pmo and leadership pitfalls to avoid - pmi-milwaukee.org€¦ · project-specific pmo/project...
TRANSCRIPT
PMO and Leadership
Pitfalls to Avoid
Copyright © Wale Elegbede. All rights reserved.
Wale Elegbede, PMO Manager | Senior Project Manager
Mayo Clinic
Disclosures
Financial: Wale Elegbede is a full-time salaried employee at Mayo Clinic Rochester where he is a PMO Leader and Senior Project Manager at the Center for Regenerative Medicine. Wale owns Unique Data Solutions, a software consulting company and is co-owner of E-team Consulting. Wale is a member of the board of directors of the People’s Food Cooperative, and receives some board compensation. He receives honorarium for continuing education courses and seminars, including this one.
Nonfinancial: In addition to his salaried position, Wale Elegbede is a non-salaried member of the PMI La Crosse- Rochester Chapter, La Crosse Interfaith Shoulder to Shoulder Network (LISSN), and People’s Food Cooperative.
Copyright © Wale Elegbede. All rights reserved.
Learning Objectives
At the conclusion of this session, participants will be able to:
Recognize challenges and major pitfalls PMOs and leaders should avoid as they manage their project management offices.
Identify some techniques that can be used to overcome PMO and Leadership challenges.
Copyright © Wale Elegbede. All rights reserved.
Agenda
Introduction
Personal Background and Professional Experience
Mayo Clinic
Pitfalls and Solutions
Conclusion
Copyright © Wale Elegbede. All rights reserved.
18+ years’ experience in project portfolio
management.
Industries: Information technology, consulting
and business start-ups, software development,
e-commerce, supply chain and manufacturing,
retail, healthcare
Board of Directors: Vice President of the La
Crosse – Rochester Project Management
Chapter, People’s Food Cooperative (La
Crosse & Rochester, Founding Board Member
of Shoulder to Shoulder La Crosse
Wale Elegbede
Copyright © Wale Elegbede. All rights reserved.
Education: B.S. in Information Systems,
Masters of Business Administration degree in
Leadership Emphasis
Certifications: Project Management
Professional, Certified Scrum Master. ITIL
Foundation Certificate in IT Service
Management., Agile Service Manager (CASM)
from the DevOps Institute
Wale Elegbede
Copyright © Wale Elegbede. All rights reserved.
Led multidisciplinary project team at Mayo Clinic to implement the first CAR T-cell therapy service line - new FDA-approved immunotherapy for adults with non-Hodgkin’s lymphoma. CAR- T is one of the most promising new areas of cancer treatment that studies have shown yields positive results with an objective response rate of 82%.
Started a small business software company and developed a lumber business management inventory system that increased sales by $30.3 million (INC 5000).
Developed manufacturing & production system for Miken Sports, Rawlings Sporting Goods.
Speaking ( E.g. PMI Global Conference, PMI PMO Symposium. PMI Projectified Podcast)
Some Achievements
Copyright © Wale Elegbede. All rights reserved.
8
Copyright © Wale Elegbede. All rights reserved.
9Ben Curtis / AP
Africa | Togo's poll loser 'is president'. (2005, April 27). Retrieved from http://news.bbc.co.uk/2/hi/africa/4488849.stmCopyright © Wale Elegbede. All rights reserved.
Akingboye, O., A., & F. (2017, May 28). Violence against children: UNICEF lists Nigeria as
"Global Pathfinder". Retrieved from https://guardian.ng/news/violence-against-children-
unicef-lists-nigeria-as-global-pathfinder/Copyright © Wale Elegbede. All rights reserved.
Influence
the capacity to have an effect on
the character, development, or
behavior of someone or something,
or the effect itself.
(n.d.). Retrieved from https://www.merriam-
webster.com/dictionary/influenceCopyright © Wale Elegbede. All rights reserved.
Strategy
“The essence of strategy is
often choosing what not
to do”
“A good competitive
strategy will result in
sustainably superior performance”
Michael PorterCopyright © Wale Elegbede. All rights reserved.
MAYOCLINIC
AN INSIDE LOOK AT
(n.d.). Retrieved from Mayo Clinic
PRIMARY VALUE
In its earliest days, one of Mayo Clinic’s founders, William J. Mayo, MD,
stated,
“The best interest of the patient is the only interest to be considered.”
That primary value — the needs of the patient come first — has guided
Mayo’s practice throughout its history and at every Mayo campus.
(n.d.). Retrieved from Mayo ClinicCopyright © Wale Elegbede. All rights reserved.
Mayo Clinic (2017, February 17). Mayo Clinic Face Transplant. Retrieved from https://www.flickr.com/photos/mayoclinic/sets/72157678243262502/with/32096697044/Copyright © Wale Elegbede. All rights reserved.
