canheit workshop zero to pmo - university of lethbridge · • an absence of planning and in...
TRANSCRIPT
ZERO TO PMOA WORKING FRAMEWORK FOR IMPLEMENTING A PMO IN 6 MONTHS OR LESS
PRESENTATION OVERVIEW
• This session will break down the 3 month rapid-deployment model the University of Lethbridge used to implement their PMO
• The course will include hands-on group exercises so you can build networking contacts as well as practice using the tools and techniques described
• It focuses on the process of implementing the PMO, as opposed to the specific Project Management tools used by the PMO
• All of the training manuals, tools, templates and process documents generated by the PMO are stored online at the University of Lethbridge
PRESENTER: COLIN MORELAND, PMP
• Colin Moreland joined the UofL in September of 2015 with a mandate to establish and lead a new IT PMO team
• Prior to joining the UofL Colin led the PMO at 3ESI, a Calgary based software company. Colin founded the 3ESI PMO and oversaw a portfolio of over 120 projects per year and over 30 implementation consultants.
• Colin helped 3ESI achieve a portfolio SPI of 0.94 and a CPI of 0.96 in 2014/2015
• Colin is also an instructor of Business Analysis at Mount Royal University and the President of Moreland Professional Projects (MPP)
ORGANIZATION: UNIVERSITY OF LETHBRIDGE
• Undergraduate University located in Southern Alberta
• 8,400 students and 1,200 full time staff, over 2,000 total staff
• Annual operating budget: $153.2MM
• IT Services Team: 65 employees + decentralized IT staff (approx. 20 more)
• Over 300 unique applications
• Annual ITS Budget: $7.7MM
BACKGROUND
• In Summer of 2015 the University of Lethbridge set out to establish an IT Project Management Office (PMO) to oversee IT initiatives at the University
• This journey started with the formal founding of the PMO and first staff members in September of 2015
• By February of 2016 the PMO was fully formed and functioning
• The PMO now operates a full portfolio of over 60 projects with a total budget of over $3MM annually
• This Workshop is based on learnings and best practices from their experience
TEAM: ITS PROJECT MANAGEMENT OFFICE (PMO)
• Central body for the prioritization, planning, execution, and tracking of IT projects at the University of Lethbridge
• 1 Manager + 4 FTEs – 2 BAs and 2 PMs
• 65 active project portfolio, growing monthly
• Candidate for the 2016 PMI PMO Of the Year Award
• Since inception the PMO has increased project capacity at the University by 60%, decrease durations by 10%, and project successful completion rate by 20%
THE NEEDDELIVERING VALUE THROUGH COLLABORATION AND ENGAGEMENT
DEFINING THE NEED
• There is no single PMO model that fits every organization
• The Processes, Policies and Tools must be fit-for-purpose based on the needs of the organization
• To establish an effective PMO, the NEED must be first defined and understood otherwise the initiative will fail
• That need is defined through a combination of observation, engagement, andanalysis and requires buy-in from key stakeholders
ENGAGING TO UNDERSTAND THE NEED
• The PMO needs to add value by reducing costs and enhancing other team’s capacity equal to or in excess of the cost of the team itself
• Understanding the challenges other teams are facing is a core requirement of
an effective PMO
• This can only be understood through direct engagement (interviews, focus groups or surveys) with management and members of other teams
CASE STUDY: ENGAGEMENT
• The new PMO Manager set out to understand the problem by engaging all of the ITS Management team.
• Three questions were asked in a series of 30-60 minute, one-on-one interviews:
• “What has been your experience with Project Management in the past?”
• “What involvement would you like with the new PMO and your team?”
• “What help does your team need that we can provide?”
CASE STUDY: ENGAGEMENT“We’re all Project Management Trained.”
“I’ve heard of PM but never seen it in action.”“Our team needs help getting organized.”
“We’re running our own projects just fine right now.”
“We’d like to see more early stakeholder engagement.”
“I don’t really believe in Project Management.”“Project Management doesn’t fit the University Culture.”
“We could use help with planning.”“Too many things fall through the cracks.”
“I’m tired of us promising and not delivering.”“My resources are always being committed without my input.”
“Just Help Us.”
