This document provides an overview of IT project management offices (PMOs), including common PMO models, functions, success factors, and implementation strategies. It introduces the CobiT project management capability maturity model (PM CMM) as a framework for establishing and evolving PMO project management functions. Key points discussed include common PMO models, considerations for PMO charters, culture change, staffing, performance metrics, and critical success factors. Maturity levels of the CobiT PM CMM are outlined ranging from non-existent to optimized processes.
Department of the Interior’s Methodology for Business Transformation (MBT)Nathaniel Palmer
1. The document summarizes the Department of the Interior's (DOI) methodology for business architecture transformation called the Methodology for Business Transformation (MBT).
2. The MBT is a multi-step process that includes analyzing stakeholders, business processes, current IT systems, and defining target business and technology architectures.
3. The goal is to facilitate effective business transformation across the DOI through enterprise improvement, establishing clear lines of sight from investments to outcomes, and optimizing business processes.
Applying Agile Development Strategies to BPM InitiativesNathaniel Palmer
- The document discusses applying agile development strategies to business process management (BPM) initiatives. It outlines key drivers for agile development like volatile requirements and the need for tight project control.
- It analyzes popular agile methodologies like XP, Scrum, and FDD and determines that FDD is best suited for BPM due to its emphasis on solution definition by the business and high degree of collaboration.
- A case study is presented of Navy Federal Credit Union, which used rapid prototyping, FDD methodology and out-of-the-box BPM functionality to deploy key processes in 1-2 months. This demonstrated benefits of combining agile development with BPM.
The document outlines the roles and responsibilities of an IT Program Management Office (PMO) in three key areas: planning, communication, and administration. The PMO will coordinate IT project selection and funding, establish standard project management processes, provide regular reporting on project status, and handle financial administration for the IT department. The PMO aims to improve governance, transparency, and management of the IT portfolio through these core competencies.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
2 project initiation, identification and selectionDr.R. SELVAM
This document discusses the key aspects of project initiation, management, and requirements determination. It covers the importance of linking IT systems to business needs, how to create a system request and perform a feasibility analysis. A feasibility analysis assesses the technical, economic, and organizational feasibility of a project. It also discusses how organizations should select projects, with the goals of coming in on time and budget, delivering required functionality, and providing business value. The document cautions against project selection methods that do not involve deliberate analysis and notes that 2-15% of IT projects may lack strategic business value.
Andrew Buck has over 20 years of experience leading technology programs and portfolios in financial services, insurance, and healthcare. He specializes in program/portfolio management, PMO leadership, and strategic technology alignment. Currently he is Vice President of the PMO at Morgan Stanley, where he manages a $200M technology portfolio and led improvements to project delivery practices. Previously he held similar leadership roles at Thomson Reuters, Standard & Poor's, and AXA Financial.
Many organizations struggle with implementing process improvement. A key enabler is the skill of the change agent. This presentation examines the core skills and concepts needed to be an effective change agent.
Department of the Interior’s Methodology for Business Transformation (MBT)Nathaniel Palmer
1. The document summarizes the Department of the Interior's (DOI) methodology for business architecture transformation called the Methodology for Business Transformation (MBT).
2. The MBT is a multi-step process that includes analyzing stakeholders, business processes, current IT systems, and defining target business and technology architectures.
3. The goal is to facilitate effective business transformation across the DOI through enterprise improvement, establishing clear lines of sight from investments to outcomes, and optimizing business processes.
Applying Agile Development Strategies to BPM InitiativesNathaniel Palmer
- The document discusses applying agile development strategies to business process management (BPM) initiatives. It outlines key drivers for agile development like volatile requirements and the need for tight project control.
- It analyzes popular agile methodologies like XP, Scrum, and FDD and determines that FDD is best suited for BPM due to its emphasis on solution definition by the business and high degree of collaboration.
- A case study is presented of Navy Federal Credit Union, which used rapid prototyping, FDD methodology and out-of-the-box BPM functionality to deploy key processes in 1-2 months. This demonstrated benefits of combining agile development with BPM.
The document outlines the roles and responsibilities of an IT Program Management Office (PMO) in three key areas: planning, communication, and administration. The PMO will coordinate IT project selection and funding, establish standard project management processes, provide regular reporting on project status, and handle financial administration for the IT department. The PMO aims to improve governance, transparency, and management of the IT portfolio through these core competencies.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
2 project initiation, identification and selectionDr.R. SELVAM
This document discusses the key aspects of project initiation, management, and requirements determination. It covers the importance of linking IT systems to business needs, how to create a system request and perform a feasibility analysis. A feasibility analysis assesses the technical, economic, and organizational feasibility of a project. It also discusses how organizations should select projects, with the goals of coming in on time and budget, delivering required functionality, and providing business value. The document cautions against project selection methods that do not involve deliberate analysis and notes that 2-15% of IT projects may lack strategic business value.