Mayo Clinic (2017, February 17). Mayo Clinic Face Transplant. Retrieved from https://www.flickr.com/photos/mayoclinic/sets/72157678243262502/with/32096697044/
Copyright © Wale Elegbede. All rights reserved.
Regenerative Medicine 2015Across ages and organs
(n.d.). Retrieved from Mayo Clinic, Center for Regenerative MedicineCopyright © Wale Elegbede. All rights reserved.
POLL
18Copyright © Wale Elegbede. All rights reserved.
Copyright © Wale Elegbede. All rights reserved.
PMO PRIMER
20Copyright © Wale Elegbede. All rights reserved.
Five PMO Frameworks
Organizational Unit PMO/Business Unit PMO/Divisional
PMO/Departmental PMO
Project-Specific PMO/Project Office/Program Office
Project Support/Services/Controls Office or PMO
Enterprise/Organization-wide/ Strategic/ Corporate/
Portfolio/Global PMO
Centers of Excellence
In the 2013 Pulse of Profession, “survey respondents (53%)
said matched perfectly/very close to the actual functions
of the PMO in which they work. Another 43% said the PMO
descriptions somewhat describes the functions, whereas only 4% said there was not a good description ”
21
Copyright © Wale Elegbede. All rights reserved.
PMO Structure
A PMO is a management structure that standardizes project-related governance processes and facilitate sharing of resources, methodologies, tools and techniques.
Generally there are 3 PMO Models
Supportive
Controlling
Directive
22
PMBOK 5th (2013), p.11Copyright © Wale Elegbede. All rights reserved.
PMO Models
Supportive PMO Controlling PMO Directive PMO
• Low degree of influence
and control over projects.
• Moderate degree of
control.
• Extremely high degree of
control
• Consulting role to projects
and project teams.
• Templates, best practices,
training, access to
information, and lessons
learned”
• Supporting and
requires Compliance
• Project management
frameworks, methodologies,
templates, forms and tools,
• Conformance to
governance”.
• PMO is accountable for the
project management
function and responsible for
providing program and
project management
resources to run projects.
Copyright © Wale Elegbede. All rights reserved.
PPM Maturity Model
24
Copyright © Wale Elegbede. All rights reserved. (n.d.). Retrieved from PM Solutions
Pitfalls and
Solutions
25Copyright © Wale Elegbede. All rights reserved.
Pitfall #1
We don’t focus on delivering what is important to our stakeholders.
26
Copyright © Wale Elegbede. All rights reserved.
Solution #1
27
Big Hairy Audacious Goals (BHAGs)
(n.d.). Retrieved from http://countingcoins.co.za/why-you-and-your-business-need-a-big-hairy-audacious-goal/
https://www.partycity.com/biggest-afro-wig--ever-175933.html
Wildly Important Goals (WIGs)
Copyright © Wale Elegbede. All rights reserved.
Project
“Projectum”
“Proicere” means
Before An Action
28
Back to the Roots
(n.d.). Retrieved from https://en.wikipedia.org/wiki/ProjectCopyright © Wale Elegbede. All rights reserved.
Center for Regenerative Medicine PMO
Track clinical trial projects
Track investigational new drug (IND) projects
Track investigational device exemption (IDE) projects
29
Keep Business Case in Mind
(n.d.). Retrieved from https://en.wikipedia.org/wiki/ProjectCopyright © Wale Elegbede. All rights reserved.
Center for Regenerative Medicine PMO
Track projects by PMI phases and other business unit specific phases.
Ensure projects are completed on time, on budget, within scope and with quality.
Working on the right projects
Fail Fast and not Fail Big
30
Keep Business Case in Mind
(n.d.). Retrieved from https://en.wikipedia.org/wiki/ProjectCopyright © Wale Elegbede. All rights reserved.
Critical Success Factors
Provide Value to the Center and Institution
Agile and Flexible
Organizational Culture
Team Collaboration & Communication
Executive Buy-in
Continuous Improvement (Standards and Processes)
Transparency and Visibility
Leveraging existing infrastructure tools
31
Copyright © Wale Elegbede. All rights reserved.
Pitfall #2
We don’t earn credibility before we
push down other important initiatives.
32
Copyright © Wale Elegbede. All rights reserved.
Pitfall #2 - We don’t earn credibility before we push down other important initiatives.
Treat your PMO as a project. We need to
constantly be top of mind, dependable,
professional, and a strategic business partner.
Don’t create PMO for the sake of it.
33
Copyright © Wale Elegbede. All rights reserved.
