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PMOSIG WEBINAR
GOVERNANCE AS A PMO - I JUST NEED TO DO
WHAT EACH PROGRAMME BOARD ASKS ME,
RIGHT?
Projects and programmes can (or maybe should?) be very focused seeing only their
needs. How do we avoid possible inefficie...
• Founder of
• Core P3M Data Club CIC
• Chase Management Services, Deep Team
• Co Founder of CPS, a Microsoft Technology C...
DAVID DUNNING
• Parochial Programmes &
PMO Challenges?
• What is Business Integrated
Governance ?
• Business Support and PMO
• How to st...
PAROCHIAL
PROGRAMMES?
6
Projects and programmes can (or maybe should?) be
very focused seeing only their needs. How do we
...
PMO – WHAT DOWE MEAN?
7
Decision
Support
Delivery
Support
Centre of
Excellence
Assurance
Portfolio
Programme
Product
Proje...
• A very important programme
• Executive level sponsor
• …hires in a programme director
• Programme director brings their
...
• A very important programme
• Executive level sponsor
• …hires in a programme director
• Programme director brings their
...
OHER PMO CHALLENGES
Emerging (non PMO) support teams see a
greater role for their services in a business
“We don’t need PM...
WHAT IS BIG?
(BUSINESS INTEGRATED
GOVERNANCE)
11
The Business Integrated Governance (BIG) model lifts
the change governanc...
BIGVISION
Underpinned by a clear governance framework that
aligns "run" & "change". It needs data and that requires
people...
BIGVISION
PfM PgM PjM PdM
Finance
Management Teams
Business Support
and Assurance
Accountability
Main / Exec
Board
OTCs
OT...
BUILDING BLOCKS
Data and Integration Solution
Organisation
Information
Accountability
Governance
Business Support
Assuranc...
BUSINESS
SUPPORT IN BIG
15
Can we grow the PMO to provide the integrated
overarching business support needed, or is the PM...
• Typical Organisation Picture
• Governance is needed in many
places, typically at boundaries
• Support is needed to assis...
• Business Support and Assurance fit
around and within the BIG Model
• Support Main / Exec Boards, Portfolio /
Programme /...
BUSINESS SUPPORT
-THE WHY
EFFECTIVENESS AND EFFICIENCY PERSPECTIVE
18
19
May have finance
support team
tracking “project
costs” on “big
projects
May have IT Delivery
Support team
running “Agil...
20
May have finance
support team
tracking “project
costs” on “big
projects
May have IT Delivery
Support team
running “Agil...
BUSINESS SUPPORT
-THE WHY
MAIN / EXEC BOARD PERSPECTIVE
21
Response
Management
Objectives
Targets
Challenges
Board / C Suite
Vision and Strategy Management
Opportunities,
Threats,
I...
Vision and Strategy Management
Objectives
Targets
Challenges
COO Business Planning
COO
Goals
Transformation Delivery
Innov...
Vision and Strategy Management
Objectives
Targets
Challenges
COO Business Planning
COO
Goals
Transformation Delivery
Innov...
• Aggregation of support and
assurance functions to provide
cross-business integration
• Based on the ‘P3O®’ concepts of
‘...
• Aggregation of support and
assurance functions to provide
cross-business integration
• Based on the ‘P3O®’ concepts of
‘...
BUSINESS SUPPORT IN BIG
-THE HOW
WHAT DOES IT DO, WHO DOES IT?
27
• Fundamental logic underpins the
Accountability Nodes (e.g. projects update
before programmes)
• Scheduling the governanc...
HEARTBEAT LOGIC
Operations
Performance
Review
Finance Review
Assurance
Review
Corporate Portfolio
Review and Strategy
Upda...
BIG ACCOUNTABILITY NODES
– INPUTS, AGENDA, OUTPUTS
30
30
OTC – Objective, Target, Challenge
OTIG – Opportunity, Threat, Im...
31
INFORMATION AND DATA – KEY
PRINCIPLES
Migrate from point to point
data parochialism to a Business
Integrated approach
M...
