Creating a PMO out of Thin Air The Art of Persuasion. Sally Trigg Leon Spackman

Size: px
Start display at page:

Download "Creating a PMO out of Thin Air The Art of Persuasion. Sally Trigg Leon Spackman"

Transcription

1 Creating a PMO out of Thin Air The Art of Persuasion Leon Spackman

2 Speaker Introductions and Roles Hired as Project Manager Led PMO Creation Effort, became PMO Manager Currently Manager of Strategic Planning Office Leon Spackman Hired as Lean Manager Supported PMO Creation Effort Currently Director of Vendor Relations Management Slide 2

3 Definition Persuasion: Getting someone to think a certain way and/or to do a certain thing. Slide 3

4 Slide 4 First, The Story

5 LHP Project Management History and Baggage Previous PMO at Lovelace ended 2009 Multiple enterprise projects managed off the side of the desk Corporate IT PMO in Nashville IT Projects with contracted PMs 2010: Idea of new PMO comes up, goes away Beginning of 2011: 2 FTE PMs doing vendor management and managing an enterprise project Slide 5 Leon Spackman

6 Early 2011: PMs Educate Leaders about Project Management Project definition, prioritization Project Update Report Weekly Project Update Presentations to Leadership Major PM-led enterprise project completed Slide 6 Leon Spackman

7 Second Quarter 2011: PMs Create PMO Development Project. Focus: Persuasion Regular team meetings Team Lead develops project plan, drives project Core project team creates initial presentation, vets with individual leaders. Responses vary Preparation for major persuasive presentation to executives Slide 7

8 PMs Continue to Add Value. Focus: Persuasion Continue written project update report and presentations Develop and roll out meeting facilitation templates and training Create PM LITE simplified project management appropriate for intradepartmental projects. Slide 8

9 PM LITE Development. More Persuasion Process flow Templates: Charter Communication plan Status report Closure document Three-hour class Milestone document (simplified plan) Risk and issue logs Lessons learned Constant communication with Leadership, including PM LITE presentation Leadership makes PM LITE mandatory for all medium-sized projects Slide 9

10 Slide 10 Second: Justifying the PMO s Existence Persuasion

11 How do we convince our audience to create a PMO? Our Steps 1. Recruit PMO Sponsor 2. Create presentation 3. Shift from our point of view to Leadership s point of view 4. With sponsor s support, vet presentation with leaders, revise 5. Make presentation to LHP CEO, then to entire Leadership Slide 11

12 PMO Proposal Presentation Our Persuasive Approach Part 1 Presentation Title PMO: An Essential Component Opening Databite results of 2002 survey: inadequate project management implementation constitutes 32% of project failures, lack of communication constitutes 20%, and unfamiliarity with scope and complexity constitutes 17%. In short, nearly 70% of project failures can be attributed to project management and process. Slide 12 Leon Spackman

13 PMO Proposal Presentation Our Persuasive Approach Part 2 PMO definition: A Project Management Office (PMO) is an organizational entity established to assist project managers throughout the organization in implementing project management practices, methodologies, tools, and techniques. Slide 13 Leon Spackman

14 PMO Proposal Presentation Our Persuasive Approach Part 3 Explore current project management problems Project Failures Added work and issues late in project Inconsistent project management practices across LHP Inadequate project change, risk, and resource management processes and documentation Lack of metrics for measuring project effectiveness No standard project formation process Failure to link projects to strategic goals Inconsistent project reporting and documentation Slide 14 Leon Spackman

15 PMO Proposal Presentation Our Persuasive Approach Part 4 Describe proposed PMO roles: Enterprise Project Management Project Portfolio Development & Management Project Resource Management PM Staffing and Training Intradepartmental PM Training, Coaching, Oversight PM Standard Process, Tools, and Methodology Development Strategic Planning Process Oversight: Planning, Development, Documentation PM Metrics and Reporting Slide 15 Leon Spackman

16 PMO Proposal Presentation Our Persuasive Approach Part 5 Explore Benefits to LHP from PMO: Projects scoped, examined before approval Resources are planned for lifetime of projects Organization-wide metrics developed to measure projects and PMO Projects developed in consistent way using standard templates and tools Intradepartmental project managers get coaching Strategic Planning orchestrated Slide 16 Leon Spackman

17 PMO Proposal Presentation Our Persuasive Approach Part 5 MOST IMPORTANT: PMO Saves Money because: Less project rework Fewer failed projects (with lost revenue) Less employee burnout throughout organization because of poor resource planning Less project delay Fewer regulatory sanctions Slide 17 Leon Spackman

18 PMO Proposal Presentation Our Persuasive Approach Part 6 Emphasize Work already done to develop LHP Project Management Capabilities: Already developed PMO Mission & Vision Two PMs doing work that adds value to LHP Already developed project formation process Already developed PM LITE Slide 18 Leon Spackman

19 PMO Proposal Presentation Our Persuasive Approach Part 7 Show we have a realistic, concrete plan through Phase 1: Phase 2: Phase 3: Projects managed PMO staffed PMO charter Portfolio oversight and documentation PM LITE Training PM Guidelines (risk, cost, resource, change) set up Resource planning and reporting set up 2012 Projects set up 2013 strategic planning, metrics established Slide 19 Leon Spackman

