1.
Leading
Successful
PMOs
Peter Taylor
www.leadingsuccessfulpmos.com

2.
Peter Taylor
Experience: Creativity: Motivation
Author – Speaker – Workshops - Coaching

3.
Leading Successful PMOs
Leading Successful PMOs is a book to
guide all project based organisations,
and project managers who contribute to
and benefit from a PMO (Project
Management Office), towards
maximising their project success.
Imprint: Gower
Published: Oct 2011
Format: 234 x 156 mm
Extent: 160 pages
Binding: Hardback
ISBN: 978-1-4094-1837-5

4.
Quick Quiz
What does ‘PMO’ mean to you?

5.
The PMO is ...
 The Project Management Office (PMO) in a
business or professional enterprise is the
department or group that defines and maintains
the standards of process, generally related to
project management, within the organization
 The PMO strives to introduce economies of
repetition in the execution of projects
 The PMO aims to reduce project risk through
common practice and quality assurance
 The PMO links business strategy to project based
execution of that strategy

6.
PMOs

7.
What is meant by a PMO?

8.
What is meant by a PMO?

9.
And the right strategy
‘You know, what I love is having people
who look after our business for me and
who help me drive our strategies
forward – the PMO does both, which
isn’t what all my departments do...’.

10.
And the right strategy
Again from ‘The State of the PMO 2010’
report
– 64% of the PMOs advise their executives
– 62% of the PMOs participate in some form
of strategic planning
– And nearly 60% of PMO Directors/Leaders
report in to the EVP level or above

11.
Types of PMOs
A PMO can typically be one of 5
types from an organizational
perspective:
–
–
–
–
–
A Departmental PMO
A Special–Purpose PMO
An Outreaching (Supplier) PMO
An Customer (External) PMO
An Enterprise PMO

12.
Models of PMO
Blended PMO – combining
elements of all three models
Supportive
Controlling
Directive
Aid
Standards
Ownership
Empower
Risk Mgt
Guarantee
Share
Profiling
Unit

13.
And is it real?

14.
All PMOs are not equal
Level 1 – Ad Hoc
•Few formal definitions
•PMO is a trouble shooter
Level 2 - Defined
•Project discipline in place – repeatable behaviour
•Standards and Method and simple Measures
Level 3 - Controlled
•Aligned with business goals
•PMO is governing, reporting and correcting
Level 4 – Measured
•Quantitative goals set
•PMO KPIs in place
Level 5 – Optimized
•Continual improvement
•PMO drives innovative changes

15.
PMO ‘Acid Test’
‘Get the PMO leader to call your
CEO and then count the
number of seconds before he
recognizes their name...’

16.
PMO ‘Acid Test’
‘When was the last time that a
project manager contacted
your PMO asking for some
form of help? ...’

17.
PMO ‘Acid Test’
‘Do people ask why they should
use the PMO and do they
know what your PMO does...’

18.
PMO ‘Acid Test’
‘What happens when you call
up a PM, do you get straight
through or do they adopt an
avoidance strategy...’

19.
PMO ‘Acid Test’
‘Do people ask many times over
where they should go for
project information or project
help...’

20.
Now
‘Established project
management offices result in
projects with higher quality and
business benefits’
PWC: Insights and Trends: Current Portfolio, Programme, and Project Management Practices

21.
Now
‘Building a Project Management
Office (PMO) is a timely
competitive tactic’
Gartner Research

22.
Now
‘With projects in many
organizations becoming global,
involving multiple business units
and locations, the benefits of
PMO are more visible’
2012 KPMG report - Business Unusual: Managing projects as usual

23.
The Book
Research
Peter Taylor
www.leadingsuccessfulpmos.com

24.
Being part of a PMO
Personal Satisfaction
Project Success
Project Quality
Process
Career
Training
Support
Much improved
Better
No change
Worse
Much worse
I have always worked in the PMO

25.
The PMO Leaders said:
PMO Leaders said:
1
One size doesn’t fit all, flexibility is key
2
Balance well between people and process
3
Never be afraid to promote your PMO and your projects
4
5
Act like a business leader but have a continued passion for
projects
Track the benefits of what you are doing
6
And be a strong leader

