Project Management Office (Anna Maria Felici)

6,896 views

Published on

Introduzione alle tematiche del Project Office

Published in: Business
0 Comments
4 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
6,896
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
325
Comments
0
Likes
4
Embeds 0
No embeds

No notes for slide

Project Management Office (Anna Maria Felici)

  1. 1. Introduzione alle tematiche del Project Office 1 Bolzano mercoledi, 24 marzo 2010, Dott AnnaMaria Felici PMP CMC e-mail felici.annamaria@fastwebnet.it
  2. 2. 2
  3. 3. Definizioni Project: A temporary endeavor undertaken to create a unique product, service or result. Program: A group of related projects managed in a coordinated way to obtain benefits not available when managing them individually. Source: A Guide to the Project Management Body of 3 Knowledge (PMBOK® Guide), 3rd Ed 2004 © Project Management Institute, p 368 Project: A complex effort, usually less than three years in duration, made up of interrelated tasks performed by various organizations, with a well-defined objective, schedule and budget. Program: A long-term undertaking that is usually made up of more than one project. Source: Archibald, Russell D., Managing High-Technology Programs and Projects, 3rd ed. 2003, John Wiley & Sons, p 24
  4. 4. Lo schema settembre 2009 4
  5. 5. Modern project management Professional approach Focus on individual capabilities Project Manager Dual role Technical expert Business leader Project Management Oversight, Control and Support the Project
  6. 6. PMO They needs an Organizational entity as business integrator to encompass People Processes Tools That manage or influence project performances
  7. 7. PMO Help Project Managers and the relevant organization to understand and apply professional practice of project Management and to adapt and integrate business interest into to project management environment with which is integrated Gerard M Hill The complete Project Management Office Handbook
  8. 8. Sommario 1. Strategic Project Management 2. Operational Project Management 3. PPM 8 4. PMO
  9. 9. Strategic Project Management Best organizations will integrate strategic management, project management, and operations management through project portfolio 9 management
  10. 10. Strategic Project Management Portfolios link corporate strategy with project management ‘Portfolio steering group’ holds responsibility 10 Must implement an integrated project portfolio management process Various types/categories of project portfolios
  11. 11. Project Categories/project Portfolios Combe and Githens (1999) identify three general types of project portfolios: Value-Creating: Strategic or enterprise 11 projects. Operational: Projects that make the organization more efficient and satisfy some fundamental functional work. Compliance: “Must-do” projects required to maintain regulatory compliance.
  12. 12. Total Life-Cycle Management Total life cycle management: Including early conceptual & ‘after’ phases Portfolio PM links corporate strategy with conceptual life-cycle phase 12 Include realization of project benefits as part of PM discipline
  13. 13. ORGANIZATIONAL GOVERNANCE STRATEGIC PLANNING MANAGEMENT BY PROJECTS PORTFOLIO MANAGEMENT MANAGEMENT OF OPERATIONS PROGRAM MANAGEMENT PROJECT MANAGEMENT PROCESSES TOOLS METRICS
  14. 14. ORGANIZATIONAL GOVERNANCE
  15. 15. Portfolio Management Il Portfolio IT è un insieme di asset (hw,sw, persone, progetti, processi) mappati in strategie di investimento (basate su tolleranza al rischio e obiettivi di business) secondo un mix ottimale (la percentuale o il range di investimenti fatti in ciascuna area) basato su assunti di performance future (aspettative di crescita strategiche e tattiche dell’Organizzazione) al fine di massimizzare il rapporto valore/rischio (assicurando che gli investimenti IT selezionati abbiano come risultato il livello desiderato del valore per i costi ed i rischi coinvolti) per ottimizzare i ritorni organizzativi dati dagli investimenti IT META Group inc 2002
  16. 16. PM Systems, Tools and Practices PM software more specialized to fit project categories or types Web-enabled PM used by all; virtual teams 16 Wireless everywhere PM software vendors will begin consolidation
  17. 17. PM Discipline and Individuals Best practice: Project and Operations management will be integrated through corporate-wide Project/Operations Planning and Control System 17
  18. 18. 19 Kertzner – Project Management pp. 737
  19. 19. OPERATIONAL PROJECT MANAGEMENT
  20. 20. Operational Project Management All the processes described in the PMI PMBOK All the specific practices, systems and methods to be used for authorizing work packages, planning, and controlling projects and multi-project programs These operational responsibilities include –for each 21 project and program within each project portfolio: Select and assign project and program managers Design/select/apply the best project life-cycle models for each project category Select & implement the specific project planning, scheduling, executing, and controlling methods and software tools to be used.
  21. 21. Strategic management 22
  22. 22. PPM Project portfolio management is fundamentally the integration of the strategic project management processes and 23 responsibilities with the well known operational PM processes and responsibilities. PPM provides the bridge between strategic and operational project management
  23. 23. PMO 24 The arm of Senior Management to help them to meet their strategic goals by providing them with a single point of knowledge
