Stefania.santoro@fastwebnet.it settembre 2009

1. Introduzione alle tematiche
del Project Office 1
Bolzano
mercoledi, 24 marzo 2010,
Dott AnnaMaria Felici PMP CMC
e-mail felici.annamaria@fastwebnet.it

2. 2

3. Definizioni
Project: A temporary endeavor undertaken to create a
unique product, service or result.
Program: A group of related projects managed in a
coordinated way to obtain benefits not available when
managing them individually.
Source: A Guide to the Project Management Body of 3
Knowledge (PMBOK® Guide), 3rd Ed 2004 © Project
Management Institute, p 368
Project: A complex effort, usually less than three years in
duration, made up of interrelated tasks performed by
various organizations, with a well-defined objective,
schedule and budget.
Program: A long-term undertaking that is usually made up
of more than one project.
Source: Archibald, Russell D., Managing High-Technology
Programs and Projects, 3rd ed. 2003, John Wiley & Sons, p 24

4. Lo schema
settembre 2009 4

5. Modern project management
Professional approach
Focus on individual capabilities
Project Manager Dual role
Technical expert
Business leader
Project Management
Oversight, Control and Support the
Project

6. PMO
They needs an Organizational entity as
business integrator to encompass
People
Processes
Tools
That manage or influence project
performances

7. PMO
Help Project Managers and the relevant
organization to understand and apply
professional practice of project
Management and to adapt and integrate
business interest into to project
management environment with which is
integrated
Gerard M Hill The complete Project Management Office Handbook

8. Sommario
1. Strategic Project Management
2. Operational Project Management
3. PPM
8
4. PMO

9. Strategic Project Management
Best organizations will integrate
strategic management, project
management, and operations
management through project portfolio 9
management

10. Strategic Project Management
Portfolios link corporate strategy with
project management
‘Portfolio steering group’ holds
responsibility
10
Must implement an integrated project
portfolio management process
Various types/categories of project
portfolios

11. Project Categories/project
Portfolios
Combe and Githens (1999) identify
three general types of project
portfolios:
Value-Creating: Strategic or enterprise 11
projects.
Operational: Projects that make the
organization more efficient and satisfy
some fundamental functional work.
Compliance: “Must-do” projects required to
maintain regulatory compliance.

12. Total Life-Cycle Management
Total life cycle management:
Including early conceptual & ‘after’ phases
Portfolio PM links corporate strategy with
conceptual life-cycle phase 12
Include realization of project benefits as
part of PM discipline

13. ORGANIZATIONAL GOVERNANCE
STRATEGIC PLANNING
MANAGEMENT BY PROJECTS
PORTFOLIO
MANAGEMENT
MANAGEMENT OF
OPERATIONS
PROGRAM
MANAGEMENT
PROJECT
MANAGEMENT
PROCESSES
TOOLS METRICS

14. ORGANIZATIONAL GOVERNANCE

15. Portfolio Management
Il Portfolio IT è
un insieme di asset (hw,sw, persone, progetti, processi)
mappati in strategie di investimento (basate su tolleranza al
rischio e obiettivi di business)
secondo un mix ottimale (la percentuale o il range di
investimenti fatti in ciascuna area)
basato su assunti di performance future (aspettative di
crescita strategiche e tattiche dell’Organizzazione)
al fine di massimizzare il rapporto valore/rischio (assicurando
che gli investimenti IT selezionati abbiano come risultato il
livello desiderato del valore per i costi ed i rischi coinvolti)
per ottimizzare i ritorni organizzativi dati dagli investimenti
IT
META Group inc 2002

16. PM Systems, Tools and Practices
PM software more specialized to fit
project categories or types
Web-enabled PM used by all; virtual
teams
16
Wireless everywhere
PM software vendors will begin
consolidation

17. PM Discipline and Individuals
Best practice: Project and Operations
management will be integrated through
corporate-wide Project/Operations
Planning and Control System 17

19. 19
Kertzner – Project Management pp. 737

20. OPERATIONAL PROJECT
MANAGEMENT

21. Operational Project
Management
All the processes described in the PMI PMBOK
All the specific practices, systems and methods to be
used for authorizing work packages, planning, and
controlling projects and multi-project programs
These operational responsibilities include –for each 21
project and program within each project portfolio:
Select and assign project and program managers
Design/select/apply the best project life-cycle models for
each project category
Select & implement the specific project planning, scheduling,
executing, and controlling methods and software tools to be
used.

22. Strategic management
22

23. PPM
Project portfolio management is
fundamentally the integration of
the strategic project management
processes and 23
responsibilities with the well known
operational PM processes and
responsibilities.
PPM provides the bridge between
strategic and operational project
management

24. PMO
24
The arm of Senior Management to help
them to meet their strategic goals by
providing them with a single point of
knowledge

25. PMO
VALUE PREPOSITION: The set of
qualities of a good or service that allows
it to fulfil the customer's needs and
desires, as opposed to simply benefiting
the seller
MISSION STATEMENT: is a formal
short written statement of the purpose
of a company or organization.