Andrew Buck has over 20 years of experience leading technology programs and portfolios in financial services, insurance, and healthcare. He specializes in program/portfolio management, PMO leadership, and strategic technology alignment. Currently he is Vice President of the PMO at Morgan Stanley, where he manages a $200M technology portfolio and led improvements to project delivery practices. Previously he held similar leadership roles at Thomson Reuters, Standard & Poor's, and AXA Financial.
Many organizations struggle with implementing process improvement. A key enabler is the skill of the change agent. This presentation examines the core skills and concepts needed to be an effective change agent.
The State of the Project Management Office (PMO) 2014PM Solutions
PM Solutions Research first surveyed organizations about their Project/Program Management Office (PMO) practices in 2000. In our latest survey, we've taken another look at the PMO, which has become the central organizational structure for standardizing the practices of companies in the delivery of their projects. This research will help us understand PMO trends pointing to solutions that will lead organizations to success in these complex, fast-changing times.
The document outlines a proposed IT governance model and program management office (PMO) for an organization called OIM. It describes the key elements and functions of the PMO, including project execution, process management, vendor management, financial management, and customer relationship management. It proposes implementing these elements in 4 phases, with the most critical elements in phase 1. The PMO aims to improve project delivery, investment decisions, resource management, and customer satisfaction through implementing standardized processes, tools, and training across the organization.
The document outlines basic steps to implement a Project Management Office (PMO), including listening to determine the purpose of the PMO, creating a charter, assessing organizational readiness for change, determining the current situation, educating others on project management value, creating a strategic and tactical PMO management plan with objectives aligned to business goals, and implementing the plan in phases over 6 months or more to build the PMO's capabilities and integrate it into the organizational culture.
This document provides an overview of business analysis and requirements management. It discusses the importance of business analysis and defines it according to the IIBA and PMI. It also discusses the importance of requirements and how poor requirements management can impact project success. The document emphasizes that project managers and business analysts must work together as a dynamic duo, with mutual understanding and respect for each other's roles, in order to effectively manage requirements and ensure project success.
This article looks at the decisions organizations make and what they do as they move up the scale in requirements management maturity (RMM).
Just as hiking up a mountain has a cost (in energy and time), so does this climb upward. Therefore, as we look at the benefits of reaching higher levels of maturity, we will not ignore the investment required in terms of time, effort, and money. In addition, we will analyze how automated requirements management (RM) tools can help support organizations striving for greater RM maturity.
The document discusses the need for enterprises to adopt enterprise project portfolio management (EPPM) to improve project success. It outlines challenges with traditional fragmented management processes like lack of alignment, predictability, and proactive approach. EPPM provides a single integrated system for alignment with strategy, balanced risk/reward assessment, monitoring of execution and compliance, and actionable business intelligence. This allows for improved visibility, governance, and outcomes across projects and programs.
This document discusses how to build a career in project management. It recommends considering your skills, interests, and goals to decide if project management is a good fit. If so, the document outlines skills to develop like project management techniques, business acumen, and soft skills. It also provides a roadmap to grow from entry-level project roles to more senior positions over time. The document stresses the importance of networking through professional organizations, volunteering, and maintaining a strong reputation built on reliability and trust.
Gartner Shares the Most Important PPM Trends for 2014 - 051214UMT360
This PPT was part of a presentation by Gartner Research VP Donna Fitzgerald and UMT360's Chief Product and Marketing Officer Ben Chamberlain during which they discussed emerging PPM trends for 2014 including what PPM leaders should be prepared for, why companies are moving toward enterprise portfolio management and what this means for the PMO. View the presentation at http://www.bit.ly/1jdqqdp
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
The document describes a next generation multi-disciplinary program management office (PMO) model called the Program Service Office (PSO). The PSO aims to combine PMO, Lean, and Agile services to accelerate project delivery, improve portfolio management, and increase maturity in delivery processes. Key aspects of the model include integrating multiple departments, establishing a governance structure, implementing project portfolio management, and focusing on change management and communications. The goal is to help organizations better achieve their strategic objectives through improved delivery of projects and programs.
The document discusses balanced scorecards and how they can be used as a management toolkit to measure performance from customer, internal process, and learning and growth perspectives in addition to traditional financial measures. It provides examples of how metrics can be cascaded down from strategic scorecards to operational unit scorecards. Cause and effect relationships between metrics are also discussed, as well as how balanced scorecards can be linked to other frameworks like COBIT and used to track performance against business objectives.
Benefit Management; How to fill multi gaps with only one bridge?Imad Alsadeq
It was my pleasure delivering this presentation in an online webinar in cooperation with PMIAGC and Madinah Institute (mile).
Presentation description:
Organizations' activities vary from department to another, this variety requires different management disciplines to work together synchronized and aligned. Missing the link between strategy and projects is a common challenge facing strategy and project stakeholders, while PMO faces another challenge when it tries to transfer project's deliverables or program benefits to be operationalized, a third challenge appears for operation teams when they try to realize and sustain those organizational benefits.