CASE STUDY: ENGAGEMENT
• BE READY FOR CONFLICTING MESSAGES
• The benefit is looking for the key challenges and benefits from themes across multiple teams
• The key takeaways from the interviews were:• A lack of resource management and approval on resource allocation
• Poor visibility to the full scope of work requests and projects underway
• An absence of planning and in particular schedule/effort estimation
• Ambiguous “ownership” and stewardship of initiatives once they are accepted
OBSERVING THE NEED
• Beyond engagement, the next step is to observe what is and is not in place
• Look for existing processes, tools, best practices, and systems, and evidence they are being followed
• Where there are missing elements, or an absence of compliance, these areas define additional needs
• Most organizations will have some pieces already in place, the question becomes what to keep and what not to.
ANALYZING THE NEED
• Engagement and Observation will result in a list of potential areas for improvement where a PMO can add value
• Analysis assists in converting this from a laundry list to a prioritized queue of initiatives that can be executed in order to drive forward improvement
• The PMO’s implementation becomes the sum total of these initiatives executed in a deliberate and strategically aligned way.
• NOTE: This prioritized list IS going to change as the PMO grows and learns
NEED DEFINITION EXERCISE
• At your tables, take 1-2 minutes each and describe your organization’s current IT project landscape. Do you have a PMO? Do you have problems that one might solve?
• Select ONE school from the group and write down the problem(s) identified in the BUILD A PMO Workbook.
• This will be your example for the remainder of the workshop.
TIME ALLOTED: 10 MINUTES
QUANTIFYING THE NEED
• Once the needs are understood and analyzed, a key stage gate in the process needs to be passed: IS A PMO GOING TO ADD VALUE?
• This is answered by quantifying the value add against the cost.COST BENEFIT NET (GAIN/LOSS)
Staff 3 @ $90K/yr**Normalized numbers not actual salaries
Efficiencies – 60FTEs @ 5% improvement x $75K/yr*
PPM System @ $50K/yr Project Budget savings $3MM portfolio @ 5% /yr
Org. Overhead @ $30k/yr Sunk costs in go-nowhere projects saved $65K /yr
Total: $350K / YR Total: $435K/YR TOTAL: $35K/YR10% ROI / Year
KEY CHALLENGES
• Executive buy-in is a MUST
• Providing equal consideration to conflicting stakeholder opinions / viewpoints
• Data may not exist to support quantitative valuation
• A lack of any centralized IT infrastructure will make this process more difficult
• “Getting the job done” can get in the way of “getting it done right”
• “Halfway” implementations of PM/BA may impede adoption
THE VISIONSETTING THE STAGE FOR SUCCESS
THE VISION
• Once the NEED is understood, the SOLUTION comes next
• Every good Project Manager knows to define scope before doing any work on the solution!
• How do you set the scope for an entire team?
• Establish a clear vision of where the team is going and what it will deliver.
• These are defined by establishing CORE VALUES and a VISION STATEMENT
THE VISION: CORE VALUES
• We started by saying PMO’s need to be fit-for-purpose
• Establishing a set of CORE VALUES will help keep the team on-course when challenges and questions arise
• These Core Values will define the team and set out what it will look like within the organization
• This also sets the initial scope around the PMO and should be specific enough to align with that goal
CASE STUDY: CORE VALUES• Low Impact
• A simple process everyone follows is more beneficial than a complex system that nobody uses
• Key things need consistency but there is room to allow for personal preference/adaptation
• Managing a project should never be more effort than doing the “real work” to get the project done
• Process-Driven
• The PMO enables success by enabling people through process
• Tools are a bridge between the two but do not drive the system
• Customer-Oriented
• The PMO serves the leadership, the IT teams, and ultimately the end consumers of every project
• Decisions and processes need to be customer-centric
• PMO works with other teams to ensure project success from the customer’s perspective
• Engaged
• PMO needs to be proactive and engaged to prevent issues, not just solve them when they occur
• PMO needs to be an active participant in the full project lifecycle from intake to closure
• PMO in turn provides guidance, best practice, and specialized skills to deal with difficult issues/situations
• Learning Environment
• Project issues are not about blame, they are about how not to have the same issue again
• Risks are managed proactively to avoid becoming issues
• Every issue gets communicated, escalated and tracked until resolved
THE VISION STATEMENT
• Start with a visioning exercise – what would you want others to say about the team in future?
