100-Day Plan for Success <ul><li>as </li></ul><ul><li>Director </li></ul><ul><li>of </li></ul><ul><li>Project Management <...
How Will I…..? <ul><li>Pertinent Questions to Answer Indeed…. </li></ul><ul><li>Manage outstanding projects and build key ...
Jack Brown, B.Sc., PMP©, ITIL©
How I Deliver Change… <ul><li>“…  The customer was looking for help restructuring its Security Initiatives into Programs a...
Planning for Process Improvement & Delivery <ul><li>“…  as Information Security Program Manager, Jack is exemplary, demons...
Jack Brown, B.Sc., PMP©, ITIL©
Initial Thoughts <ul><li>100 day plan establishes initial priorities </li></ul><ul><li>100 day plan builds foundation for ...
<ul><li>Initial few weeks    Conduct briefings with peers and subs to set stage for creating & evolving 100 day plan to: ...
Build “Buy-In” by Listening & Leading <ul><li>Interviews, Planning Meetings and Questions let my peers and subordinates kn...
From Processes to Plan… Ask Questions <ul><li>How Do We Get from Zero (0) to a feasible “Plan” ? </li></ul><ul><li>…  by a...
<ul><li>The following example demonstrates the basic process: </li></ul><ul><ul><li>My car will not start. (the problem)  ...
Follow the Discovery Process <ul><li>Who? </li></ul><ul><li>What? </li></ul><ul><li>Where? </li></ul><ul><li>When? </li></...
Questions Can Lead to Order. Cause & Effect (of my plans) Jack Brown, B.Sc., PMP©, ITIL©
What Is My Plan for Targeted Activities? <ul><li>- Create Activities Plan  (note Completed / In Progress / Not Started) </...
Questions Asked Who Are Our Stakeholders Internal External Who are the Clients We support PM Team Makeup Executive Strateg...
<ul><ul><li>Pre-Arrival </li></ul></ul><ul><ul><ul><li>Peer Introductions (Phone Calls) </li></ul></ul></ul><ul><ul><ul><l...
Jack Brown, B.Sc., PMP©, ITIL©
Jack Brown, B.Sc., PMP©, ITIL©
Jack Brown, B.Sc., PMP©, ITIL©
Jack Brown, B.Sc., PMP©, ITIL©
 
Thank You for Your Time Today <ul><li>It has Been My Pleasure to Present Today </li></ul><ul><li>Jack Brown B.Sc., PMP ® ,...
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100 Day Plan for Directing a PMO

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  • WONDERFUL JOB on that...I've been using a service called MLMRC which automates your downline building. Works with any MLM business. Try it: www.mlmrc.com
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  • Jack. Nice presentation. You helped a lot of professionals but putting this together.
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  • Very good presentation especially if you're going for a PMO or Project Management interview: http://project-manager-interview-questions-and-answers.com
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  • Hi Grant. I didn't use any templates for this presentation, everything was created from scratch.
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  • Hi Jack,

    Great presentation. I was wondering if it was possible for you to show a couple of the templates you use in the presentation?

    Grant
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100 Day Plan for Directing a PMO