This webinar discussed different phenomena and roots of these challenges, it also presented how to fill different gaps between management lines by utilizing benefit management concepts and practices based on PMI Standard for Program Management.
By what mentioned in this webinar, it is expected that Office of Strategic Management (OSM), Project Management Office (PMO), and Operation Departments will discover how to talk to each others the same language based on benefit management bridge.
Main learning objectives:
1- Understand Benefit Management.
2- Recognize some Management practice gaps.
3- Utilize Benefit Management across the Organization.
A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.
Business Change Management from Martin Moore 20Apr16Martin Moore
This document discusses business change management models, tools, and techniques. It provides an overview of change management, including the three states of change (current, transition, and future), reasons change programs often fail, and popular change management approaches. It also discusses specific change levers like empowering behavior adaptation and the importance of focusing on behavior change. Throughout, it emphasizes adopting the right change approach for each situation, engaging stakeholders, establishing a clear future state, and addressing resistance to ensure change initiatives are successful and deliver the intended benefits.
This document discusses creating a charter for a Project Management Office (PMO). It begins by explaining what a PMO is and what functions it can perform. It emphasizes that a PMO charter is needed to define the purpose and functions of the PMO for the specific organization. The document then provides guidance on developing a PMO charter, including gathering information on the mission, objectives, functions, critical success factors, metrics, staffing structure, and budget. It recommends using a template to help capture all the necessary information to define the PMO for the organization.
In this powerpoint presentation Kevin Brown, an expert in public management reform, presents the UNDP publication: Users' Guide for Measuring Public Administration Performance. The presentation was held at the Cairo Workshop on Assessing Governance in Sectors and Application of Governance Evidence in Policy Making, June 2009.
Is your business considering building a Program Management Office (PMO)? This slide depicts the questions to ask and tasks to address to successfully define, measure, analyze, improve and control a PMO.
For more information about building a successful PMO, please see www.tbointl.com
Transforming Business Operations: Our Name is Our Mission
TBO International, with offices in Houston and San Antonio, is recognized as a firm that consistently helps improve organizational performance through our expertise, objectivity and partnering. Our success is measured by achieving our client's business targets, whether performance, economic or behavioral.
The document outlines a four phase plan, with the first phase focusing on arrival and tactics, the second phase repeating an unknown plan three times, the third phase declaring victory, and the fourth phase celebrating and proclaiming success.
The document discusses Phase Four of a process which is to celebrate. It suggests taking time to recognize accomplishments and all the hard work that went into achieving goals. A celebration can foster motivation and help people feel good about their contributions which is important for morale and continued success.
The State of the Project Management Office (PMO) 2014PM Solutions
PM Solutions Research first surveyed organizations about their Project/Program Management Office (PMO) practices in 2000. In our latest survey, we've taken another look at the PMO, which has become the central organizational structure for standardizing the practices of companies in the delivery of their projects. This research will help us understand PMO trends pointing to solutions that will lead organizations to success in these complex, fast-changing times.
The document outlines a proposed IT governance model and program management office (PMO) for an organization called OIM. It describes the key elements and functions of the PMO, including project execution, process management, vendor management, financial management, and customer relationship management. It proposes implementing these elements in 4 phases, with the most critical elements in phase 1. The PMO aims to improve project delivery, investment decisions, resource management, and customer satisfaction through implementing standardized processes, tools, and training across the organization.
The document outlines basic steps to implement a Project Management Office (PMO), including listening to determine the purpose of the PMO, creating a charter, assessing organizational readiness for change, determining the current situation, educating others on project management value, creating a strategic and tactical PMO management plan with objectives aligned to business goals, and implementing the plan in phases over 6 months or more to build the PMO's capabilities and integrate it into the organizational culture.
This document provides an overview of business analysis and requirements management. It discusses the importance of business analysis and defines it according to the IIBA and PMI. It also discusses the importance of requirements and how poor requirements management can impact project success. The document emphasizes that project managers and business analysts must work together as a dynamic duo, with mutual understanding and respect for each other's roles, in order to effectively manage requirements and ensure project success.
This article looks at the decisions organizations make and what they do as they move up the scale in requirements management maturity (RMM).
Just as hiking up a mountain has a cost (in energy and time), so does this climb upward. Therefore, as we look at the benefits of reaching higher levels of maturity, we will not ignore the investment required in terms of time, effort, and money. In addition, we will analyze how automated requirements management (RM) tools can help support organizations striving for greater RM maturity.
The document discusses the need for enterprises to adopt enterprise project portfolio management (EPPM) to improve project success. It outlines challenges with traditional fragmented management processes like lack of alignment, predictability, and proactive approach. EPPM provides a single integrated system for alignment with strategy, balanced risk/reward assessment, monitoring of execution and compliance, and actionable business intelligence. This allows for improved visibility, governance, and outcomes across projects and programs.
