it services delivery - program management office (pmo)
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Program Management in IT services delivery is different from managing programs in other businesses. In this slide deck, I tried to rTRANSCRIPT
- VSR
IT Service
Program Management & PMO
Program
Management in
IT Services
Business -- VSR
April, 2009
1 The views mentioned in this document are solely by the author and
does not reflect the views of any organization or entity
- VSR
Presentation Outline
IT Services Business Environment
IT Service Program Definition
Value delivery from IT Service Program
Knowledge Areas of IT Service Programs
PMO for IT Services Business
2
IT Services Business
Environment
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Indian IT Services Business - Journey
towards providing business value to
customers
Deliver Quality
Projects at
Velocity
Reduce Total
Cost of
Ownership
Align IT for
Business
Growth
Align IT for
Business
Transformation
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Program in IT Services Set of interrelated projects relating to single
customer
Set of non related projects for single
customer
Set of non related projects for multiple
customers (region, industry, technology etc)
Program definition in IT Services
Business
VARIANT 1
VARIANT 2
VARIANT 3
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Program definition in IT Services
Business (contd..)
Program Variant 1: A Program is a group of
related projects for a customer, managed in a
coordinated way to obtain business benefits,
control and transformation that is not available
from managing them individually
Program Variant 2: A Program is a group of
non-related projects for a customer, managed
in a coordinated way to optimize the Total Cost
of Ownership and to align IT with the Business
of that customer
Program Variant 3: A Program is a group of
non-related projects for multiple customers,
managed in a coordinated way to improve the
individual project performance.
In IT Services
Business, we
have to manage
three variants of
the program
Business
Value
Project
Value
IT Value
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Value Delivery from IT Service
Programs S. No Type of IT Program Value Parameters
1 Program Variant 1
Set of interrelated projects
relating to single customer
Business Value
• Reduce Time to Market
• Improve Gross Margins
• Increase Revenue
• Improve Cash flow
2 Program Variant 2
Set of non related projects for
single customer
IT Value
• TCO (Total Cost of Ownership)
• Optimal Outsourcing Mix
• Business and IT alignment
3 Program Variant 3
Set of non related projects for
multiple customers (region,
industry, technology etc)
Project Value
• Schedule
• Productivity
• Total Defect Containment
• Cost of Software Quality
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Possible Project Mix in a IT Service
Program S. No Project Type
1 Application Maintenance & Support
2 Composite Applications Implementation
3 Consulting
4 Custom Composite Applications Development
5 Custom Applications Development (Traditional)
6 Enterprise Applications Integration
7 Information Management
8 Infrastructure Management
9 Legacy Modernization
10 Package Implementation (Traditional)
11 Package Upgrade
12 Platform Migration (e.g Oracle to SAP)
Each
Program
consists of
the mix of
different
projects
PROGRAM
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VARIANT 1 – IT PROGRAM MANAGEMENT
Program Scope
Management Program
Management
Variant 1 Knowledge Areas: IT Service
Program Management
Program Time
Management
Program Cost
Management
Program Quality
Management
Project
Dependency
Management
Communication &
Information Management
Risk & Issue
Management
Transition Management
Value
Realization
Management Change Management
Benefits Realization
Management
Stakeholders
Management
Program Operations Management (infrastructure, space, invoicing, Visa, recruitment, BGC etc )
Program Knowledge Management
Business Risk
Management Disaster Recovery Management Business Continuity Management
Associate Relationship Relationship
Management Customers Relationship
Delivery Excellence /
Throughput Management
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VARIANT 2 & 3: IT PROGRAM MANAGEMENT
Scope
Management Project
Management
Variant 2 & 3 Knowledge Areas : IT
Service Program Management
Cost
Management
Time
Management
Knowledge
Management
Profitability
Management
Quality
Management Project Operations Management
(infrastructure, space, invoicing, Visa, recruitment, BGC etc )
Business Risk
Management Disaster Recovery Management Business Continuity Management
Account Mining/Presales Management Account Growth
Management Account Attrition Management
Associate Relationship Relationship
Management Customers Relationship
Communication
Management
Risk & Issue
Management
Multi Project Management Delivery Excellence / Throughput Management
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IT Service Business – Program
Management Office (PMO)
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Assumed Environment in a typical
Indian IT Services Company
There is separate Delivery organization which owns the Service Delivery
(Head Delivery, Program/Delivery Managers and Project Managers)
There is separate Quality organization, which takes the responsibility of
building assets of Program Management and conduct program
management process audits
There is separate Learning Academy , which takes the responsibility of
building Program Management competency
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IT Services Business - PMO Focus
Provide Central Visibility Of Program
Institutionalize Program Management Processes
Enable enhancement of Program Throughput
Provide Program Management Consultancy
Build Program Management Competency and Provide
Mentoring Support
1
2
3
4
5
Maintain Relationships with Delivery Team and
Customers
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Communication and Change Management 7
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IT Services Business - PMO Focus Provide Central Visibility of Program
• Maintain Executive cockpit , conduct
Stage Gate Reviews and provide
Alerts
• Conduct Predictability analysis and
provide Alerts
• Maintain and analyze Programs
Repository
• Conduct Program Risk Analysis
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IT Services Business - PMO Focus Institutionalize PgM Processes
• Standardize Program Management
Practices / methodologies and
Provide Tool Kits
• Select and implement Program
Management Tools
• Establish Process Capability
Baselines and improve Process
Capability of Program Management
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IT Services Business - PMO Focus Enable Enhancement of Program
