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![2. Gather project Inventory and Analyze (cont.)
2.
1. Plan 3. Manage
Implement
Analyze project
inventory to: Example Findings:
1. Understand potential • “Projects are not generally
issues and opportunities aligned with business
that exist right now objectives”
2. Generate baseline metrics • “There are some common
for future trend & project issues such as…”
comparative analytics
• “Projects with certain attributes
such as [fill in the blank], are
generally not on-time”](https://image.slidesharecdn.com/pc2011epmoplan-120703080910-phpapp01/75/PC-2012-PMO-plan-20-2048.jpg)
![3. Define Key Methodologies and Standards
2.
1. Plan 3. Manage
Implement
Key Areas Description/Components Owner
Project •Proprietary, off-the shelf/industry standard or blend
Methodology •Deliverable templates [list both required and optional]
Risks •Definition
•Trigger Event
•Management approach
Issues •Definition
•Qualification (Exposure = $ Impact x %Probability)
•Assignment (one individual)
•Report Updates, Escalation, and Resolution
Change Control •Definition
(optional) •Planned and Actual Impact
•Approvals](https://image.slidesharecdn.com/pc2011epmoplan-120703080910-phpapp01/75/PC-2012-PMO-plan-21-2048.jpg)
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PC 2012 PMO plan
- 1. How to Plan,Implement and Manage a World-Class PMO
- 2. PMO Starter Toolkit •Understand PMO Starter Kit White Paper 2. Share How to… Presentation 3. Manage PMO Action Plan
- 3. So, you’ve decidedto form a PMO… Because you need to be able to answer questions like: Are we doing the right projects? Do we know the current status of the projects? Are we managing, escalating, and resolving project Issues? Do PMs have the right training? What is our overall resource utilization? Now what?
- 4. PMO Roadmap 1. Plan 2. Implement 3. Manage 1. Purpose & Goals 1. Job Descriptions & 1. Project Reviews 2. Scope & Maturity Hiring 2. Project Management 3. Service Offering 2. Project Portfolio and Monitoring Inventory & Analysis 3. Working with 4. Service Metrics 3. Methodology and Governance 5. Business Processes Standards Definition 4. Re-Validation with 6. Governance, 4. Skills Assessment and Senior Leadership Stakeholders & Development 5. Maturity Assessment Team Structure 5. PPM System Plan and Development 7. Timeline/Milestones 8. Charter Document (summary of above)
- 5. Plan Phase Components 2. 1. Plan 3. Manage Implement Key Plan Components Key Questions Answered Why? 1. Statement of purpose/ • What is the PMO's fundamental purpose and goals? goals What? 2. Scope & target maturity • What is the scope of the PMO based on organization 3. Core services offerings needs and target organizational maturity? 4. Service metrics • What core services will the PMO provide and how will success/value be measured? How? 5. Business processes • How will services be managed and delivered? Who? 6. Governance • Who does the PMO report to? Customers/Stakeholders • Who are the PMO’s customers and stakeholders? PMO team structure • Who comprises the PMO team (key roles, org chart)? When? 7. Timeline/milestones • When will the PMO be in business and when will the core services come online? Summary 8. Charter • A simple one page summary document answering most/all of the above
- 6. 1. Why: Createstatement of purpose/goals 2. 1. Plan 3. Manage Implement A simple statement of purpose and goals should serve as a guide for the PMO team and as a core communications platform to stakeholders. Potential goals include: Better alignment of project activity and business strategy and investments Implement a more consistent project management process and methodology Facilitate better collaboration and knowledge and best-practice sharing Ensure resource pool is trained and competent to meet evolving IT and business needs Better manage resource utilization and capacity Provide executive visibility to project, program and portfolio-level status, issues, risks, costs, etc.