This document discusses how to build a career in project management. It recommends considering your skills, interests, and goals to decide if project management is a good fit. If so, the document outlines skills to develop like project management techniques, business acumen, and soft skills. It also provides a roadmap to grow from entry-level project roles to more senior positions over time. The document stresses the importance of networking through professional organizations, volunteering, and maintaining a strong reputation built on reliability and trust.
Gartner Shares the Most Important PPM Trends for 2014 - 051214UMT360
This PPT was part of a presentation by Gartner Research VP Donna Fitzgerald and UMT360's Chief Product and Marketing Officer Ben Chamberlain during which they discussed emerging PPM trends for 2014 including what PPM leaders should be prepared for, why companies are moving toward enterprise portfolio management and what this means for the PMO. View the presentation at http://www.bit.ly/1jdqqdp
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
The document describes a next generation multi-disciplinary program management office (PMO) model called the Program Service Office (PSO). The PSO aims to combine PMO, Lean, and Agile services to accelerate project delivery, improve portfolio management, and increase maturity in delivery processes. Key aspects of the model include integrating multiple departments, establishing a governance structure, implementing project portfolio management, and focusing on change management and communications. The goal is to help organizations better achieve their strategic objectives through improved delivery of projects and programs.
The document discusses balanced scorecards and how they can be used as a management toolkit to measure performance from customer, internal process, and learning and growth perspectives in addition to traditional financial measures. It provides examples of how metrics can be cascaded down from strategic scorecards to operational unit scorecards. Cause and effect relationships between metrics are also discussed, as well as how balanced scorecards can be linked to other frameworks like COBIT and used to track performance against business objectives.
Benefit Management; How to fill multi gaps with only one bridge?Imad Alsadeq
It was my pleasure delivering this presentation in an online webinar in cooperation with PMIAGC and Madinah Institute (mile).
Presentation description:
Organizations' activities vary from department to another, this variety requires different management disciplines to work together synchronized and aligned. Missing the link between strategy and projects is a common challenge facing strategy and project stakeholders, while PMO faces another challenge when it tries to transfer project's deliverables or program benefits to be operationalized, a third challenge appears for operation teams when they try to realize and sustain those organizational benefits.
This webinar discussed different phenomena and roots of these challenges, it also presented how to fill different gaps between management lines by utilizing benefit management concepts and practices based on PMI Standard for Program Management.
By what mentioned in this webinar, it is expected that Office of Strategic Management (OSM), Project Management Office (PMO), and Operation Departments will discover how to talk to each others the same language based on benefit management bridge.
Main learning objectives:
1- Understand Benefit Management.
2- Recognize some Management practice gaps.
3- Utilize Benefit Management across the Organization.
A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.
Business Change Management from Martin Moore 20Apr16Martin Moore
This document discusses business change management models, tools, and techniques. It provides an overview of change management, including the three states of change (current, transition, and future), reasons change programs often fail, and popular change management approaches. It also discusses specific change levers like empowering behavior adaptation and the importance of focusing on behavior change. Throughout, it emphasizes adopting the right change approach for each situation, engaging stakeholders, establishing a clear future state, and addressing resistance to ensure change initiatives are successful and deliver the intended benefits.
This document discusses creating a charter for a Project Management Office (PMO). It begins by explaining what a PMO is and what functions it can perform. It emphasizes that a PMO charter is needed to define the purpose and functions of the PMO for the specific organization. The document then provides guidance on developing a PMO charter, including gathering information on the mission, objectives, functions, critical success factors, metrics, staffing structure, and budget. It recommends using a template to help capture all the necessary information to define the PMO for the organization.
In this powerpoint presentation Kevin Brown, an expert in public management reform, presents the UNDP publication: Users' Guide for Measuring Public Administration Performance. The presentation was held at the Cairo Workshop on Assessing Governance in Sectors and Application of Governance Evidence in Policy Making, June 2009.
Is your business considering building a Program Management Office (PMO)? This slide depicts the questions to ask and tasks to address to successfully define, measure, analyze, improve and control a PMO.
For more information about building a successful PMO, please see www.tbointl.com
Transforming Business Operations: Our Name is Our Mission
TBO International, with offices in Houston and San Antonio, is recognized as a firm that consistently helps improve organizational performance through our expertise, objectivity and partnering. Our success is measured by achieving our client's business targets, whether performance, economic or behavioral.
The document outlines a four phase plan, with the first phase focusing on arrival and tactics, the second phase repeating an unknown plan three times, the third phase declaring victory, and the fourth phase celebrating and proclaiming success.
The document discusses Phase Four of a process which is to celebrate. It suggests taking time to recognize accomplishments and all the hard work that went into achieving goals. A celebration can foster motivation and help people feel good about their contributions which is important for morale and continued success.
This is a SMM presentation that I did for my marketing team on 03-2011 based on a thorough research & analysis. The objective was to launch and manage the social media platforms for our Siblou brand (www.siblou.com)
The document outlines a feasibility study for a new manufacturing project. It provides a detailed outline covering key areas to examine including: project summary, timetable and status, management aspects, marketing aspects, demand analysis, supply analysis, and financial projections. The goal is to reduce risk by comprehensively evaluating factors that could impact the viability and success of the proposed manufacturing venture.
