Presentation held during breakfast session in Hotel Meridien, Brussels on the 13th of march 2013. 40 participants.

1. March 13th, 2013
How to unlock value from your PMO? « Le Méridien », Brussels

2. Agenda
Part 1. Why is the value locked?
Part 2. 6 propositions to unlock the value
Part 3. How to generate instant value?
Part 4. Real examples

3. Part 1
Why is the value locked?

4. Types of PMO
The higher the PMO,
the more general and
Enterprise PMO TOP Mgmt transversal the scope.
Functional PMOs deal
Line PMO CIO CFO CxO with more specific
contents
Métier PMO Metier 1 Metier 2 Metier n
F12 F21
F12 F22
Functional PMO
F13 F23

5. Types of systems interacting with PMOs
Project
manage
Systems interact with
ment
tools each other (yellow
… Budgets
arrows) and with the
external world (orange
Reportin Accoutin arrows).
g tools g ERP’s
Code PMO Project
qualifica Helpdes
tion k
Testing Purchas
automat e order
es maker
List of Porfolio
acitvitie Mgmt
s tools

6. Type of phases supported by PMOs
Demand PPP Management
Asset
Management Management
• Demand log • Project Management • Asset Maintenance
• Demand Evaluation • Project Initiation • Asset Evolution
• Simulation • Project Control • Asset Performance
• Budget Allocation • Project Closure
• Demand Management • Program Management
Performance • Portfolio Management
• PPP Performance

7. Conclusion part 1
PMOs differ in organisation by
Level they are working at
Type of information they manage
Type of phase they support
But also
Due to the various maturity levels of and within
the organisation
Value is perceived differently by the various
stakeholders and access to relevant info is
generally not easy
Information needs are linked to the nature of
stakeholders: it must be specific to their needs

8. Part 2
6 propositions to unlock the value

9. PM tools manage much
Data in traditional PM tool (1/2) info per project and
t
Project 1 produce global ‘static’
pictures with last relevant
data. As these raw data all
come from the same
system, we consider it as a
blurred, monochrome
picture
Project n
Blurred, monochrome picture

10. PM tools manage much
Data in traditional PM tool (2/2) info per project and
t
Project 1 produce global ‘static’
pictures with last relevant
data. As these raw data all
come from the same
system, we consider it as a
blurred, monochrome
picture
Project n
Blurred, monochrome picture

11. Proposition 1 : use only useful PM data
Project ID
Rule #1 : use some
Signaletic Project Name functional data
Project Manager
Progress Start Date & not all
Finish date
technical data available
Tasks
Progress
« Meteo »
Figures
Trend
Teams
OBS link
Focused monochrome picture !

12. Proposition 2 : add more data
Project ID
Project Name
Rule #2 : combine data
Project Manager from other sources.
Start Date
Finish date 1+1 > 2
Progress
Meteo
Trend
Budget
Accounting % consumed
Project Manager
Operational tools % milestones
achieved

13. Proposition 3 : enrich & qualify your data
Project ID Project ID
Rule #3 : qualify &
Project Name Project Name
Project Manager
Start Date
Project Manager
Start Date
enrich your data to
Finish date Finish date
KQI01
produce missing
KPI01
Progress
Meteo
% Progress
Meteo
elements
Trend Trend
Budget Budget
% consumed % consumed
Project Manager Project Manager
% milestones % milestones
achieved achieved
KPI02
KQI01 : PM definition
Colour picture ! KPI01 : % Progress
vs Budget
KPI02 : % Progress vs.
Calendar elapsed
TH01 : calendar elapsed %

14. Proposition 4 : build your PMO ‘memory’
t1 tp
Project 1
Rule #4 : historise
combined data
& generate more
enrichments and DQ
controls
Project n

