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The New Public Sector PMO

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Key elements and strategies for building a "modern" PMO within the government sector.

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The New Public Sector PMO

  1. 1. The NEW Public Sector PMO Strategic Positioning For Real Results www.line-of-sight.com ©2010 Line of Sight
  2. 2. Welcome! Tim Jaques, PMP Jonathan Weinstein, PMP   Partners, Line of Sight, LLC   Authors, Speakers   Project Management and Organizational Change Practitioners 2
  3. 3. Agenda 1.  The Challenge 2.  The Response 3.  A Path Forward 3 ©2010 Line of Sight, LLC
  4. 4. The Challenge 4 ©2010 Line of Sight, LLC
  5. 5. The Challenge Finance 5 ©2010 Line of Sight, LLC
  6. 6. PMOs Need To Elevate Their Status “The Multi-Project PMO:A Global Analysis of the Current State of Practice”" By Dr. Brian Hobbs University of Quebec at Montreal, Quebec, Canada" © 2007 Project Manangement Institute. All rights reserved." 6 ©2010 Line of Sight, LLC
  7. 7. Organization Layer Project Layer Skeptical Customers – Business units, division Lack of Authority – PMs cannot take swift heads, contracting units, and others often donʼt action to manage projects or implement see the value of a PMO. " practices without approval from Project Directors, Sponsors, or Executives." Increasingly Complex Projects – Especially Conflicting Guidance – To PMs from Sponsors true for IT, as organizations move toward and Project Directors, including competing enterprise solutions the level of complexity priorities and inconsistent practices." increases. " Austere Budgets – Facing a post-ARRA world, “Matrixed” Resources – Team members on governments face a 24-month lag in recovery. " loan, outside the PMʼs organization or “chain-of- command”." Multiple Missions – Disparate missions within Project Management “Overhead” – The single organizations leads to funding practice is perceived as a burden. PMs and team imbalances, power struggles and lack of results." forced to do projects over, instead of doing them right at the beginning." 7
  8. 8. Promote! Facilitate! Champion! Create! 8
  9. 9. Traditional PMO Models Center of • Minimal staffing, deep PM expertise • Focus on methodologies and best practices Excellence • Use of knowledge and content management tools Project Support • Mix of PM and training expertise • Focus on Coaching, Mentoring, Training Office • Use of PMIS and LMS Delivery • Stable of PM’s • Focus on leading and managing projects PMO • Use of schedule, risk, and related tools Enterprise • PM’s, BA’s, training staff • Portfolio ownership PMO • Use of EPM and PPM tools 9
  10. 10. Why Traditional PMO Models Under-Deliver   Not explicit enough-lacking critical details   Internally focused   Little emphasis on value to customers   Lack a strategic focus, linkage to higher level goals   Does not “tell the story” of how the PMO will evolve 10 ©2010 Line of Sight, LLC
  11. 11. Key Design Decisions   Accountability: How much authority will the PMO have?   People: Who are the champions?   Process: What services will the PMO offer and how will they be delivered?   Systems: What systems do we need to be successful?   Value: What will generate near term value for the organization? Begin with the end in mind!! 11 ©2010 Line of Sight, LLC
  12. 12. The Response 12 ©2010 Line of Sight, LLC
  13. 13. Positioning for Success 1.  Position the PMO for Strategic Success 2.  Identify Functions of the PMO 3.  Scope the Desired Level of Ownership 4.  Map Functions Over Time 5.  Follow A Formal PMO Development Methodology 13 ©2010 Line of Sight, LLC
  14. 14. Step 1: Position the PMO   Align with organization’s strategic goals   Make accountable for achieving specific outcomes   Establish key executive champions and internal roles   PMO leadership participates in setting strategic direction   PMO facilitates investment in projects/ programs across the organization   Link at the right level of the organization 14 ©2010 Line of Sight, LLC
  15. 15. Step 2: Identify Key Functions PMO Competency Project Managed Automation Development Management Services PMO Infrastructure 15 ©2010 Line of Sight
  16. 16. Step 2: Identify Key Functions Resource Performance Program Management Management PMO Competency Project Managed Automation Development Management Services PMO Infrastructure 16 ©2010 Line of Sight
  17. 17. Step 2: Identify Key Functions Benefits Portfolio Realization Resource Performance Program Management Management PMO Competency Project Managed Automation Development Management Services PMO Infrastructure 17 ©2010 Line of Sight