The document discusses different types of intersections that can occur between geometric shapes, such as the intersection between a cone and cylinder, which forms an intersection line. It also describes methods for drawing intersections, such as the cutting plane method, which involves drawing circles on the top view and projecting points to the front view to determine cutting planes. The document provides examples of intersections between various shapes like prisms, cylinders, and cones, and includes some practice questions to test the reader's understanding of intersections and drawing methods.
The document discusses the electrical characteristics and testing of uni junction transistors. It describes the original uni junction transistor as a bar of N-type semiconductor material with a P-type diffusion. It also describes the programmable uni junction transistor which consists of four P-N layers with an anode, cathode, and gate. Both are used as trigger devices for thyristors and in relaxation oscillators due to their negative resistance characteristic. The document provides instructions to test a programmable uni junction transistor by measuring resistances between the emitter, base 1, and base 2 in different configurations.
The document discusses the electrical characteristics and testing of uni-junction transistors. It describes the original uni-junction transistor as a bar of N-type semiconductor material with a P-type diffusion. It also describes the programmable uni-junction transistor which consists of four P-N layers with an anode, cathode, and gate. Both are used as trigger devices for thyristors and in relaxation oscillators due to their negative resistance characteristic. The document provides instructions to test a programmable uni-junction transistor by measuring resistances between the emitter, base 1, and base 2 in different configurations and verifying they are approximately equal and have the expected high or low resistance values.
Este documento presenta el libro "El ABC de la anestesia" escrito por tres profesores de anestesiología de la UNAM y varios colaboradores. El libro explica conceptos básicos de anestesia para estudiantes y residentes y cubre temas como fisiología, farmacología, tipos de anestesia y consideraciones para procedimientos específicos.
Spreadsheets commonly contain errors, with error rates of 20-40% for spreadsheets with over 150 rows. There are three main types of errors: mechanical (typos), logic (incorrect formulas), and omission (missing information). These errors often occur due to informal development practices like poor planning, design, and documentation. Without proper testing, review, and quality assurance, error rates are higher. While some argue spreadsheet errors could cause large financial losses, others believe they may not have a major impact and are an inevitable result of human fallibility.
A empresa de tecnologia anunciou um novo produto revolucionário que combina hardware, software e serviços em nuvem. O dispositivo permite que os usuários acessem aplicativos e armazenem dados na nuvem de forma segura e conveniente. Analistas preveem que o produto terá um grande impacto no mercado e pode desafiar os líderes atuais do setor.
The document outlines a four phase plan, with the first phase focusing on arrival and tactics, the second phase repeating an unknown plan three times, the third phase declaring victory, and the fourth phase celebrating and proclaiming success.
The document discusses the electrical characteristics and testing of uni junction transistors. It describes the original uni junction transistor as a bar of N-type semiconductor material with a P-type diffusion. It also describes the programmable uni junction transistor which consists of four P-N layers with an anode, cathode, and gate. Both are used as trigger devices for thyristors and in relaxation oscillators due to their negative resistance characteristic. The document provides instructions to test a programmable uni junction transistor by measuring resistances between the emitter, base 1, and base 2 in different configurations.
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
Texas Technology Summit April 7 Th Presentation V5 FinalBill Yarberry
Describes the process and criteria for selecting IT projects in a depressed economy. Slides are based on experience of PMO at NCI Building systems. Speakers were Chris Chambliss, VP of PMO at NCI, and Bill Yarberry, President of ICCM Consulting.
The document discusses the Tata Business Excellence Model (TBEM) framework for achieving business excellence and world-class performance. It outlines the seven categories of TBEM including leadership, strategic planning, customer focus, measurement and analysis, workforce focus, process management, and business results. It also discusses using TBEM to develop strategies, deploying through key business processes, and continuously evaluating and improving to close gaps.
The document summarizes the problem of a lack of coordination and strategic focus across 120 concurrent projects at an organization in 2004. An investigation revealed projects were contradicting each other and there was no overall direction. A solution implemented centralized control and governance of projects through a hybrid Sarbanes-Oxley and Center of Excellence framework. This established financial controls, resource allocation, synergies identification, and benefits delivery tracking. The results included focused strategic input, staff savings, improved customer service, organizational control, and cost avoidance.
Department of the Interior’s Methodology for Business Transformation (MBT)Nathaniel Palmer
1. The document summarizes the Department of the Interior's (DOI) methodology for business architecture transformation called the Methodology for Business Transformation (MBT).
2. The MBT is a multi-step process that includes analyzing stakeholders, business processes, current IT systems, and defining target business and technology architectures.
3. The goal is to establish a line of sight from investments to business processes and outcomes to improve performance through enterprise improvement, which takes a collaborative approach across the DOI.