- 7. 2. What: DefineScope & Target Maturity 2. 1. Plan 3. Manage Implement PMO Scope * Example starting point and goal GOAL* Portfolio Mgmt Program Mgmt NOW* Project Mgmt 1 Reactive 2 Repeatable 3 Pro-active 4 Measured Continuously 5 Improved Organization Maturity Level
- 8. 2. What: DefineScope & Target Maturity (cont.) Assess current and target maturity level 2. 1. Plan 3. Manage Implement CMMI Maturity Level Definitions… Methods Processes not Commitment to KPIs specified and Extend processes to undocumented; consistently used, documented monitored regularly, external entities, Delivery, budgets, projects regularly standardized PM and predictable and state-of-the art schedules exceed budgets, delivery process controlled delivery. collaboration. uncontrolled schedule company-wide Next Level When Methodology defined Automated project Automation of other An Innovative N/A for project tracking budgeting; risk, functions such as process improvement scheduling, time, issue, requirements financial culture is evident tracking, resource tracking; resource management, assignments, project management business process oversight, support modeling 1 Reactive 2 Repeatable 3 Pro-active 4 Measured 5 Continuously Improved
- 9. 2. What: DefineScope & Target Maturity (cont.) Define PMO Scope 2. 1. Plan 3. Manage Implement PMO Scope Portfolio Benefits realization mgmt; knowledge mgmt,risks, definition, overall investments, benefits and portfolio scope Mgmt performance monitoring Program Coordination of business and IT projects, program planning, Mgmt change/risk mgmt, coordination of project delivery and results measurement Project PM training, mentoring, coaching; budgets, scheduling, Mgmt resources deliverables, scope, risks and metrics. 1 Reactive 2 Repeatable 3 Pro-active 4 Measured 5 Continuously Improved
- 10. 3. What: IdentifyCore Services Needed to Achieve Goal 2. 1. Plan 3. Manage Implement Potential core service offerings: Business Strategy Alignment Methodology & Process Consistency Collaboration & Professional/Organizational Resource Knowledge Mgmt Development Management Project/Program/Portfolio Visibility and Coordination: Issues, Risks, Schedule, Costs, Quality…
- 11. 3. What: IdentifyCore Services Needed to Achieve Goal (cont.) * Example core services identified to achieve goal • Basic strategy alignment/oversight • KM & Best Practice Repository Portfolio • Benefits realization tracking process Mgmt • Portfolio-level metrics and dashboard Program • Program planning services Mgmt • Program change and risk mgmt process • Methodology & process consistency Project • PM training, mentoring coaching Mgmt • Time tracking and resource allocation process 1. Reactive 2. Repeatable
- 12. 4. What: Definecore service metrics 2. 1. Plan 3. Manage Implement Potential Service Example Metrics/Success Criteria Business Strategy • # of projects aligned with key business strategies Alignment • Project health by strategy (# or %) Methodology and process • % projects following approved methodologies consistency • # or % of milestones or phases completed as planned • % projects completed on time Collaboration and • # of best practice documents submitted to knowledge base knowledge management • # or % of issues resolved leveraging lessons learned Professional development • # of “certified” PMs or PMs trained in company process • Training courses delivered • % decrease in expenditures on contractor/outside help Resource management • % improvement in resource utilization • % improvement in employee satisfaction Issue & Risk management • # of issues reported; % reported issues resolved • # of high-impact issues • % of aged issues
- 13. 5. How: Definebusiness processes (how services will be managed/delivered) 2. 1. Plan 3. Manage Implement Potential Service Example Scope, Focus Target Delivery Mechanism Business Strategy • Alignments to corporate • PPM system delivers strategy Alignment strategies alignment functionality using listings, reports, and dashboards Methodology and • Focus is on standards and • Methodology expertise and knowledge process methodologies for project transfer delivered via training services consistency execution, risk identification, • Consistent delivery enforced by PPM issue resolution system Collaboration and • Best practice projects, tools • Globally accessible web-based knowledge and templates knowledge base leveraging PPM management • PPM community system document repository Professional • Methodology training and • Delivered via blended learning development certification software platform (ILT + eLearning) Resource • Resource management will • Core function of PPM software solution management initially focus on resource assignment visibility and basic resource utilization
