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

1. APM PMO Specific Interest Group
PMO: People, Styles and Lifecycles
Chris Mills MAPM
Wessex Branch 10th Nov 2015

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. 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. P3O Portfolio, Programme and Project Offices

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. The ‘P’ in PMO
‘P’
Portfolio
Programme
Project

7. Portfolio
Strategy
Tactics
Programme
Outcomes
Benefits
Project
Outputs Improvements
P3O context Portfolio, Programme, Project
Offices

8. What do PMOs do for you?

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. Types of PMO

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. Types of PMO what is your PMO profile?
Supportive Directive
Operational Controlling
Supportive Directive
Operational Controlling

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. 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. PMO Lesson #1
There is no
one size
fits all!

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. 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. 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. PMO People

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. 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. Competence and ratings scale overview
Available to download for free at apm.org.uk/competence-framework

23. PMO Role Profiles
PMO Administrator
PMO Officer/
Specialist
PMO Manager Portfolio Analyst

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. 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. PMO – Real Life Example
Graduates &
Apprentices

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. The Future of PMO

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. How to contact us:
pmosig@apm.org.uk
http://www.apm.org.uk/group/apm-pmo-
specific-interest-group or
http://www.pmosig.co.uk
@pmosiguk
APM PMOSIG group

31. PMO Flashmob
 Informal meetings
 Mob yields
 PMO Manifesto
http://pmoflashmob.org/
@pmoflashmob

32. Any Questions?