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The Institute of Cancer Research - Our PMO Journey - FuturePMO 2018

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The Institute of Cancer Research - Our PMO Journey - FuturePMO 2018

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Presented by Michelle Durkin, Head of Programme Management Office, The Institute of Cancer Research

Presentation Synopsis: Michelle shares with you her journey so far in establishing a PMO, the challenges faced and where she found support along the way in designing and implementing the new function.

Michelle attended the first UK PMO Practitioner course ran by Wellingtone which provided her with tools to design an approach in how to deliver a new PMO. The approach was validated at Project Management Day Of Service and the PMO is now well on its way to meeting the requirements originally identified.

Presented by Michelle Durkin, Head of Programme Management Office, The Institute of Cancer Research

Presentation Synopsis: Michelle shares with you her journey so far in establishing a PMO, the challenges faced and where she found support along the way in designing and implementing the new function.

Michelle attended the first UK PMO Practitioner course ran by Wellingtone which provided her with tools to design an approach in how to deliver a new PMO. The approach was validated at Project Management Day Of Service and the PMO is now well on its way to meeting the requirements originally identified.

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The Institute of Cancer Research - Our PMO Journey - FuturePMO 2018

  1. 1. Our PMO Journey Michelle Durkin Head PMO
  2. 2. So why does ICR need a PMO ?
  3. 3. Performance and Planning Operational strategic objective To improve organisational performance analysis and central project/planning to improve decision making and information flow • Improve the performance monitoring through better financial and non-financial reporting. • A new performance reporting suite with new KPI’s & integrating risk management & programme monitoring in the reporting suite • Develop a Programme Management Office function to monitor and report progress of key projects. • Improve current PM capabilities, standardise approach & reporting
  4. 4. Theoretical Approach Assess current environment Produce PMO Business Case PMO setup Develop Management Information Establish continuous improvement & performance metrics
  5. 5. ICR Needs: Challenges in project delivery Minimal consistency in how we manage and report against projects Minimal adherence to PM standards – with mixed results Limited knowledge in how to successfully deliver projects Self-generation of projects with no clear initiation process Minimal evidence of projects considering change management to embed new services/ tools Inconsistent project governance applied at the appropriate levels for projects
  6. 6. ICR Needs: Challenges with strategic overview 6 Limited Management oversight to inform decision making Not using the term Portfolio with Departments working in silos Limitations in current strategic planning No one version of the truth to aid strategic planning Siloed view of projects and prioitisation
  7. 7. PMO Services & Areas of Responsibility •Conduct gateway reviews at key project stages on all projects •"Parachute" in PM expertise for projects that require support •Deliver training aligned to agreed best practice and methodology •Mentor and coach individuals •Define and maintain project management methodology & tools •Provide central repository for project management methodology, tools & processes •Manage portfolio information to support senior management decision-making with performance suite •Monitor projects and programmes to ensure that they continue to address strategic objectives Strategic support Methodology & processes Project services Training & Mentoring
  8. 8. Where to start? 8 • Wellingtone PMO Practitioner Training Course (APM accredited) Validation of approach to date Met people on the same journey Understand how to build PMO identity PMO as a service provider
  9. 9. Figure out the balance of service delivery 9
  10. 10. Project Management Day of Service 10
  11. 11. PMDoS: What we took away and used 11 Reporting heartbeat Add value Identify quick wins Maturity self assessment Minimal Viable Product
  12. 12. PMO value journey 12 Why? What happened? What next? So what? Maturity PMO value to ICR
  13. 13. Minimal Viable Product 13 A product with just enough features to satisfy early customers, and to provide feedback for future product development.
  14. 14. PMDos: What we used 14 Reporting heartbeat Add value Identify quick wins Maturity self assessment Minimal Viable Product
  15. 15. Achievements so far………. Jan 2018 • PMO Business case approved Feb - June 2018 • Recruited new team • Identified quick wins • Rationalised our portfolio • Developed Project Management Methodology with minimum standards expected of all PM’s July – Sept 2018 • Identified reporting ‘heartbeat’ • Setup governance & established monthly reporting routines • Developed Senior Management Information (dashboard) • Introduced new project approval process Oct – Dec 2018 • Run first PM forum • Run first PMO training course • Run first batch of gateway reviews • Baseline targets to start measure success
  16. 16. Any questions? 16

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