ORCHESTRATION OFTHE GOVERNANCE FRAMEWORK
32
‘Machinery’ and
accountability needed to
gather data at moments in
time for go...
Business
Services
Operations Finance Group
Business
Development
Assurance
Group
Portfolio
Progress
Group(s)
Portfolio
Dire...
Portfolio
Progress
Group(s)
Portfolio
Direction
Group(s)
Strategic
Change
Portfolio(s)
Digital Transformation
Programme
Ex...
• It has Objectives and Targets, and is
accountable
• Manages deployment of support people across
competing priorities for...
HOW DO I GET
OUT OF HERE?
36
We are not making a case for business support, then
saying, now you can do BIG.
We are saying...
• Deployment of Support resources where
needed
• Rich career path for support professionals,
better developed people for t...
Projects and programmes can (or maybe should?) be
very focused seeing only their needs. How do we
avoid possible inefficie...
BUSINESS SUPPORT
AND ASSURANCE…
39
Right
Agenda
Right
People
Right
Decisions
Right
Information
Right Time
Managed
Cadence
...
KEY BIG BUSINESS SUPPORT OUTCOMES –
VISIBILITY FROM STRATEGYTO DELIVERY!
• Top to toe Support ensures strategic
objectives...
BIG:
PMO - A STAKEHOLDER,VICTIM OR LEADER?
Stakeholder – Someone else leads
• PMO/Business Support value services to
becom...
INGREDIENTS?
Business
Engagement
Typical drivers – what are yours?
Respected Framework
Existing Enablers
Process to delive...
PMO GROWTH CHALLENGES
Can a PMO / Portfolio Office
put the BIG message to its
business and facilitate
outcome from that
le...
WHAT ISYOUR MATURITY?
44
• Do you know?
• Is it good (really?)
• Do you know it needs
improving?
• Is it not adequate?
Tak...
THANKS!
45
What is the next step:
https://www.corep3m.club
https://www.deepteam.co.uk
David.Dunning@Deepteam.co.uk
This presentation was delivered
at an APM webinar
To find out more about upcoming
webinars please visit our website
www.ap...
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Governance as a PMO: I just need to do what each programme board asks me? right webinar, 8 September 2021

Governance as a PMO: I just need to do what each programme board asks me? right webinar

Wednesday 8 September 2021
APM PMO Specific Interest Group (SIG)

presented by David Dunning

The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/governance-as-a-pmo-i-just-need-to-do-what-each-programme-board-asks-me-right-webinar/

Content description:
Projects and programmes can (or maybe should?) be very focused seeing only their needs. How do we avoid possible inefficiency of parochialism to enable organisationally aligned, effective decision-making?

The Business Integrated (P3M) Governance model lifts governance operation from just being an individual project concern to be a matter for the responsive organisation.
What is it and how do I make the case for me?

  • Be the first to like this

Governance as a PMO: I just need to do what each programme board asks me? right webinar, 8 September 2021

  1. 1. PMOSIG WEBINAR GOVERNANCE AS A PMO - I JUST NEED TO DO WHAT EACH PROGRAMME BOARD ASKS ME, RIGHT?
  2. 2. Projects and programmes can (or maybe should?) be very focused seeing only their needs. How do we avoid possible inefficiency of parochialism to enable organisationally aligned, effective decision-making? The Business Integrated Governance (BIG) model lifts the change governance operation from just being an individual project - or just a PMO concern to be a matter for the responsive organisation - aligned with operations and product/asset management. Can we grow the PMO to provide the integrated overarching business support needed, or is the PMO to be blown away with a more broadly capable new support entity? Your choice? From this perspective - what is BIG and how do I make the case for me? Governance as a PMO - I just need to do what each programme board asks me, right?
