ESTABLISHING AN EFFECTIVE PMO

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1 ESTABLISHING AN EFFECTIVE PMO Michelle Griffiths, University of Oxford Simon Hogg, Oxford Brookes University Sally Jorjani, Edinburgh Napier University

2 Why are we here? Brief overview of Institutional PMO experiences Introducing the new UCISA PCMG PMO toolkit Interactive session

3 What problems does a PMO help resolve? Too many projects at once Insufficient resources Lack of prioritisation & co-ordination Don t know all the work which is going on Diversity of approaches Insufficiently informed decision making Cannot reliably plan and allocate resources Unexpected costs - Missed deadlines Failed projects - Frustration! Portfolio, Programme and Project Management not typically recognised as a key institutional capability!

4 Benefits of a PMO Centre of Expertise Resource Management Project Assurance Register of Projects Knowledge Sharing Better Projects! Standard Reporting Prioritisation Communication Strategic Alignment Informed Decision Making

5 What do you want the PMO to do? Portfolio Management Office (do the right projects) Programme Management Office (projects in the right order) Project Management Office (do projects the right way) collates information from different projects and programmes determines priorities carries out analysis to support decisions on which projects and programmes to progress or stop sets programme management standards maintains programme plans, risks, lessons and benefits registers collates programme reports sets project management standards produces reports on progress, risks, and finances carries out project support activities

6 What activities will your PMO undertake? Setting Project Management Methodology Maintaining a register of current & pipeline projects Maintaining templates Establishing Project Sites for all documentation Establishing a Programme Board Establishing a Reporting structure Prioritisation Managing Risks and Issues Training, knowledge centre Scrutiny of business cases, lessons learned, recommendations and benefits

7 Challenges Physical Location and ownership? Success criteria and KPIs? Management of the PMO? Stakeholder engagement? Dedicated staffing or %allocation of staff time? Information Management & Reporting? What work will be considered as a project? o IT projects only or all business change projects? o Only the largest and most important projects? o What about capital projects in Estates and Buildings? How will non-project work be managed? Methodologies? Tools?

8 Project Management Maturity Where are you?

9 Activity Time Question 1 With regards to Portfolio/Programme/Project management what is your biggest challenge? Question 2 - Do you have a form of PMO? Question 3 - What type of PMO would most closely meet your current needs? Question 4 -Would you be interested in contributing to the development of the PMO toolkit?

10 Resourcing the PMO PMO is an immature concept within the HE sector Project Management not viewed as essential - not always taken seriously Shortage of Staff with HE & PMO knowledge Anyone can be a successful Project Manager! Staff from outside HE sector can bring a more rigorous approach but don t understand the culture A successful PMO needs staff with resilience, determination and ability to influence

11 Stages in Setting Up Your PMO Stage 1 Embryonic (early months) Deliverables Clear Definition Accurate lists of projects and pipeline Reporting cycle Methodology Templates Repository Communications Tools & Techniques MS Office Stakeholder Engagement Establish connections into other Departments Senior Champion Risks Resources Lack of Buy in

12 Stages in Setting Up Your PMO Stage 2 Evolving (>12 months) Deliverables Cross project report Improved methodology Processes & Guidance, basic assurance Benefits Training Communication Tools & Techniques Consider PPM Tools Stakeholder Engagement Work with Project Boards Committees Risks Seen as interfering Visibility Lack of Buy in

13 Stages in Setting Up Your PMO Stage 3 Established (~24 months) Deliverables Increased benefits Better information Support University decision making Feed in Strategy Tools & Techniques Maximum use of PPM toolset Stakeholder Engagement How to improve Keep fresh Risks Become stale Requires more staff, seen as an overhead Lack of Buy in

14 Thankfully you are not alone! External best practice e.g. P3O Experience at other institutions Harvard University : University of Edinburgh : New UCISA Toolkit Establishing an PMO in HE Environment Autumn release Sharing with the HE community via UCISA Expertise outside of HE