Everything you wanted to know about PMOs
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APM East of England branch evening event - Everything you wanted to know about PMOs - Tuesday 6 November 2018 - Peterborough
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Everything you wanted to know about PMOs
- 2. Are you an APM member? Whether you simply have an interest in improving your project management skills, are starting out in the profession or are already an experienced professional, there’s an APM membership grade designed for you. APM membership offers: Professional status and recognition Excellent career prospects Access to great technical information Find out more at apm.org.uk/Individual
- 3. APM FIVE Dimensions of Professionalism Project professionals drive effective change across all sectors and industries. As committed professionals they command trust, respect and credibility, making them stand out amongst their peers. The APM FIVE Dimensions of Professionalism are a set of values that provide a universal framework to help you develop your career and achieve your professional goals. Find out more at apm.org.uk/APM5Dimensions
- 4. Everything you ever wanted to know about PMO East of Englang Branch & PMO SIG Your speaker: Emma-Ruth Arnaz-Pemberton
- 5. 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 This session…
- 6. Director of Consulting Services @ Wellingtone Project Management Fellow APM Chair of the APM PMO Specific Interest Group in the UK (apm.org.uk) Judge of the APM Awards Member of APM Membership panel PMO Manager for Project Managers Without Borders (pmwb.org) Mentor for Project Managers Against Poverty Passionate speaker of all things PMO Writer of all things PMO: Gower Portfolio Management Handbook, Nov 2018 Raconteur Project Management Special, June 2017 About the presenter
- 7. 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) 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 practices 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 About our Mission
- 8. Competence Framework Inclusion Registered Project Professional Revised PMO of the Year Award BoK Inclusion Corporate Engagement Ethical International PMO Standards PMO Apprenticeships About our Goals
- 10. You tell us: what does your PMO do for you? With thanks to PMO SIG members
- 11. Source: Journal of project management, APM A brief history of PMO
- 12. 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 Roles of a PMO
- 13. Supportive Directive Operational Controlling Supportive Directive Operational Controlling Your PMO profile
- 15. There is no one size fits all! PMO lesson #1
- 16. Supportive Directive Operational Controlling Typically the more mature the PMO, the more balanced it is across the four key functions. Deciding on your PMO
- 17. Optimal Diminishing Return Quick Improvement Key considerations: •Understand the business value •Review the business needs •Align to the PMO service catalogue •Keep the journey in mind •The law of diminishing returns – how much PMO is enough? How much PMO is enough?
- 18. Classifies and stores documents Implements filing systems Issue and problem tracking Change control 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 PMO people
- 20. ERAP Consulting Ltd ¦ 21 Data driven informed by Best Practice Alignment between Method & Practice Strengths & Opportunities Baseline & Roadmap A case for change Strategy Define Maturity
- 21. ERAP Consulting Ltd ¦22 An eco-system with opportunity for all and an understanding that Project Management in the organisation isn’t an exclusive club What makes a method?
- 23. Take aways…
- 24. So what?
- 25. 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 #getinvolved
- 26. Follow APM online LinkedIn The Association for Project Management (Official group) Facebook Association for Project Management Twitter @APMProjectMgmt @APMEvents Slideshare slideshare.net/assocpm Google+ Association for Project Management YouTube youtube.com/APMProjectMgmt
Editor's Notes
- The presentation agenda
- A short opportunity to talk about (amend as necessary): Who you are Who you work for and what your day job is Brief history of PM / PMO career What your role in / connection to PMOSIG is What excites you about the PMO world Include an email address for contact / follow-up
- With thanks to our LinkedIn and PMO SIG members
- Talk about internal CoE embedded and Pg specific relations Supportive aid existing project activity in order to raise levels of project success Share project management information across the organisation Empower project managers and team to solve common problems and become more successful Directive Guarantee the highest level of consistency of project management practice across all projects Reduce costs by ensuring the right people are allocated to the right projects De-risk project delivery by selecting the correct projects Operational Assure business leaders that projects are monitored Regular reporting on status or a snapshot of the portfolio Provide project managers with administrative support Controlling Ensure that a standard and consistent methodology is used Regular reviews of projects and their risk profiles New business implementation
- Listen Carefully.. Just like no project is ever the same, no PMO is ever the same. The way in which you approach PMO should not differ from how you run your project – you review what it needs and set the rules, governance and support arrangements. There is no black and white – only shades of grey. If there is no one size fits all PMO, how do I tart to build/ grow one? What am I working towards? The next slides will provide some things to consider but the rule is whatever works.
- Specialist Function A large proportion of PMO’s begin life in response to a particular problem or opportunity being identified. They work to show their value I response to that specific remit (example: visibility of portfolio and status) Value Added Growth PMO’s are naturally focused towards continuous improvement so will identify additional areas where they can grow and add value to the business. At this stage they can show there is a win-win situation, the business has more value and the PMO gets to adapt and change to get more involved (not necessarily in numbers but in skill!) Tactical Business Support Usually the Value Added Growth brings the PMO to the forefront of some of the Sr Leadership and the PMO becomes embedded as a supported and valued function that can prove its worth and continually adapt to support the business and its change initiatives. Strategic Alignment The PMO becomes a true Business Partner – it is invited to support the strategy building and planning of the business and helps to drive prioritisation and effective & informed decision making.
