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THE STATE OF VALUE
The Multi-project PMO: A global Analysis of the
current state of practice
Dr Brian Hobbs, University of Quebec at
Montreal
• There is a lack of consensus about the value
of the PMO.
• Half the organisations surveyed acknowledge
the value of their PMO, the other half
challenge the value or see no value
VALUE IN PERSPECTIVE
• Value in Evolution
• Format and Value
• Demonstrating Value
• Measuring Value
• Value and Geographic Regions
VALUE IN EVOLUTION
Tra
dit
ion
al •Inside-out organisation
•Focused on tactical outcomes such as improved project and portfolio management practices
•Theory-driven
•Overly administrative and bureaucratic
•Worse case: the compliance police.
Mo
de
rn
•Perception of being on the outside looking in.
•Enabling strategic or even transformational change.
•Strategy execution and alignment agility
•Institutionalization of innovation
•Systems thinking with respect to programs, portfolios, and initiatives
•Business intelligence and analytics—not just reporting
•Ability to enable a cultural shift
Source: Oracle White Paper: The Ultimate Guide to Business-Driven Project Management Office Success (March 2013)
FORMAT AND VALUE
5 Frameworks
Organisational Unit PMO / Business Unit PMO / Divisional PMO / Departmental PMO
Project-Specific PMO / Project Office / Programme Office
Project Support / Services / Controls Office or PMO
Enterprise / Organisation-wide / Strategic / Corporate / Portfolio / Global PMO
Centre of Excellence / Centre of Competency
Source: Project Management Institute: PMO Frameworks (November 2013)
DEMONSTRATING VALUE
Standards, Methodologies and Processes
Project / Programme
Delivery Management
Portfolio Management
Talent Management
Governance and Performance Management
Organisational Change
Management
Administration and Support
Knowledge Management
Strategic Planning
Source: Project Management Institute: PMO Frameworks (November 2013)
HIGHLIGHTING VALUE
Strategic project failure
Successful strategic project
High delivery costs
Market opportunity
Market competition
Source: Forrester / PMI: Strategic PMOs play a vital role in driving Business Outcomes (November 2013)
MEASURING VALUE
• Budget Controls
• Earned Value
• Outcome
• Customer Satisfaction
Project Performance
• Risk Management
• Safety
• Resource Utilisation
• Quality
Operational Performance
• Revenue
• Margin
• Performance
• Alignment of spend with objectives
Portfolio Performance
KPIs
Source: Forrester / PMI: Strategic PMOs play a vital role in driving Business Outcomes (November 2013)
MEASURING VALUE
Source: Forrester / PMI: Strategic PMOs play a vital role in driving Business Outcomes (November 2013)
Ho
w S
tra
teg
ic P
MO
s M
ea
sure
Va
lue
to
th
eir
Pe
ers
VALUE IN GEOGRAPHIC REGIONS
PM
Os
in N
ort
h A
me
rica
are
: • Most actively
partnering with executives
• Maturing portfolio management practices
• Building a global approach to program and project management
PM
Os
in E
ME
A a
re: • More focused
on implementing strategy
• Making project and program outcomes the biggest indicators of value
• Evolving strategic portfolio management
PM
Os
in A
sia
Pa
cifi
c a
re: • Evolving
strategic portfolio management
• A newer presence, at least for top-level PMOs
• Finding that the market challenges require stronger evangelism
PM
Os
in t
he
re
st o
f th
e w
orl
d a
re: • Project and
program focussed
• Tasked with implementing strategy
• Experiencing nascent strategic portfolio involvement
Source: Forrester / PMI: Strategic PMOs play a vital role in driving Business Outcomes (November 2013)
CRITICAL SUCCESS FACTORS
Forrester
• They have a seat at the executive table.
• They are a vital part of the strategic planning team.
• They embrace core competencies.
• They use consistent objectives across industry and regions.
Oracle
• Business power base alignment
• Business strategy alignment
• Business metrics alignment
• Customer (project managers and teams) alignment
• Business culture alignment
• Business maturity-level alignment
FURTHER READING
• PMI Pulse of the Profession (2011-2013)
• PMI White Paper – In Sync with Strategy
• Forrester / PMI: Strategic PMOs play a vital role in driving Business Outcomes (November 2013)
• Project Management Institute: PMO Frameworks (November 2013)
• The Multi-Project PMO: A global Analysis of the current state of practice - Dr Brian Hobbs, University of Quebec at Montreal
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