  3. 3. • Founder of • Core P3M Data Club CIC • Chase Management Services, Deep Team • Co Founder of CPS, a Microsoft Technology Consultancy • (Previously) APMG registered consultant for Portfolio, Programme and Project Management • 25 years experience in implementing portfolio, programme and project management ecosystems • Director level advice and guidance, critical friendship in portfolio, programme and project management DAVID DUNNING • Current State Assessment • Vision Development • Consulting services • Technology introduction • Change Management • Assurance 07767 803540 David.Dunning@Deepteam.co.uk • Current State Assessment • Vision Development • Consulting services • Technology introduction • Change Management • Assurance
  4. 4. DAVID DUNNING
  5. 5. • Parochial Programmes & PMO Challenges? • What is Business Integrated Governance ? • Business Support and PMO • How to start? • Q&A TO COVER… This is going to be quick – but slides are available, so HOLD TIGHT!!
  6. 6. PAROCHIAL PROGRAMMES? 6 Projects and programmes can (or maybe should?) be very focused seeing only their needs. How do we avoid possible inefficiency of parochialism to enable organisationally aligned, effective decision-making?
  7. 7. PMO – WHAT DOWE MEAN? 7 Decision Support Delivery Support Centre of Excellence Assurance Portfolio Programme Product Project …. Corporate Joint Venture Department Function 22 standard services: https://www.axelos.com/best- practice-solutions/p3o/what-is- p3o https://www.pmolearning.co.u k/pmolearning- blog/pmo/functions-services- p3o/ It’s a given: effective support (e.g. a PMO) contributes to project success / avoidance of failure - https://www.apm.org.uk/media/4474/12-success- factors.pdf
  8. 8. • A very important programme • Executive level sponsor • …hires in a programme director • Programme director brings their programme management ‘team’ • Programme Manager • Stakeholder Manager / Analyst / SME • PMO lead • Corporate PMO • Standards for larger projects • Company ‘projects process’ • Configured a ‘corporate tool’ • Reports on progress for the COO • Not involved in managing any portfolio, No authority • What does the programme director think? LET’S OUTLINE A SCENARIO / STEREOTYPE “I can’t use those” “Company process not for my programm e, not agile” “Corporate tool not suitable for my programme” “My programm e reports in 1:1 with the COO” “My programme so important it’s outside your portfolio” (Just to play with!) “I need the best / my choice of people” “others that interface with my programme will have to sort out the interface themselves”
  9. 9. • A very important programme • Executive level sponsor • …hires in a programme director • Programme director brings their programme management ‘team’ • Programme Manager • Stakeholder Manager / Analyst / SME • PMO lead • Corporate PMO side-lined as it’s not “good enough” • Programme driven hard - disproportionately prioritised • Disrupts BAU and other initiatives – impacts not quantified • Alignment to other strategy enablers? • Programme ‘succeeds’ through force of will – attributable debris not visible WHAT HAPPENS… Feudal system? How can we develop efficiency and effectiveness?
  10. 10. OHER PMO CHALLENGES Emerging (non PMO) support teams see a greater role for their services in a business “We don’t need PMO”, “We don’t need projects” PMOs see the need for support beyond the project domain Hard to estimate value of harmonisation for efficiency / effectiveness Improvement of support – difficult! Depends on what you mean by PMO Parochialism – e.g. “I have my own Programme PMO, thankyou” Instead of ‘we must improve support’ think of ‘what do I need support for?’ Put down the service catalogue and think BIG first…
  11. 11. WHAT IS BIG? (BUSINESS INTEGRATED GOVERNANCE) 11 The Business Integrated Governance (BIG) model lifts the change governance operation from just being an individual project - or just a PMO concern to be a matter for the responsive organisation - aligned with operations and product/asset management.
  12. 12. BIGVISION Underpinned by a clear governance framework that aligns "run" & "change". It needs data and that requires people, process, technology. Change Portfolio - Delivered through programmes & projects with business support & assurance, in the context of management teams and of finance. PfM PgM PjM PdM Finance Management Teams Business Support and Assurance CHANGE & RUN Handed over to Change Portfolio(s) & Operations Group(s). Response Management Business Integrated (P3M) Governance (BIG) connects Opportunities, Threats, Imperatives and Goals, to: Objectives, Targets and Challenges Main / Exec Board OTCs OTIGs Operations Portfolio - Delivered through Management Teams with business support & assurance with Continuous and Finite delivery methods. Products Portfolio - Delivered with Management Teams / Projects and Programmes with business support & assurance with Continuous and Finite delivery methods.