20 PMO Proposal Presentation Our Persuasive Approach Part 8 Proposal Ending: Quote : Building a Project Management Office (PMO) is a timely competitive tactic.organizations who establish standards for project management, including a PMO with suitable governance, will experience half the major project cost overruns, delays, and cancellations of those that fail to do so. Gartner Industry Research Slide 20 Leon Spackman

21 Slide 21 Third, Making it Happen Focus: Persuasion

22 Late 2011: Accelerated Strategic Planning. PMO proves its value Late 2011: Develop 3-year strategic plan in 6 weeks. PMs orchestrate process Strategic Plan completed October 30, Projects identified 13 total Slide 22

23 Late 2011: Accelerated Project Formation, PMO Development. PMO proves its value Shock over number of new projects PMO goes into High Gear Determines staffing needs, makes proposal. Approval takes months. Creates Project Information template Gathers project information in project SME meetings Leads project prioritization process Slide 23

24 PMO Staffing It Takes Time and Work. Creating and fine-tuning job description. Justifying staffing requests while defining projects Dealing with salary concerns scale needed revision Working with HR to recruit applicants Orchestrating interviews with project stakeholders Not settling for warm bodies, but seeking the best people Orienting and training new hires Slide 24

25 PM LITE Rolled Out. PMO proves its value Senior Managers identified students based on PM characteristics Process, templates taught in 3-hour session with high evaluation scores Over 75 attendees to date Currently polling LHP for further classes desired Slide 25

26 Developing PMO Tools No Time. Solution: Consultant Hired Project management documentation templates Standard project management process for enterprise projects Metrics for project management and PMO Alignment of LHP PMO with Corporate PMO Resource and financial management tools Risk and issue-tracking tools Slide 26

27 Development of Strategic Planning Office: more Persuasion Recognition that strategic planning belongs outside PMO. Projects come from Strategic Plan, not vice versa. Feb 2012: Presentation proposing separate office presented to CEO. Proposal accepted. Slide 27

28 Development of Strategic Planning Office: more Persuasion Current SPO status 1.5 staff members 2011 Strategic Plan Rolled Out posters, quiz, training SP calendar/process developed SP Work Team formed Environmental analysis and SWOT Completed Developing 2012 Strategies Slide 28

29 Current PMO Status 8+ PM Staff members working 2012 projects Executive Portfolio Status Update streamlined, automated Regular Project Portfolio Report-outs to Leadership Templates developed and adopted Vendor Selection Process in development Financial tools being developed Slide 29

30 What did we learn about creating a PMO? How did we PERSUADE?

31 Advice for creating a PMO Develop tools, processes independently and early Seek out advice of potential sponsors Research history of project management at organization & the remaining baggage, then deal with baggage Form PMO Development Project and stick with it Focus on the needs of the organization, not on what you want or think is a good idea Have a concrete plan Slide 31 Leon Spackman

32 Questions? Thank you! Slide 32 Leon Spackman

MGMT 4135 Project Management. Chapter-16. Project Oversight

MGMT 4135 Project Management. Chapter-16. Project Oversight MGMT 4135 Project Management Chapter-16 Project Oversight Project Oversight: defined as a set of principles and processes to guide and improve the management of projects. Ensures projects meet the needs

More information

Creating an Enterprise PMO Global Mining IT and Communications Summit

Creating an Enterprise PMO Global Mining IT and Communications Summit Creating an Enterprise PMO Global Mining IT and Communications Summit November 5, 2013 Sharon Gietl VP of IT and CIO The Doe Run Company: Who We Are A global supplier of lead metal and alloys Second largest

More information

WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)?

WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,

More information

Project Management Office Charter

Project Management Office Charter Old Dominion University Office of Computing and Communication Services Project Management Office Charter Version: 1.0 Last Update: February 18, 2010 Created By: Anthony Fox, PMP OCCS Project Management

More information

All PMO s are NOT the same!

All PMO s are NOT the same! October 2015 Trissential Consulting Carl M. Manello Practice Lead All PMO s are NOT the same! There is a lack of perceived value of PMOs, a lack of project/program maturity and a lack of executive support

More information

Marketing Strategy, Operations & Measurement Business Strategy, General Management & Leadership Project, Risk & Change Management

Marketing Strategy, Operations & Measurement Business Strategy, General Management & Leadership Project, Risk & Change Management Marketing Strategy, Operations & Measurement Business Strategy, General Management & Leadership Project, Risk & Change Management 2014 Marketing Outlook Study: Highlights & Horizons Balance Sheet Template

More information

Measures and Metrics for PMO Success

Measures and Metrics for PMO Success Project Management Office Summit Measures and Metrics for PMO Success Jim Kendrick, PMP, CMC President and Practice Leader 2009 P2C2 Group, Inc. kendrick@p2c2group.com 301-942-7985 Also See Related Blog

More information

Why are PMO s are Needed on Large Projects?