• Write down the key elements in long form…and then condense by highlighting keywords. For example:
The University of Lethbridge IT PMO Will:
• Enable Project Teams to be successful through providing a leading model for Project Management
• Establish confidence in project execution results through reliable on-time, in-scope and on-budget project delivery
• Build a learning organization that evolves with the operating environment
• Drive value through reduced project durations, lower capital spend, and improved business outcomes
UNIVERSITY OF LETHBRIDGE VISION STATEMENT
• At the end of the visioning exercise, the UofL PMO Vision Statement was adopted:
“Build Confidence through Visible, Predictable, Positive outcomes”
VISION EXERCISE
• Using your example, go around the table and have each person suggest one
aspect of a “future state” that would solve the issues described.
• Identify which of these aspects would be good candidates for embodying a “core element” of the vision statement.
• Identify a statement of 1-2 sentences that capture each of the core values.
ALLOTED TIME: 10 MINUTES
KEY CHALLENGES
• Aligning PMO values to organizational values• For example reconciling “get it done fast and cheap, with get it done well”
• Avoiding eating the entire elephant at once
• Looking beyond the pain today to set a vision that will be relevant once today’s immediate challenges are gone
• Getting stakeholder buy-in to the vision (everyone wants their say!)
VISION RECAP
• Looking at the Core Values in the example:• Low Impact• Process-Driven• Customer-Oriented• Engaged• Learning Environment
• And the vision statement: “Build Confidence through Visible, Predictable, Positive outcomes”
• Does the Vision Statement support the Core Values?
THE PATHMAPPING A COURSE THROUGH UNCERTAINTY
THE PATH
• So now we know where we want to be. We have values and a vision of what we want to accomplish to guide us.
HOW DO WE GET THERE???
• Short answer: We need a Plan.
• Good thing a PMO is a team of Project Managers!
THE PATH
• Setting forth a path occurs in 3 stages:
1) Long term strategic planning
2) Short term tactical objective setting
3) Immediate task planning
THE PATH: LONG TERM STRATEGIC PLAN
• For a new PMO to work as a strategic asset to the organization it needs to prove it can add value
• Momentum is built off of establishing initial value quickly and incrementally building on it
• Getting to maximum value is a slow process
• The Strategic Plan defines the major value-add milestones are along the way so we can connect the dots and move incrementally towards maximum value
• For the sake of tracking and momentum, it is recommended the Plan not exceed 3 years in duration
THE PATH: LONG TERM STRATEGIC PLAN
• For establishing a PMO, there are 3rd party tools to help show the way.
• Project Maturity Models are one that can show major maturity milestones as a PMO grows
• There are many Project Management Methodologies that exist and can illustrate what the tools, processes and systems a successful PMO needs
• Both of these were used by the UofL PMO to help guide the PMO Strategic Planning Process
UNIVERSITY OF LETHBRIDGE – MATURITY MODEL
• Based on a number of 3rd party models, the UofL PMO adopted the
following maturity model:
UNIVERSITY OF LETHBRIDGE – MATURITY MODEL
• The next step was to set a high level timeline for achieving full
maturity of the PMO.
UNIVERSITY OF LETHBRIDGE – PM METHODOLOGY
• Finally, this was overlaid with the PMI PMBOK 5 PM Methodology
and provided more definition of which task groups would be done
first.
THE PATH: SHORT TERM TACTICAL PLAN
• With the Strategy in place, the focus changes to the Short Term deliverables that will enable that strategy
• For tracking purposes the Strategy was broken down into the first year’s deliverables to move the strategy forward
• These were then broken down further into quarterly (3 month) objectives
• This top-down model ensured alignment throughout the planning & execution processes between day-to-day activities and overall strategic goals
UNIVERSITY OF LETHBRIDGE – PM METHODOLOGY
• A snapshot of the 2015 “Annual” plan covering the last 2 quarters
of 2015 after the founding of the PMO.
THE PATH: IMMEDIATE TASK PLAN
• The Short Term Objectives are still too high-level to execute day to day.
• This led to an incredibly long and ugly spreadsheet being developed
• What this looks like is not important, what is important is the necessary tasks are identified, estimated, prioritized and assigned and finally, tracked to ensure the overall strategy moves forward.
• As tasks are completed to achieve milestones, the Tactical Plan scorecard is updated to reflect completion and distributed to illustrate value add
UNIVERSITY OF LETHBRIDGE – UGLY SPREADSHEET
• A sample of the 162-line long task list accompanying the first 6
months of the PMO’s tactical plan (as of December 2015)
STRATEGY & PLAN EXERCISE
• Using your example school, work as a group to identify 2 long term strategic goals that would define a successful PMO.