- 14. 6. Who: DefineGovernance, Stakeholders, and PMO Team Structure 2. 1. Plan 3. Manage Implement Example PMO Reporting Structure Leadership Identify direct reporting Team relationship and dotted-line sponsors/champions (i.e. PMO Business Director Units PMO customers) Define organizational PMO PMO Manager structure and Trainer Analyst responsibilities Program Managers Solicit and track stakeholder agreement Project Managers
- 15. 7. When: CreateTimeline and Identify Key Milestones 2. 1. Plan 3. Manage Implement Charter Plan Initial Staff Project Methodology, On-board Inventory & PPM Solution, Analysis Skills Assessment Implement Project Reviews Revalidation with and Reporting senior leadership Manage
- 16. 8. Publish Charter 2. 1. Plan 3. Manage Implement 1. PMO Purpose & Goals 4. PMO Processes • Concise statement of purpose and goals • Description of how the PMO processes 2. PMO Scope and Focus will be managed and delivered • Definition of the scope and focus of the 5. PMO Organization Structure PMO and target maturity level if • Description of organization structure and applicable communications flow 3. Service Offering & Metrics • List of key personnel including PMO • Definition of service offerings (aligned Sponsor(s) and stakeholders with PMO scope and target maturity) 6. PMO Authority • Service success criteria and metrics • Statement of PMO authority • High-level timeline of key service delivery • List of sponsor and key stakeholder milestones signatories and/or charter approvers
- 17. 1. Plan 2. Implement 3. Manage
- 18. 1. Define KeyRoles/Job Descriptions 2. 1. Plan 3. Manage Implement PMO Director PM Manager/Support Job Description: Sets strategic direction. Job Description: Manages the PM resources Defines, manages to and reports KPIs. Creates and provides PM coaching and mentoring. May and maintains tool, templates, best-practice serve as PM resource for strategic projects. and methodology documentation. Tracks organization-wide resource capacity and utilization recommending optimal allocation. Training/Professional PMO Analyst Development Manager Job Description: Maintains PMO dashboard and reports. Assists project teams with Job Description: Assesses organizational and reporting and tracking. Provides systems individual competency levels and skills to support and administration (project inventory determine needs. Designs and delivers database, knowledge repository, collaboration curriculum/service offering and certification platform, etc.). program.
- 19. 2. Gather projectInventory and Analyze 2. 1. Plan 3. Manage Implement For every active and proposed project, the PMO should gather: Project Name, Description and Scope Alignment (BU, program, portfolio, strategy, etc.) Project Type Project Personnel (PM, project sponsor, project team) Requestor and Internal Priority Dates Financials (budget, costs, ROI, approved changes) Outstanding Issues
- 20. 2. Gather projectInventory and Analyze (cont.) 2. 1. Plan 3. Manage Implement Analyze project inventory to: Example Findings: 1. Understand potential • “Projects are not generally issues and opportunities aligned with business that exist right now objectives” 2. Generate baseline metrics • “There are some common for future trend & project issues such as…” comparative analytics • “Projects with certain attributes such as [fill in the blank], are generally not on-time”
- 21. 3. Define KeyMethodologies and Standards 2. 1. Plan 3. Manage Implement Key Areas Description/Components Owner Project •Proprietary, off-the shelf/industry standard or blend Methodology •Deliverable templates [list both required and optional] Risks •Definition •Trigger Event •Management approach Issues •Definition •Qualification (Exposure = $ Impact x %Probability) •Assignment (one individual) •Report Updates, Escalation, and Resolution Change Control •Definition (optional) •Planned and Actual Impact •Approvals
