Upload
others
View
3
Download
0
Embed Size (px)
Citation preview
New York City Project Management Workgroup
Presents:
Achieving Project Management
Office Success
1
June 15, 2017
1:00 pm - 3:00 pm
• Edy Nicolas, PMP, Principal Solution Consultant & Team Lead, Oracle
• Jonathan Blake, Senior Director, Global PMO, NTT DATA Services
NYC Project Management Workgroup
The NYS Forum, Inc.
Evaluating current PMO Maturity and planning for the next generation PMO
Edy Nicolas, PMP
Presenter Photo
NYC Project Management Workgroup
2
Presenting Workgroup
Discussion Topics
• What is a PMO?
• Assessing PMO Maturity
• Identifying PMO Culture
• Planning for next generation PMO
3
NYC Project Management Workgroup
Presenting Workgroup
What is a PMO?
4
NYC Project Management Workgroup
Presenting Workgroup
What is a PMO?
5
NYC Project Management Workgroup
“ a PMO is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of the PMO can range from providing project management support functions to actually being responsible for the direct management of a project”
PMI's Project Management Body of Knowledge (PMBOK). PMI. 5th edition.1 January 2013
“A vital component in the delivery of change; whether change to public or customer services, or change within an organization”
Prince2 Foundation Training Manual. Prince2. 26 April 2016
Presenting Workgroup
What is a PMO?
6
NYC Project Management Workgroup
“A strategic driver for organizational excellence, which seeks to enhance the practices of execution management, organizational governance, and strategic change leadership.”
PMI's Program Management Office (PMO Symposium): Asking Tough Questions, Identifying Solutions" (Press release). PMI. 13 November 2012.
Presenting Workgroup
Why have a PMO?
7
NYC Project Management Workgroup
• Executive decisions are in firefighting mode
• Projects are black boxes
• Expectations from PM team and their clients missed
• No audit trail
• Repeatable processes if any are in silos
• Lack of indicators that represent quality and performance of scope
Presenting Workgroup
PMO Challenges
8
NYC Project Management Workgroup
Role definition within an organization
Demonstrable value
Strategic alignment to organization strategies and objectives
Change control
Resistance to change
Presenting Workgroup
Benefits of a PMO?
9
NYC Project Management Workgroup
• Governance
• Performance Management
• Schedule Management
• Financial Management
• Risk, Issue and Scope Management
• Resource Management
• Quality Management
• Communications Management
• Supplier Management
Presenting Workgroup
Characteristics of a successful PMO
10
NYC Project Management Workgroup
1. Strong Dedicated Leadership – Fully dedicated to the PMO mission with executive backing
2. Subject Matter Experts – leveraged for expertise to plan and execute projects
3. Agile process development – develop and continuous training and coaching
4. Success enabler – not an operational expense drain, but a partner focusing on both the art and science of project management
5. Visibility and Authority to take action – Proactively impacting project delivery
6. Permanent staff organization – always available when you need them
Presenting Workgroup
Discussion Topics
• What is PMO?
• Assessing PMO Maturity
• Identifying PMO Culture
• Planning for next generation PMO
11
NYC Project Management Workgroup
Presenting Workgroup
12
NYC Project Management Workgroup
Level 1Ad-Hoc – reliant on PM expertise
Reactive per project
Inconsistent KPIs and processes
Level 2Provide general support
Enforce project standard processes and KPIs
Strengthen PM Skills
Periodic measurement of integrated processes data, and performance
Level 3Identifies integrated projects
Perform troubled project rescue/deferral
Implement advance processes and tools to control risk
Help PMs secure executive buy-in
Leverage lessons learned
Level 4Manage project prioritization and reprioritization
Resource capacity planning
Improve ROI
Consistently collect and analyze project data
Collaborative processes redefining the standard across the organizations
Level 5Defined Standard Processes
Real-time Information
Automation
Integration
Actively manage and enhance processes and procedures
Achieve high project success rate
Crisis & Project focus
Proactive Best Practices
Stable & Consistent
Center of Excellence
Programs & Portfolios
PMO Process Maturity
Presenting Workgroup
Discussion Topics
• What is PMO?
• Assessing PMO Maturity
• Identifying PMO Culture
• Planning for next generation PMO
13
NYC Project Management Workgroup
Presenting Workgroup
PMO Models
14
NYC Project Management Workgroup
Quarterback(Repository-Coach-Manager)
Score Keeper(Repository)
Facilitator(Repository-Coach)
Perfectionist(Center of Excellence)
Manage Improve
Support
Control
Presenting Workgroup
Discussion Topics
• What is PMO?