  1. 1. 100-Day Plan for Success <ul><li>as </li></ul><ul><li>Director </li></ul><ul><li>of </li></ul><ul><li>Project Management </li></ul><ul><li>(PMO) </li></ul>By: Jack Brown, B.Sc., PMP©, ITIL©
  2. 2. How Will I…..? <ul><li>Pertinent Questions to Answer Indeed…. </li></ul><ul><li>Manage outstanding projects and build key partnerships </li></ul><ul><li>How will I deliver on objectives and thrive in this high performance environment? </li></ul>Jack Brown, B.Sc., PMP©, ITIL©
  3. 3. Jack Brown, B.Sc., PMP©, ITIL©
  4. 4. How I Deliver Change… <ul><li>“… The customer was looking for help restructuring its Security Initiatives into Programs and Projects. Jack has leveraged his experience with large-scale integrations and industry best practices to provide a vision and framework for the organization all of the work efforts being delivered, into well defined Projects and Programs with clearly defined deliverables. He provided a structure for the delivery of these efforts and has inculcated this into the organization through partnering, mentoring, and training. He has made an ally of the customer whose sees the Project Office that he has created as enabling the efficient delivery and communication of value to the enterprise…” </li></ul>Jack Brown, B.Sc., PMP©, ITIL©
  5. 5. Planning for Process Improvement & Delivery <ul><li>“… as Information Security Program Manager, Jack is exemplary, demonstrating attributes of leadership, direction, expertise, and focus to a non project aligned organization. Under Jacks direction, the Information Security groups program and project management processes and programs were transformed from an ad hock and just in time project activity; to a repeatable and manageable process driven organization. Jack worked through a very resistant and resilient division, successfully building and implementing project management processes that were aligned with the Corporations business strategy and goals, as well as building a solid management structure around the program initiatives, and all at a very stressful and fragile time for the organization. Jack’s work improved our organization and positioned us for future success…” </li></ul>Jack Brown, B.Sc., PMP©, ITIL©
  6. 6. Jack Brown, B.Sc., PMP©, ITIL©
  7. 7. Initial Thoughts <ul><li>100 day plan establishes initial priorities </li></ul><ul><li>100 day plan builds foundation for longer term Dept. plan & mgmt approach </li></ul><ul><li>100-day plan initiatives need to be stated in measurable terms </li></ul><ul><li>100-day plan initiatives need to be presented in a task & status dashboard </li></ul><ul><li>Use On-Going reviews on the Progress of the 100-Day Plan to Shape Long term Future </li></ul><ul><li>Needs to Utilize & Incorporate Rolling-Wave planning </li></ul>… Just exactly what do I need my plan to do, and how will it develop? Jack Brown, B.Sc., PMP©, ITIL©
  8. 8. <ul><li>Initial few weeks  Conduct briefings with peers and subs to set stage for creating & evolving 100 day plan to: </li></ul><ul><ul><li>Construct agenda for the 100 day plan (draft short term plan) </li></ul></ul><ul><ul><ul><li>outline high-level action topics </li></ul></ul></ul><ul><ul><ul><li>form basis for dialogue during briefings </li></ul></ul></ul><ul><ul><ul><li>set measures of achievement for 100-day plan with stakeholders </li></ul></ul></ul><ul><ul><li>Ensure current assumptions were clear and valid </li></ul></ul><ul><ul><ul><li>what are my assumptions of where the group is </li></ul></ul></ul><ul><ul><ul><li>where do I think the group need to go </li></ul></ul></ul><ul><ul><ul><li>confirm assumptions with exec to ensure no surprises during 100 plan execution </li></ul></ul></ul><ul><ul><li>Baseline current issues and opportunities </li></ul></ul><ul><ul><ul><li>determine business communities perceptions of department and improvements needed </li></ul></ul></ul><ul><ul><ul><li>determine where business community perceives the dept impacts </li></ul></ul></ul><ul><ul><ul><li>Articulate these perceptions into the 100-Day plan as action items </li></ul></ul></ul><ul><ul><li>Get buy-in from the department leaders into the plan to provide input </li></ul></ul><ul><ul><ul><li>Re: </li></ul></ul></ul><ul><ul><ul><ul><li>challenges to be met </li></ul></ul></ul></ul><ul><ul><ul><ul><li>opportunities to be identified </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Incorporate these into the plan </li></ul></ul></ul></ul>Planning Framework Jack Brown, B.Sc., PMP©, ITIL©
  9. 9. Build “Buy-In” by Listening & Leading <ul><li>Interviews, Planning Meetings and Questions let my peers and subordinates know I’m listening to their input and feedback. </li></ul><ul><li>Learn Hot Button Issues: </li></ul><ul><ul><li>ie: frustrations with previous leadership </li></ul></ul><ul><ul><li>ie: expectations for responsiveness from myself and Exec mgmt </li></ul></ul><ul><ul><li>Ie: lack of tools, processes, budget, support, etc… (even if only perceived) </li></ul></ul><ul><li>Establish My Management style early: </li></ul><ul><ul><li>Proper and Diligent Planning, Accountability, Empowerment, Support, etc… </li></ul></ul><ul><li>Use My 100-day plan to tune my Directions, Mandate, Authority and Vision to ensure it aligns with: </li></ul><ul><ul><li>- Prevailing Executive Management Style </li></ul></ul><ul><ul><li>- Corporate Culture </li></ul></ul>Jack Brown, B.Sc., PMP©, ITIL©
  10. 10. From Processes to Plan… Ask Questions <ul><li>How Do We Get from Zero (0) to a feasible “Plan” ? </li></ul><ul><li>… by asking QUESTIONS … </li></ul>Jack Brown, B.Sc., PMP©, ITIL©