- 22. 4. Build skillsassessment & development plan 2. 1. Plan 3. Manage Implement Potential PM skills assessment and development action plan characteristics: • Assessment of current project delivery skills • Training and development plan implemented in coordination with functional/resource managers • Training tracked in PPM solution • Company PM certification program Implement (optional) • Development of feedback system to assess training effectiveness • All or some of above may be outsourced
- 23. 5. Build aPPM System Plan 2. 1. Plan 3. Manage Implement Example requirements: Actions: ► Portfolio Dashboard with Project Evaluate and select a PPM Health/Status system in consultation with ► Portfolio Alignment stakeholders ► Rollups and Variances Offer Solution training to ► Easy integration with installed everyone including the project systems management process ► Integrated knowledge base for best practices, tools and training docs ► Training
- 24. 1. Plan 2. Implement 3. Manage
- 25. 1. Conduct ProjectReviews 2. 1. Plan 3. Manage Implement Conduct periodic project and program reviews that focus on: For Projects ► Consistent project planning, delivery and reporting ► Ensuring the project is focused on scope and objectives ► Task assignment and reporting process and results ► Issues and changes ► Project communication effectiveness For programs ► Master schedule and rollup of issues/costs ► Project dependencies being met and reported For both: ► Assess team skills and offer training as needed
- 26. 2. Establish aProject Monitoring and Management Model 2. 1. Plan 3. Manage Implement Monitor/ Detect Reporting • Issues • Quality Resolve/ Qualify/ Mitigate • Risks • Time Quantify • Costs • Change • Resources Communicate/ Escalate
- 27. 3. Work withGovernance 2. 1. Plan 3. Manage Implement The PMO should stand ready to make project recommendations in the following areas: ► Retaining ► Consolidating ► Reprioritizing and shifting project resources ► Killing projects based on metrics, duplications, alignment with corporate initiatives, revenue, and project resource availability
- 28. 4. Re-validate withSenior Leadership 2. 1. Plan 3. Manage Implement Questions the PMO should be able to periodically answer: Are we providing value? Are any changes needed? Have we driven our organizations maturity to the next level? Can we answer the critical questions? ► Are we doing the right projects? ► Do we know the current status of all projects? ► Are we managing, escalating, and resolving project Issues? ► Do PMs have the right training? ► What is our overall resource utilization?
- 29. 5. Mature yourPMO 2. 1. Plan 3. Manage Implement Maturity Strategic Effective Level Key Process Area Concentrations Focus Span Next Phase when… 5 • Value, Procurement, Outsourcing, and Integration with Enterprise / A whole new paradigm for Enterprise Integrated Contract Management Business Industry – PPM and governance is invented. • Business Continuity Planning Strategy • PM Center of Excellence Execution 4 • Program Process, Vendor, Project Integration, Dynamic Multiple SBUs Project success is the norm and little Managed and Staff Performance Management Micro-Level – Strategic PMO resource goes to crisis • PM Career Path Change, Alignment management. PMO established as focal • Best practices dissemination Continuous point for optimizing project execution • Enterprise-wide resource planning/mgmt improvement performance enterprise-wide 3 • PM Methodology Static Macro- Multiple PMO viewed as an important link Defined • Skills, Risk, Staff/Environment Resource, Level Change Programs or between IT project/program delivery and Change, Conflict/Issue Management Portfolios the business. PMO takes lead in • PM Training and Consulting objective setting and performance • Knowledge Management monitoring. 2 • Planning, Tracking, Estimating, Risk Stabilize Multiple PMO now viewed as Program or Stable Identification, Schedule, Scope, Budget/Cost, Performance, Projects Portfolio Management Office and Progress Reporting Skills Standardize (Portfolio or processes Program) 1 • Basic tools/techniques, methodologies, Success Individual Start to see initial “pull” for PMO Initial services, roles, standards established Stories, Low- Projects services and info. (underlying disciplines may not be understood hanging fruit or consistently followed)
- 30.
