APM PMO SIG generic presentation
•
3 likes•1,469 views
This document summarizes a presentation by the APM PMO SIG about project management offices (PMOs). The presentation introduces the speaker and PMO SIG, discusses the objectives and community served by the SIG, and covers various topics related to PMOs including their history, types, development, building a PMO, roles within a PMO, tips for success, and takes questions. The presentation provides an overview of PMOs for those new to the topic or considering developing a PMO.
More Related Content
What's hot
What's hot (20)
Similar to APM PMO SIG generic presentation
Similar to APM PMO SIG generic presentation (20)
More from Association for Project Management
More from Association for Project Management (20)
Recently uploaded
Recently uploaded (20)
APM PMO SIG generic presentation
- 1. APM PMO SIG Local Presentation (date)
- 2. This Session.. Meet the Presenter APM PMO SIG What PMO’s do for you? PMO Development Types of PMO Building a PMO PMO People Tips for PMO Q & A
- 3. About the Presenter Who am I? Brief history PMO SIG Role and why I became involved Why PMO?
- 4. PMO SIG Objectives • To facilitate collaborative learning that fully engages the membership and helps them grow their PMO skills and competences • To reach out to other disciplines (audit, finance, procurement, quality etc) that collaborate routinely with PMOs to create value • To provide an open source of unbiased advice and guidance to those who can benefit from putting PMO practice to work • To have a bias towards action, understanding the latest thinking and quickly digest it into ways that can be shared as digestible knowledge with those we seek to help
- 5. • PMO Practitioners, defined as people who enable, support and ensure the management of change in organisations • Those who need to know more about PMO and its benefits, practices, tools and techniques • People in leadership positions who need to understand the potential benefits of the PMO approach • People in organisations who are tasked with performing the ‘bridge’ function between strategy and delivery, either in a portfolio setting or in various dispersed units throughout the organisation PMO SIG - Our Community
- 6. You tell us.. what does your PMO do for you? 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
- 7. PMO Development a brief history Source: Journal of project management, APM 2014 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
- 8. 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
- 9. Types of PMO what is your PMO profile? Supportive Directive Operational Controlling Supportive Directive Operational Controlling
- 10. Which type is effective? PMO achieves optimal effectiveness for the organisation Police Unit comes with engagement challenges Training Unit brings credibility challenges Administration Unit/Reporting Functions lacks visibility Pg/Pj Manager Effectiveness OrganisationalEffectiveness
- 11. PMO Lesson #1 There is no one size fits all!
- 12. So How do you Decide? Specialist Function Value Added Growth Tactical Business Support Strategic Alignment Supportive Directive Operational Controlling Typically the more mature the PMO, the more balanced it is across the four key functions.
- 13. PMO Lifecycle The PMO Lifespan is five years. • 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 report
- 14. 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?
- 15. 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
- 16. Some tips for success Adapt & Sell! Engage Build Context Take Pain Away Define who you are Build a community Consistently Show Value
- 17. 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
- 18. Any Questions?