  24. 24. PMO VALUE PREPOSITION: The set of qualities of a good or service that allows it to fulfil the customer's needs and desires, as opposed to simply benefiting the seller MISSION STATEMENT: is a formal short written statement of the purpose of a company or organization.
  25. 25. Project Management Office The spectrum of possible Project Management Office services is very broad. Typical service offerings include: Administrative Support– offloads documentation tasks from project managers, including management reporting. Consulting & Mentoring– provides guidance and consulting to project managers, project participants, and management team. 26 Resource Management– ensures resources are effectively allocated across projects to avoid overloads, conflicts, and disruptions. Process Standards & Methods Development– documents project management procedures and in-house lessons learned. Software Standards & Support– selects and/or creates software tools for project management. Education & Training– selects and schedules, or creates and delivers, project management training courses.
  26. 26. PMO Stages and functions
  27. 27. Stage 1 Project Office Achieve project deliverables and objective for cost, schedule and resource utilization 1 or more project 1 Project Manager
  28. 28. Stage 2 Basic PMO Provide a standard and repeatable PM methodology for use across all projects Multiple projects Multiple Project Managers
  29. 29. Stage 3 Standard PMO Establish capability and infrastructure to support and govern a cohesive project environment Multiple projects Multiple Project Managers Program Manager Part time PMO Support Staff
  30. 30. Stage 4 Advanced PMO Apply and integrate a comprehensive project management capability to achieve business objectives Multiple projects Multiple Project Managers Program Managers PMO director Dedicated PMO Technical and Support Staff
  31. 31. Stage 5 Center of excellence Manage continous improvement and cross- department collaboration to achieve strategic business goals Multiple programs Vice president or director of Project Management Dedicated PMO Technical and Support Staff Enterprise-wide support staff Gerard M Hill The complete Project Management Office Handbook
  32. 32. PO FUNCTIONS Development Functions Recruiting project managers from within the organization. Hiring project managers externally. Defining a project manager training path and 33 ensuring that it is followed. Providing mentors for novice project managers. Establishing a mutual assistance program for project managers. Conducting project reviews to determine if a project manager needs help. Evaluating project managers at the completion of each project and recommending steps for improvement.
  33. 33. PO FUNCTIONS Support Functions Providing an escalation path for project issues. Developing procedures to help project managers who are also team participants balance the demands on them. Providing assistance to project managers who are required to manage multiple projects. Providing a central source of data gathering for costs and time. 34 Producing standard reports on the status of projects such as performance against budget or schedule. Establishing standards for initiating and closing projects. Providing a mechanism for managing changes to project scope. Establishing a process to define priorities among projects. Helping project managers negotiate for needed resources. Implementing project management tools such as software or methodologies. Providing a forum for mediation when a project manager and a customer dispute aspects of the project such as scope changes Providing templates for project management deliverables such as the project charter or project plan.
  34. 34. PO FUNCTIONS Control Functions Providing line management for project managers. Assigning project managers to projects. 35 Defining mandatory project requirements such as status reports, team meetings, or project plans. Reviewing project management deliverables to ensure that they are produced and to validate their quality. Establishing project management standards.
  35. 35. PMO Functions Progetti in corso
  36. 36. The value of a common project management process Reduced cycle time Reduced delivery costs Improved quality of project deliverables Early identification of project issues, budget, scope, & risks 37 Knowledge leverage & reuse Improved accuracy of estimates Improved perceptions of IS organization by clients Improved people and resource management Reduced time to get up to speed on new projects
  37. 37. Pitfalls The PMO did not define its value preposition The PMO is not perceived as impacting project delivery abilities The PMO is seen as a threat – most often too authoritative 38 The PMO is too low in the management reporting structure The PMO does not have buy-in from the senior functional managers The PMO initiatives are unnecessary overhead The PMO try to control every project directly
  38. 38. BUILDING A PMO UNDERSTAND THE ORGANIZATION UNDERSTANDING THE GOAL DEFINE THE VALUE PREPOSITION DEFINING THE CHANGE PILOT CUSTOMER MOTIVATION RESOURCE GATHERING CULTURE & STRUCTURE BUILD/CONNECT RUN/DEMONSTRATE MANAGE STAKEHOLDERS/NEGOTIATE OUT CONFLICTS COMMUNICATE/INCENTIVE/MANAGE CHANGE TRANSITION ASSIST 39
  39. 39. Cinque standard PMBOK®Guide—Third Edition Standard per la gestione progetti II ed 40 II ed PMCDF: The Project Manager Competency Development Framework IV ed II ed 2002 standard per la formazione e lo sviluppo dei Project Manager II ed
  40. 40. Cinque standard 41 settembre 2009 41
  41. 41. 42
  42. 42. Contatti Dott AnnaMaria Felici PMP CMC Programs&professional Development Director PMI Rome Italy Chapter - Coordinatrice territoriale APCO LAZIO 43 Cell.: +39-335-246215 Tel : +39-06-42272059 fax +39 06 97257288 e-mail felici.annamaria@fastwebnet.it

×