26.
The Managers said:
Managers of PMO leaders said:
1
Communicate well
2
Negotiate fairly and strongly
3
Be an agent of change
4
Demonstrate self-managing capability
5
Believe in the business and the projects
6
And know the project world

27.
Recruiters said:
Recruitment Skills: PMO Leaders
Project Management experience
Stakeholder Management Skills
Strategically Competent
Quality Assurance
Risk Management Capability
Previous PMO experience
Communication Skills
Self Managing/Organised
Change Management/Agent of Change
Negotiation Skills
Method/Methodology
0
5
10
15
Asia
USA
20
Europe
25
30
35
40
45
50

28.
Competency Framework
Business
Leadership
Project
Management
Technical
Personal

29.
PMO Key Competencies
Be passionate
about projects
Business
Negotiate well
Don’t be afraid
to be unique
Be enthusiastic
about leading
change
Leadership
Project
Management
Technical
Be strong in
communication
Personal

30.
It is your PMO...
‘Don't let anyone tell you that you
have to be a certain way. Be
unique. Be what you feel you
need to be’

31.
The Future
of PMOs
Peter Taylor
www.leadingsuccessfulpmos.com

32.
Consistency
• The best PMOs have
consistent, repeatable PM
practices across the
enterprise. All projects are held
to the same standards and
requirements for success. They
have also eliminated
redundant, bureaucratic PM
practices that have slowed
down projects.

33.
Consistency
• The best PMOs have the most
experienced PMs in place and
have a program underway to
recruit the best PMs, develop
their existing PMs into the best
and to maintain this level of
quality and experience.

34.
Transparency
• The best PMOs have clear
visibility into the progress and
cost of all projects. They also
know exactly how resources
are being used. They openly
share this information to all the
appropriate stakeholders
throughout the enterprise.

35.
Flexibility
• The best PMOs adapt to the
enterprise's strategic
expectations and know how
to operate effectively within
the corporate structure and
culture. And they are not rigid
in their own structure and
focus in order to adapt and
adopt quickly.

36.
Educational
• The best PMOs sponsor training
and facilitate communities of
practice to promote PM best
practices in their organizations.
Such communities of practice
provide PMs with a forum to
share their knowledge and
share experiences.

37.
Methodology
• The best PMOs are the
custodians of a dynamic
framework of method to assist
PMs in the delivery of projects.
This includes not only process
but also templates and
guidance.

38.
Assurance
• The best PMOs ensure that
quality assurance actually
delivers quality.

39.
Future Progress
1. PMO leaders will continue to build
better relationships with executive
management
2. Improvements in performance
measurement will make it possible for
PMOs to more accurately measure
project health
3. As PMO leaders strive to define their
organization’s role, they will move to a
menu of PMO features and capabilities

40.
The Case
Study
Peter Taylor
www.leadingsuccessfulpmos.com

41.
Siemens
Siemens – 80 billion euro

42.
Siemens
Industry Automation – 38
billion euro

43.
Siemens
PLM Software 1 billion euro

44.
Siemens
Me

45.
The Projects

46.
Why a PMO?
•
•
•
•
300
360
115
13

47.
The PMO ‘5 Ps’
People
Recruitment
Profiles
Training
Induction
Certification
Assessment
Team Building
Process
Certification
Program
Methodology
Quality Assurance
Assessment
Authority
Performance
Project
Profiling
Project
Reporting
Dashboard
KPIs
Scorecard
Funding ROI
Escalation
Promotion
Internal Communications
External Communications
Marketing
PMIS
PM Information Systems
Success Stories