• For each strategic goal, identify 2 short term tactical objectives that would support the strategic.
• Finally, list 2-3 tasks per objectives that would need to be completed for the objective to be achieved.
• Fill your answers into the “STRATEGY SCORECARD” section of your worksheet
ALLOTED TIME: 20 MINUTES
KEY CHALLENGES
• Trying to solve the world… all at once
• “Selling” a 3 year plan for a solution to immediate problems affecting teams today
• Transitioning between Strategy, Tactical, and Task level views
• Being honest about organizational maturity around PPM
• Planning without “doing” anything / Whiteboard Daze
THE PATH: RECAP
• STRATEGY leads to OBJECTIVES leads to TASKS
• Each Strategy aligns back to the Core Values and Vision Statement
• Milestones are set up to ensure value realization
• Adjustments will be needed, ensure you establish expectations to that effect with your stakeholders!
REFRESHMENT BREAK!15 MINUTES PLEASE RETURN PROMPTLY AT THE TIME SPECIFIED
THE JOURNEYSTEPPING OUT THE DOOR
THE JOURNEY
This is where your plan falls apart.
It’s OK
Breathe.
Take the next step.
And the next.
And you’ll get there in the end.
THE JOURNEY
• After your plan has been set out, the hard work of getting the day to day job done occurs.
• For the PMO, there were 4 key areas that needed to be defined and addressed:
STAFFING
PROCESSES
TOOLS
SYSTEMS
THE JOURNEY: STAFFING
THE JOURNEY: STAFFING
• Staffing a PMO should consider 3 things:
1. The size of the portfolio How many people do you NEED to do the work?
2. The value to be realized How many people can you JUSTIFY having?
3. The complexity of the portfolio How senior do your people need to BE?
THE JOURNEY: STAFFING TO SIZE
• Staffing to size can be hard early in the PMO life
• Without the PMO doing its daily PPM operations, the Portfolio can be hard to define and quantify
• It is better to embrace uncertainty than make decisions based on bad information!
• If you don’t have enough information NOW, how do you get the information SOON to make a better decision?
UNIVERSITY OF LETHBRIDGE – 2 STAGE STAFFING
• The University of Lethbridge recognized the portfolio information
available at the inception of the PMO was insufficient to support
staffing decisions
• The University underwent a 2-stage staffing process to mitigate risk
• STAGE 1 involved transferring an existing resource into the team to
handle day-to-day operations and assist the PMO Manager with
refining the Portfolio.
• STAGE 2 occurred after the Portfolio was validated. In the UofL case,
Staffing was both the first AND last activity in the initial PMO setup!
THE JOURNEY: STAFFING TO VALUE
• Staffing to Value relies on strong documentation and analysis work back in the “NEED” stage
• You can go back and revisit the needs and value proposition assessment at this point, but it is much faster if that is done already
• The question involved in the Staffing to Value stage is whether your value proposition can support the number of staff proposed by Staffing to Size
• You want to plug your expected cost per staff into the original value model and evaluate how many staff members the value proposition supports
• This will tell you your MAXIMUM feasible team size
THE JOURNEY: STAFFING TO COMPLEXITY
• Staffing to Complexity involves moving from the question of “how many” staff, to “who” you need on the team
• Most post-secondary portfolios do not require a large bench of senior project managers!
• You want to consider the average complexity, cost, and number of stakeholders in your IT project environment
• It is good to have a mix of intermediate and junior staff to create succession and growth paths (as well as manage costs!)
UNIVERSITY OF LETHBRIDGE – STAFF MATRIXSize Complexity Cost Duration OVERALL (AVG)
Small: 35 Simple: 40 <100K: 48 <3mos: 35 Junior: 40
Medium: 15 Moderate: 12 100-300K: 3 3-6mos: 13 Intermediate: 11
Large: 3 Complex: 1 300K+: 2 6+mos: 5 Senior: 3
• The UofL employed a similar matrix to this to help determine the makeup of the team
• From this, 75% of the portfolio could be managed by Junior PM resources
• The remaining 25% required intermediate to senior support, but the low number of projects qualifying for senior oversight meant a high
intermediate PM could likely cover the rest
THE JOURNEY: STAFFING TO BUDGET
• The previous 3 steps are good tools to helping understand staffing needs and validate assumptions in a quantifiable way
• This does not mean the University can absorb the recommendations these suggest
• The PMO has to work closely with executive stakeholders on resourcing in its formative months to ensure the quantifiable results are shared and actioned where possible
THE JOURNEY: PROCESS
• Staff alone bring exceptional potential, but to reach full value they must be supported by clear, repeatable processes
• The PMO set forth Core Values of being lightweight as well as process-
driven
• Process is the vehicle for ensuring that positive results, when achieved, are repeatable in future
THE JOURNEY: PROCESS
• Process starts with a methodology and many exist already. Why start from scratch when you don’t need to?
