Il PMO che Vorrei (Project Management Office) Vito Madaio, PMP, TSPM Managing Director

Transcription

2 PMO Value Proposition Companies define goals/strategies to achieve 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 Le compagnie definiscono Goal e Strategie per raggiungere lo stato futuro desiderato I progetti avvicinano una compagnia a goal e strategie Il project management consente ai progetti di avere più successo Il PMO implementa buone prassi di project management e supporta i progetti 2 Copyright 2015 TenStep Italia

3 Project Management Office (PMO) More common in past with very large programs Coincides with rise of project management focus Many companies implemented with YR2K Entered mainstream to better manage projects Still more common in IT organizations Nel passato comunemente più programmi molto vasti Coincideva con l emergere del focus sul project management Molte compagnie hanno implementato il PMO con l YR2K Passò all attenzione per gestire meglio i progetti Molto più diffuso nelle organizzazioni IT 3 Copyright 2015 TenStep Italia

4 PMO Current Trends Companies with at least one PMO % % (90% in large firms) PMOs Most report to a VP or higher; 43% to the C-level High-performing firms have significantly more project managers reporting to them than in low performing firms Performing more functions, especially portfolio management, but still focus on project management Staffs are highly experienced (10 years) and almost half (49%) have PMPs Project Management Solutions The State of the Project Management Office (PMO) 4 Copyright 2015 TenStep Italia

5 Common Question How long does it take to build a PMO? What is the cost of a PMO? Two answers It depends At least twice as long as you think Quanto tempo ci vuole per sviluppare un PMO? Quanto costa un PMO? Due risposte Dipende Almeno il doppio di quanto pensi 5 Copyright 2015 TenStep Italia

6 Understand Your PMO There are a thousand PMO types Which one is best for your organization? Actually there are more than a thousand There are as many models as there are PMOs If a company has multiple PMOs, they are all different Ci sono migliaia di tipi di PMO Determinare il migliore per la propria organizzazione Attualmente ci sono più di 1000 tipi di PMO Ci sono tanti modelli quanti sono i PMO Se una compagnia ha più PMO, essi sono tutti diversi 6 Copyright 2015 TenStep Italia

7 PMO Organization Scope Establish the boundary of the PMO Organizations that are stakeholders and those that are not stakeholders Initial organizations and long-term organizations Helps define customers and stakeholders Stabilire l ambito del PMO Reparti che sono stakeholder e quelli che non lo sono Organizzazioni iniziali e organizzazioni a lungo termine Distinguere tra chi è cliente e chi è stakeholder 7 Copyright 2015 TenStep Italia

8 Determine Stakeholder Groups Know who your sponsor is Do they have organizational power? Are you working outside your sponsors organization? Identify your PMO customer Is it the project managers? Is it the entire organization Is it your business managers and sponsors? The sponsor should be known Understanding customers and stakeholders is not easy and might need to be discovered over time 8 Copyright 2015 TenStep Italia

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 This provides the grounding for ensuring all of the work of the PMO is tied to organization value Noi non chiediamo cosa dovrebbe fare il PMO? Noi chiediamo come il PMO può aiutare l organizzazione (reparto) a raggiungere lo stato futuro desiderato Ciò è la base per garantire che tutto il lavoro del PMO sia legato all organizzazione 9 Copyright 2015 TenStep Italia

10 Type I: Project Reporting PMO Types Type II: Project Management Infrastructure Type III: Coaching and Training Center Type IV: Resource Center / Center of Excellence Type IV ½: Center of Excellence Hybrid Type IV and IV ½ are becoming much more popular 10 Copyright 2015 TenStep Italia

11 Type I - Project Reporting Gather project inventory Create common status reporting process Collect project status Report status of all projects Summarize as needed Green/yellow/red Project dashboards Mantiene l inventario di tutti i progetti Crea un processo comune per il reporting dello stato di avanzamento Raccoglie lo stata di avanzamento di tutti i progetti Riporta lo stato di avanzamento di tutti i progetti Sintetizza come necessario (verde/giallo/rosso) Dashboard 11 Copyright 2015 TenStep Italia

12 Type II - Project Management Infrastructure Type I plus focus on products Methodology processes and templates Repository Tools Tipo I più. Attenzione ai prodotti Metodologia processi e template Biblioteca/ Archivio documenti Strumenti 12 Copyright 2015 TenStep Italia

13 Type III - Coaching and Training Center Type I and II plus focus on delivering and supporting services Training Coaching Assessments Project Quickstarts Tipo I e II più focus sui servizi di delivery e supporto Formazione Coach Assessment Avvio veloce dei progetti 13 Copyright 2015 TenStep Italia

15 Type IV - Full Center of Excellence Type I, II, III plus All of the project managers report into the PMO Project managers are allocated out to projects and work on I, II, III Tipo I, II e III, più.. Tutti i Project Manager riportano al PMO I Project Manager vengono allocati fuori dal PMO e lavorano come per tipo I, II o III 15 Copyright 2015 TenStep Italia

16 Type IV ½ Center of Excellence Hybrid Same as type III, except the strategic projects are managed by PMO project managers Other projects are run in the functional units Come tipo III eccetto che i progetti strategici vengono gestiti da Project Manager appartenenti al PMO Gli altri progetti vengono gestiti dalle unità funzionali 16 Copyright 2015 TenStep Italia