Why are PMO s are Needed on Large Projects? Why are PMO s are Needed on Large Projects? Keeps Project Manager focused on: Priority risks Priority issues Stakeholder alignment Technical challenges Ensures administrative tasks are completed: Projects

More information

Project Management Office (PMO) Charter

Project Management Office (PMO) Charter Project Management Office (PMO) Charter Information & Communication Technologies 10 January 2008 Information & Communication Technologies Enterprise Application DISCLAIMER Services Project Management Office

More information

Employee Onboarding. Susan Ward, PhD. Human Resources Association of Central Connecticut February 27, 2014. Presented by

Employee Onboarding. Susan Ward, PhD. Human Resources Association of Central Connecticut February 27, 2014. Presented by Employee Onboarding Presented by Susan Ward, PhD Human Resources Association of Central Connecticut February 27, 2014 Tonight s Discussion Why invest in Onboarding Onboarding vs. Orientation What to consider

More information

Central Project Office: Charter

Central Project Office: Charter Central Project Office: Charter ITCS: Central Project Office EAST CAROLINA UNIVERSITY 209 COTANCHE STREET, GREENVILLE, NC 27858 1 Table of Contents INTRODUCTION... 3 PURPOSE... 3 EXPECTED BENEFITS... 3

More information

PMO Starter Kit. White Paper

PMO Starter Kit. White Paper PMO Starter Kit White Paper January 2011 TABLE OF CONTENTS 1. ABOUT THE PMO STARTER KIT...3 2. INTRODUCTION TO THE PMO STARTER KIT WHITE PAPER...3 3. PMO DEVELOPMENT ROADMAP...4 4. PLAN PHASE...5 4.1 CREATE

More information

Project Management. Willis H. Thomas, PhD, PMP, CPT. Training Project Management Office (TPMO) Willis H. Thomas, PhD, PMP, CPT

Project Management. Willis H. Thomas, PhD, PMP, CPT. Training Project Management Office (TPMO) Willis H. Thomas, PhD, PMP, CPT Re-defining the Training & Development Structure Project Leadership Project Management Topics What we will cover during our discussion 1 2 What is the value of the TPMO? Why would an organization establish

More information

Project Management Office (PMO) Charter. Enhanz Pte. Ltd.

Project Management Office (PMO) Charter. Enhanz Pte. Ltd. Project Management Office (PMO) Charter for Enhanz Pte. Ltd. Version 1.0 Prepared by Enhanz Consulting PMO Lead I Document Version History Version Date Description of Changes Author Approver 1.0 05/10/2012

More information

Project Portfolio Management Assessment

Project Portfolio Management Assessment Management Assessment PREPARED FOR: DIAGNOSTIC PROGRAM POWERED BY INFO-TECH RESEARCH GROUP MAY 11TH, 201 Powered by: Data is comprised of feedback from 2 respondents, including: James Joyce, Virginia Woolf

More information

Essential Elements for Any Successful Project

Essential Elements for Any Successful Project In this chapter Learn what comprises a successful project Understand the common characteristics of troubled projects Review the common characteristics of successful projects Learn which tools are indispensable

More information

Achieving Business Analysis Excellence

Achieving Business Analysis Excellence RG Perspective Achieving Business Analysis Excellence Turning Business Analysts into Key Contributors by Building a Center of Excellence Susan Martin March 5, 2013 11 Canal Center Plaza Alexandria, VA

More information

Achieving Business Analysis Excellence

Achieving Business Analysis Excellence RG Perspective Achieving Business Analysis Excellence Turning Business Analysts into Key Contributors by Building a Center of Excellence 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189

More information

Project Management Plan for

Project Management Plan for Project Management Plan for [Project ID] Prepared by: Date: [Name], Project Manager Approved by: Date: [Name], Project Sponsor Approved by: Date: [Name], Executive Manager Table of Contents Project Summary...

More information

HUMAN RESOURCES. Management & Employee Services Organizational Development

HUMAN RESOURCES. Management & Employee Services Organizational Development Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner

More information

Sound Transit Internal Audit Report - No. 2014-3

Sound Transit Internal Audit Report - No. 2014-3 Sound Transit Internal Audit Report - No. 2014-3 IT Project Management Report Date: Dec. 26, 2014 Table of Contents Page Background 2 Audit Approach and Methodology 2 Summary of Results 4 Findings & Management

More information

IT Owes Much to PMOs

IT Owes Much to PMOs IT Owes Much to PMOs Doing More with Less Doing more with less is the mantra of IT organizations reuse and productivity, and nowhere recently have these principles been more effectively applied than in

More information

Assessing Your Information Technology Organization

Assessing Your Information Technology Organization Assessing Your Information Technology Organization Are you running it like a business? By: James Murray, Partner Trey Robinson, Director Copyright 2009 by ScottMadden, Inc. All rights reserved. Assessing

More information

Project Management: Portfolios, Scorecards and Resource Management

Project Management: Portfolios, Scorecards and Resource Management Project Management: Portfolios, Scorecards and Resource Management Greg Konop University of Wisconsin - Madison David Blum Zane State College Kimberly Harper University of Nebraska Copyright Greg Konop,