The document outlines the lecture schedule and content for a course on information systems and strategic management. It discusses key topics like strategic alignment techniques, eBusiness, knowledge management, and protecting IT assets. It also covers strategic alignment maturity levels and models, the importance of alignment between business and IT strategies, and processes for assessing strategic alignment.
The document provides an overview of changes to the requirements definition process at an internal company. Key points:
- A new, standardized requirements definition process is being implemented across the company to better align requirements with business needs and strategy.
- Training sessions on the new process will be held in July and August, and recorded versions will be made available.
- The process aims to reduce risks and costs through clear documentation and prioritization of requirements.
- Roles and responsibilities in the new process are defined, including for business analysts.
Your take-away from the IT Service Management (ITSM) presentation are:
• A clear understanding of PM practices used in the implementation of ITSM
• Planning tips to successfully deliver an ITSM process improvement project
• Marketing ideas to socialize the message to the organization
• Testing techniques to achieve organic improvements along the way
• Ways to achieve buy-in from stakeholders
The document discusses building a program management office (PMO) to deliver benefits. It emphasizes that PMOs are more likely to be sustained when they focus on creating value through benefits management. Examples are provided for how to establish a PMO as an iterative program, identify stakeholders and requirements, define expected benefits, develop an architecture and roadmap, and implement enablers to achieve benefits.
The document provides information on Lean Six Sigma, including its roles, models, and tools. It discusses the Lean Six Sigma hierarchy and certification requirements for Green Belts and Black Belts. The DMAIC model for process improvement is described along with tools like SIPOC, VOC, and FMEA. Metrics for measuring an organization's Lean Six Sigma maturity are also presented.
The document provides information on Lean Six Sigma, including its roles, models, and tools. It discusses the Lean Six Sigma hierarchy and certification requirements for Green Belts and Black Belts. The DMAIC model for process improvement is described along with metrics for measuring an organization's Lean Six Sigma maturity. Lean Six Sigma and CMMI are presented as complementary process improvement initiatives.
The document provides information on Lean Six Sigma, including its roles, models, and tools. It discusses the Lean Six Sigma hierarchy and certification requirements for Green Belts and Black Belts. The DMAIC model for process improvement is described along with metrics for measuring an organization's Lean Six Sigma maturity. Lean Six Sigma and CMMI are presented as complementary process improvement initiatives.
The document discusses the deployment approach for Six Sigma from initialization to self-sufficiency. It describes establishing the necessary infrastructure, which includes developing guidelines for human resources, finance, information technology, communications, and projects. It also discusses determining goals and metrics, implementing process management, and planning the deployment sequence over multiple years to eventually reach self-sufficiency.
This document discusses enterprise architecture maturity levels from 1 to 5. Level 1 involves a lack of IT investment management and control. Level 2 focuses on finding practical IT management solutions through pilot projects. Level 3 involves deploying formal EA improvement programs incrementally across the enterprise. Level 4 standardizes EA enterprise-wide. Level 5 involves continuous improvement of EA processes across the entire enterprise through formal organization and incentive programs.
6 Steps to Transition Govt ICT effectivenessRavi Tirumalai
The document discusses strategies for developing an effective government ICT strategy. It outlines six key pillars and provides a six step process to define goals, standards, policies and procedures to implement strategies. It emphasizes defining metrics to measure success and analyzing metrics to continually improve processes and strategies.
The document discusses conducting a post-implementation review (PIR) of an ERP system implementation. It provides details on what a PIR aims to assess, including how well the project met its objectives, timelines and budgets. It also lists common challenges organizations face with ERP implementations such as lack of stakeholder involvement, inadequate testing and training. Sample PIR questions are given to evaluate project performance, management and lessons learned.
The document discusses challenges with delivering project benefits and realizing business expectations. It finds that while projects may deliver on time and budget, the majority fail to achieve intended business outcomes. Program management is needed to complement project management and focus on identifying, planning, and delivering benefits. A key difference is that project managers focus on scope, cost and schedule, while program managers outwardly focus on stakeholders and achieving benefits. The role of the sponsor is also crucial in providing support and direction to ensure program/project success. Cultural differences can impact stakeholder expectations and how requirements are defined and communicated.