• A list of methodology resources is listed at the end of this deck
• In many cases, the key pieces of process already exist and the PMO just needs to write them down
THE JOURNEY: PROCESS
• As a starting point, some of the key process questions to answer when starting out as a new PMO:
1. How are new projects identified?
2. Once identified, how are they defined?
3. Once defined, how are they approved? Who can approve them?
4. Once approved, who owns the project?
5. Who is responsible for the day-to-day project activities?
6. When issues occur, who needs to be involved to respond to them?
7. How will project status be reported, and to whom?
8. When will you know you are done? How is this information captured and reported?
9. How do you capture learnings and incorporate them from one project to another?
THE JOURNEY: PROCESS
• More fundamental than how good or bad the process is (it will change again very soon either way!), is that a process both exists and it written down.
• Borrowing from the Health Care field, if it is not written down, it never
happened so ensure your process is documented and available to others
• As a general recommendation, start simple and build as needed. You do not need to define dozens of standards and process documents.
• UofL PMO launched with 4 core PM templates and 2 process maps
UNIVERSITY OF LETHBRIDGE – PROCESS & TOOLS
• Combining Lightweight and Process-Oriented as goals may appear to paint the UofL PMO as having multiple personality disorder
• However these two factors are, in factor, supportive of one another
• A lightweight process, and simple process documents defining it, enabled the team to learn consistency quickly
• Continuous improvement closes gaps as they are identified
• The UofL launched with a Project Charter, Business Case, BRD, and Project Status Report as the core templates.
• And Project Governance and Project Management workflows as the two process documents.
THE JOURNEY: TOOLS
• Tools, as opposed to being standalone deliverables, are the tangible outcomes of Process work
• Tools (templates, documents and standards) are the result of answering process questions and translating the logic of the answers onto paper.
• Who owns the project? Who handles issues? When are you done? • These questions lead to the creation of a Charter, Statement of Work, or Scope
document.
• The tool journey is about identifying where in the process are these answers captured, and ensuring they are written down for future reference.
THE JOURNEY: TOOLS
• Tools will fit the process.
• Complex processes require many, complex tools.
• Simple processes require fewer, simpler tools.
• The RIGHT way to approach tool selection and creation is to define the process first and build out from there.
• Many examples of PM & BA artefacts exist. A list of several references is included at the end of this deck.
THE JOURNEY: SYSTEMS
• System work should only be undertaken after all of the other elements are complete (Staffing, Process and Tool definition)
• Systems institutionalize process and drive compliance but also reduce flexibility and agility
• Systems should therefore support existing processes and tools, not drive their creation!
THE JOURNEY: SYSTEMS
A PMO requires relatively few systems when the systems in use are implemented effectively:
1. A document management system for storing, sharing, and collaborating on project artefacts
2. A solid email system for sending and tracking written communication
3. A PPM tool to manage the project request list, active project queue, and store the project history
4. (Optional) A Learning Management System to capture and share best practices and institutionalize learnings
UNIVERSITY OF LETHBRIDGE – SYSTEMS
The UofL PMO uses the following systems for the PMO:
• Document Management: SHAREPOINT 2013 & O365
• Email: Outlook 365
• PPM: Workfront (incumbent), transition in progress to ServiceNow
• PPM2: Trello (for light-touch Intake queue management)
• LMS: Opportunity for future growth (Moodle potentially)
JOURNEY EXERCISE
• Using your example school, work through the top-down flowchart in your workbook labeled “PM Lifecycle”
• In each of the top 5 boxes, identify a major phase of the project lifecycle
• Using the 3 boxes below, identify an activity involved in that phase
• Once the boxes are filled in, identify ONE deliverable from each phase (a tangible outcome)
• Finally, circle any of the deliverables that would qualify as being a Tool that would apply to all (or most) projects of a similar nature in future.