More information

Position Title: Management Info Chief. Working Title: Technical Project Management Section Chief

Position Title: Management Info Chief. Working Title: Technical Project Management Section Chief Position Title: Management Info Chief Working Title: Technical Project Management Section Chief This management position directs the operational activities of the Project Management Office whose mission

More information

PPM Maturity Value Assessment for Your Company

PPM Maturity Value Assessment for Your Company PPM Maturity Value Assessment for Your Company Date Sponsored by: Prepared For: Valued Customer Name Third party model, methodology and data provided by: Disclaimer: NOTICE - THIS INFORMATION IS PROVIDED

More information

RESEARCH REPORT. Project Management Maturity & Value Benchmark

RESEARCH REPORT. Project Management Maturity & Value Benchmark RESEARCH REPORT Project Management Maturity & Value Benchmark 2014 2 Project Management Maturity & Value Benchmark 2014 Introduction PM Solutions Research first surveyed organizations on the maturity of

More information

Global Process Innovation Value Proposition

Global Process Innovation Value Proposition Global Process Innovation Value Proposition 1 Global Process Innovation will help your organization implement sustainable Business Process Management that delivers strategic value. With active support

More information

Closing the Business Analysis Skills Gap

Closing the Business Analysis Skills Gap RG Perspective Closing the Business Analysis Skills Gap Finding the immediate solution and preparing for the long term As the Business Analysis bar is raised, skilled BAS become harder to find. Susan Martin

More information

5. Case Studies: Implementation of Performance Improvement Strategies

5. Case Studies: Implementation of Performance Improvement Strategies 5. Case Studies: Implementation of Performance Improvement Strategies Case Study #1: Best Practices for Call Center Operations, Consumer- Focused Staff, and Sharing Effective Solutions The Case of Blue

More information

Project Management Office (PMO) Added value instead of administration

Project Management Office (PMO) Added value instead of administration By Presentation by Topic: Added value instead of administration This slide show should point out the benefits of PMOs. Project Management Offices can provide basic administrative support, but this isn

More information

The ITS Project Management Framework

The ITS Project Management Framework The ITS Project Management Framework Information Technology Services Project Management Framework v1.0 1 Table of Contents Introduction 3 Why Create a Project Management Framework? 4 Projects versus Operational

More information

THE VALUE OF A COMMON PROJECT CULTURE AND KEY ASPECTS ON HOW TO ACHIEVE IT

THE VALUE OF A COMMON PROJECT CULTURE AND KEY ASPECTS ON HOW TO ACHIEVE IT THE VALUE OF A COMMON PROJECT CULTURE AND KEY ASPECTS ON HOW TO ACHIEVE IT A transformation project case study Project Culture Improvement in a mid-sized ICT company in Europe. Speaker: Rickard Romander,

More information

HR Outsourcing: The operational phase

HR Outsourcing: The operational phase HR Outsourcing: The operational phase A presentation to HROA EMEA by Brad McCaw, Senior Consultant, Towers Watson Agenda Towers Watson research around Outsourcing Sourcing consideration Our client experience

More information

Chapter 11a Project Management Office. Project Governance. Dave Ludwick. and

Chapter 11a Project Management Office. Project Governance. Dave Ludwick. and Chapter 11a Project Management Office and Project Governance Dave Ludwick The Project Management Office The PMO is an organization within a company which is responsible for the management of the project

More information

Foundations of Project Management. Presented by: Kelly Baumer, MBA, PMP Mindy Rings, MBA, PMP

Foundations of Project Management. Presented by: Kelly Baumer, MBA, PMP Mindy Rings, MBA, PMP Foundations of Project Management Presented by: Kelly Baumer, MBA, PMP Mindy Rings, MBA, PMP August 18, 2014 Project Management Basics In the next slides we will cover: Basic project management terminology

More information

Project Office Establishing the Business Impact. Presented by: Mark Heitkamp

Project Office Establishing the Business Impact. Presented by: Mark Heitkamp Project Office Establishing the Business Impact Presented by: Mark Heitkamp 1 Project Office Establishing the Business Impact Outline of Material: Company Overview Evolution of Project Office (starting

More information

PM Services. Transition Program Management

PM Services. Transition Program Management PM Services Transition Program Management Transition Program Management The PM Services team brings strong PM knowledge, years of program management experience, and a proven PM tool set to assure successful

More information

Benchmarking Study of Administrative Services. An initiative of Organizational Excellence an institutional value and formal program

Benchmarking Study of Administrative Services. An initiative of Organizational Excellence an institutional value and formal program Benchmarking Study of Administrative Services An initiative of Organizational Excellence an institutional value and formal program ORGANIZATIONAL EXCELLENCE APPROACH In collaboration with faculty, staff,

More information

Leveraging IBM s Lessons in the Value of the PMO in Transforming the Enterprise. Debi Dell, PMP IBM PMO15BR3