48.
2007 Achievements
PM Maturity Assessment
Baselining
Activities
Survey of PMs
Training/Experience/
Certification
Survey of PMS
Top PM Project Issues
PM Competency Development
Framework (PMCDF) defined
PM
Training
PM Training Plans
Action Dashboard for ‘Top PM Issue’ Resolving Actions/Initiatives
‘Bring out your dead’ Project Issue Assessment
completed
Project Reporting Improvements
Continuous developments – Pipeline and Live Projects
Project Audits – Project Support and Mentoring
Practice Strategy
defined
PMI
Standards
Adopted
PLM VDM Development Support
PM Virtual
Practice
formed
PM@Siemens
Interfacing with PM@A&D Council
PLM VDM
Training development
PLM VDM
Training
Regular Communication in place
PM Newsletters (weekly) – PM Calls – PM Leaders meetings – Ad Hoc AppShare/Training sessions

49.
2007/2008 Achievements
•
•
•
•
•
•
•
Project Visibility
HealthChecks (PMO)
Retrospectives (PMO)
Methodology training/adoption
Certification (PMP)
‘Red’ project movement
Fixed Price projects (LoA)

50.
EMEA PMO 2008/2009
• Self Sufficiency
– Methodology
– HealthChecks
– Retrospectives
• Certification (PMP & Siemens)
• Program Management
• Project Reporting and Escalation ‘Go Green’
• Compliance

51.
Measuring the impact
• We targeted
• Project ‘Health’ Improvements
• Project Management ‘Issues’

52.
Project Red Status
Measuring the impact
30.0%
25.0%
2007-2010
20.0%
15.0%
10.0%
5.0%
0.0%
Schedule
Margin
Resources
2007
2008
2009
Product
2010
Overall
53

53.
Measuring the impact
2007-2010
54

54.
EMEA PMO
Pre-Project
Project Delivery
Project Acquisition
Project De-Risking
Project Delivery
Project Reporting
-Selling Project
Management
- LoA
- Healthchecks
(training/delivery)
- Dashboard
(content)
- Retrospectives
(training/delivery)
- Top 5 projects
- Lessons Learned
- myPMO
- Large bid support
- SOW reviews and
approval
- PLM VDM
(updates and
training)
- PLM VDM
(adherence)
- Governance
- Control
- Project Closure
- Success Stories
- FP Reports
- NCC

55.
EMEA PMO
Pre-Project
Project Delivery
Project Acquisition
Project De-Risking
Project Delivery
Project Reporting
-Selling Project
Management
- LoA
- Healthchecks
(training/delivery)
- Dashboard
(content)
- Retrospectives
(training/delivery)
- Top 5 projects
- Lessons Learned
- myPMO
- Large bid support
- SOW reviews and
approval
- PLM VDM
(updates and
training)
- PLM VDM
(adherence)
- Governance
- Control
- Project Closure
- Success Stories
- FP Reports
- NCC

56.
The C Level
Challenge

57.
Negative
‘Failed projects waste an
organization’s money: for every
US$1 billion spent on a failed
project, US$135 million is lost
forever… unrecoverable’
PMI’s Pulse of the Profession™ 2013

58.
Positive
‘The progressive development
of the organisation’s project
management approach,
methodology, strategy and
decision-making process are
dependent on having a
dedicated entity for project
management’
2012 KPMG report - Business Unusual: Managing projects as usual

59.
Danger
‘55% of respondents reported
that the value of their PMO was
questioned by key stakeholders
and inevitably some of these
‘questions’ were translated in to
‘cancellation’ of the PMO’
ESI report 2012: The State of the Project Management Office: On the Road to the Next Generation

60.
The Issues
Maturity
Knowledge
Awareness
Experience
Skills

61.
The Critical role of PMOs in a global organisation
3 GOOD IDEAS

62.
Ideas

63.
Ideas
‘Don't let anyone tell you that you
have to be a certain way. Be
unique. Be what you feel you
need to be’

64.
www.leadingsuccessfulpmos.com

65.
The PMO journey…
Motivation and Understanding
Keynote
Workshop
Leading Successful PMOs motivational session
Your PMO challenges revealed
Investigation and Guidance
Discovery process to uncover your
Detailed Report with
PMOs key challenges
PMO roadmap defined
Coaching and Mentoring
Coaching of PMO leader
Mentoring of project team

66.
Peter Taylor
www.leadingsuccessfulpmos.com
peter.b.taylor@btinternet.com
Twitter: @thelazypm