Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

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

295 views

Published on

Justin explores 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. Hints, tips, and ideas to enhance your PMO journey.

Published in: Business
  • Be the first to comment

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

  1. 1. Copyright 2017 FUJITSU Future PMO Justin Byrd 12th September 2017
  2. 2. 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
  3. 3. 3Fujitsu Confidential Copyright 2017 FUJITSU  What is a PMO  Understanding your organisation  Adding value  Services and collateral  People  Evolving  Are you future ready? Agenda
  4. 4. 4Fujitsu Confidential Copyright 2017 FUJITSU 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.
  5. 5. 5Fujitsu Confidential Copyright 2017 FUJITSU Define your PMO - what is it going to be called? Hints, Tips and Ideas - 1
  6. 6. 6Fujitsu Confidential Copyright 2017 FUJITSU  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
  7. 7. 7Fujitsu Confidential Copyright 2017 FUJITSU Hints, Tips and Ideas - 2 Determine the challenges your organisation is facing then design your PMO to address them
  8. 8. 8Fujitsu Confidential Copyright 2017 FUJITSU 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
  9. 9. 9Fujitsu Confidential Copyright 2017 FUJITSU 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
  10. 10. 10Fujitsu Confidential Copyright 2017 FUJITSU Hints, Tips and Ideas - 3 Be clear about and promote the added value your PMO will bring to your organisation, however small that may be initially
  11. 11. 11Fujitsu Confidential Copyright 2017 FUJITSU 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
  12. 12. 12Fujitsu Confidential Copyright 2017 FUJITSU Collateral KPIs Measure InnovatePropagate Strategise
  13. 13. 13Fujitsu Confidential Copyright 2017 FUJITSU Hints, Tips and Ideas - 4  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
  14. 14. 14Fujitsu Confidential Copyright 2017 FUJITSU  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
  15. 15. 15Fujitsu Confidential Copyright 2017 FUJITSU 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
  16. 16. 16Fujitsu Confidential Copyright 2017 FUJITSU Hints, Tips and Ideas - 5  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
  17. 17. 17Fujitsu Confidential Copyright 2017 FUJITSU  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
  18. 18. 18Fujitsu Confidential Copyright 2017 FUJITSU 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
  19. 19. 19Fujitsu Confidential Copyright 2017 FUJITSU Hints, Tips and Ideas - 6 Don’t sit back and relax – keep moving forward and evolve your PMO as your organisation evolves
  20. 20. 20Fujitsu Confidential Copyright 2017 FUJITSU 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
  21. 21. 21Fujitsu Confidential Copyright 2017 FUJITSU 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
  22. 22. 22Fujitsu Confidential Copyright 2017 FUJITSU Biography Justin Byrd
  23. 23. 23Fujitsu Confidential Copyright 2017 FUJITSU 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
  24. 24. 24Fujitsu Confidential

×