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Why PMOs?Shinya Takahashi
Group CEO of MSOL
Management Solutions co.,ltd.
MSOL, Inc. MSOL TW, Inc. ProEver, Inc.
Management Solutions have been supporting for more than 70 Japanese big companies as external PMOs since 2005. In the US, more than 90% of companies have their own PMOs including project, division and corporate level. They has difficulties with managing and educating their own PMOs, although executives recognize necessity of PMOs. Why is PMO necessary for corporate growth and project successful? How can PMOs help projects and grow? Based on my experiences in Japan and US, I will make a speech on present and future of PMOs.
Todays topic
Copyright Management Solutions co., ltd. all rights reserved 3
Introduction
Copyright Management Solutions co., ltd. all rights reserved 4
Founder/CEO Shinya Takahashi
Founder and CEO of Management Solutions co.,ltd.CEO of MSOL, Inc.Shinya Takahashi
Shinya Takahashi has founded Management Solutions in 2005 after directinga number of consulting projects at Accenture, Ernst&Youngconsulting/Capgemini and Sony Global Solutions.In 2003, he was a PMO leader of a big system development projects of SONY as a manager of SONY global solutions which is a subsidiary of SONY.From 1999 to 2003, he has managed and conducted a big system development project and 5 management consulting projects as a manager of Ernst&Young consulting/Capgemini in Japan.In 1996, he started working for Accenture in Japan as a system engineer and IT consultant.He has a degree in Economics from Sophia University.
He is the author of PMO implementation framework published in Japan
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The Rapid GrowthAfter Shinya Takahashi, the founder and CEO of Management Solutions co., ltd. , starting the business by himself, the sales has been growing rapidly.
Sheet1
FY200520062007200820092010201120122013201420152016
Sales(JP)46,000,000125,000,000250,000,000300,000,000400,000,000480,000,000550,000,000620,000,000720,000,000900,000,0001,000,000,0001,400,000,000
Employees4612283335456075
Sheet2
Sheet1
FY200520062007200820092010201120122013201420152016
Employees410202735465556596571105
Sheet2
The proof as a leading company of PMOs #2
Shinya Takahashi has delivered speeches at PMI Forum held by PMI which is the biggest project management professional institution.
And he published PMO implementation framework in 2010 with the companys plentiful experiences and know-how on how to organize PMO professionals for making projects successful.
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4 3 2 1
FP
FP
Todo
Todo
PMBOK
Ski l l Po int
2. Based on PMO skill map which contains 106 skills, more than 100 business cases and PMO workshop materials, we have developed e-learning training systems and workshop training courses.
RecruitingEducation &
TrainingEvaluation
1. With experienced recruiting process, we find a proper person for PMO professional.
200 applicants a month
20 interviews a month
2 applicants pass our examination
3. Each professional is evaluated several times in a year with using PMO processional criteria. Through this evaluation process, professionals can learn many thins about being PMO.
The competitive advantage #1
The competitive advantage is in the education & training process which enables non-experienced persons becoming PMO professionals.
The PMO certification is being acknowledged in Japan.
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Maturity of PMO
people
Process
Tools
Organization
Divided into three roles;1. Project Management Consultant2. Project Controller3. Project AdministratorEach role has its proper criteria to be a professional
The organization of PMO is adjustable to the belonging organization.The typical type of PMO is divided into six.
1. Strategic Enterprise PMO2. Operational Enterprise PMO3. Administrative Enterprise PMO4. Strategic PMO5. Operational PMO6. Administrative PMO
The competitive advantage #2
The education process is based on the methodology PMO implementation framework. MSOL, Inc. will modify the contents of the methodology for educating Americans.
The contents of the methodology
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Our position
Management Solutions support your project management as an independent party
Company
Vendor A
Consulting company B
Project
Project
Project
Management Solutions
We are supporting companies as external PMO
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What is PMOs?
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The roles of PMOs
Strategic PMO
Administrative PMO
CoECenter of Exellence
Program manmagement
Project Management
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The research
The Project Management Office (PMO): A Quest for Understanding
Brian Hobbs, PhD, PMP and Monique Aubry, PhD, MPM
the authors discuss two opposing viewpoints: Are PMOs a sign that an organization is innovating, or that it is disorganized and unstable? The best answer, according to the authors, may be that PMOs are still evolving. The Project Management Office (PMO): A Quest For Understanding is a valuable resource for any practitioner or project organization with a stake in that evolution.
