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.

PMOs: People, Styles and Lifecycles - 10th November 2015

PMOs: People, Styles and Lifecycles - Chris Mills
Wessex Branch 10th November 2015

  • Be the first to comment

PMOs: People, Styles and Lifecycles - 10th November 2015

  1. 1. APM PMO Specific Interest Group PMO: People, Styles and Lifecycles Chris Mills MAPM Wessex Branch 10th Nov 2015
  2. 2. This Session..  Meet the Presenter  P3O – Portfolio, Programme and Project Offices  What do PMOs do for you?  Types of PMO  PMO People  The Future of PMO  Q & A
  3. 3. About the Presenter Started career briefly in construction industry working on projects such as Channel Tunnel and Eurostar terminal P3M experience mainly in maritime, transport and defence procurement sectors Implemented first PMO in 1992 Now a Principal Consultant with BMT Hi-Q Sigma Ltd. Secretary of the PMO SIG since June 2015.
  4. 4. P3O Portfolio, Programme and Project Offices
  5. 5. PMO Development a brief history Source: Journal of project management, APM 1970’s Defence & Government Specific Technical focus 1980- 90’s Project Support Office Internal stakeholders Iron triangles 1990- 00’s Programme Office Specific Internal & external stakeholders Critical success factors 21st Century Portfolio, Benefits & Strategy Owner & sponsors Organisational Context
  6. 6. The ‘P’ in PMO ‘P’ Portfolio Programme Project
  7. 7. Portfolio Strategy Tactics Programme Outcomes Benefits Project Outputs Improvements P3O context Portfolio, Programme, Project Offices
  8. 8. What do PMOs do for you?
  9. 9. You tell us….. Own the methodology Nerve centre for communication Provide common language They support benefits delivery Enable maturity & capability Assure project delivery With thanks to PMO SIG members
  10. 10. Types of PMO
  11. 11. Supportive (centre of excellence) Is all about.. Capability Guidelines Community Operational (reporting & visibility) Is all about.. Oversight Administration Project Specific Directive (strategic) Is all about.. Resource Demand Portfolio Build Benefits Realisation Controlling (methods & standards) Is all about.. Discipline Best Practice Compliance Types of PMO
  12. 12. Types of PMO what is your PMO profile? Supportive Directive Operational Controlling Supportive Directive Operational Controlling
  13. 13. PMOs in the organisation Support Centre of Excellence Operations or Business as usual Portfolio Programme Project PgMO Senior Responsible Owner BCMs / BCA Programme Manager Internal/External Supply Chain PjMO Senior User Project Executive Project Manager Senior Supplier(s) Team Manager(s) Vertical position does not necessarily infer hierarchy CEO & Mgmt Board PfMO Portfolio / Business Change Director Portfolio Manager
  14. 14. PMO services: an example Submarine Dismantling Programme Programme Office Project 1 Project 2 Project 3 Project 4 Project 5 Approvals Governance, Strategy & Planning Controls Requirements Integration Management Stakeholder & Communications Environmental Co-ordination Benefits Management Finance & Commercial Options Analysis Legal & Regulation Quality Management
  15. 15. PMO Lesson #1 There is no one size fits all!
  16. 16. Defining the P3O services P3O What services does it provide? Constraints • Existing governance • Existing organisation • Existing skills and resource levels Inputs (existing and new information) Outputs (added value) What does the customer need from the P3O? What support for decision- making does the organisation need? Mechanisms • Frameworks: P3O®, MOP®, MSP® • Existing P3Os (client, suppliers, partners, customers). What information needs to be provided? What legacy information exists and is it fit-for-purpose?
  17. 17. PMO Lifecycle The PMO Lifespan is five years. What goes wrong? • Lack of support from Senior Leadership; • The Value is not quantified; • Perceptions of PMO differ; • Incorrect model for the organisation; • Change in Strategic direction; • Cost Constraints; • Change Management is not embedded; • PMO is not adaptable. With thanks to PMO in Practice delegates & PMI PWC
  18. 18. Optimal Diminishing Return Quick Improvement Building a PMO How much PMO is enough? Key considerations: • Understand the business needs • Review the business context • Align to the PMO service catalogue • Keep the journey in mind • The law of diminishing returns – how much PMO is enough?
  19. 19. PMO People
  20. 20. Classifies and stores documents Implements filing systems Issue and problem tracking Change control PMO People ..who does what Librarian Handyman Police Doctor Nurse Assists in a crisis Undertakes quick repairs Highlights underlying problemsEnsures compliance Offers advice and guidelines on procedures Reports deviations from plans Deters potential offenders Diagnoses Prescribes remedial action Monitors effects of remedial action Offers prognosis Attends to day-to-day needs Provides encouragement Provides a sounding board
  21. 21. New Competence Framework  Streamlined and easier to use;  Number of competences reduced from 47 to 27;  Can now be used for Project, Programme and Portfolio Managers and PMO;  14 role profiles matched to new framework with 4 for PMO professionals;  Editable framework which can easily be integrated into existing frameworks or used as an out of the box solution;  Can be used by all individuals for career and personal development.
  22. 22. Competence and ratings scale overview Available to download for free at
  23. 23. PMO Role Profiles PMO Administrator PMO Officer/ Specialist PMO Manager Portfolio Analyst
  24. 24. Structure of a Role Profile Key Responsibility Competence • How that competence is applied Competence • How that competence is applied Key Responsibility Competence • How that competence is applied Competence • How that competence is applied Key Responsibility Competence • How that competence is applied Competence • How that competence is applied
  25. 25. Section of the Portfolio Analyst Profile • 1: Promoting the wider public good in all actions, acting in a morally, legally and socially appropriate manner in dealings with stakeholders and members of portfolio teams and the organisation • 3: Identifying, addressing and resolving differences between individuals and/or interest groups • 12: Identifying and monitoring portfolio risks (threats and opportunities), planning and implementing responses to them and responding to other issues that affect portfolios • 14: Consolidating and documenting the fundamental components of portfolios (scope, schedule, resource requirements, budgets, risks, opportunities and issues, and quality requirements) 16: Planning and controlling finances of portfolios as a means of driving performance and as part of the organisation’s overall financial management A Portfolio Management Office Analyst is likely to be responsible for applying the following independently in situations of limited complexity:
  26. 26. PMO – Real Life Example Graduates & Apprentices
  27. 27. PMO Design APM Competence Framework Determine roles Define competence for each role APM Competence Framework with Role Profiles Determine roles Tailor role profiles (if required)
  28. 28. The Future of PMO
  29. 29. Topics for future research  A PMO maturity matrix;  PMOs and value/benefit;  PMOs supporting different PM methods and techniques (PRINCE, Agile etc);  PMOs and diversity, how PMOs are influenced by cultures in other countries;  PMOs in support of bid process and consultancy.
  30. 30. How to contact us: specific-interest-group or @pmosiguk APM PMOSIG group
  31. 31. PMO Flashmob  Informal meetings  Mob yields  PMO Manifesto @pmoflashmob
  32. 32. Any Questions?