Leveraging IBM s Lessons in the Value of the PMO in Transforming the Enterprise. Debi Dell, PMP IBM PMO15BR3 Leveraging IBM s Lessons in the Value of the PMO in Transforming the Enterprise Debi Dell, PMP IBM PMO15BR3 Session Objectives Understand how organization trends, objectives, and challenges are integral

More information

Principles of Execution. Tips and Techniques for Effective Project Portfolio Management

Principles of Execution. Tips and Techniques for Effective Project Portfolio Management Principles of Execution Tips and Techniques for Effective Project Management Roadmap Develop A Shared Vision for Management Understanding the Difference between Project Management Reviews and Management

More information

UCSC Web Services Definition Project Charter

UCSC Web Services Definition Project Charter UCSC Web Services Definition Project Charter Information Technology Services, Public Information Office 5/29/09 Version: Final Author: PMO Document Control Change Record Date Author Version Change Reference

More information

ITS Project Management

ITS Project Management ITS Project Management Policy Contents I. POLICY STATEMENT II. REASON FOR POLICY III. SCOPE IV. AUDIENCE V. POLICY TEXT VI. PROCEDURES VII. RELATED INFORMATION VIII. DEFINITIONS IX. FREQUENTLY ASKED QUESTIONS

More information

Objectives. Project Management Overview. Successful Project Fundamentals. Additional Training Resources

Objectives. Project Management Overview. Successful Project Fundamentals. Additional Training Resources Project Management for Small Business Moderator: Maria Mancha Frontline Systems, Inc. Objectives Project Management Overview Successful Project Fundamentals Additional Training Resources Project Management

More information

Better Onboarding to Enable Organizational Agility

Better Onboarding to Enable Organizational Agility RTM Consulting Better Onboarding to Enable Organizational Agility A Guide for the Support Services Executive Randy Mysliviec President & CEO RTM Consulting 2 2012-2014 All rights reserved. Better Onboarding

More information

WVU. PROJECT MANAGEMENT LITE Training Manual for Project Managers and Team Members. Robert C. Byrd Health Sciences Center Chancellor s Office

WVU. PROJECT MANAGEMENT LITE Training Manual for Project Managers and Team Members. Robert C. Byrd Health Sciences Center Chancellor s Office WVU Robert C. Byrd Health Sciences Center Chancellor s Office PROJECT MANAGEMENT LITE Training Manual for Project Managers and Team Members Fostering a culture of high purpose, accountability & accomplishment

More information

2010 Hiring Reform Action Plan

2010 Hiring Reform Action Plan Agency/Component: Nuclear Regulatory Commission Section 1 (a) (1) Eliminate any requirement that applicants respond to essay-style questions when submitting their initial application materials for any

More information

Big Data to Benchmarking Enjoy the Journey! Laurie Gilmer, PE, CFM, SFP, LEED AP, CxA Facility Engineering Associates

Big Data to Benchmarking Enjoy the Journey! Laurie Gilmer, PE, CFM, SFP, LEED AP, CxA Facility Engineering Associates Big Data to Benchmarking Enjoy the Journey! Laurie Gilmer, PE, CFM, SFP, LEED AP, CxA Facility Engineering Associates Meet Our Presenter: Lead FEA s Facility Services division SME for IFMA s Measurement,

More information

Dallas IIA Chapter / ISACA N. Texas Chapter. January 7, 2010

Dallas IIA Chapter / ISACA N. Texas Chapter. January 7, 2010 Dallas IIA Chapter / ISACA N. Texas Chapter Auditing Tuesday, October Project 20, 2009 Management Controls January 7, 2010 Table of Contents Contents Page # Project Management Office Overview 3 Aligning

More information

Creation of a New Project Management Office

Creation of a New Project Management Office Creation of a New Project Management Office 56 th Annual MEA Workshop and General Meeting Nov 18, 2015 Fadi Samara, M.Sc., PMP Manager, Transportation PMO IMPMO, Transportation Services Presentation Objectives

More information

Chapter 4. The IM/IT Portfolio Management Office

Chapter 4. The IM/IT Portfolio Management Office Chapter 4 The IM/IT Portfolio Management Office Learning Objectives Identify some of the primary causes of IM/IT project failures. Describe the main differences between IM/IT project management, IM/IT

More information

2012 National BDPA Technology Conference. Defining Project and PMO Metrics

2012 National BDPA Technology Conference. Defining Project and PMO Metrics 2012 National BDPA Technology Conference Defining Project and PMO Metrics Betty Hutchins, MBA, PMP August 1 4, 2012 Baltimore, MD Presentation Objectives Project Performance Determine the Process Defining

More information

Master s Certificate in Public Sector Management

Master s Certificate in Public Sector Management 1. Leadership in the Public Sector Program Outline (2015 2016) (16 day program) Is the public sector leadership even possible in an environment that is constrained by labour unions, unresponsive incentives

More information

Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R.

Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R. August 2007 Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R. Max Wideman This series of papers has been developed from our work

More information

Establishing and Improving the PMO at Your Organization. January 15, 2014

Establishing and Improving the PMO at Your Organization. January 15, 2014 Establishing and Improving the PMO at Your Organization January 15, 2014 Today's Agenda: Key Topics Objectives for the PMO PMO Leading Practices PMO Benefits Common Challenges & Risks Improving PMO Practices

More information

Strategic Planning Guide

Strategic Planning Guide Planning Guide Social Enterprise Start-Up Tool Kit Emily Bolton, Enterprise Development Manager, 1 Plan Process Clarity Priorities Resource Implications Performance Metrics Objective To develop a concrete

More information

Series 4 Human Resource Management Unit 4.4 Team Development. EPO Training 2000 to date Gord Gibben, PMP

Series 4 Human Resource Management Unit 4.4 Team Development. EPO Training 2000 to date Gord Gibben, PMP Series 4 Human Resource Management Unit 4.4 Team Development Unit 4.4 Team Development Learning Objectives Team Development stages Team Charter Team Development Quiz Recommended Reading Unit 4.4 Learning

More information

Project Status Summary Report Template and Guideline Document

Project Status Summary Report Template and Guideline Document Project Management Workshop Component Revision History REVISION HISTORY ENTER REVISION # DATE OF RELEASE OWNER SUMMARY OF CHANGES Dept / ID # dd/mm/yyyy XYZ Initial Release It is a best practice to include

More information

Data Governance 8 Steps to Success

Data Governance 8 Steps to Success Data Governance 8 Steps to Success Anne Marie Smith, Ph.D. Principal Consultant Asmith @ alabamayankeesystems.com http://www.alabamayankeesystems.com 1 Instructor Background Internationally recognized

More information

Resource Management and the PMO

Resource Management and the PMO white paper series Resource Management and the PMO Three Strategies for Addressing Your Biggest Challenge pmsolutions white paper series p 800.983.0388 pmsolutions.com 2009 Project Management Solutions,

More information

UCPath Project Status Report

UCPath Project Status Report UCPath Project Status Report Report Date September 20, 2013 Program Directors Mark Cianca Sabu Varguese Executive Sponsors Nathan Brostrom Peter Taylor Project Summary The project s near-term priorities

More information

The Value of a PMO. PPSO SIG Sept 2010. Michael Cooch Adam Cowmeadow

The Value of a PMO. PPSO SIG Sept 2010. Michael Cooch Adam Cowmeadow The Value of a PMO PPSO SIG Sept 2010 Michael Cooch Adam Cowmeadow Copyright 2010 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture. Table of

More information

Strategic Plan 2014 2018

Strategic Plan 2014 2018 DEPARTMENT OF HEALTH Strategic Plan 2014 2018 We focus on improving internal systems and processes in the Vermont Department of Health s Strategic Plan. By successfully implementing the Plan s objectives,

More information

Developing a Workforce Plan: Setting the Foundation

Developing a Workforce Plan: Setting the Foundation Developing a Workforce Plan: Setting the Foundation Presented by Stacie Abbott, Workforce Planning Coordinator Brandon Littlejohn, Statewide Recruiter Erica Salinas, Analyst Danielle Metzinger, Analyst

More information

White Paper Build A Change Management Office

White Paper Build A Change Management Office Building Change Capability We make it happen. Better. White Paper Build A Change Management Office 9 Steps to Make Your Change Efforts Stick May 2014 Better Change Management Developing a Change Management

More information

Today 8/21/15. Jeff Hallam @JeffHallam. Jessica Stephenson, SHRM- CP, PHR. Onboarding drives business outcomes. Ideas for efficiency.

Today 8/21/15. Jeff Hallam @JeffHallam. Jessica Stephenson, SHRM- CP, PHR. Onboarding drives business outcomes. Ideas for efficiency. 2015 HR INDIANA ANNUAL CONFERENCE August 25, 2015 Employee Onboarding: Define, Manage, Measure & Excel Jeff Hallam Co-Founder jhallam@exacthire.com Jessica Stephenson, SHRM-CP, PHR VP of Marketing & Service

More information

Overview and Requirements for Applicants

Overview and Requirements for Applicants Charter School Business Plan Overview and Requirements for Applicants Charter Schools Institute The State University of New York Charter School National Authorizing Leader Business Plan Overview and Requirements

More information

Managing Multiple Vendors: Getting the Most from a Complex Team. November 16, 2012

Managing Multiple Vendors: Getting the Most from a Complex Team. November 16, 2012 Managing Multiple Vendors: Getting the Most from a Complex Team November 16, 2012 1 Contents About the presenters Context: working with multiple SIs is the norm Benefits and challenges of working with

More information

Using Your PMO to Drive Successful Organizational Change Management

Using Your PMO to Drive Successful Organizational Change Management Using Your PMO to Drive Successful Organizational Change Management Joe Saliunas, Booz Allen Hamilton 11 November 2012 1 Agenda Organizational change management overview Case studies PMBOK Guide processes

More information

HR Transformation Update. HR Community Town Hall June 18, 2013

HR Transformation Update. HR Community Town Hall June 18, 2013 HR Transformation Update HR Community Town Hall June 18, 2013 1 Today s agenda Review HR Transformation initiative Discuss results of HR Online Survey Review guiding principles and HR Vision Share leading