- 31.
Editor's Notes
- #2 Pre-amble – assumptions about where org is wrt PMO: decision has been made, now what?
- #4 This is your chance to engage/hook your audience. Ask the burning questions that you will be able to answer when your new PMO is up and running.
- #5 These are the suggest 12 steps. You may want to modify by adding or deleting steps as appropriate for your organizational and cultural context. Implement
- #7 Slides lists action items to be completed. If any of these items are complete, they may take a full slide to describe. PMO communications and leadership principles must be defined How will changes be communicated How will the decisions related to change be executed? Who keeps the PMO vision in everyone’s mind?
- #11 These are typical PMO benefits. You may need to build your own house. Business Alignment Manage project priorities matching business goals with appropriate solutions Methodology and Process Consistency : methodology and process for all project management engagements across the company Professional Development Train, certify if possible, coach, and mentor project managers in project management and delivery to ensure skill mastery and consistency in planning and execution Resource Mgmt Provide increased resource utilization across the organization matching skills to project needs Reduce time to market by coordinating the right resources with the right skills for the projects Collaboration and Knowledge Mgmt Increase project collaboration Provide increased satisfaction with project-related work through increased communications, collaboration, training, and awareness Better manage and report on poject issues centrally Project/Program Collaboration & Coordination Provide centralized control, coordination, and reporting of scope, change, cost, risk, issues, and quality across all projects Reduce project costs because common tasks and redundant projects could be eliminated or managed at the central level Reduce corporate project risk
- #12 These are typical PMO benefits. You may need to build your own house. Business Alignment Manage project priorities matching business goals with appropriate solutions Methodology and Process Consistency : methodology and process for all project management engagements across the company Professional Development Train, certify if possible, coach, and mentor project managers in project management and delivery to ensure skill mastery and consistency in planning and execution Resource Mgmt Provide increased resource utilization across the organization matching skills to project needs Reduce time to market by coordinating the right resources with the right skills for the projects Collaboration and Knowledge Mgmt Increase project collaboration Provide increased satisfaction with project-related work through increased communications, collaboration, training, and awareness Better manage and report on poject issues centrally Project/Program Collaboration & Coordination Provide centralized control, coordination, and reporting of scope, change, cost, risk, issues, and quality across all projects Reduce project costs because common tasks and redundant projects could be eliminated or managed at the central level Reduce corporate project risk
- #13 Slides lists action items to be completed. If any of these items are complete, they may take a full slide to describe. PMO communications and leadership principles must be defined How will changes be communicated How will the decisions related to change be executed? Who keeps the PMO vision in everyone’s mind?
- #14 Slides lists action items to be completed. If any of these items are complete, they may take a full slide to describe. PMO communications and leadership principles must be defined How will changes be communicated How will the decisions related to change be executed? Who keeps the PMO vision in everyone’s mind?
- #15 Slides lists action items to be completed. If any of these items are complete, they may take a full slide to describe. PMO communications and leadership principles must be defined How will changes be communicated How will the decisions related to change be executed? Who keeps the PMO vision in everyone’s mind?
- #17 If this is the plan for the plan than edit to show just action items planned (first bullet is draft example). If these Charter definitions are known, delete first bullet and report known data.
- #22 Notes about Methodologies, Risk and Issues Methodologies are defined by the PMO. The PMO also gathers deliverable templates into Knowledge Base. Templates should be made available to all project teams. The best-practices should be used to update the knowledge base. Risks are things that MAY occur during a project. You should define what qualifies as a risk by type (e.g. schedule risk, financial risk, quality risk, etc.); define trigger events and management approach (e.g avoidance, transference, mitigation, acceptance). Monitor risks and if trigger Event occurs, manage as an issue. Issues are happening NOW and need to be assigned, managed, escalated and resolved. Assing one owner, manage, escalate and resolve, track all updates and aged issues.