  13. 13. BIGVISION PfM PgM PjM PdM Finance Management Teams Business Support and Assurance Accountability Main / Exec Board OTCs OTIGs Outcomes / Benefits, Targets Met, Innovation Accomplished We can expect – at last – to tie strategy to delivery and back again aligning change, run and innovate activates. Enablers Greater / faster objective attainment, less waste in delivering, benefits accrue earlier Greater responsiveness and ability to act improves competitiveness Effective Business / Financial assurance, confidence Reliable delivery of strategic objectives and operations targets Greater profitability, increased reputation as leader, share price growth
  14. 14. BUILDING BLOCKS Data and Integration Solution Organisation Information Accountability Governance Business Support Assurance Leadership 14 Developing our website - http://corep3m.club/ Active LinkedIn Group https://www.linkedin.com/groups/ 13651399/ 2 years development 540 members Community Interest Company https://www.praxisframework.org/en/ integrated-governance/big-intro
  15. 15. BUSINESS SUPPORT IN BIG 15 Can we grow the PMO to provide the integrated overarching business support needed, or is the PMO to be blown away with a more broadly capable new support entity?
  16. 16. • Typical Organisation Picture • Governance is needed in many places, typically at boundaries • Support is needed to assist governance and operation of organisation • Expertise, Assistance and Assurance BIG ORGANISATION - THE BUSINESS SUPPORT FIT 16 Graphics courtesy of https://www.praxisframework.org/en/integrated- governance/big-intro
  17. 17. • Business Support and Assurance fit around and within the BIG Model • Support Main / Exec Boards, Portfolio / Programme / Product / Project, Management Teams, Commercial and Finance (not only ‘project’) ACCOUNTABILITY & BUSINESS SUPPORT 17 Please note this diagram is a schematic – the actual picture can be simpler or more complicated depending on how each organisation is setup Graphics courtesy of https://www.praxisframework.org/en/integrated- governance/big-intro
  18. 18. BUSINESS SUPPORT -THE WHY EFFECTIVENESS AND EFFICIENCY PERSPECTIVE 18
  19. 19. 19 May have finance support team tracking “project costs” on “big projects May have IT Delivery Support team running “Agile Delivery” in IT May have Commercial Support for Customer Projects May have Engineering Management team to assign resources May have Production Planning team to schedule work May have Logistics Planning team to schedule delivery May have Customer Response Planning team to schedule response work May have resource planning team to plan people requirements May have Strategy Planning to look long term for the business May have support team to compile board reports from disconnected data May have support teams to assist project managers May have Portfolio Office to report all “initiatives” May have Centre of Excellence function to explain process and tools “Agile” delivery teams organising their work parochially
  20. 20. 20 May have finance support team tracking “project costs” on “big projects May have IT Delivery Support team running “Agile Delivery” in IT May have Commercial Support for Customer Projects May have Engineering Management team to assign resources May have Production Planning team to schedule work May have Logistics Planning team to schedule delivery May have Customer Response Planning team to schedule response work May have resource planning team to plan people requirements May have Strategy Planning to look long term for the business May have support team to compile board reports from disconnected data May have support teams to assist project managers May have Portfolio Office to report all “initiatives” May have Centre of Excellence function to explain process and tools “Agile” delivery teams organising their work parochially Who is doing what, where? Wheel Re-invention? Unshared capability? Duplication? Bureaucracy? Inefficiency? This scenario is not efficient or effective – and does not provide joined up support Can this picture be relied on to support strategy delivery?
