Implement a Value-Add PMO. Tom Mochal, PMP, PgMP, TSPM, ITBMC

Transcription

1 Implement a Value-Add PMO Tom Mochal, PMP, PgMP, TSPM, ITBMC

2 Agenda Overview of PMOs Determining How to Provide Value to the Organization Value-Added Products and Services Putting it All Together the PMO Deployment Plan

3 High-level Value Proposition Companies define goals/strategies toward a desired future state Projects move a company toward goals / strategies Project management enables projects to be more successful PMOs implement good project management practices and support projects

4 The Standish Group Reports that 32% of IT projects successfully met their expectations for schedule, budget and scope in This is down from 35% in At the same time, the percentage of projects that are outright failures rose from 19% to 24%.

5 Eye-Opening News! It is widely believed that companies that implement Project Management Offices (PMOs) have a higher rate of success. Surprising (even shockingly) companies with PMOs generally fare no better then those companies without PMOs. The author of the Standish survey thinks "in some cases, compliance and governance processes caused programs to run longer and be delayed". "... projects don't do well, so you add governance. Then they do worse and you add more governance without ever knowing what you get out of it".

6 Common Question How long does it take to build a PMO? What is the cost of a PMO?

7 Understand Your PMO There are a thousand PMO types Determine which one is best for your organization Need solid foundation to push back when challenged

8 PMO Organization Scope Know who your sponsor is Identify your PMO customer Is it the project managers? Is it the entire organization Is it your business managers and sponsors? Need to know who you are trying to please Establish the boundary of the PMO

9 Secret of the Value-Add PMO We don t ask what should the PMO do? We ask how can the PMO help the organization move to its desired future state

10 Current State Assessment Look at the aspects of your organization where your PMO will have influence You are not building anything just describing what exists There will be different versions of the current state Need to draw consensus from different viewpoints

11 Potential Discussion Categories Mission / vision Goals / strategy Governance History Clients / customers Suppliers Stakeholders Project definition Portfolios Products and services Methodology Communication Repository Other initiatives Staff Locations Organization Tools

12 Future State Vision Set a vision for what your organization should look like in one to two years There is no one view of the optimum future state (unless sponsor dictates) Gather a consensus view Discuss same categories as current state If current state is similar to future state, discuss quickly and move on

13 Gap Analysis The gap is most important part of the CS/FS/Gap The gap is where the work is Evaluate each dimension Rate in terms of small, medium or large gap Rate in terms of high, medium or low priority

14 Recap We have discussed the current state of the organization in areas relevant to the PMO We have discussed what the future looks like We have determined the relative size and priority of the gap between current state and future state We have an organization, the PMO, to help close the gap and move us toward our future state Now let s determine how the PMO can provide the most value

15 We Need to Determine The products and services the PMO will offer How these services help to close the gap The resources required The relative priority of these products and services The timeframe when the products and services are developed, introduced and deployed

16 Potential PMO Services Project inventory Consolidated reporting Methodology management Training / coaching Project Quickstarts Project audits / assessments End of project reviews Repository management Organization assessments

17 Governance models Portfolio management PMO Services (cont) Setup, planning, execution, harvesting Roles and responsibilities Project management certification Project management tools Project lifecycle processes Hands-on project management PMO management more

18 Create a PMO Roadmap List the value-add work of the PMO Estimate resources to build and support the work Define the start timeframe and end timeframe

19 PMO Deployment Plan # Product / Service Q Effort Hrs * Start End 1 Time Reporting 100 Q2, 2010 Q2, Ongoing FTEs Portfolio Management Business Planning 100 Q2, 2010 Q2, Comments / Work Involved Discovery Project only. Determine options and implications. Time reporting is needed to enable a number of other needs, including project manager accountability for budget. Need to try to get something in place for this years capital budget process 3 Project Inventory 50 Q2, 2010 Q2, Determine all active projects now and ongoing 4 Methodology Management 500 Q2, 2010 Q3, Develop (buy) methodology, customize, enhance and support 5 Repository 300 Q2, 2010 Q3, Design and build repository, folder/file model Q Partner (Vendor) Management 100 Q3, 2010 Q3, Portfolio Management Management of the Portfolio 750 Q3, 2010 Q1, The ongoing work will be a part of methodology and training/coaching Permanent solution to provide robust portfolio management Roles and Responsibilities, Skills, Career Path 100 Q3, 2010 Q3, Project management and team roles 9 Training / Coaching 350 Q3, 2010 Q4, Train and coach project managers, project teams, clients, sponsors, managers, etc.

20 PMO Staffing Model Work Q Q Q Project Inventory.1 (B) Methodology.5 (B).5 (B).1.1 Repository.3 (B).3 (B).1.1 Portfolio Management - Planning - Ongoing management of portfolio Time Reporting (Discovery Project only) Partner Management.2 (B).1.5 (B).2.2 (B).1.5 (B) Q (B) Training / Coaching.35 (B).35 (B).5.2 (B) Roles.more.1 (B).05 PMO management Hands-on project management implications and timing unknown Total headcount

21 Present PMO Plan to Sponsor Gain approval or modify Provides chance for buy-in from executive team Gain approval for budget and resources required Set expectations for PMO value and timeframes

22 Execute the Roadmap Execute the plan as one or more projects Model good project management practices If the PMO does not follow processes no one else will Communicate proactively Maintain focus on providing value

23 Revisit the Roadmap Go through same process on a yearly basis Validate the work of the current PMO is still providing value Look for new gaps and new services for the PMO See if some services are no longer needed

24 Summary PMOs come in all shapes and sizes PMOs need to focus on providing value to the organization All work of the PMO should help move your organization to a desired future state The work of the PMO needs to be revalidated periodically to ensure current value

25 Questions?