Soirée corporative The Modern PMO Par Douglas Page

1. © 2017 CA. Confidential. All rights reserved.
The Modern PMO
Thursday November 9, 2017
DOUGLAS PAGE
1

2. Executive Briefing
The Modern PMO
CATechnologies
DOUG PAGE - ADVISOR

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Evolution of Project Management
1900s
Gantt Chart
Developed
1950s
CPM
invented
1969
PMI
established
1989
Prince
method
1986
6 Sigma
methodology
1995
Agile
2002
Agile
Manifesto
2011
SAFe

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Traditional PMO Focus
PMO
DELIVERY
STATUS
PROJECT
EXECUTION
DEMAND
MANAGEMENT
PORTFOLIO
MANAGEMENT
FINANCIAL
MANAGEMENT
RESOURCE
MANAGEMENT

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What they really focused on
Execution
Focused
DELIVERY
STATUS
PROJECT
EXECUTION
DEMAND
MANAGEMENT
PORTFOLIO
MANAGEMENT
FINANCIAL
MANAGEMENT
RESOURCE
MANAGEMENT
• Are we on budget?
• What are we delivering?
• How are we prioritizing?
• How fast can we deliver it?
• Will we make deadlines?
• How do we get better at all of the
above?

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What role does the PMO play?
Execution
Focused
DELIVERY
STATUS
PROJECT
EXECUTION
DEMAND
MANAGEMENT
PORTFOLIO
MANAGEMENT
FINANCIAL
MANAGEMENT
RESOURCE
MANAGEMENT
• Are we on budget?
• What are we delivering?
• How are we prioritizing?
• How fast can we deliver it?
• Will we make deadlines?
• How do we get better at all of the
above?

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The PMO Transformation
Execution
Focused
DELIVERY
STATUS
PROJECT
EXECUTION
DEMAND
MANAGEMENT
PORTFOLIO
MANAGEMENT
FINANCIAL
MANAGEMENT
RESOURCE
MANAGEMENT
Business
Focused
ALIGN TO
STRATEGY
BUSINESS
OUTCOMES
MANAGEMENT
TARGETS
PORTFOLIO
MANAGEMENT
RESOURCE
& FINANCIAL
MANAGEMENT
WORK
CAPTURE

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Business Agility Begins with a Modern PMO
Today’s companies need a way to sense change and respond to it
proactively, at every level of the organization.
Modern PMO Enables Change: “Effective project and program management offices, PMOs and EPMOs, enable accelerated, well-
managed change. To adapt to a new future, program and portfolio management leaders must go beyond the traditional and respond
with clear business intention, minimizing friction, to deliver constant value.”
-Gartner, Inc. Optimizing and Promoting the Value Contribution of the PMO Primer for 2017, Robert A. Handler, January 2017

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The ability for organizations
to develop greater agility
often depends on the ability
of their PMO to evolve—and
grow—the role they play.
Evolution of the PMO

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Investment Performance
Are we getting the intended
outcomes?
Did our bets pay off?
Organizational Focus
What should everyone be
aiming towards?
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Vision before innovation
What are the desired
outcomes?
Understand the what and the
why before the how.
3 Key Learnings

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Investment Performance
Are we getting the intended
outcomes?
Did our bets pay off?
Organizational focus
What should everyone be
aiming towards?
12 © 2016 CA. ALL RIGHTS RESERVED.
Vision before innovation
What are the desired
outcomes?
Understand the what and the
why before the how.
3 Key Learnings

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Investment Performance
Are we getting the intended
outcomes?
Did our bets pay off?
Organizational focus
What should everyone be
aiming towards?
19 © 2016 CA. ALL RIGHTS RESERVED.
Vision before innovation
What are the desired
outcomes?
Understand the what and the
why before the how.
3 Key Learnings

20. “But given the significant benefits of multiteaming, it has
become a way of organizational life, particularly in
knowledge work. It allows groups to share individuals’
time and brainpower across functional and departmental
lines. It increases efficiency, too. Few organizations can
afford to have their employees focus on just one project at
a time and sit idle between tasks.”
Harvard Business Review
“The Overcommited Organization”
September 2017

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Investment Performance
Are we getting the intended
outcomes?
Did our bets pay off?
Organizational focus
What should everyone be
aiming towards?
31 © 2016 CA. ALL RIGHTS RESERVED.
Vision before innovation
What are the desired
outcomes?
Understand the what and the
why before the how.
3 Key Learnings

32. Own the Investment Planning: Manage the people. Manage the money
Capture the Work: Capture progress regardless of work management solution
Own the Outcomes: Deliver Compelling Business Insights
Predictive
Powerful large scale Project and
Program Management
Agile
Thoughtful and robust
integrations to Agile Solutions
Adaptive
Easy to use/ simple to onboard
Project solutions for adaptive PM
Delivery teams leverage all types of innovation techniques
Delivering Value

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CA PPM / CA Agile Central Integration
STORYSTORY
STORY STORY STORYSTORY
TASK TASK TASK
§ Agile State
§ Agile Preliminary Estimate
§ Agile Planned Start
§ Agile Planned Finish
§ Estimated Story pts
§ Accepted Story pts
§ % Done by Agile Plan Estimate
§ Agile Risk Score
§ Agile Value Score
§ Agile Actual Start
§ Agile Actual Finish
§ Estimated User Stories
§ Accepted User Stories
§ % Done by Story Count
§ Investment Category
§ Release
§ Milestone
THEME
TEAM MEMBER
INITIATIVE
FEATURE
ATTRIBUTES SYNCED FROM CA AGILE CENTRAL
PROJECT
TASK
47%
PROGRAM
PRODUCT
62%
47%
62%

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40. ThankYou.

41. Douglas Page
Advisor
Doulas.paget@ca.com
@cainc
slideshare.net/CAinc
linkedin.com/company/ca-technologies
ca.com

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Appendix