further top right you move the more
involvement you should have in business
cases and benefits
 Supply offers improvement to PPM
resources
 Demand offers portfolio management and
prioritisation decisions
 Keep it relevant to your changing business
Evolve
SUPPLY DEMAND
OPERATIONALSTRATEGIC

The EPO Journey - One PMO, One Strategy, One Delivery
EPO is continuously evolving and improving through
feedback, adoption of good practice and as
stakeholder requirements change.
2
Pre-2014
Programmes and Projects either had no PMO support, or compiled their own
Jan 2014
First PMO Service Description approved and published from EUS PMO
30 staff managing 13 Project Management Offices
1
Aug 2014
Secured Business Case approval to form UK&I PMO
57 staff providing centralised PMO and Centre of Excellence Services
2014-2016
Collateral and KPI’s developed
PMO Cost Model, PMO Charter,
Combined Programme and PMO
Mobilisation Checklist, PMO 1-
pager, PMO Marketing, P3O
Training Course, EPO Foundation
Training Course
July 2017
PMO of the Year
Award Finalist
Mar 2017
Portfolio Level Delivery
PMO delivery aligned to Business Portfolio
structure and first Portfolio Level PMO
Service Description approved and published
3
4
5
6
EPO - Supporting successful
delivery to our customers
7
Apr 2016
EPO launched
A Community of 210 PPM Professionals
including PCOs and PL’s with a consistent
engagement process

Don’t sit back and
relax – keep moving
forward and evolve
your PMO as your
organisation evolves

Are You Future Ready?
 Future Proofing your PMO is about designing a PMO fit for purpose
for your organisation now but having one eye ahead of you ready
to evolve
 It’s what your PMO does and how it does it that makes the
difference
 Be clear about your business objectives for establishing or
developing a PMO
 Since the purpose of a PMO is to overcome the challenges an
organisation has in consistently achieving success from its projects
and programmes, it is those challenges that should define the
balance of the role. This in turn should determine the functions it
performs or the services it provides. The nature of those services
should then define the type of staff required
 Do not be led by defining the role of your PMO on the skills and
experience of your PMO staff and the services they are able to
provide

Lasting Hints Tips
Define your
PMO - what
is it going to
be called?
1
Determine the
challenges your
organisation is
facing then design
your PMO to
address them
2
Be clear about and
promote the added
value your PMO will
bring to your
organisation,
however small that
may be initially
3
Set out your
collateral
requirements
4
Define and
document your
service
offering
5
Get your
customer to
sign up to
your
delivery
6
Identify a
measure of
success
7
Work with your
stakeholders and
use them to help
gain traction with
others
8
Focus on your
PMO people, they
are critical – offer
them a career to
be proud of
9
Don’t sit back and
relax – keep
moving forward
and evolve your
PMO as your
organisation
evolves
10

Biography
Justin Byrd

I lead the EMEIA Portfolio Office at Fujitsu; a team of over 200 project and PMO
professionals delivering a range of PMO services to over 50 external customers
across 5 countries, as well as underpinning Fujitsu’s internal change programmes.
With my background in IT Transition Management, delivering Transition Programmes
for Fujitsu and other IT companies, I jumped ship 6 years ago from delivery into the
world of PMO.
Developing a reputation from re-energising a small Project Office of just 3 people
resulted in me building a solid and repeatable PMO solution across all of Fujitsu’s
business which now brings together all PMO resources into a single shared service
team delivering fully costed and measurable PMO services that improve the
successful delivery of projects and programmes.
About me…
Justin Byrd
Head of EMEIA Portfolio Office, Fujitsu EMEIA
Email: Justin.Byrd@uk.fujitsu.com
Tel. +44 (0)7867 830406

FuturePMO 2017 - Justin Byrd, Fujitsu - Future-proofing your PMO; Building an Organisation Designed to Last.

FuturePMO 2017 - Justin Byrd, Fujitsu - Future-proofing your PMO; Building an Organisation Designed to Last.

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