  11. 11. <ul><li>The following example demonstrates the basic process: </li></ul><ul><ul><li>My car will not start. (the problem) </li></ul></ul><ul><ul><li>Why? - The battery is dead. (first why) </li></ul></ul><ul><ul><li>Why? - The alternator is not functioning. (second why) </li></ul></ul><ul><ul><li>Why? - The alternator belt has broken. (third why) </li></ul></ul><ul><ul><li>Why? - The alternator belt was well beyond its useful service life and has never been replaced. (fourth why) </li></ul></ul><ul><ul><li>Why? - I have not been maintaining my car according to the recommended service schedule. (fifth why, root cause) </li></ul></ul>5 Why’s Cause & Effect 5 Why’s of Cause & Effect Can Then Lead Naturally to…. Jack Brown, B.Sc., PMP©, ITIL©
  12. 12. Follow the Discovery Process <ul><li>Who? </li></ul><ul><li>What? </li></ul><ul><li>Where? </li></ul><ul><li>When? </li></ul><ul><li>Why? </li></ul><ul><li>& HOW? – How do WE Fix or Improve This? </li></ul>Jack Brown, B.Sc., PMP©, ITIL©
  13. 13. Questions Can Lead to Order. Cause & Effect (of my plans) Jack Brown, B.Sc., PMP©, ITIL©
  14. 14. What Is My Plan for Targeted Activities? <ul><li>- Create Activities Plan (note Completed / In Progress / Not Started) </li></ul><ul><li>- Major Activity Progress </li></ul><ul><li>- Meet All Major Stakeholders (internal and external) </li></ul><ul><li>- Establish Regular Executive Management meetings With CIO / VP </li></ul><ul><li>- Document First Set of Quick Hits in a Plan and Set Priority </li></ul><ul><li>- Perform an HR Assessment </li></ul><ul><li>- Assess Contracts & Associated SLA’s for Delivery Health & Status </li></ul><ul><li>- Initiate IT Strategic / Tactical & Operational Planning </li></ul><ul><li>- Deliver a Communication Strategy – Intra-PM & External </li></ul><ul><li>- Pilot Value Add & Priority-Setting Process Discovery Meetings </li></ul><ul><li>- Set up Business Management Meetings </li></ul><ul><li>- Organize Industry Best Practices Focus Team </li></ul><ul><li>- Begin Planning Phase to Transition the Administrative PMO Towards an “Enterprise” PMO with OPM3 Characteristics </li></ul><ul><li>- Create & Deliver a Monthly Progress Dashboard to Pertinent Stakeholders </li></ul>Jack Brown, B.Sc., PMP©, ITIL©
  15. 15. Questions Asked Who Are Our Stakeholders Internal External Who are the Clients We support PM Team Makeup Executive Strategy Corporate Vision Project Management Strategic Plan Project Management Tactical Plan Budget Available Budget for Lights-On Operations Budget for Project Management Team Growth Organization Structure PMO & Project Management Managers Who are my PMO/PM Strengths PMO/PM Weaknesses Opportunities for Improvements Threats to Strategic, Tactical and Operational Plans PMO & PM Interconnect /Support Methods are in Place What is the Health of the PM Cross Team Relationships Client Lists Current Contracts Contract SLA’s & How are We Delivering Results Current Client Feedback PM Team Profiles – Skill Sets and Activities Training Plans What are the Service Processes What are the Current PMO Processes VP/CIO 1 yr & 3yr plan Team Managers Current Issues Team Needs Team Mgr’s Wish Lists Current Operational Plan Current Staffing Levels Current Staffing Issues Current Services Offered Staffing Projections How are Teams Engaged How do teams Interconnect / Interface / Communicate to provide meshed support How Do We Interface with Clients How Do Clients Provide Feedback PM External interactions (within Company) How is Client Feedback Recorded, Tracked & Acted Upon What’s Documented What’s Missing BRAINSTORMING Jack Brown, B.Sc., PMP©, ITIL©
  16. 16. <ul><ul><li>Pre-Arrival </li></ul></ul><ul><ul><ul><li>Peer Introductions (Phone Calls) </li></ul></ul></ul><ul><ul><ul><li>House Keeping </li></ul></ul></ul><ul><ul><li>DAY 1 - Take Control </li></ul></ul><ul><ul><ul><li>Identify the KEY Stakeholders - UP / DOWN / ACROSS </li></ul></ul></ul><ul><ul><ul><li>Complete Personal Setup with Items from Pre-Arrival </li></ul></ul></ul><ul><ul><ul><li>Start Analysis and Mgmt team Brainstorming ASAP </li></ul></ul></ul><ul><ul><li>DAY 30 - Get Buy-In for One Burning Objective & Create the New Strategy </li></ul></ul><ul><ul><ul><li>Determine and Share the Mission / Vision & Values </li></ul></ul></ul><ul><ul><ul><li>Get Buy-In to Strategy and forward momentum even if only 70% right - it can be refined as more is learned </li></ul></ul></ul><ul><ul><li>DAY 45 - Use Milestones to Drive Team Performance </li></ul></ul><ul><ul><ul><li>Provide measures to mark successful progress - Focus on Positives not Negatives </li></ul></ul></ul><ul><ul><li>DAY 60 - Invest in Early Wins to Build Team Confidence (Deliver by 6 month mark) </li></ul></ul><ul><ul><ul><li>Identify Potential Opportunities for Improvements that are Easy Hitters - Builds team confidence </li></ul></ul></ul><ul><ul><li>DAY 70 to 100 - Get the Right People in the Right Roles </li></ul></ul><ul><ul><ul><li>Support and Recognize People Who are in the Right Jobs and Performing Well </li></ul></ul></ul><ul><ul><ul><li>Move People Who are in the Wrong Role and Performing Poorly </li></ul></ul></ul><ul><ul><ul><li>Invest in People who are in the Right Role But Not Performing Well </li></ul></ul></ul><ul><ul><ul><li>&quot;Evolve to New Roles, those People Who are in the Wrong Roles, But Who are Performing Well&quot; </li></ul></ul></ul>Draft Framework Jack Brown, B.Sc., PMP©, ITIL©
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  21. 22. Thank You for Your Time Today <ul><li>It has Been My Pleasure to Present Today </li></ul><ul><li>Jack Brown B.Sc., PMP ® , ITIL ® </li></ul>

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