Assessments,
Strategy, JustificationPlanning Execution
Continuous
Improvement
Business Case
Dept Support
Project Governance
ModelsFunding
Assemble Project
Managers
Documentation of Processes
Monitor and
Improve
• Understand Current State• Understand Business drivers• Gaps Analysis• Department Buy in• Gain Exec Leadership• Sell the Plan
• Identify Project Managers for Focus areas• Establish Governance Models• Define Process• Identify Supporting Tools• Secure Funding and Staffing• Assemble Team
• PMO is established*• PM’s assigned to
projects• Resource Allocation• Execution of
processes
• Monitor and continuously improve
PMO Roadmap and Journey
Copyright © Wale Elegbede. All rights reserved.
Mistakes
Happen
FAIL FAST, LEARN, AND MOVE FORWARD
35Copyright © Wale Elegbede. All rights reserved.
36
(n.d.). Retrieved from https://www.youtube.com/watch?v=7bZXRWl7N6c
Copyright © Wale Elegbede. All rights reserved.
Solution #2
Be Patience (Earn Credibility First).
37
Copyright © Wale Elegbede. All rights reserved.
38
Copyright © Wale Elegbede. All rights reserved.
39
Copyright © Wale Elegbede. All rights reserved.
PMO PROJECT
HIGHLIGHTS
40Copyright © Wale Elegbede. All rights reserved.
41
CAR T-Cell Therapy
Understanding Chimeric Antigen Receptor (CAR) T-Cell Technology
[Brochure]. (n.d.) Santa Monica, CA: Kite Pharma.Copyright © Wale Elegbede. All rights reserved.
Short 2 min video of Car- t
VIDEO
42(n.d.). Retrieved from https://www.kitepharma.com/our-research/technology/#carCopyright © Wale Elegbede. All rights reserved.
43
RECLAIM
Trial of REcycled CartiLageAuto/Allo IMplantation for the Treatment and Repair of Focal Knee Cartilage Defects
• New technology specifically developed at Mayo Clinic that is being tested right now
• Recycle cartilage from the patients knee, combine it with stem cells from donor bank, and within one surgery and fix cartilage in the patient, so that patients can get back to their daily lives and even sports
Copyright © Wale Elegbede. All rights reserved.
POLL
44Copyright © Wale Elegbede. All rights reserved.
Copyright © Wale Elegbede. All rights reserved.
Pitfall # 3
We don’t focus on our team.
46
Copyright © Wale Elegbede. All rights reserved.
Schwartz, T. (2013, November 12). What Would Make You More Satisfied and Productive at Work?. https://hbr.org/2015/12/engaging-your-employees-is-good-but-dont-stop-
thereCopyright © Wale Elegbede. All rights reserved.
We don’t focus on our team
For your PMO to lead, and achieve
extremely high efficiency, you need to
inspire your team, and not simply satisfy
and engage them.
48
Copyright © Wale Elegbede. All rights reserved.
49
Schwartz, T. (2013, November 12). What Would Make You More Satisfied and Productive at Work?.
Retrieved from https://hbr.org/2015/12/engaging-your-employees-is-good-but-dont-stop-thereCopyright © Wale Elegbede. All rights reserved.
Solution #3
Take care of your Team and PMO.
50
Copyright © Wale Elegbede. All rights reserved.
Servant Leadership Model
51
(n.d.). Retrieved from https://www.modernservantleader.com
Investors
Customers
Employees
Leader
Leader
Employees
Customers
Investors
Servant Leadership Pyramid ModelCopyright © Wale Elegbede. All rights reserved.
Servant Leadership, Defined
Robert K. Greenleaf: The servant leader is servant first.. It begins with the natural feel that one wants to serve first. Then conscious choice brings one to aspire to lead….”
James Hunter: “ Real servant leaders are committed to the growth and renewal or all with whom they come into contact… Leadership in every phase of your life can only happen if others like what they see in you, respect you, and want to achieve what you are asking them to be and do”
52
Greenleaf, R. K. (1970). The servant as leader. Robert K. Greenleaf Publishing Center.Batten, J. (1998). Servant leadership: A passion to serve. John Wiley & Sons, New YorkCopyright © Wale Elegbede. All rights reserved.
PMO Maturity Model
53
(n.d.). Retrieved from PM SolutionsCopyright © Wale Elegbede. All rights reserved.
Servant Leadership, Best Test
“The best leaders are clear. They continually light the way, and in the process, let each person know what they do makes a difference. The best test as a leader is: Do those served grow as persons; do they become healthier, wiser, freer, more autonomous, more likely themselves to become leaders?”
- Robert K. Greenleaf
54
Greenleaf, R. K. (1970). The servant as leader. Robert K.
Greenleaf Publishing Center.Copyright © Wale Elegbede. All rights reserved.
55Copyright © Wale Elegbede. All rights reserved.
56
BOND WITH YOUR TEAM
Copyright © Wale Elegbede. All rights reserved.
Thank you!
Questions
Copyright © Wale Elegbede. All rights reserved.
Contact Wale
58
@waleelegbede
@welegbede
Copyright © Wale Elegbede. All rights reserved.