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UMT_PMI-ATL Governance Agility_Final
- 1. Business Agility throughGovernance PMI Atlanta Governance Forum August 26, 2015
- 2. 6:00 PM Introductions 6:10PM Governance & Agility 6:40 PM Case Study: Con Edison, New York based Utility Company 6:50 PM Case Study: Gamification at a Major Pharmaceutical Company 7:00 PM Conclusion – Q&A
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- 4. www.umt.com Introducing Brian Feder,UMT SVP Education BSME from University of Florida MBA from NYU Stern School of Business PMP from PMI Work Experience 10+ years prior to UMT and NYU 10+ years at UMT, from Consultant to SVP Extensive client list Author of White Papers and Case Studies Personal Marathon runner & Triathlon “competitor” Weekend soccer coach I enjoy long walks on the beach…. (really!)
- 5. www.umt.com Ludvic Baquié Business DevelopmentManager UMT Consulting Group 678 559 9265 ludvic.baquie@umt.com
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- 7. Portfolio & ProjectStrategy Process Definition Organizational Change PMO Design Oneofonly15PPMproviders worldwide 2013,2010Winner; Finalist,4yearsinarow www.umt.com @UMTCG UMT – Atlanta Regional Office 1230 Peachtree Street NE Suite 1900 Atlanta, GA 30309
- 8. UMT’s Regional Coverage ProjectManagement North West Super Region: • PacWest • NorCal • Canada West East Super Region: Tom Malfi, Partner • Mid Atlantic Central Super Region: Fabrice Roche, Partner • North Central • Midwest South Super Region: Oscar De Lucio • South Central • Southwest North Super Region: Chris Matero, Partner • Northeast • Heartland • Canada East • Canada Central NY Metro Super Region: Benoit Millet, Partner • NY Metro • Financial Services • Pharmaceutical South East & Utilities Super Region: Daniel Theander, Partner • Southeast • Utilities
- 9. UMT & MicrosoftRelationship Microsoft Acquires UMT Portfolio Manager Microsoft releases Portfolio Server UMT becomes a Microsoft Certified Partner
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- 12. • The heartof Organizational Agility is the capacity to identify/capture opportunities (and dodge threats) with assurance and more quickly than rivals do (Sull, 2010) • Organizations that best, most quickly, align strategy with execution, benefit from up to a 6% better EBITDA margin than their least aligned peers Put something here, maybe Agility: From Decision to Deployment
- 13. EPMO 2.0 When companiesfail to execute on a strategy, the first thing managers often think to do is restructure; however, research shows that improving information flows is more effective than any other approach to enhancing execution Most common mandate given to an EPMO is that of reporting on the health and progress of various high-visibility initiatives in operation across the enterprise A properly designed, implemented and operated “EPMO 2.0”, when deployed as a robust command and support center for the entire enterprise, top-to-bottom, is able to take on this role in a systematic and comprehensive way, and should be mandated with the responsibility for achieving organizational agility
- 14. Core Content Portfolio Solutions encapsulate Three-dimensionsof Core Content The most comprehensive PPM implementation framework
- 15. Four Portfolio Solution Dimensions Core Content The mostcomprehensive PPM implementation framework
- 16. Core Content Pillars of anEPMO Implementation Framework The most comprehensive PPM implementation framework
- 17. Core Content Core Content Core Content Core Content EPMO Hierarchy Manages InformationFlow in the Organization Core Content Core Content e.g. Global PMO e.g. Line-of-Business / Sector-specific / Group PMO e.g. Country / Regional / Divisional PMO The most comprehensive PPM implementation framework
- 18. Seven Dimensions ofthe Roadmap for Success
- 19. • How manyPMOs does the company require? • At what levels are PMOs required? • What information will each level provide, and how will the roll-up of information work? • By correctly developing the PMO architecture and associated information flow rules and governance, more relevant data can be made available in a timely manner for effective business decision making at each level of the organization Put something here, maybe Dimension for Success: Architecture
- 20. Organizational Considerations PMO Structure: –What does the “P” in your PMO stand for? – (Project? Program? Portfolio?) – What is your organization’s PPM maturity? – Which staffing structure is more suitable? – PMs inside or outside of the PMO? Hybrid? – Where does the PMO sit? – Which leadership approach is appropriate? Dimension for Success: Architecture
- 21. Consumers Review information andmake decisions Gatherers and Providers Create, collect and manage information based on a set of standards Data The specific elements of information that are created and managed with a business process using technology Process The set of distinct steps that are taken to create and manage important business data and which define the organizational behavior Behavior The behavior that is required from each user based on their role for a given set of business processes which enables decision making Technology The distinct software components leveraged to create and manage the data Governance The structures and business rules that enable the right level of decision making in support of a given capability . . . All capability layers need to be part of the EPPM design Dimension for Success: Process & Governance