  21. 21. BUSINESS SUPPORT -THE WHY MAIN / EXEC BOARD PERSPECTIVE 21
  22. 22. Response Management Objectives Targets Challenges Board / C Suite Vision and Strategy Management Opportunities, Threats, Imperatives, Goals Objectives Targets Challenges What is going to come back? 10% of organizations achieve at least two-thirds of their strategy objectives, with 36% achieving between 50%-67% and 54% achieving less than 50% Opportunities exploited? Threats avoided? Imperatives Met? Goals realised? Handover Delivery Faith in General Managers and the Project Delivery community - “then we all pray and hope” Magic Happens Somehow BEFORE How do we conduct the Magic better? 10% of organizations achieve at least two-thirds of their strategy objectives, with 36% achieving between 50%-67% and 54% achieving less than 50%
  23. 23. Vision and Strategy Management Objectives Targets Challenges COO Business Planning COO Goals Transformation Delivery Innovation Management Operation Delivery and Improvement Targets Challenges Greater and quicker delivery of more strategic intent though clarity of direction, greater control and faster refinement / correction Opportunities exploited Threats avoided Imperatives Met Goals realised Confidence returns… Objectives AFTER Main Board Strategy Review Business Plan For All Departments COO / Department Head Planning e.g. Engineering For each Department Portfolio Programme Products / Operations Project COO Business Review Greater and quicker delivery of more strategic intent though clarity of direction, greater control and faster refinement / correction
  24. 24. Vision and Strategy Management Objectives Targets Challenges COO Business Planning COO Goals Transformation Delivery Innovation Management Operation Delivery and Improvement Targets Challenges Greater and quicker delivery of more strategic intent though clarity of direction, greater control and faster refinement / correction Opportunities exploited Threats avoided Imperatives Met Goals realised Confidence returns… Objectives AFTER Main Board Strategy Review Business Plan For All Departments COO / Department Head Planning e.g. Engineering For each Department Portfolio Programme Products / Operations Project COO Business Review Greater and quicker delivery of more strategic intent though clarity of direction, greater control and faster refinement / correction The business support needed goes way beyond that a (stereotype) Corporate PMO has remit / capability for. Get organised, and orchestrate governance. An example….
  25. 25. • Aggregation of support and assurance functions to provide cross-business integration • Based on the ‘P3O®’ concepts of ‘hub and spoke’ • Specialist support – e.g. project, programme, strategy • BAU support – e.g. resource management, benefit management • Business Unit • Manages • the cadence behind governance • its support resources • its service level • Delivers • Objectives via Key results • Targets via KPIs WHAT IS BUSINESS SUPPORT (IN BIG) 25 AXELOS®, the AXELOS swirl logo®, ITIL®, PRINCE2®, PRINCE2 Agile®, MSP®, M_o_R®, P3M3®, P3O®, MoP®, MoV® and RESILIA® are registered trade marks of AXELOS Limited. All rights reserved. Copyright © AXELOS Limited 2018. Graphics courtesy of https://www.praxisframework.org/en/integrated- governance/big-intro (Unless of course, you like the excitement)
  26. 26. • Aggregation of support and assurance functions to provide cross-business integration • Based on the ‘P3O®’ concepts of ‘hub and spoke’ • Specialist support – e.g. project, programme, strategy • BAU support – e.g. resource management, benefit management • Business Unit • Manages • the cadence behind governance • its support resources • its service level • Delivers • Objectives via Key results • Targets via KPIs WHAT IS BUSINESS SUPPORT (IN BIG) 26 AXELOS®, the AXELOS swirl logo®, ITIL®, PRINCE2®, PRINCE2 Agile®, MSP®, M_o_R®, P3M3®, P3O®, MoP®, MoV® and RESILIA® are registered trade marks of AXELOS Limited. All rights reserved. Copyright © AXELOS Limited 2018. Graphics courtesy of https://www.praxisframework.org/en/integrated- governance/big-intro Magic Happens Somehow (Unless of course, you like the excitement)
  27. 27. BUSINESS SUPPORT IN BIG -THE HOW WHAT DOES IT DO, WHO DOES IT? 27
  28. 28. • Fundamental logic underpins the Accountability Nodes (e.g. projects update before programmes) • Scheduling the governance operation • Connect diaries of senior people • Enable teams to fit in local processes • Configure data integration tooling to gather, validate and process data Business Support Agenda enables the other Governance Agendas to function smoothly SERVICES – BUT CADENCE FOR EVERYONE 28 22 standard services: https://www.axelos.com/best- practice-solutions/p3o/what-is- p3o https://www.pmolearning.co.u k/pmolearning- blog/pmo/functions-services- p3o/
