Agenda * A guided tour of starting a PMO covering countries and cultures in an organization with little Project Management knowledge In this presentation there should be takeaways on * How to start your PMO * Requirements for internal marketing and branding * Running projects in a Virtual environment * How to keep your sponsors motivated and strong * And what not to do….

1. Finn Olsen

2.  Agenda
◦ A guided tour of a real project starting a PMO
◦ Covering countries and cultures
◦ In an organization with little Project Management
knowledge
 In this presentation there should be
takeaways on
◦ How to start your PMO
◦ Requirements for internal marketing and branding
◦ Running projects in a Virtual environment
◦ How to keep your sponsors motivated and strong
◦ And what not to do….

3.  Company & Role
◦ Intergraph – International Software Company – Something with Maps
◦ Manager of PMO for the European, Middle East and Africa
 Education / Certifications
◦ MS E (Master of Science, Engineering)
◦ IPMA B,C and D, (International Project Management Association, Senior
Project Manager)
◦ PRINCE2, P3O (UK based project certification. Project, Program and
Portfolio Office)
ScrumMaster, (Agile project execution)
◦ EQM Quality Manager and Auditor (Quality Assurance mainly ISO 9000)
 Past working areas
◦ Programme and Project Management, Quality Assurance Manager,
Marketing Manager, Bid Manager
 Project experiences
◦ Back office systems, Industrial design, Mechanical and Electronic design,
Silicon design, Utilities, Public Safety. Contacts, Bids / Tender process,
Arbitration / legal, Virtual teams, Quality systems, Project processes,
Project finance.

4.  Where do you come from?
◦ Europe (Green)
◦ America (Red)
◦ Others (Orange)
 PMO role?
◦ New to the role and is just started / going to
implement PMO (Green)
◦ Been here for a while, but will expand my area
(Orange)
◦ Good PMO experience (Red)

5. The start

6.  Intergraph
◦ Large international organization with sites in more
than 50 countries
◦ Head Quarter in Alabama
 Europe, Middle East, Africa
◦ Business run by ”kingdoms” in countries
◦ Strong focus on financial data
◦ Old none-maintained Project Methodology
◦ No PM emphasis
 External consultancy report
◦ Establish a PMO

7.  What is default PMO
◦ Read books
◦ Study the web
 And within company
◦ Find stakeholders and history
◦ Identify Senior Management expectations
 Convince Senior management
◦ I am capable!
 Identified I had no budget
◦ Getting limits defined
◦ Getting team
◦ Both above failed.
 => One man job on my own

8. Intergraph Office
RSP w/o Intergraph legal entity
Partner A
Partner B
Partner C
Partner D
No contract
My Location
Somalia
NigerMauretanien
Algerien Libya
Sudan
Nigeria
Tunesia
Tschad
Mali
Äthiopia
Egypt
Namibia
Angola
Süd Afrika Lesotho
Swasiland
Madagaskar
Mosambik
Tansania
Botsuana
Simbabwe
Sambia
D.R.
Kongo
Kenia
Z.R.Bangui
Uganda
KongoGabun
Westsahara
Marokko
Burkina
Eritrea
Togo
Ghana
Kamerun
Senegal
Guinea
Sierra Leone
Liberia
Saudi Arabia
Djibouti
Oman
Quatar
Kuwait
Jemen
IranIraque
Syria
Jordan
Ivory Coast
Benin

9.  Main Intergraph Sites (SG&I)
◦ Copenhagen, Denmark
◦ Moscow, Russia
◦ Helsinki, Finland
◦ Stockholm, Sweden
◦ Swindon, UK
◦ Amsterdam, Netherlands
◦ Brussels, Belgium
◦ Paris, France
◦ Aix en Provence, France
◦ Barcelona, Spain
◦ Madrid, Spain
◦ Lisbon, Portugal
◦ Rome, Italy
◦ Zürich, Swiss
◦ Vienna, Austria
◦ Prague, Czech
◦ Warsaw, Poland
◦ Lotz, Poland
◦ München, Germany
◦ Frankfurt, Germany
◦ Bonn, Germany
 Roughly 80 Project Managers

10.  Check Implementation Directions from Senior
Management
◦ Almost None
 Implement Enterprise Project Management tool
 Request for Dashboard
 Improve our projects
 Establish PMO advisory board
◦ Strong stakeholders – 6 countries
◦ 3 day boot camp – Isolated place in snow storm
◦ Used the P3M3 Maturity Model for checking status
 Range from 1-5. Result was approx average on 1,7

11.  Stage 1 / 2010
◦ Analysis and provide information. Learn the landscape and find best
practices
◦ Setup training program. Internal and external certification
◦ Library and University. PMO Wikipedia, Checklist, Guides, Tool
recommendations
◦ PM Networking
◦ Facilitate building local PMOs
◦ Bid procedures, incl. estimation, involvement , start-up
◦ EPMS, defining the concept and run pilots
 Stage 2 / 2011
◦ EPMS rollout
◦ Project models defined
◦ Checklist enforcements
◦ Audits and coaching.

