Michael Landry, MBA, PMP Chief Project Controller

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1 Artistry of Project Management The Artistry Michael Landry, MBA, PMP Chief Project Controller Leadership is the art of accomplishing more than the science of management says is possible Colin Powell

2 is a professional and technical services firm, providing expert program management support and advanced technology solutions to both government and commercial entities for over 30 years.

3 In June, 2008, DoD/TMA consolidated three program offices into a single program office. Opportunity: Combining multiple and reinforcing vertical structures and processes into a single organization Adopting a matrix structure

4 Key Variables: Multiple support staff vendors Disparate practices Varying skill levels Parochial attitudes and norms Conflicting cultures Resistance to change

5 Overcoming strong barriers to horizontal linkages required to facilitate an effective matrix structure. Inter-organizational collaboration works against and obstructs traditional lines of accountability, which often makes participation in the organizational transformation uncomfortable as individuals struggle to preserve their norm (i.e., vertical structures and processes).

6 Objectives: standardization of processes risk mitigation, and creation of operational efficiency Three underpinning goals: reduce product delivery time to market, reduce sustainment cost, and increase quality of product delivery to market.

7 Guiding Principles: 1.Minimize impacts to development and sustainment activities 2. Maintain functional alignment Primary keys to successfully transforming the organization COMMIT COMMUNICATE EXECUTE

8 Create a Community of Interest forum for the exchange of ideas and approaches to applying the 44 interrelated processes advocated by the Project Management Institute - PMI and published within the PMBOK Guide.

9 Cross-pollinate tools and techniques for effective utilization of Project Management best practices to drive team performance. Planting the seeds of process improvement and nurturing growth of capabilities

10 Advocate adoption of Best Practices Identify commonalities and diversity of understanding Create a forum for collaborating solutions to challenges facing Project Teams in our environment

11 Alignment of best practice approach across PMO Consistency in project life cycle management methodology Increased capabilities of Project Leaders Awareness of tools and techniques Identification of continuous improvement opportunities

12 Monthly Session with Project Leaders Process centric, leader lead sessions Brainstorming and interactive session with the peer group Situational adaptation of process in actual PMO environmental context Consistency - Focus - Methodology - Relevance

13 Project Management Body of Knowledge - PMBOK Application area knowledge, standards, and regulations Understanding the project environment General management knowledge and skills Interpersonal skills Reference: A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition; Section 1.5 Areas of Expertise

14 23 Workshop Sessions Team Development & Dynamics Integration Management : Process Centric Perspective Schedule Development & Management: Back-2- Basics Risk Management practices, planning, execution, policies QA Audits and Measurements & Analysis

15 Catalog of Services Process Engineering: PMBOK and DoD Acquisition Framework PMBOK and CMMI-Service, Development, & Acquisition PMBOK and ITILv3.0 Practices Standardization Program/Project Metric Development Governance: Policy Development /Recommendations Practices Orientation and Adoption Project Remediation Project Planning Integrated Master Plan Assessment Integrated Master Schedule Assessment Tool Development

16 Synergize organizational awareness to drive effectiveness Mature capabilities Risk Management & Schedule Development & Management PMO Staff Level: Oversight capabilities Materiel Development Level: Execution effectiveness

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