ALLOTED TIME: 20 MINUTES
KEY CHALLENGES
• The Process-First approach
• Showing and proving incremental value
• Predicting and justifying staffing requests
• Documenting everything.
• Keeping up with your own success
• Finding the right system
THE JOURNEY: RECAP
• Establishing a high functioning PMO is a deliberate, methodical process that requires activities to be done in a sequence, with each step building on the previous step.
• By following this process, you limit risk, empower your people, and build upon real-time learnings ensuring your final PMO has the best chance of success.
Staffing Process Tools Systems (Staffing Part 2)
THE FIRST STEPWITH MANY MORE TO COME
THE FIRST STEP
• Fast forward 6 months and we are now sitting at June 2016
• A lot has gone on for the UofL PMO since September 2015
• A brief timeline of events over the first 6 months:• September 2015: Formation/Hiring of PMO Manager• September 2015: NEED defined
• October 2015: Core Values & Vision Defined, First Draft of Maturation Model completed• October 2015: First staff onboarded (1 BA)• October 2015: Portfolio cleanup complete, tool assessment complete
• November 2015: Full PMO plan completed (Strategy Objectives Tasks)• December 2015: Process documentation complete• January 2016: Tools in place & system setup complete• February 2016: Onboaridng and Training of remaining staff (1 BA + 2 PMs)
THE FIRST STEP: OUR WORKFLOWS
• INTAKES
• ACTIVE PROJECTS
Discover Analyze Evaluate Propose Approve
Initiate Plan Execute Monitor Close
THE FIRST STEP: INTAKE SNAPSHOT
THE FIRST STEP: ACTIVE PORTFOLIO SNAPSHOT
THE FIRST STEP: SHAREPOINT COLLABORATION
THE FIRST STEP: USING YAMMER TO EXPAND REACH
THE FIRST STEP: REPORTING ON SUCCESSQ1 Q1 Plan Q1 Results Q2 Plan Q2 Results
Implement effective stakeholder expectation management processes and tools Jaime
Intake and Initiate best practices followed in every project started after Jan 1, 2016
Publish toolkit and train team on toolkit and stakeholder management best practices
Publish toolkit and train team on toolkit and stakeholder management best practices
Complete as planned
Close remaining 2015 Intake activities that bypassed PMO best practices
Complete as planned
Execute formal scope and change management on every change with a >5% schedule impact
Marni75% or more of changes that meet 5% threshold in 2016 follow CR process
Publish Scope and Change Management toolkit; train PMO team on tools
Publish Scope and Change Management toolkit; train PMO team on tools
Resource assigned and timeline agreed, information gathering in progress
Develop Job Aid for scope change model; pilot best practices as changes occur
Complete as planned
Deliver on stakeholder expectations around solution quality/completeness Colin
Aim for 50% first-pass UAT successes across 2016 portfolio
Publish UAT Toolkit and guidelines; train PMO team on tools
Publish UAT Toolkit and guidelines; train PMO team on tools
Complete as plannedImplement UAT planning in all new (Apr 1 forward) projects
Complete as planned
Deliver on stakeholder expectations around delivery timelines Colin
Maintain an average of 1.1 SPI or lower over 2016 across all projects
Publish SPI calculation method and criteria; train PMO team on tool
Publish SPI calculation method and criteria; train PMO team on tool
Complete as planned Manage projects to schedule Complete as planned
Educate ITS staff on Projects model, methodology, and PMO offerings Fatouma
Deliver orientation training to 100% of IT Services management team
Identify key stakeholders Identify key stakeholders Complete as planned
Establish strategic communication roadmap for key stakeholders
Complete as planned
Educate key external stakeholders on PMO and Projects model PMO Team
Define & execute to external education strategy plan
Identify key stakeholders Identify key stakeholders
Complete as planned
Establish strategic communication roadmap for key stakeholders
Complete as planned
Communicate Successes of PMO within and outside ITS PMO Team Hold 2 project success
poster sessions in 2016Execute projects to build successes
Execute projects to build successes
Complete as planned Hold first poster session on Q1/Q2 completions
Lined up for Town Hall in July
Implement Performance Management model for PMO Team Colin
Train full PMO Team on tools, best practices, and expectations
Deliver PMO Boot Camp for all staffEstablish PMBA Competency matrix
Deliver PMO Boot Camp for all staffEstablish PMBA Competency matrix
Complete as planned
Establish professional development plan and goals for all team members