The roles of PMO vary depending on its belonged organization
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Program Management Office solution - example
Program management support needed for a major system integrator handling multiple projects
PMO needed for efficient management of multiple projects
Project management enhancement required due to the diversity of participants (vendors from different companies, etc)
Background
Our role and achievements
Lead PM
PM PM PM
PgMO
PM : Project Manager
PMO created for each project
Each project had over 100 members
Management Solutions 7 personnel
Duration
Introduction, stabilization and improvement of various control processes (progress control, issue control and change control)
Facilitation for all-project meetings Risk management and Executive
reporting
Our role
Over 1 year
Early issue identification for project management and expedition of problem resolution Provided detailed project overview to management for executive decision supportachievements
PjMO PjMO PjMO
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Project Management Office solution - example
Large-scale project for a backbone system at a major system integrator which has been rescheduled
Controlling process implementation immediately needed due to offshore development in China
PMO needed for efficient project control expert service sought after
Background
Our role and achievements
PM : Project ManagerOver 100 project
member from three developers
Management Solutions 4 personnel
Duration
Launching PMO organization Introduction of various control
processes (progress control, issue control and change control) and decision making support for PM
Project control tool selection and implementation support
Risk management and Executive reporting (to MD)
Our role
18 months
PM
TL TL TL
PMO
Visualization of project progress and issues by controlling tasks and processes Timely and precise reporting to top management Contribution to cost reduction by controlling vendor tasks for less inefficiency
achievements
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Catch up with delays by monitoring workload, redefine roles for overworking resources
Situation
Most of members did not have required skills, resulting in high workload of project leader
Issue
A was a leader of high commitment with tendency to take more tasks than actually possible and was unable to see how much delay was there.
Project overvie
wERP package implementation project
Duration 6 months
Project members About 70
Solution
Meticulously planned WBS (detailed schedule), measuring workload quantitatively
Divided work in two, splitting the team as well had leader A in charge of only one team
Improved quality by member cross-checking documents
Effect
Task resources clearly identified helping reduce leader As workload resulting in catching up with delays
Leader A
Project Manager
PMO
Fully dependent on A due to lack of required
skills
Overwhelmed by high workload but hiding
delay
WBS
Leader A
100%
Too much
workload
Leader A
Leader A (also
assuming a
member task)
Leader C
Team Workload Monitor workloa
d
Divide team in two
Cross-checkin
g
Solution for individual projects example 1
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Speedy problem resolution made possible by creating a taskforce handling cross-team problems
Situation
Unresolved problems in a project involving multiple teams
Issue
No team would not take leadership nor ownership, resulting in unattended issues and problems involving multiple teams
Project overvie
wGlobal ERP Global ERP implementation project
Duration 2 years
Project members Over 100 members
Solution
Task forces formed up for each problems allowing all resources from all team to join on necessity basis, expediting problem resolution
PMO got in charge of various coordination work and reporting, contributing in decreasing member workload
Effect
Clear responsibilities were given to members to improve the speed of problem resolution across multiple teams
Problem
Problem
Team A Team B Team C
Team C should be taking initiatives
With the workload in coordination
tasks, we cannot take initiatives on
this
Task force
PMOProblem Problem
Team A Team B Team C
Solution for individual projects example 2
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Established PM schemes and standards to handle numerous short-term project groups in a financial consulting firm, which has just acquired a partner company
Situation
A dozens of projects, although having similar structures, have been controlled by a few experienced senior directors -thus not scalable nor expandable.
Issue
WBS has not been defined and standard PM processes were not in place.
Project overvie
wPM Enhancement for Financial Consulting projects
Duration Ongoing
Project members 15 members
Solution
All tasks have been re-identified then to form up standard, reusable WBS templates
PM training have been given to PM leads so they understand the importance of project control
Project Control Standard has been created and implemented
Effect
Project members now knows how to plan fast-turnaround projects as well as controlling risks, upper management can concentrate more on deliverable reviews rather than tackling with day-to-day tasks.
Solution for individual projects example 3
Project Lead A Project Lead B
Project members Project members
Function Manager
Ex-company A Ex-company B
*Recently experienced M&A
Common PM standardSame WBS type
Greater Risk Control
Periodical report Periodical report
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Authorities Responsibilities
Project Manager / Project leader
Human resources, budgeting
Project completion responsibilities -
Delivery, Cost and Quality
Team leads Direct works and evaluate
Responsible for team task completion, motivating team and controlling tasks
PMOTake corrective measures in terms of quality
Productivity improvement (especially in decision making processes for managements and in on-site controlling processes)
The key role of PMO
Work scope Deliverables Schedule Memberskills
Otherteams
Clear (well-defined,
limited)
Mainly deliverables for clients
Well-definedSpecialized skills are required
PMO Various
Mainly deals with non-client deliverables
Mostly continuous works
Wide range of skill set is required
PMO can help improve project management maturity level by visualizing progress and issues across the entire project, enabling PM to make better decisions.
PMOs authorities and responsibilities
PMO difference from other teams
PM
Biz Design Development Infrastructure
PMO
Introduction and improvements of project control processes
Decision making support
Visualization of Progress
and Issues
PMO roles
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Skill of PMO
PMO Skill Map
28 categories of basic skills
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Why PMOs?
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Fight against department silo
One of the characteristics of industrial age enterprises is that they are organized around functional departments. This organizational structure results in both limited information and restricted thinking. The Silo Effect asks these basic questions: why do humans working in modern institutions collectively act in ways that sometimes seem stupid? Why do normally clever people fail to see risks and opportunities that later seem blindingly obvious? Why, as psychologist Daniel Kahneman put it, are we sometimes so blind to our own blindness?
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The future of PMOs
The future of PMOs
1. PMOs will be the center of excellence for supporting and training project managers and project management knowledge
2. PMOs will be initiative for change management in order to fight against for department silo
3. Some of PMO functions will be outsourced in order to optimize internal PMOs
Why PMOs? 2Introduction 4 5 6 7 8 9What is PMOs? 11 12 13 14 15 16 17 18 19Why PMOs? 21The future of PMOs 23