• Assessing PMO Maturity
• Identifying PMO Culture
• Planning for next generation PMO
15
NYC Project Management Workgroup
Presenting Workgroup
Next Generation PMO
Traditional PMO• Focus mostly on tactical issues• Science of project management• Emphasis on monitoring and control• Tools as a “map”• Internal process focused• “Heavy” methods and practices• Based on rules• Defined, repeatable, optimized practices• Focus on efficiency• Process leadership• Heavy management and governance
Next Generation PMO• Focus on strategic and cultural issues• Art and craft of project management• Emphasis on collaboration• Tools as a “compass”• Focus on end products and customers• “Agile” methods and practices• Based on guiding principles• Adaptive and innovative practices• Focus on effectiveness and innovation• Thought leadership• Balanced management, governance and leadership
16
NYC Project Management Workgroup
Presenting Workgroup
Next Generation PMO
17
NYC Project Management Workgroup
Scope
ScheduleCost
Ideation Prioritization
Planning
Top
Do
wn
Bo
tto
m U
p
Portfolios
Projects
Presenting Workgroup
PMO Vision
18
NYC Project Management Workgroup
Investor/Stakeholder Heat Maps and what-if Analysis
Alignment to Strategic Objectives
Streamlined yet efficient & evolving processes
Project & Portfolios Evaluation & Control
Presenting Workgroup
Roadmap to a successful PMO
19
NYC Project Management Workgroup
1. Current State Assessment
2. Define PMO goals, scope, services
3. Define PMO Maturity Roadmap
4. PMO Build out planning
5. Acquire/build PMO team
6. Define Methodology/Process/Templates
7. Tools Selection and Standardization
8. PMO Implementation Pilot
9. Multi-site Rollout
10. Communication and Change Management
11. Continuous Improvement
Edy H. Nicolas, PMP
Principal Consultant and Team Lead
Oracle – Construction & Engineering GBU
404-713-9476
20
Presenter Photo
NYC Project Management Workgroup
Presenting Workgroup
References
21
NYC Project Management Workgroup
PMI's Project Management Body of Knowledge (PMBOK). PMI. 5th edition.1 January 2013
Prince2 Foundation Training Manual. Prince2. 26 April 2016
The PMO, Portfolio Management and Organizational Project Management Maturity by Walter A. Viali, CSQA, PMP
Pulse of the Profession™: Impact of PMO on Strategy Implementation
Pulse of the Profession™: PMO Models
PM Solutions: The State of The PMO 2014 Research Report
The NYS Forum, Inc.
Scalable PMO
NYC Project Management Workgroup
22
Jonathan Blake, PMP
Building an organization that
has the right structure,
delivers the right functions, and
addresses the right needs – all the time
Presenting Workgroup
Multi-Function Potential
• PMOs represent many things to many people, and can deliver a great variety of functions to an organization.
• How to choose the right focus for the PMO?
23
NYC Project Management Workgroup
Governance
EnablementPortfolio
Management
Program
Management
Project
Management
Methodologies
and ToolsProject
Assurance
Competency
Development
PM Resource
Management
Administration
and Accounting
Internal
Processes
Presenting Workgroup
Multi-Level Interactions
• PMOs can operate at many different levels of the organization, providing support and enabling governance
• How to choose the right reporting level for the PMO?
24
NYC Project Management Workgroup
Project Management Office
Scalable PMO
• A PMO that • Addresses the right needs
• Delivers the right functions
• Has the right structure
• How to achieve it?
25
NYC Project Management Workgroup
Identify Organizational Needs
• Prioritize strategies and drivers
• Identify challenges
• Document problem statements
Determine PMO Functions
• Formulate action plans
• Select services
• Document baseline and solutions
Design PMO Construct
• Estimate effort
• Secure resources
• Determine governance
• Document organization
Launch, Operate, Mature
• Execute and update plans
• Perform and refine services
• Exercise and reassess governance
Form Follows Function
26
NYC Project Management Workgroup
Baseline
PMO
Refine
Structure
Iterate
PMO
Identify
Needs
Determine
Functions
Ideal
PMO
Evolving PMO
• A Scalable PMO constantly evolves to match the needs of the organization’s Project Management Environment
• At periodic intervals (typically, 6 mos to a year), a scalable PMO Checkpoint is conducted• Is the PMO still being effective?
• What are the current needs of the project environment?
• What are the functions most in demand for the next 6-12 months?
• What is the construct best suited to deliver those functions?
• A Scalable PMO is refined as needed, and re-launched
Evolving PMO
• A Scalable PMO constantly evolves to match the needs of the organization’s Project Management Environment
• At periodic intervals (typically, 6 mos to a year), a scalable PMO Checkpoint is conducted• Is the PMO still being effective?
• What are the current needs of the project environment?
• What are the functions most in demand for the next 6-12 months?
• What is the construct best suited to deliver those functions?
• A Scalable PMO is refined as needed, and re-launched
27
NYC Project Management Workgroup
Baseline
PMO
Refine
Structure
Iterate
PMO
Identify
Needs
Determine
Functions
Design PMO
Construct
Re-Launch
PMO
Ideal
PMO
REDESIGNED
RESET
Always-right PMO
• Organizations mature and evolve; functions that were necessary yesterday may be superfluous tomorrow. • How to keep the PMO focused on the right
things at the right time?
• PMOs sized to their original mission may be mismatched to the challenges of today. • How to keep the PMO at the right size?
28
NYC Project Management Workgroup
Initial PMO
Iteration 1
Iteration 2
Iteration n
The Scalable PMO is always targeted at the current, most urgentneeds of the organization it supports, because it constantlyreinvents itself. It is a PMO that has the right structure, delivers theright functions, and addresses the right needs - all the time.
Scalable PMO Example
29
NYC Project Management Workgroup
Identify Organizational Needs
•Driver:
Align IT initiatives with business objectives
•Challenges:
Project “sprawl”, lack of proper governance,
lack of experienced project managers
Determine PMO Functions
•Action plan: Develop portfolio management process, establish governance
•Functions:
Deliver training, mentoring and support;
Procure and manage contract PMs;
Support governance
Design PMO Construct
•Effort:
-Governance: 1.5
-Training: 2
-Contract mgmt.: .5
•PMO Governance:
Portfolio Management, Governance support: CIO;
Training: IT Dept. Head, Gov. Board;
Contract mgmt.: Procurement unit head
Launch, Operate, Mature
•Designed Project Business Case and Service Request frameworks
•Initiated Governance review of all new initiatives
•Designed and implemented training, mentoring and support program
•Procured expert PMs for first wave projects
Jonathan Blake, PMP
Senior Director, Global PMO
NTT DATA Inc.
518-229-8961
NYC Project Management Workgroup