Complete as planned
Execute strategic portolio management model Colin
Actively manage portfolio ensuring accuracy and frequency of updates
Complete Workfront data cleanup
Complete Workfront data cleanup
Still outstanding cleanup of 7 projects required; added PPM tool evaluation to this initative
Evaluate fully revised Workfront system for long-term viability; make recommendation
Complete, tied to ServiceNow evaluation
Establish formal Center of Excellence AnaCreate PMO Knowledge Base, Learnings Repository, and populate
Populate Kbase with Methodology and Training documents
Populate Kbase with Methodology and Training documents
Complete as planned Augment Kbase with Job Aids and Process Guides Complete as planned
Establish Continuous Improvement model AnaCapture learnings and best practices from 100% of project completed in 2016
Train team on project closure and learnings capture process
Train team on project closure and learnings capture process
Complete as plannedPilot learnings capture process through first 2016 project completions
Complete as planned
Finish staffing PMO Team ColinTeam is right-sized to workfload and skills needed
Fill Project Management Vacancies
Fill Project Management Vacancies
Complete as plannedMonitor workloads and portfolio for over/under utilization
Complete as planned
Implement ITS quarterly resource forecast process Colin
Single-source of truth for 3-month operational resource plan
Deploy and train IT Managers on operational forecasting tool
Deploy and train IT Managers on operational forecasting tool
Complete as plannedPilot operational resource quarterly forecast capture
Deferred in lieu of strategic planning deliverables
Implement ITS project resource forecast process PMO Team
Single-source of truth for 3-month intergrated ITS resource plan
Deploy and train Project Managers on Project forecasting tool
Deploy and train Project Managers on Project forecasting tool
Complete as plannedPilot project resource quarterly forecast capture
Complete as planned
Implement Resource Capacity & Utilization Reporting Colin
Regular, accurate resource reporting is available
Identify reporting audience and format
Identify reporting audience and format Complete as planned Pilot quarterly resource
reportsDeferred in lieu of strategic planning deliverables
Utilize PM/BA Staff appropriately PMO TeamEnsure PMO staff spend <10% on non-PM/BA activities
Document and publish "service offering list" showing PMO vs. Non-PMO tasks
Document and publish "service offering list" showing PMO vs. Non-PMO tasks
Only achieved 70% PMO activitiy this quarter (as planned) due to training and transition
Ensure all PMO staff time and assignments are logged in Workfront resource module
Achieved 92% utilization
Manage Resource Pool Effectively
2016 Strategic Objectives 2016 Initiatives Owner MeasuresQuarterly Objectives
Build Confidence in Project Delivery
Raise Profile of ITS PMO
Form High Functioning PMO Team
THE FIRST STEP: REPORTING ON SUCCESS• 2013 – All year: 28 projects started, 16 completed*
• 2014 – All Year: 21 projects started, 11 completed*
• 2015 – Prior to PMO (Jan-Sep): 8 projects started, 3 completed*
• *2016’s new project standards are more stringent, meaning about 50% of the historical projects would not have qualified as projects under 2016 guidelines
THE FIRST STEP: REPORTING ON SUCCESS
THE FIRST STEP: REPORTING ON SUCCESS• Total Cost of Active Portfolio: $1,003,665
• Average Project Cost (plan): $34,600
• Average Project Duration (plan): 11 weeks
• Average Time to Close (actual): > 6 months
• Probability of Closure: 8/48 = 17% over 6 months*
(Increase from 4/62 = 6% in December 2015)
*Closure Rate is closer to 25% for small & medium-sized projects
• For future: % first-pass UAT successes:
• For future: % of change process compliance:
• For future: SPI
FINAL EXERCISE
• Using your example and the workbook, identify 5 metrics you would use to report on within your PMO
ALLOTED TIME: 10 MINUTES
PRESENTATION RECAP• Establishing a PMO starts with understanding the need and if there is value to
be gained
• Addressing the need requires vision to ensure the desired value is realized
• Achieving the vision requires a plan, which lays forth a path to follow and is captured in long term and short term plans
• Executing the plan is a journey that involves addressing people, process, tools and systems
• The first steps are the highest risk and require high visibility and reporting to reinforce value
THANK YOU FROM THE UOFL PMO TEAM! QUESTIONS?
APPENDIXES• TBD