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Setting Up A Project Management Office
1. IT Project Management Office Paul R. Astiz, MBA, PMP, CDP Paul.Astiz@Mitretek.org (703-610-2435)
2. Presentation Objectives Provide an overview and general understanding of PMO models, functions, success factors, and implementation Introduce the CobiT PM CMM as a framework for establish and evolving the PMO Project Management functions
4. IT PMO Trends 67% of IT organizations in 2003 have PMOs (Forrester Survey) More than half established since 2000 (Forrester Survey) Government is moving to standardize IT Project Management Nov, 2003, Federal CIO Council recommends setting up Federal PMO to standardize PM practices Jun, 2004, SC requires management of major and inter-agency IT projects to use standard practices and be managed by PMP Jan, 2001, NY sets up PMO to standardize management of technology projects Jun 2002, CA CIO established objectives for statewide project management standards IT PMOs are becoming strategic IT PMOs are gaining more influence
5. What’s Driving IT PMO Proliferation? Late and over budget IT projects Lack of coordination of activities Poor project management practices Lack of standardization of PM methodology Need for consolidated project reporting to drive prioritization/decisions More focus on IT project ROI More focus on alignment of IT projects with business strategy Strategic value and dependency on IT applications/technologies Increase in IT Project workload Proliferation of IT project proposals Delays in getting projects approved More complex IT environment and solutions Enterprise solutions/cross-functional projects Distributed development organizations Outsourcing and contracting out of IT projects
6. PMO Benefits Companies that implemented successful PMOs achieved: 80% ROI 20% reduction in project time 30-35% successful project delivery Companies without a PMO experience 74% project failure rate Source: Forrester Research
7. PMO Models One size does not fit all PMO drivers/business needs PM maturity Vision and goals of sponsor Business/organization mission Organization size Number of projects Political and cultural environment Tactical vs. strategic Internal vs. external focus Departmental vs. enterprise (IT vs. LOB) Single vs. multiple Staff vs. line organization
8. PMO Support/Control Model SUPPORT CONTROL Project administrative support PM standards, methodology, processes Project Consulting and mentoring PM coaching/training/certification Integrated Project Reporting Issue Tracking/Reporting Master Project Schedule Project Document Repository PM tools and tools support Project Audits Cost and Schedule Control Business Case Project Approval Project Prioritization Project Management Resource Management IT Asset Management Project Portfolio Management
9. Key Considerations PMO charter Culture change Implementation strategy Staffing Metrics/Performance Success factors Maturity of Project Management Practices
10. PMO Charter Charter Scope Business Needs Sponsor Public vs. Commercial PM Maturity Charter Document Mission/Vision Goals/Objectives Sponsor Service Offering PMO Governance Key Performance Metrics Funding model
11. PMO - Culture Change Natural resistance to change Political landscape Winners/Losers Management Support Degree of cultural change PM maturity PMO charter Existing skill level Key driver implementation strategy Change Management Assess impact of change Inform Educate Involve
12. PMO Implementation Strategies Strategy drivers PMO charter PM maturity Sponsor and management support PMO drivers Perception of value Political environment Culture/Value System Evolutionary/Incremental Lower implementation risks Lower start up costs Will take longer to demonstrate ROI More suitable if high resistance to change and low management support Revolutionary/Wholesale Higher implementation risks Higher startup costs May be able to demonstrate ROI quicker More suitable if crisis or recognition at high level that change is imperative
13. PMO Staffing/Skills Staffing Approaches In-house resources Hybrid (In-house/contractors) Ad hoc contractors augmentation Skills PMO Director/Manager Project Manager Project Portfolio Manager PM Process/Methodology Trainer Relationship/Account Manager Tools Support/Administration Administrative Support Librarian/Document Control
14. PMO Performance Metrics PMO vs. Project metrics Less that 15% of PMOs employ formal metrics program (Source: Forrester Research) Metrics are essential for growth and support – demonstrate progress, value, and productivity Performance metrics are driven by charter – no such thing as typical metrics Business value metrics Executive focus - Measure and demonstrate value to business Help justify existence during downsizing Expressed primarily in dollars savings/revenue or ROI Tend to be few and harder to derive Functional performance metrics Internal focus - Measure and demonstrate performance or quality of PMO functions Help justify PMO budget Help improve PMO performance May require baseline or benchmark to demonstrate performance Expressed primarily in percent or counts Tend to be many depending on functions performed Must be selectively chosen so as not to overwhelm Service level metrics Customer focus - Measure and demonstrate service level or quality of service to customer Help improve and maintain customer satisfaction SLA/SLO Expressed in a variety of ways Select on key and most important value to customer community
15. Success Factors Clear Charter Creates clear expectations Defines boundaries for implementation Top-Down Support Bottoms up Buy-in Sponsor - Reporting to senior executive Strong LOB representation Communication/PR Promotion of services Education of value Performance metrics that demonstrate business and customer value
16. PM Capability Maturity Models Valuable tool for establishing PMO and help define objectives, charter, and processes Assess current status Compare against best practices Develop strategy and road map for PMO Help communicate vision and get buy in Different models (CobiT, OPM3, ISO 15504, CMM/CMMI)
17. CobiT ® Capability Maturity Model CobiT® CMM is valuable and comprehensive framework for assessing maturity of IT organization CobiT® CMM International Open Standard for IT Governance IT Governance Institute (ITGI®) Information Systems Audit and Control Association (ISACA®) ITIG ® not associated with Software Engineering Institute (SEI), Carnegie Mellon CobiT® CMM uses same conceptual framework as SEI’s CMM Defines maturity of IT organizations in four domains Planning and Organization Acquisition and Implementation Delivery and Support Monitoring PM CMM part of CobiT® Planning and Organization domain Sources: WWW.ISACA.ORG and WWW.ITGI.ORG