  29. 29. HEARTBEAT LOGIC Operations Performance Review Finance Review Assurance Review Corporate Portfolio Review and Strategy Update Operating Plan Review and Update Transformation Portfolio Review and Update Programme (Pg) Review and Update Management Teams Review (Workstreams) Project (Pj) Review and Update Quarterly? Monthly? Products Product Portfolio Enabling entities (Project, Workstream) Example scenario
  30. 30. BIG ACCOUNTABILITY NODES – INPUTS, AGENDA, OUTPUTS 30 30 OTC – Objective, Target, Challenge OTIG – Opportunity, Threat, Imperative, Goal Graphics courtesy of https://www.praxisframework.org/en/integrated-governance/big- intro Prog- ramme The recipe is generic… The ingredients are specific… Accountability Nodes https://www.praxisframework.org/en/integrated- governance/big-accountability
  31. 31. 31 INFORMATION AND DATA – KEY PRINCIPLES Migrate from point to point data parochialism to a Business Integrated approach Move from Ad-hoc automation and extensive labour overhead The Club provides a core data model to start from Graphics courtesy of https://www.praxisframework.org/en/integrated-governance/big- intro
  32. 32. ORCHESTRATION OFTHE GOVERNANCE FRAMEWORK 32 ‘Machinery’ and accountability needed to gather data at moments in time for governance from operational tools Plug in your tools and gather information BIG is system agnostic, the systems displayed here are for illustrative purposes only, others could be used instead e.g. Primavera, SAS, Azure etc. Quality check before use in decision making Clarity on who is responsible and accountable for what Fast access to Assurance information KPIs on Business Support Graphics courtesy of https://www.praxisframework.org/en/integrated-governance/big- intro
  33. 33. Business Services Operations Finance Group Business Development Assurance Group Portfolio Progress Group(s) Portfolio Direction Group(s) Strategic Change Portfolio(s) Digital Transformation Programme Expansion Programme Cross business initiatives Research and development programme Customer Portfolio(s) Service Programme Customer X Programme Customer Y Programme BD Team Service Team Ops Teams Finance Teams BD Team Service Team Ops Teams Finance Teams Service Team Services Portfolio Ops Portfolio Finance Portfolio Bus Dev Portfolio Local Change BD Team Service Team Ops Teams Finance Teams BD Team Service Team Ops Teams Finance Teams BD Team Service Team Ops Teams Finance Teams BD Team Service Team Ops Teams Finance Teams WHO DOES IT – EXAMPLE… Business Support COMPANY X
  34. 34. Portfolio Progress Group(s) Portfolio Direction Group(s) Strategic Change Portfolio(s) Digital Transformation Programme Expansion Programme Cross business initiatives Research and development programme Customer Portfolio(s) Service Programme Customer X Programme Customer Y Programme Product Portfolio Ops Portfolio Finance Portfolio Bus Dev Portfolio Local Change Business Support The nature of the lines has to be determined! This is not about admin or forcing one size fits all – quite the opposite. Some graphics courtesy of https://www.praxisframework.org/en/integrated- governance/big-intro Efficiency and effectiveness – yes, but this is about ability to provide end to end – strategy to delivery and back again support WHO DOES IT – EXAMPLE…
  35. 35. • It has Objectives and Targets, and is accountable • Manages deployment of support people across competing priorities for services • It has an internal Governance Agenda which includes resources and benefits • Business Support maintains the Governance Agenda and Cadence for the Organisation – aligning strategy to delivery and back again WHERE DOES IT FIT? Example scenario Some graphics courtesy of https://www.praxisframework.org/en/integrated- governance/big-intro
  36. 36. HOW DO I GET OUT OF HERE? 36 We are not making a case for business support, then saying, now you can do BIG. We are saying BIG has benefis, but you need joined up support (and some other things too!)
  37. 37. • Deployment of Support resources where needed • Rich career path for support professionals, better developed people for the business • Less wheel re-invention, less support ‘borders’, less poor practice • KPIs show that service levels are being hit (or not) BIG SUPPORT – EFFICIENCY AND EFFECTIVENESS!