- The law of diminishing returns states that as we add more units of a variable input to fixed amounts of land and capital, the change in total output will at first rise and then fall. How you resource your PMO will depend on the Charter and the Service Menu. PMOs need to be very sensitive to the quality of their staff – good people can make a difference to a number of projects simultaneously. A big questions for most PMOs is how much PMO to do. There is a massive amount of value possible, but as with everything, the law of diminishing returns means that at some point, you have to draw the line and not any more activity to the service menu. We cannot give much guidance on this, it’s individual to every organisation. A good PMO manager will be able to push right up to this point though. ====================================================================================================== The philosophers will ask the question – what is a career these days? It used to be clear – an upward trajectory that was guaranteed to prove the “Peter Principle” (in a hierarchy every employee tends to rise to his level of incompetence) and break a few people in the process, either the “Peters” or their victims. It was almost like a game of snakes and ladders… In the days of project support, it was the burning ambition of every project analyst (or whatever they were called) to work up through the ranks to become a work package manager, then maybe even a junior project manager. This path is still very much available. But now that PMOs are thought leaders as well as supporters, it’s clear that experienced project delivery staff need to be central to the guidance-level PMO. This is where PMs need to consciously think about whether their next career step is another ladder, or can they make a real difference by taking a role that in the past might have been considered sliding down a snake. Many PMOSIG members have been project managers, successful ones at that. They have consciously decided that PMOs are great places to work, a real outlet for their hard-worn lessons in the school of hard knocks to be put to positive use, and above all else a very worthwhile career move. Just to reiterate that, current contract rates for PMO Managers and higher than for similarly experienced senior project managers… One approach that we have seen work particularly well is to maintain a rolling assignment to the PMO for PMs who are just coming off a project for a short period of reflection, recuperation and recognition. Yep – recognition for the expertise they have gained in the least project, and giving them a responsibility to help the organisation learn from their experience. This is a fantastic way of embedding good practise. We’ve seen PMs come off their sabbatical in the PMO completely re-energised and ready to do their next project. In fact the real limiter to whether anybody, PM or PA, will be successful in a PMO is their soft skills. This should play well to PM skills… but isn’t always the case. Technical ability (in a project sense) is important, but the ability to influence, enthuse and improve is what PMOs are about – are you and your PMs up to the challenge? ================================================================= Optional question for the audience to debate. No definitive answer, but thinking is along the lines that there is a wide gap between looking after projects either as support, leadership or guidance, and the type of person to assist company boards in making investment choices. Provides for an open-ended debate, and an opportunity to say that PMO thinking is evolving and that debates such as this one all contribute to the collective knowledge… leading nicely into the next section…
- So we’ve talked a bit about what PMOs can do – with the diversity that we’ve talked about, it’s clear that it’s hugely important how people in PMOs operate. Different situations require different styles, so for a bit of fun, we’re going to do a bit of role playing to illustrate possible styles that can add value… You can either walk through the notes or push this out to the audience for some interaction, or a combination]. These are important concepts, so you can spend some time on this one! Doctor The Doctor is likely to be required when complex situations arise which are recognised by the team dealing with them and they call upon the skills and experience of the Programme Office to establish the best way of tackling them consults diagnoses prescribes remedial action monitors the effects of remedial action offers prognosis Nurse The Nurse activities build the long term relationship between the Programme Office and the other teams. It involves the creation of a trusting and open relationship between the parties which is recognised as being beneficial to each. attends to day-to-day needs builds relationships understands the problem within the context of the overall provides moral support and encouragement listens and provides a sounding board Librarian The Librarian is essential to the smooth operation of any programme. Without proper control over and easy access to the documentation, chaos will ensue and much time will be lost trying to establish where latest versions are held, whether changes have been approved etc. classifies and stores documents implements a working filing system maintains issue and problem tracking maintains change control maintains a list of deliverables Handyman A Handyman needs to be available at short notice to pitch in and resolve a problem quickly, or at least to get the vehicle back on the road again. As well as providing the quick fix, the handyman should be able to spot the cause of problems and recommend further actions to enable avoidance in the future. assists in a crisis undertakes quick repairs suggests temporary solutions highlights more serious underlying problems Policeman The Policeman makes sure that all the appropriate rules are followed. This is in co-operation with the other teams, and the knowledge that the Programme Office will do things properly, and will encourage others to likewise. However there will be times when the Programme Office has to lay down the law to others in the best interests of all concerned – they will thank you for it later, of course. ensures adherence to rules and procedures offers advice on the effective use of rules and procedures reports deviations from plans and schedules deters potential offenders You could mention that sometimes the PMO becomes known as the “project police” sometimes in a derogatory way – we prefer to think of ourselves as the smiling, helpful bobby on the beat and crime preventer… remember that next time your project needs to know the time or needs some help crossing the busy road…