26. Project Management Office
The spectrum of possible Project Management Office
services is very broad. Typical service offerings include:
Administrative Support– offloads documentation tasks from
project managers, including management reporting.
Consulting & Mentoring– provides guidance and consulting to
project managers, project participants, and management
team. 26
Resource Management– ensures resources are effectively
allocated across projects to avoid overloads, conflicts, and
disruptions.
Process Standards & Methods Development– documents
project management procedures and in-house lessons learned.
Software Standards & Support– selects and/or creates
software tools for project management.
Education & Training– selects and schedules, or creates and
delivers, project management training courses.

27. PMO
Stages and functions

28. Stage 1
Project Office
Achieve project deliverables and objective
for cost, schedule and resource utilization
1 or more project
1 Project Manager

29. Stage 2
Basic PMO
Provide a standard and repeatable PM
methodology for use across all projects
Multiple projects
Multiple Project Managers

30. Stage 3
Standard PMO
Establish capability and infrastructure to
support and govern a cohesive project
environment
Multiple projects
Multiple Project Managers
Program Manager
Part time PMO Support Staff

31. Stage 4
Advanced PMO
Apply and integrate a comprehensive
project management capability to achieve
business objectives
Multiple projects
Multiple Project Managers
Program Managers
PMO director
Dedicated PMO Technical and Support
Staff

32. Stage 5
Center of excellence
Manage continous improvement and cross-
department collaboration to achieve strategic
business goals
Multiple programs
Vice president or director of Project Management
Dedicated PMO Technical and Support Staff
Enterprise-wide support staff
Gerard M Hill The complete Project Management Office Handbook

33. PO FUNCTIONS
Development Functions
Recruiting project managers from within the
organization.
Hiring project managers externally.
Defining a project manager training path and 33
ensuring that it is followed.
Providing mentors for novice project managers.
Establishing a mutual assistance program for
project managers.
Conducting project reviews to determine if a
project manager needs help.
Evaluating project managers at the completion of
each project and recommending steps for
improvement.

34. PO FUNCTIONS
Support Functions
Providing an escalation path for project issues.
Developing procedures to help project managers who are also team
participants balance the demands on them.
Providing assistance to project managers who are required to
manage multiple projects.
Providing a central source of data gathering for costs and time. 34
Producing standard reports on the status of projects such as
performance against budget or schedule.
Establishing standards for initiating and closing projects.
Providing a mechanism for managing changes to project scope.
Establishing a process to define priorities among projects.
Helping project managers negotiate for needed resources.
Implementing project management tools such as software or
methodologies.
Providing a forum for mediation when a project manager and a
customer dispute aspects of the project such as scope changes
Providing templates for project management deliverables such as
the project charter or project plan.

35. PO FUNCTIONS
Control Functions
Providing line management for project
managers.
Assigning project managers to projects. 35
Defining mandatory project requirements such
as status reports, team meetings, or project
plans.
Reviewing project management deliverables to
ensure that they are produced and to validate
their quality.
Establishing project management standards.

36. PMO Functions
Progetti in corso

37. The value of a common project
management process
Reduced cycle time
Reduced delivery costs
Improved quality of project deliverables
Early identification of project issues, budget,
scope, & risks 37
Knowledge leverage & reuse
Improved accuracy of estimates
Improved perceptions of IS organization by
clients
Improved people and resource management
Reduced time to get up to speed on new
projects

38. Pitfalls
The PMO did not define its value preposition
The PMO is not perceived as impacting
project delivery abilities
The PMO is seen as a threat – most often too
authoritative 38
The PMO is too low in the management
reporting structure
The PMO does not have buy-in from the
senior functional managers
The PMO initiatives are unnecessary overhead
The PMO try to control every project directly

39. BUILDING A PMO
UNDERSTAND THE ORGANIZATION
UNDERSTANDING THE GOAL
DEFINE THE VALUE PREPOSITION
DEFINING THE CHANGE
PILOT
CUSTOMER MOTIVATION
RESOURCE GATHERING
CULTURE & STRUCTURE BUILD/CONNECT
RUN/DEMONSTRATE
MANAGE STAKEHOLDERS/NEGOTIATE OUT CONFLICTS
COMMUNICATE/INCENTIVE/MANAGE CHANGE
TRANSITION
ASSIST
39

40. Cinque standard
PMBOK®Guide—Third Edition
Standard per la gestione progetti
II ed
40
II ed
PMCDF: The Project Manager
Competency Development Framework
IV ed II ed
2002 standard per la formazione e lo sviluppo dei
Project Manager
II ed

41. Cinque standard
41
settembre 2009 41

42. 42

43. Contatti
Dott AnnaMaria Felici PMP CMC
Programs&professional Development Director
PMI Rome Italy Chapter -
Coordinatrice territoriale APCO LAZIO 43
Cell.: +39-335-246215
Tel : +39-06-42272059
fax +39 06 97257288
e-mail felici.annamaria@fastwebnet.it