should you establish a project management office (pmo)?
DESCRIPTION
Should You Establish a Project Management Office (PMO)?. What is a PMO?. Deploys a consistent methodology Provides common management structure Promotes best practices Training/Mentoring/Coaching Gathers/Tracks metrics from all projects Promotes PM throughout the organization. - PowerPoint PPT PresentationTRANSCRIPT
What is a PMO?
Deploys a consistent methodology Provides common management structure Promotes best practices Training/Mentoring/Coaching Gathers/Tracks metrics from all projects Promotes PM throughout the organization
The PMO Value Proposition
A successful PMO enhances an organization’s ability to execute projects and make deliverables on time and under budget while improving the overall level of quality.
The PMO Value Proposition
A successful PMO could improve performance
in all three areas of the QSP triangle
Quality
Service Price
The PMO Value Proposition
Quality
Service Price
(More Valuable Deliverables)
(More Efficient Performance) (Reduce Waste)
The cost of the PMO must be
exceeded by the benefits
Styles of PMOs - Centralized
One PMO office with a group of managers and services
Every project includes a PM from the PMO
Easier to manage and consolidate metrics
Expertise may not be portable among projects
Styles of PMOs - Distributed
Central PMO organization not including PMs
Might have multiple document repositories (for different disciplines)
Supports PMs on projects Consistency is harder Coordination might be harder
Styles of PMOs - Assistive
No, or very small, central organization Offers guidance to other departments
on project management issues Training/coaching Good way to do a little that could pay
off a lot
PMO’s in IT
PMOs have been around for years IT “discovered” PMOs during Y2K Consulting firms used PMOs
Building a PMO
No two PMOs are alike PMOs are customized to the organization
Define the PMO’s function Full/limited
Formalize the PMO organizationally Decision making/expectations
Components of a PMO
Mission Strategy Sponsor Stakeholders Clients Objectives Products/Services Transitional Activities
• What the PMO does
• How it is done and for whom
• Alignment with business value
• Vision statement
• Principles/Goals
"The Acme Project Management Office (PMO) implements and supports project management methodology to enable our organization to deliver projects faster, cheaper, with higher quality, and within estimates and expectations."
"The Acme Project Management Office (PMO) implements and supports project management methodology to enable our organization to deliver projects faster, cheaper, with higher quality, and within estimates and expectations."
Components of a PMO
Mission Strategy Sponsor Stakeholders Clients Objectives Products/Services Transitional Activities
• High-level set of directions
• Align PMO strategically
• Long-term goals (years)
• Tactical decisions (day-to-day)
Components of a PMO
Mission Strategy Sponsor Stakeholders Clients Objectives Products/Services Transitional Activities
• Responsible for PMO funding• Manager PMO reports to• Critical for culture change• Political support• Policy enforcement
Components of a PMO
Mission Strategy Sponsor Stakeholders Clients Objectives Products/Services Transitional Activities
• Person/group staked in PMO• Internal/External • Collaborative organizations • Suppliers• Investors
Components of a PMO
Mission Strategy Sponsor Stakeholders Clients Objectives Products/Services Transitional Activities
• Requestors of PMO service• Others the PMO helps achieve their project and business goals
Components of a PMO
Mission Strategy Sponsor Stakeholders Clients Objectives Products/Services Transitional Activities
• Concrete statements• Lower-level milestones• Achievable• Measurable• Timed• Evaluated at end of project and/or end of time period
Components of a PMO
Mission Strategy Sponsor Stakeholders Clients Objectives Products/Services Transitional Activities
• Tangible deliverables• Services• Fulfilling others’ needs• Achievement of objectives
Components of a PMO
Mission Strategy Sponsor Stakeholders Clients Objectives Products/Services Transitional Activities
• Building the PMO• Staffing• Procedures
Deploying a PMO
Create (or buy) a project methodology Provide training and coaching Conduct project audits/assessments Provide consolidated metrics Consulting firms can fill gaps Culture change Deploy in waves
Deploying a PMO
Culture change People will have to do things differently Requires different behaviors More than teaching new skills Evaluate aspects driving behavior
Reinforce positives Eliminate/change negatives Consultants can drive change sometimes
Deploying a PMO
Culture change First do a gap analysis to show need
Culture Enablers/Barriers/Attitudes Success rates Roles Skills Standards Work environment
Deploying a PMO
Culture change First do a gap analysis to show need
Use a cross section of staff Interviews Surveys Focus groups
Use the gap analysis to define the future look of the PMO
Deploying a PMO
Deploy in waves Don’t change things all at once General awareness sessions Project management training Standards/Templates Reward/Recognition system Get management buy-in Audits and evaluations PMO support organization
The Methodology
Processes Procedures Templates Best Practices Standards/Guidelines/Policies Must be adaptable “Methodology management”
Methodology Management
Development Build/Buy/Buy and Customize
Support Questions/Repository/Training
Enhancements Expanding/Training/Enhancing
Don’t over-engineer it.Don’t let methodology get in the way.
PMO Training
Scope of training Teach all stakeholders Decide which skills you will teach
Determine needs Respond to feedback
Create training strategy Delivery, audience, timing, in/outside
Develop/buy curriculum
PMO Coaching
More informal than training More one-on-one Talking through situations Align coaching services with
deployment
Audits
In order for new processes to be adopted successfully, they must be used properly
Project-level audits Don’t audit every projects Identifies failures to use methodology
Organizational audits
Audits
Project-level audits Did stakeholders participate? Stakeholders approve project definition? Work plan being used? Is it accurate? All deliverables completed? On track: cost, duration, quality? Are risks being managed? Are issues being managed?
Consider outsourcing this effort.
Audits
Organizational-level audits Show how the “gap” is closing Keep you stakeholders informed Identifies compliance (or not) Identifies whether or not the PMO is a
good idea for the organization Identifies if PMO is being delivered in the
best way for the organization
Consider outsourcing this effort.
Audits
Trend successive audits Identify changes that need to be made Identify training needs Stress progress along lines of
business alignment Don’t be afraid to say things are wrong It’s probably not going to be totally
successful
Metrics
Consolidate metrics and reporting Organization-wide portfolio
This is a great way to be visible and useful to upper management
This can also be time consuming Very hard to measure the value of the
PMO precisely (like holding a cloud)
Metrics
Problems gathering project metrics Timeliness –response is low priority Accuracy – reported status is not correct Completeness – too brief
Be clear and concise Use standards and automation
Metrics
Savings with scope change mgmt. Savings with risk management Savings by proactive action Savings by way of re-use Assess the value of increased quality The PMO is likely to increase everyone’s
workload and responsibility… so probably won’t be liked by everyone
Other PMO Services
Document Repository Re-use of templates, schedules, project
documents, etc. Use technology Historical archive
Other PMO Services
Best Practices Post-mortem analysis on projects Lessons learned Improve methods, procedures