12.  Road Tour
◦ PMO is the new in business and not defined before
◦ Propaganda on mission statement
◦ Training
 Based upon audience level
 From project basics
 Upto detailed discussion on Scrum vs Kanban
 Define sponsor role
 Marketing
◦ Internal web site – and get it known
◦ Newsletter – targets, current actions and results.

13.  Sponsor Role
◦ Management focus on incentive driven parameters.
◦ No defined Project Sponsor nor Initiation support.
 PM Role
◦ Technical guys, now with PM hat on
◦ With no (local) PSO support
◦ Eager to meet customer technical expectations
 Reluctance
◦ Had not knowledge to move one
◦ No external guidance
◦ Kingdoms feels safe

14.  Your organizations maturity?
◦ Well defined methodology and optimized project
execution. Level 3 and up (Green)
◦ Have some methodologies, but working on getting
it improved. Approx level 2 (Orange)
◦ Really needs improvements. Level 1 (Red)
 Are the PMO a known factor?
◦ Yes, PMO is clearly defined and known for its
organizational actions and targets (Green)
◦ PMO established but is not enjoying management
or employees focus (Orange)
◦ The PMO is our next step (Red)

15. The execution

16.  Use the Scandinavian openness
 Have the German reporting and strictness in
mind
 In France we speak French. Define a PM
Language.
 Russian 5 years central plan
 Awareness whom you are dealing with..

17.  Training
◦ Reason for success, show methods
 Changes
◦ Use of experts from elsewhere.
◦ Use of eastern labour, and the need of work
packages
◦ Uneven project wins and larger deals – work with
one resource pool and skill matrix.
 Calls for
◦ New management principles
◦ Communication ground rules
◦ Implementing virtual teams

18.  Marketing needs
◦ Request for normal certifications: PMP, Prince2,
IPMA
 Internal certification
◦ Project Execution
◦ Finance
◦ Contracts
 Team work defining above with
 General Administration
 Human resources
 Contract / Legal
 PMO office in NA and APAC

19.  Method
◦ Two fairly equal positions
 Usually never meet each other before
 Project Managers, Project Support Staff..
◦ Meeting by web/phone conference
 Presentation 15-30 min
 Review by the other party
 Mid term, roles change
 PMO only facilitating – draws a conclusion
 Email the day after for learning’s
 Result
◦ Finds comfort in often equal issues
◦ Understands culture.
◦ Train presentation of project
◦ Good ideas and techniques to be used
◦ PMO to learn capabilities

20.  Project Managers are lacy
◦ Human nature – why report when none cares
◦ The reviews do care
 The project view
◦ Normal management view is daily tasks
◦ Forces to do the healthy helicopter view
 Actions & Targets
◦ Actions for the project it selves
◦ Targets for project managers
◦ Impediments for PMO to chase
◦ Report out to VP
 Does not like what he reads, but appreciate actions

21.  Project Health
◦ Define KPIs
◦ Use simple Earned Value
◦ Remember the Agile KPIs
◦ Train organization on these
 Project Controlling
◦ Train G&A in Projects
◦ Make PMs financial responsible
◦ Work out new incentives

22.  Senior Management Presence
◦ Use PMO is staff function to VP
◦ Inform Management Group on targets and they are
part of it
◦ Call for new PM hiring foundations. Instruct
Managers and HR
◦ Repeat the statement on Project Sponsorship
◦ Point out financial discrepancies – use their world
◦ Provide implementation support, like portfolio
management capabilities
 Remove the impediments as a joint effort

23. Conclusions

24.  Organization
◦ Now happy change is on the Agenda
 Requests
◦ Demand for processes
 Tender/Sales process
 Methodologies supporting
 Waterfall
 RUP
 Scrum
 Customer and Prime Contract systems
 Training and certification
 Using the positive wave
◦ Yet - Overly optimistic on achievements

25.  Culture and Betribsrat
 Use the momentum
 Be visible
 Do not under estimate personal presence vs.
Emails
 Use advisory board. Threat throwing inactive
staff out
 Address inefficiencies at Managers and
support them for changes

26. Your Targets

27.  Learned something new?
◦ I’ve made a few notes for targets (Green)
◦ Difficult to relate to my environment but a few
items for consideration (Orange)
◦ Not really. Same stuff new packaging (Red)
 Contact information
◦ Finn Olsen
◦ finn@mail2tram.dk
◦ Cell +45 52141536