1. Our PMO Journey
Michelle Durkin
Head PMO

2. So why does ICR need a PMO ?

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. Theoretical Approach
Assess
current
environment
Produce
PMO
Business
Case
PMO setup
Develop
Management
Information
Establish
continuous
improvement
&
performance
metrics

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. 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. 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. 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. Figure out the balance of service delivery
9

10. Project Management Day of Service
10

11. PMDoS: What we took away and used 11
Reporting
heartbeat
Add value
Identify
quick wins
Maturity self
assessment
Minimal
Viable
Product

12. PMO value journey
12
Why?
What
happened?
What
next?
So
what?
Maturity
PMO
value
to ICR

13. Minimal Viable Product
13
A product with just enough features
to satisfy early customers, and to
provide feedback for future product
development.

14. PMDos: What we used 14
Reporting
heartbeat
Add value
Identify
quick wins
Maturity self
assessment
Minimal
Viable
Product

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. Any questions?
16