- 22. • A structuredapproach to translating strategy into execution will most likely include well- known business process mapping • Core capabilities, once identified, can be compared against newly deployed strategies, and analyzed to determine whether operational shortcomings have been exposed or, more rarely, whether wholesale capability gaps need to be remedied to maintain strategic alignment • Modern PMOs will typically embrace the ubiquitous portfolio governance model of ‘Create’, ‘Select’, ‘Plan’, ‘Manage’ Dimension for Success: Process & Governance Data Process Behavior Technology Governance
- 23. • Effective visualizationis critical to leveraging information in consistent decision-making by non-technical stakeholders • Superior insights are obtained when the business’s strategy is integrated into the data management, analytics, and visualization implementation • Intelligent design of data analyses and KPI visualizations strongly depends on the questions being addressed and the demands and station of the consumer Put something here, maybe Dimension for Success: Visualization
- 24. • To makeeffective capital planning and investment control (CPIC) decisions, executives must provide, at an early stage in their portfolio’s life cycle, a long-term vision combined with effective planning and execution Put something here, maybe Dimension for Success: Capital Projects Capital Portfolio Customers Shareholders Regulators Employees Risk Mgmt. Operations Strategic Growth Safety • The balanced capital investment portfolio needs to take into account risks, returns, and business goals and relies on a solid repeatable process and the gathering of accurate and complete data
- 25. • Successful strategydeployment and execution is predicated on alignment with an organizations’ financial management activities as led by the office of the CFO • Initiatives that are funded across functions need to be managed in a manner that is insightful to both operational and financial executives at all levels of the organization Put something here, maybe Dimension for Success: Financial Integration
- 26. • A solidinformation technology framework is essential to achieving a high performance PMO and is an integral part of the strategy decision and deployment equation • There are enterprise-grade software platforms (customizable and adjustable) that can provide a strong foundation and the necessary tight integration between a wide scope of functional PPM capabilities Put something here, maybe Dimension for Success: Technology
- 27. • Building andevolving a framework that is readily adopted by all stakeholders is the necessary hallmark of a PMO transformation that succeeds where other standardized methodologies have failed • Implementing agile environments requires a strong dedicated effort to change the way employees at all levels in a company think and operate at the day to day level • Ultimately, adoption is the single most important dimension of a successful roadmap Put something here, maybe Dimension for Success: Change Management
- 28. 1. 2. Majority — 38% AboutHalf — 38% Small Number — 19%- What We Expect Desired Performance Current Performance None — 2% The “Valley of Despair”Severity of Reaction Due to Change Duration of Disruption Due to Change Actual Benefits Achieved What Actually Happens With No Intervention All — 4% Dimension for Success: Change Management
- 29. 29 Sample Solution Overview:2 min video…
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- 31. The use ofgame elements and game design techniques in non-game contexts What is Gamification?
- 32. Why Gamification? • Introducinggame elements in an environment can help change behavior. BEHAVIOR!!! Video: How Gamification can help people recycle more
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- 34. Game Elements toIntroduce 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
- 35. Gamification in theWorkplace • Winning • Problem-solving • Exploring • Relaxing • Teamwork • Recognition • Triumphing • Collecting • Surprise • Imagination • Sharing • Role Playing • Customization • Goofing off
- 36. Example: Contribution toCollaboration
- 37. Gamification in PPM •For instance in PPM, we would like to change the behavior of Project Managers to be more engaged with the PPM tool. • E.g. Compliance with Resource Plan entry, Milestone entry, status updates, and quality of this information is lower than we would like. • This causes the whole organization to suffer from bad data and in turn poor decision-making ability Adoption / Data Quality Where do you see Gamification fit in PPM?
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- 39. Adoption Step 1:Measure
- 40. Adoption Step 2:Choose Your Governance
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- 42. Case Study Summary RISKS: •Oppressively monitoring users could frustrate and demotivate them. • Cannot turn this into a glorified compliance system. • In a real game, no one hounds you over email to play the next level (or update your resource plan) • The GAME vs. the JOB: • Gamification is designed to have some beneficial to the business • Players could focus on game to the extent that there is a divergence from intended outcome
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- 44. Brian Feder UMT, SVP Brian.Feder@umt.com 917627 3860 http://www.umt.com Ludvic Baquié UMT, BDM Ludvic.Baquie@umt.com 678 559 9265