  18. 18. Step 2: Identify Key Functions Governance Benefits Portfolio Realization Resource Performance Program Management Management PMO Competency Project Managed Automation Development Management Services PMO Infrastructure 18 ©2010 Line of Sight
  19. 19. Look To Expand Higher Level Functions Governance Strategic Functions Benefits Portfolio Realization Resource Performance Program Management Management PMO Competency Project Managed Automation Development Management Services PMO Infrastructure 19 ©2010 Line of Sight
  20. 20. In Depth: The Project Management Function 20 ©2010 Line of Sight
  21. 21. Project Management Services   Project Management Methodology   On Site Project Management   Project Fast Start   Triage and Rescue   Audit/Review   Consultation 21 ©2010 Line of Sight
  22. 22. Step 3: Scope the Level of Ownership Determine level of ownership of individual functions 22
  23. 23. Step 4: Map the Functions Over Time Facilitating Directing Managing Governance Benefits Portfolio Realization Resource Perf. Mgmt Program Mgmt. PMO Competency Managed Automation Development Project Services Initial Installation! 23
  24. 24. Step 4: Map the Functions Over Time Facilitating Directing Managing Governance Governance Benefits Benefits Portfolio Portfolio Realization Realization Resource Resource Perf. Mgmt Program Perf. Mgmt Program Mgmt. Mgmt. PMO PMO Competency Competency Managed Automation Development Project Managed Automation Development Project Services Services Initial Installation! Go-live + 180 ! 24
  25. 25. Step 4: Map the Functions Over Time Facilitating Directing Managing Governance Governance Governance Benefits Benefits Benefits Portfolio Portfolio Portfolio Realization Realization Realization Resource Resource Resource Perf. Mgmt Program Perf. Mgmt Program Perf. Mgmt Program Mgmt. Mgmt. Mgmt. PMO PMO PMO Competency Competency Competency Managed Automation Development Project Managed Automation Development Project Managed Automation Development Project Services Services Services Initial Installation! Go-live + 180 ! Go-live + 360! 25
  26. 26. Step 5: Follow A Formal PMO Development Methodology Define Design Develop Deploy Sustain Why What How When Evolve Establish Identify Build Engage Verify Value Champion Stakeholders Coalition Supporters Proposition Form Survey Identify Customer Deploy Educate Initial Team Customers Segments CRM Customers Justify PMO Select Develop Detailed Roll Out Refine Functions Offerings Selected Offerings Offerings Create Service Develop Delivery Engage Refine Delivery Charter the PMO Delivery Model Processes PMO Staff Methods Define High-Level Define Detailed Acquire Refine Anchor the PMO Requirements Requirements Automated Tools Automated Tools 26
  27. 27. The Path Forward 27 ©2010 Line of Sight, LLC
  28. 28. When to Deploy This Approach Use this approach:   When planning a new PMO   When re-chartering a failing PMO   When seeking to improve an existing PMO 28 ©2010 Line of Sight, LLC
  29. 29. Benefits of the Strategic Approach This approach enables:   The creation of immediate value for your customers   The ability to focus on what is important NOW   A way to justify the approach taken   The development of a staffing profile   A balance between project work and PMO process development 29 ©2010 Line of Sight, LLC
  30. 30. Lessons From the Field (Part 1)   Be Effective. The PMO Director should plan to spend 0%-15% of her/his time managing projects. This is one of the major causes of PMO failure, from our experience. The temptation is to dive into project work, yet to be successful, the PMO needs a champion that is agile, not buried in project work. Project emergencies are not necessarily PMO emergencies.   Listen First. Consider engaging in “listening sessions” for key customers of the PMO. These can involve 1-2 hour sessions whereby the PMO presents its offerings and plans and asks for feedback. Face to face sessions are preferred. The PMO should be perceived as a “listening” and "learning’” organization more so than one that is telling people what to do.
  31. 31. Lessons From the Field (Part 2)   Focus on Relationships. PMO success depends more upon relationships than processes. It is important that someone attend staff meetings, reach out to key influencers and supporters early on. If these relationships are not cultivated, no amount of process will engender the necessary acceptance for the PMO to be successful.   Right People on the Bus. What makes for a good project manager does not necessarily make for a good staff member of the PMO. Select your staff wisely, and develop a sound staffing plan. 31 ©2010 Line of Sight, LLC
  32. 32. Questions? Saratoga Springs, NY Ellicott City, MD Contact us! info@line-of-sight.com www.line-of-sight.com 32

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