  38. 38. Projects and programmes can (or maybe should?) be very focused seeing only their needs. How do we avoid possible inefficiency of parochialism to enable organisationally aligned, effective decision-making? The Business Integrated Governance (BIG) model lifts the change governance operation from just being an individual project - or just a PMO concern to be a matter for the responsive organisation - aligned with operations and product/asset management. Can we grow the PMO to provide the integrated overarching business support needed, or is the PMO to be blown away with a more broadly capable new support entity? Your choice? From this perspective - what is BIG and how do I make the case for me? BIG provides a mechanism to support large Programmes as BAU – no more investment in temporary support It’s hard to harmonise business support as domains want their own tools and support people… …but STRATEGY alignment makes it IMPERATIVE to harmonise information and support – so provides BIG impetus REFLECTION…. We need to go into bat with more than an efficiency and effectiveness message…
  39. 39. BUSINESS SUPPORT AND ASSURANCE… 39 Right Agenda Right People Right Decisions Right Information Right Time Managed Cadence Core Data Model Accountability Focus …enables BIG to happen BAU Change Products Customers and Suppliers
  40. 40. KEY BIG BUSINESS SUPPORT OUTCOMES – VISIBILITY FROM STRATEGYTO DELIVERY! • Top to toe Support ensures strategic objectives map to portfolios, to programmes, to projects – greater strategy attainment • Management Teams supported to plan and balance BAU, Products and Change – effective prioritisation • Fast, Facilitated Issue Resolution – business agility Remember – we are only covering the Business Support Perspective today….
  41. 41. BIG: PMO - A STAKEHOLDER,VICTIM OR LEADER? Stakeholder – Someone else leads • PMO/Business Support value services to become central to governance operation • New / revised service levels orientated around governance model delivery A very capable PMO has lots to benefit from BIG - opportunity / recognition A less capable PMO has opportunity to gain experience / get better PMO as initiative leader Either - Reach up to CxO level backing Or - Reach out to peer business areas • Does PMO have the organisational weight, experience, business acumen/capability/capacity /reputation needed? PMO as a Victim – PMO goes. • PMO not needed / capable? • Co-opted into, merges with or taken over by Business Support It all depends on the scope, position in the organisation, capability and reputation of your ‘PMO’ – and – can you engage a sponsor?
  42. 42. INGREDIENTS? Business Engagement Typical drivers – what are yours? Respected Framework Existing Enablers Process to deliver change Expert help exists A Sponsor?
  43. 43. PMO GROWTH CHALLENGES Can a PMO / Portfolio Office put the BIG message to its business and facilitate outcome from that leadership? In doing so, it will increase its role, escalate its importance and step-change value to the organisation... The business case for BIG is much more compelling (strategy attainment, business agility) than is a Business Support implementation pitch (effectiveness and efficiency) alone.
  44. 44. WHAT ISYOUR MATURITY? 44 • Do you know? • Is it good (really?) • Do you know it needs improving? • Is it not adequate? Take the online test? https://forms.office.com /r/6nygZ93PSV Data & Integration Solution Organisation Information Accountability Governance Business Support Assurance Leadership
  45. 45. THANKS! 45 What is the next step: https://www.corep3m.club https://www.deepteam.co.uk David.Dunning@Deepteam.co.uk
  46. 46. This presentation was delivered at an APM webinar To find out more about upcoming webinars please visit our website www.apm.org.uk/events

Governance as a PMO: I just need to do what each programme board asks me? right webinar Wednesday 8 September 2021 APM PMO Specific Interest Group (SIG) presented by David Dunning The link to the write up page and resources of this webinar: https://www.apm.org.uk/news/governance-as-a-pmo-i-just-need-to-do-what-each-programme-board-asks-me-right-webinar/ Content description: Projects and programmes can (or maybe should?) be very focused seeing only their needs. How do we avoid possible inefficiency of parochialism to enable organisationally aligned, effective decision-making? The Business Integrated (P3M) Governance model lifts governance operation from just being an individual project concern to be a matter for the responsive organisation. What is it and how do I make the case for me?

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