18. CobiT® Maturity Levels 0 Non-Existent – Not applied 1 Initial – Ad hoc and disorganized 2 Repeatable – Follow regular pattern 3 Defined – Documented/communicated 4 Managed – Monitored and measured 5 Optimized – Best practices followed/ automated Source: CobiT 3rd Edition, Management Guidelines
19. CobiT® Model Components Defines processes within each domain Defines high-level control statement for each process Defines maturity levels Defines success factors for each process Defines key goals for each process Defines key performance indicators Source: CobiT 3rd Edition, Management Guidelines
20. CobiT® Project Management Process Control Statement Control of project management process with the business goal of setting priorities and delivering on time and within budget Is enabled by the organization identifying and prioritizing projects in line with the operational plan and the adoption and application of sound project management techniques for each project undertaken Source: CobiT 3rd Edition, Management Guidelines
21. Level 0 – Non Existence PM techniques not used Organization does not consider business impact of poor project performance Source: CobiT 3rd Edition, Management Guidelines
22. Level 1 – Initial/Ad Hoc Aware of need for project structure and risks of poorly managed projects Use of PM techniques left to the individual Projects are generally poorly defined and do not incorporate business or technical objectives of the organization or stakeholders Lack of management commitment and project ownership Critical project decisions are made without user management or customer input Little or no customer and user involvement in defining IT projects No clear organization within IT projects and roles/responsibilities are not defined Project schedules and milestones are poorly defined Project staff time and expenses are not tracked and compared to budgets Source: CobiT 3rd Edition, Management Guidelines
23. Level 2 – Repeatable but Intuitive Sr. Management has gained and communicated an awareness of the need for IT Project Management Organization is in the process of learning and repeating certain techniques and methods from project-to-project Projects have informally defined business and technical objectives Limited stakeholders involvement in PM Some PM guidelines developed, but left to discretion of project managers Source: CobiT 3rd Edition, Management Guidelines
24. Level 3 – Defined Process PM process and methodology formally established and communicated IT projects defined with appropriate business and technical objectives Stakeholders are involved in the management of IT projects Defined project structure with roles and responsibilities Defined and updated project milestones, schedules, budget and performance measurements IT Projects have formal post systems implementation procedures Informal project management training provided No established policies for using combination of internal and external resources Quality assurance procedures are defined Source: CobiT 3rd Edition, Management Guidelines
25. Level 4 – Managed and Measurable Formal and standardized project metrics PM measure and evaluated throughout organization not just IT PM process enhancement formalized and communicated, and project team members are trained on all enhancements Risk management performed as part of PM Stakeholders actively participate in projects or lead them Project milestones and criteria for evaluating success at each milestones are established Value and risk are measured and managed prior to, during, and after project completion Management has established a program management function within IT Projects are defined, staffed, and managed to address organizational goals, rather than only IT specific ones. Source: CobiT 3rd Edition, Management Guidelines
26. Level 5 - Optimized Proven full life-cycle project methodology is implemented and enforced, and integrated into organizational culture On-going program to institutionalize best practices has been implemented Strong and active project support from Sr. Management sponsors and stakeholders Implemented project organization structure with documented roles, responsibilities, and staff performance criteria Long term IT resources strategy is defined to support development and operational outsource decisions Integrated Program Management Office is responsible for projects from inception to post implementation Program Management Office is under the management of the business units and requisitions and directs IT resources to complete projects Organization-wide planning of projects ensures that users and IT resources are best utilized to support strategic initiatives Source: CobiT 3rd Edition, Management Guidelines
27. CobiT® PM Success Factors Experienced and skilled project managers are available Accepted and standard project management process in place Sr. Manager sponsorship of projects, and stakeholders and IT staff share in the definition, implementation, and management of projects There is an understanding of the abilities and limitations of the organization and the IT functions in managing large, complex projects Organization-wide project risk assessment methodology is defined and enforced All projects have a plan with clear traceable work breakdown structures, reasonably accurate estimates, skill requirements, issues to track, quality plan, and transparent change process (my note – effective PM methodology enforced) Transition from implementation team to operational team is a well-managed process System development life cycle methodology has been defined and is used by the organization Source: CobiT 3rd Edition, Management Guidelines
28. CobiT® PM Key Goal Indicators Increased number of projects completed on time and on budget Availability of accurate project schedule and budget information Decrease in systematic and common project problems Improved timeliness of project risk identification Increased organization satisfaction with project delivery services Improved timeliness of project management decisions
29. CobiT® Project ManagementKey Performance Indicators Increased number of projects delivered in accordance with defined methodology Percent stakeholders participation in projects (involvement index) Number of project management training days per project team member Number of project milestones and budget reviews Percent of projects with post-project reviews Average number of years of experience of project managers
30. Conclusion IT PMOs can improve IT project delivery performance One size does not fit all PMO Support/Control model most useful Clear charter, top down support, & bottom ups buy is key to PMO success PMO performance metrics should focus on value to key stakeholders CMM valuable framework for establishing and evolving PMO