15. Application of the rules
Parameter today t-1M t-2M t-3M t-4M t-5M t-6M
Project I D P001 P001 P001 P001 P001 P001 P001
Project Manager TDV TDV TSO TSO TLA TLA TLA
Start Date 1/01/2012 1/01/2012 1/01/2012 1/01/2012 1/01/2012 1/01/2012 1/01/2012
Rule #1 : simple
Finish Date 1/04/2013 1/04/2013 1/04/2013 1/04/2013 1/04/2013 1/04/2013 1/04/2013 Colour Video !
functional data
Progress 80% 80% 80% 80% 78% 78% 78%
Meteo Rainy Rainy Rainy Sunny Sunny Sunny Sunny
Trend Normal Normal Normal Up Up Up Up
I nitial Budget 120 120 120 120 120 120 120
Actuals 110 90 Rule #4 : historise
80 75 72 70 50
Rule #2 : more
Project Manager TDV TDV TSO TSO TSO TLA TLA
sources
% Milestones Reached 70% 70% 65% 65% 65% 50% 50%
DQ01 : PM Definition TRUE TRUE TRUE TRUE FALSE TRUE TRUE
Rule #3 : enrich &96%
TH01 : calendar elapsed 89% 82% 76% 69% 63% 56%
TH02 : Budget Progress
92% 75% 67% 63% 60% 58% 42%
qualify
KPI 01 : (Progress/TH02)
87% 107% 120% 128% 130% 134% 187%
KPI 02 : (Progress/TH01) 84% 90% 97% 105% 113% 124% 139%
Rule #4 bonus : enrich & 2% n.a using history
KPI 03 : Progress v s3M 0% 2% qualify n.a n.a n.a
KPI 04 : PM 6month rotation 3 3 2 2 1 1 1

16. Progress in chart
Cross-Progress view
120%
100%
80%
Progress
60%
40%
20%
0%
t-6M t-5M t-4M t-3M t-2M t-1M today
Progress 78% 78% 78% 80% 80% 80% 80%
% Milestones Reached 50% 50% 65% 65% 65% 70% 70%
TH01 : calendar elapsed 56% 63% 69% 76% 82% 89% 96%
TH02 : Budget Progress 42% 58% 60% 63% 67% 75% 92%

17. Proposition 5 : produce all governance Set of integrated
inputs reports with the same
scope, used in different
governance bodies.
One single reporting
truth!

18. Proposition 6 : see your information from
different points of view Dashboards with drill-
down and ‘back in time’
capacity that can
explain all figures.

19. Conclusion part 2 : This enables to …
Aggregate the information easily
Go back in the the past
Generate trends analysis (raw data, quality,
enrichments…)
Detect anomalies by comparing ‘alike’ data
Progress vs. % Milestones reached
Progress vs. Budget consumption
…
Calculate key performance indicators
PM 6 month rotation < 6
Expected burn rate to finish
…
Produce dynamic dashboards

20. Part 3
How to generate instant value

21. Information life cycle
Decisions impact the
rogram
Organisation organisation
PMO
Other
Governance
sources
Organisations generate Input is available to
data (referentials, make informed
progress, budgets, decisions (faster,
orders, invoices, better and more
forecasts, meteo...) reliable) decisions
Data is controlled &
transformed into
intelligent Information
PMO (KPIs, trends...) PMO
Organisations
use other Data Information
data to
complete
theirs

22. 3 levers for improvement
Driving actions through
existing management
rogram
Organisation
Other
PMO
sources
4 Governance
Restitution of right info, at the
1 Capture of
useful data right time & in the right format 3
data-driven management
Transformation
of data into info
PMO PMO
Data 2 Information
Focus of DepFac intervention

23. Value
Non intrusive
Simplicity : use of a limited set of functional
data vs. all technical data
Time to deliver : short term delivery with
first iterations in weeks & full solution in
months
Generic : valid for all types of PMOs
Coherence : wide range of stakeholders
using the same information
Leverage of previous investments

24. Part 4
Real examples

25. These are the various PMOs we
enabled
IT PMO
Facility Management PMO
Risk PMO
Basel 2 PMO
Separation PMO
Merger PMO
Transformation PMO
Corporate PMO
More info upon request

26. Questions?
More Information?
Deployments Factory SA
Rue Guillaume Stocqstraat 79
1050 Brussels - Belgium
Tel: +32 2 290 63 90
Email: info@depfac.com
Twitter: @depfac