More information

MANAGING THE EMPLOYEE LIFECYCLE

MANAGING THE EMPLOYEE LIFECYCLE MANAGING THE EMPLOYEE LIFECYCLE Current Position Jose Laurel Experience & Expertise 16 years experience in management, operations, marketing and international commerce Prior to G&A, served as country manager

More information

EVOLVING THE PROJECT MANAGEMENT OFFICE: A COMPETENCY CONTINUUM

EVOLVING THE PROJECT MANAGEMENT OFFICE: A COMPETENCY CONTINUUM EVOLVING THE PROJECT MANAGEMENT OFFICE: A COMPETENCY CONTINUUM Gerard M. Hill Many organizations today have recognized the need for a project management office (PMO) to achieve project management oversight,

More information

Auditing the Software Development Lifecycle ISACA Geek Week. Mike Van Stone Sekou Kamara August 2014

Auditing the Software Development Lifecycle ISACA Geek Week. Mike Van Stone Sekou Kamara August 2014 Auditing the Software Development Lifecycle ISACA Geek Week Mike Van Stone Sekou Kamara August 2014 Agenda Introduction Audit Scope Project Initiation SDLC Processes Stakeholders Common Development Methodologies

More information

Project Management for Process Improvement Efforts. Jeanette M Lynch CLSSBB Missouri Quality Award Examiner Certified Facilitator

Project Management for Process Improvement Efforts. Jeanette M Lynch CLSSBB Missouri Quality Award Examiner Certified Facilitator Project Management for Process Improvement Efforts Jeanette M Lynch CLSSBB Missouri Quality Award Examiner Certified Facilitator 2 Project and Process Due to the nature of continuous improvement, improvement

More information

Using the Balanced Scorecard to Manage Lab Performance

Using the Balanced Scorecard to Manage Lab Performance Using the Balanced Scorecard to Manage Lab Performance Andrew Bridgeman, MBA DISCLOSURE Relevant Financial Relationship(s) None Off Label Usage None 1 Today s Discussion The Balanced Scorecard What it

More information

UCPath Change Management Strategy for UC San Diego. July 2013

UCPath Change Management Strategy for UC San Diego. July 2013 UCPath Change Management Strategy for UC San Diego July 2013 Overview Background Key Components Approach & Methodology Change Network Framework For Action Challenges Resources & Tools Summary Table of

More information

Frank P.Saladis PMP, PMI Fellow

Frank P.Saladis PMP, PMI Fellow Frank P.Saladis PMP, PMI Fellow Success factors for Project Portfolio Management The Purpose of Portfolio Management Organizational Assessment Planning a Portfolio Management Strategy The Portfolio Management

More information

Concept of Operations for Line of Business Initiatives

Concept of Operations for Line of Business Initiatives Concept of Operations for Line of Business Initiatives Version 1.0 Office of E-Gov and IT, OMB March 2006 Table of Contents FOREWORD...2 1 OBJECTIVES OF THE LINES OF BUSINESS CONCEPT OF OPERATIONS...3

More information

5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services

5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services PERFORMANCE MANAGEMENT GOING AGILE Nicolle Strauss Director, People Services 1 OVERVIEW In the increasing shift to a mobile and global workforce the need for performance management and more broadly talent

More information

OFFICE OF THE CIO. PROCEDURE Informational VERSION: 1.0

OFFICE OF THE CIO. PROCEDURE Informational VERSION: 1.0 OFFICE OF THE CIO PROCEDURE Informational VERSION: 1.0 Purpose Project Management of Major or Large NDUS Information Technology Projects Project Managers Guide/Checklist This procedural process will ensure

More information

P U T Y O U R L O G O H E R E. Revision Date Description of Changes Author / Editor. Name Title Organization E-mail Tel. 1

P U T Y O U R L O G O H E R E. Revision Date Description of Changes Author / Editor. Name Title Organization E-mail Tel. 1 : FOR EVALUATION ONLY ENTERPRISE PROJECT MANAGEMENT OFFICE (EPMO) CHARTER for PUT YOUR LOGO HERE Accepted by Revision x.x Sample: For Evaluation

More information

An Oracle White Paper March 2013. Project Management Office Starter Kit

An Oracle White Paper March 2013. Project Management Office Starter Kit An Oracle White Paper March 2013 Project Management Office Starter Kit Executive Overview... 1 Introduction... 1 Plan Phase... 2 Create Statement of Purpose and Goals... 2 Define Scope and Target Maturity...