Throughput • Promote Innovation and thought leadership
to improve throughput of a Program
• Enable Defect Prevention Management to
reduce rework in Programs
• Enable various techniques to optimize
Offshore-mix of a Program
• Enable usage of Delivery Accelerators to
improve quality and productivity of Program
deliverables
• Promote Best Practices, Lessons Learnt and
Knowledge Management culture within
Programs (Blogs, wikis, Disc Forums , SIG
etc)
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IT Services Business - PMO Focus Provide Program Management Consultancy
• Provide general consulting to
Programs/Projects
• Provide consultancy in
Benchmarking & Industry Practices
in Program Management
• Provide Trouble shooting
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IT Services Business - PMO Focus Build Competency in PgM and Provide
Mentoring
• Forecast and enable building
Program Management Competency
• Enable Program Management
Careers
• Mentor Program Managers/Project
Managers
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IT Services Business - PMO Focus Maintain Relationships with Delivery Team
and Customers
• Maintain relationship with Delivery
Team
• Maintain relationship with
Customers (as applicable)
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IT Services Business - PMO Focus Communication & Change Management
• Communicate and Brand PMO
• Enable Change Management to
accept PMO
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Indicative PMO Organization Structure
in IT Services Business Executive Sponsors
Steering Committee
Program Management Office
Consultancy/Mentoring
Head Delivery
Program Manager/
Delivery Manager
Program Manager/
Delivery Manager
Program Manager/
Delivery Manager
Program Manager/
Delivery Manager
Internal
Learning Academy
Internal Quality
Unit
Competency Management
Standardization and Institutionalization of
Practices
Program Visibility Management
Thought Leadership & Program Throughput
Enhancement
PgM Intellect Capital Management
Relationship/
Partnership Management
PMO
Structure
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Indicative Metrics for IT Services PMO
Success DIRECT MEASURES
– # of Consulting Engagements for PgM
– # of Mentoring Sessions on PgM
– # of Competency Building Sessions for PgM
– # of Interventions in Improving Program Quality & Throughput
– # of Knowledge Sharing Sessions conducted in PgM
– % utilization of Program Management Assets
– Internal customer Delight index
ENABLING MEASURES
Program Execution Performance
– Benefit Realization
– Health Index of a Program
– Productivity of a Program
– Risk Index of a Program
– Change Requests Index
Program Finance Performance
– Profitability
– Cost of Quality of a Program
– Estimation Accuracy
Customer Delight
– External Customer Delight Index
First, baseline the
existing Metrics and
then set the
benchmarks
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Steps to establish PMO in IT Services
Business SCAN ORG. ENVIRONMENT AND CONDUCT
GAP ANALYSIS
DEFINE PMO FORESIGHT AND ESTABLISH
GOVERNANCE STRUCTURE
IDENDITY PMO SERVICES
FINALIZE PMO INFRASTRUCTURE
ESTABLISH PARTENERSHIPS
TRIGGER CUTURE CHANGE
ESTABLISH MEASUREMENT & REVIEW
SYSTEM
PLAN FOR QUICK WINS
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IT Services Business PMO Architecture/
Components PMO PROCESSES
PMO SCORE CARDS
PMO SKILLS
PMO ORG. STRUCTURE
PMO TOOLS / APPS
COLLABORATION PLATFORM
PMO ASSETS
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IT Services Business - PMO Maturity
Levels
LEVEL 1
LEVEL 2
LEVEL 3
LEVEL 4
BUILD CULTURE: Communities of Practice: sharing
experiences and improving individual capabilities
FACILITATE AND SUPPORT: Project Enabling office: Provide
support on various aspects of project management. Provide
hands on project assistance
ENHANCE PROJECT VALUE: Project Management Office:
Project tracking and reporting, best practice repository and
access to PMs, consistency across the projects. Enhancing
project value
– Enable on-job learning through Apprentice of PMs
– Project consulting and mentoring
ENHANCE IT VALUE AND BUSINESS VALUE: Program
Management Office: Program Focus, Program Value
enhancement, Program level tracking and monitoring,
benefits measurement and corrective actions, alignment
with Customer IT & Business
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IT Services Business - PMO Should Focus
on both Project Life Cycles and Project
Management Life Cycle
Integrated Project
Management is the Key
for success
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PMO 2.0
Business Closer to PMO
and
PMO Closer to Business
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Critical Success Factors for PMO in IT
Services Business
Executive Sponsorship
Value Delivery Engine
Sophisticated Governance
Robust Review Mechanism
1
2
3
4
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Critical Success Factors for PMO Executive Sponsorship
• Budget and Time Commitment from
Executive Sponsor
• Commitment to bring cultural
change
• Commitment to reward the best
• Commitment to take corrective
actions as needed
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Critical Success Factors for PMO Value Delivery Engine
• Commitment to induct right skilled
people into PMO
• Value adding services to
Delivery/Program team
• PMO to act like a catalyst for
Problem Solving
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Critical Success Factors for PMO Sophisticated Governance
• System driven mandatory
governance controls
• System to have regular
communication on initiation of
Programs
• System to bring PMO interventions
at appropriate time
• Supporting structure in different
units
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Critical Success Factors for PMO Robust Review Mechanism
• System to early detect RED, GREEN, AMBER
Projects/Programs
• System to have skip level interaction with
customers to get the health of Program
• System to conduct value adding reviews (asking
right and relevant questions )
• System to help resolving issues with regular follow-
ups
• System to have virtual team to participate in quality
reviews
• System to have participation of Executive sponsor in
critical accounts review
• System to get the acceptance that PMO plays a role
of Devils Advocate
• System to include PMO reviews are seamless and
not overhead
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IT Services Business - PMO Skills
• Program Management experience
• Project Life Cycles
• Relationship Management
• Thought Leadership
• Industry/Business exposure
• Mentoring
• Consulting
• Problem Solving
• Risk Management
• Effective Review Management
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Thank You!
VSR
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