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7/30/2019 PMI January GR Version 2
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An Approach
To Developing a PMOA Case Study
John Thompson
January 2011
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Introduction.....
Objective:
Share an approach to defining, planning, implementingand developing a Project Management Office.
John Thompson Bsc. PMP
16 years exper ience in project, programme, po rtfo l io and c hange
management ..led and overseen multiple large infrastructure,
product & change programmes and established PMOs in both
the pr ivate and pub l ic sectors.
CompassPoint Ltd. provides consu l tancy & advisory services in
project, programme & change management.
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Agenda
ApproachA PMO framework
Discovery approach & outputs
Improvement ProgrammeProgramme Structure
Programme Content
AssessmentDevelopment roadmaps
Conclusions
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Project -
ProgrammeDepartmentalEnterprise
A PMO Framework..
Strategic
Operational
Functional
Which of these
21 different PMO
models would
best support the
organisation?
?
PMO framework defines different PMOs based on 2 dimensions- SCOPE & SERVICES -
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Discovery Approach
Strategic Review to assess capability and determine the priority services to
be provided by the PMO.
Cross section of senior management undertook
structured review of 6 key components of Project
Management (over structured 50 questions):
Scored current practice against good practice
Follow up 1x1reviewsWorkshops to review assessments
Scoring provided a strongest weakestassessment
across the 6 components.
Scoring also provided lowest - highestpriority for
improvement across the 6 components.
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Final Outputs from Strategic Review
Strategic Review gave us an:
Assessment of current practice & capability.
Assessment of improvement priorities andpriority
services to be provided by the PMO
A comprehensive review of these assessments told us:
The improvement effort needed to address multiplepriority areas.in a co-ordinated way.
An integrated Improvement Programme was
required.
Process, Governance & Oversight
Skills & Support Structures
Tools & Systems
Project Prioritisation
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Project -
Programme
DepartmentalEnterprise
Direction Setting..
Strategic
Operational
Functional
Returning to the question what type of PMO we now had an answer!
Primary
Secondary
Partial
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Improvement Programme
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The Improvement Programme..
.the role of the PMO is to implement an integrated PM
Improvement Programme primarily Operational in nature
IT Prioritisation Process
Align IT developments with
strategy and optimise return
on IT investment.
Support Framework
Develop in-house support
services & tools and provide
practical assistance to PMs.
Project Management Process
Establish a standard way of
managing, overseeing and
delivering projects.
Training & Development
Improve in-house Project
Management skills and
competency.
Improvement
Programme
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Project Management Process..
a process that was a RIGHT fit for the organisation!
But whatstandard way ?
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Project Management Process..
Process (PM Process) employs a 5 stage life-cycle:
Objectives & deliverables defined for each stageApproval gates and defined project governance
Standardised reporting & change control
(also a fast-track process for small less complex
projects)
PM Process aligned with operational processes:
Operational process (IT, Finance, Procurement)
activities & outputs aligned with PM Processstages
Holistic framework for management of projects
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Training & Development..
Integrated 3 level training & development
programme
Dual emphasis on PM Process and ProjectManagement
Strong emphasis on post training evaluation &
improvement
Key objective build in-
house competency in both
PM Process and generic
Project Management
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Support Framework..
Support
Structures
Support
Systems
Documents
& Tools
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Project Prioritisation..
Prioritisation process integrated with PM
Process & engages senior management
Focus on initiation and business case stageswith selective project closure reviews
Key driver in PM Process adoption and
compliance
An opportunity to both:
Adopt consistent approachto prioritisation
Embed PM Process as
organisation standard
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AssessmentDevelopment roadmap
Conclusions
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PMO Development Paths..
PMO Framework can assist in charting a development roadmap for the PMO
- a 3 dimensional matur i ty m odel -
For each of the 3 Enterprise
PMO service categories a
maturity model has been
developed (3 maturity
models)
Each model defines 4
maturity stages and the
services associated with
each stage..
This provides both a current
maturity assessment and
various PMO development
options
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Conclusions.
In less than 12 months project management practice & capability
improved substantially
Change ManagementProject Management
The PMO framework assisted in defining the type of PMO & service
options but also in identifying future development choices.
The engagement of management in analysis and subsequently in design
was critical in PM Process adoption and the embedding effort..
The introduction of a project management methodology and a PMO to
drive adoption requires both project and change management
disciplines
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THANK YOU
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