More information

Project Management in Non-Profit Organizations

Project Management in Non-Profit Organizations Project Management in Non-Profit Organizations A N O V E R V I E W Charlie Carney, PMP April 14, 2011 Where We re Going Two approaches to the topic Workshop how to manage projects PM meeting what s different

More information

Small Start-up Business Project Management

Small Start-up Business Project Management The PROJECT PERFECT White Paper Collection Abstract Small Start-up Business Project Management Eric Tse This article introduces how business starters can use project management to start up their small

More information

Assessing the Appropriate Level of Project, Program, and PMO Structure

Assessing the Appropriate Level of Project, Program, and PMO Structure PMI Virtual Library 2011 Daniel D. Magruder Assessing the Appropriate Level of Project, Program, and PMO Structure By Daniel D. Magruder, PMP Executive Summary Does your organization have in-flight projects

More information

WORKSHEET FOR PLANNING A COMPETENCY MODELING PROJECT

WORKSHEET FOR PLANNING A COMPETENCY MODELING PROJECT Your Name: Your Organization: Date: A. Scope of the Project A1. For what job(s) would you like to have competency models? A2. For what job(s) do you have strong influence on whether the project happens

More information

Company A Project Plan

Company A Project Plan Company A Project Plan Project Name: Close Optimization Project Example Prepared By: David Done - Project Manager Title: John Doe -Project Manager Date: March 17, 2011 Project Plan Approval Signatures

More information

Leadership Steps to High Performance. Copyright SAM SLAY and 357 SOLUTIONS, LLC - All Rights Reserved

Leadership Steps to High Performance. Copyright SAM SLAY and 357 SOLUTIONS, LLC - All Rights Reserved 2 Leadership Steps to High Performance Phases of Organizational Growth High Performance & Productivity Chaos Inconsistent results Processes, structures & systems not in place Inadequate resources Lack

More information

IT Strategic Plan and Roadmap Governance and PMO Recommendations

IT Strategic Plan and Roadmap Governance and PMO Recommendations Appendix M IT Strategic Plan and Roadmap Governance and PMO Recommendations City of Virginia Beach ComIT Master Technology Plan (Appendix M) 1 IT Strategic Plan and Roadmap IT Governance and PMO Recommendations

More information

Chief Operating Officer. Building Vibrant Engaged Communities

Chief Operating Officer. Building Vibrant Engaged Communities Chief Operating Officer Building Vibrant Engaged Communities square feet of second floor commercial space in October 2014. The COO is responsible for finalization of new office space configurations and

More information

VA Office of Inspector General

VA Office of Inspector General VA Office of Inspector General OFFICE OF AUDITS AND EVALUATIONS Department of Veterans Affairs Audit of Office of Information Technology s Strategic Human Capital Management October 29, 2012 11-00324-20

More information

Lean and Agile Treasury: Embrace Continuous Improvement. Kelly Austin Katie Labedz

Lean and Agile Treasury: Embrace Continuous Improvement. Kelly Austin Katie Labedz Lean and Agile Treasury: Embrace Continuous Improvement Kelly Austin Katie Labedz Agenda: Lean and Six Sigma Overview Continuous Improvement Events Case Study: Treasury Conclusion Basic definitions of

More information

Appendix G: Organizational Change Management Plan. DRAFT (Pending approval) April 2007

Appendix G: Organizational Change Management Plan. DRAFT (Pending approval) April 2007 Appendix G: Organizational Change Management Plan DRAFT (Pending approval) April 2007 Table of Contents TABLE OF CONTENTS... 1 INTRODUCTION:... 2 ABT ORGANIZATIONAL CHANGE MANAGEMENT SCOPE... 2 PEOPLESOFT

More information

Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group

Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group SAP Services Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group A Journey Toward Optimum Results The Three Layers of HR Transformation

More information

Oregon Department of Human Services Central and Shared Service Programs

Oregon Department of Human Services Central and Shared Service Programs Overview DHS Central and Shared Services provide critical leadership and business supports necessary to achieve the mission of the agency: helping Oregonians achieve well-being and independence through

More information

HR Strategy Survey Instrument for Key Leaders

HR Strategy Survey Instrument for Key Leaders HR Strategy Survey Instrument for Key Leaders INTRODUCTION Human Resources as Strategic Partner is one of the critical success factors in the Strategic Alignment system. This critical success factor is

More information

Project & Portfolio Management. The Future is Now!

Project & Portfolio Management. The Future is Now! Project & Portfolio The Future is Now! June 2014 Your Speakers Fraser Hirsch Manager, Information Security & Project Office, City of Ottawa Mark Feher Director, Portfolio & Project Services, Empowered

More information

The Power of One: The Challenge of Centralized Scheduling. Tamela Dodds, Danielle Stern

The Power of One: The Challenge of Centralized Scheduling. Tamela Dodds, Danielle Stern The Power of One: The Challenge of Centralized Scheduling Tamela Dodds, Danielle Stern Your Speakers Tamela Dodds Operations Manager Cincinnati Children s Hospital Medical Center Danielle Stern, MHA Service

More information

Released December 18 th, 2007

Released December 18 th, 2007 THE TEXAS A&M UNIVERSITY SYSTEM OFFICE STRATEGIC PLAN FY 2008-2012 Released December 18 th, 2007 (Updated as of June 16 th, 2008) Table of Contents Mission and Vision 3 Imperative 1: Customer Satisfaction

More information

Building Your Business with Powerful Project Management

Building Your Business with Powerful Project Management Building Your Business with Powerful Project Management Michelle LaBrosse, PMP CEO, Cheetah Learning Author, Cheetah Project Management June 28, 2004 2004 Cheetah Press Abstract Project management is a

More information