17 PMO Maturity 5 Full Center of Excellence 4 Partial Center of Excellence 3 Services 2 Infrastructure 1 Reporting Type 4+ Project managers for all projects Type3+ Project managers for strategic projects Type 2+ Training, Coaching Audits, Deployment Type 1+ Methodology, Processes Common roles, Repository Visibility to all projects Consolidated status Portfolio dashboard 17 Copyright 2015 TenStep Italia

19 Program Management Office (PgMO) Similar function as a Project Management Office except scope is one program only The PgMO manager could be the program manager but could be someone else The responsibilities of a PgMO can also be performed within the Program Office A PjMO could be focused on one project 19 Copyright 2015 TenStep Italia

20 Responsibilities of the PgMO Provides project management, related infrastructure, skill-building and support to project teams within the program Consolidated status reporting Methodology management Training Coaching Project audits Repository management Metrics collection Etc. 20 Copyright 2015 TenStep Italia

21 Enterprise PMO (EPMO) I Enterprise-wide focus Provide greater span of influence Reports to a member of senior management team Facilitate overall governance and direction Guide decisions on strategic alignment and project priorities Promote faster adoption throughout all departments EPMO Enterprise PMO - Focus Influenza i progetti Riporta ad un Senior Manager Facilita la governance complessiva e la direzione Guida le decisioni sulle priorità dei progetti e l allineamento alle strategie Promuove l0adozone più veloce da parte di tutti i reparti 21 Copyright 2015 TenStep Italia

22 EPMO II Oversee and coordinate department PMOs Align all projects in the organization Manage prioritization and resource allocation to enterprise strategic plan Department PMOs usually report into EPMO dotted line EPMO PMO PMO PMO Projects Projects Projects Programs Programs Programs 22 Copyright 2015 TenStep Italia

24 Portfolio Management Office (PfMO) Focus on portfolio management Setup Intake / planning Management of Active Portfolio Benefits Realization Can have responsibilities for projects as well Most PMOs set up processes for portfolio management A PfMO could be also a decision-making body 24 Copyright 2015 TenStep Italia

25 Strategic Execution Office (SXO) Administer project management methodology and competencies Administer process improvement and change management initiatives Enable strategic execution by synchronising and ensuring the smooth flow of operational improvements and transformations Amministra metodologia e competenze Amministra le iniziative per migliorare il processo e per il change management Abilita l esecuzione strategica sincronizzando e garantendo il flusso agevole del miglioramento delle operazioni e della trasformazione 25 Copyright 2015 TenStep Italia

26 Other Terms Map to this Session Program Management Office - PMO Careful is it really a normal PMO or a PgMO? Do they use the term program for project? Project and Portfolio Management Office (PPMO) Could be PMO or PfMO depending on portfolio focus Project Support Office (PSO) Probably a Type III PMO 26 Copyright 2015 TenStep Italia

27 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 For most organizations, the ½ day current state session is fine Most organizations balk at a formal assessment to find out what they already know they stink at project management 27 Copyright 2015 TenStep Italia

28 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 28 Copyright 2015 TenStep Italia

29 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 29 Copyright 2015 TenStep Italia

30 The gap is most important (not the future state) Gap Analysis The gap is the work to be done Evaluate each aspect Rate in terms of small, medium or large gap Rate in terms of high, medium or low priority 30 Copyright 2015 TenStep Italia

31 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 31 Copyright 2015 TenStep Italia

32 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 Planning the PMO 32 Copyright 2015 TenStep Italia

33 Potential PMO Services Project inventory Consolidated reporting Methodology management Training / coaching Project audits / assessments End of project reviews Repository management Organization assessments Governance models Portfolio management 33 Copyright 2015 TenStep Italia

34 PMO Services (cont) Roles and responsibilities Project management certification Project management tools Project lifecycle processes Hands-on project management PMO management more Reviewing the list of potential services helps ensure all value-add services are covered The service may point out a gap that was not caught the first time 34 Copyright 2015 TenStep Italia

36 PMO Deployment Plan # Product / Service Q Effort Hrs * Start End 1 Time Reporting 100 Q2, 2012 Q2, Portfolio Management Business Planning Ongoing FTEs 100 Q2, 2012 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, 2012 Q2, Determine all active projects now and ongoing 4 Methodology Management 500 Q2, 2012 Q3, Develop (buy) methodology, customize, enhance and support 5 Repository 300 Q2, 2012 Q3, Design and build repository, folder/file model Q Partner (Vendor) Management 100 Q3, 2012 Q3, 2012 The ongoing work will be a part of methodology and training/coaching 7 8 Portfolio Management Management of the Portfolio Roles and Responsibilities, Skills, Career Path 750 Q3, 2012 Q1, It takes twice as long as you think Permanent solution to provide robust portfolio management 100 Q3, 2012 Q3, Project management and team roles 9 Training / Coaching 350 Q3, 2012 Q4, Train and coach project managers, project teams, clients, sponsors, managers, etc. 36 Copyright 2015 TenStep Italia

37 PMO Staffing Model After the session it is hard to actually free up the resources to do the work 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 Roles.2 (B) more.1 (B).05 PMO management Hands-on project management implications and timing unknown Total headcount Copyright 2015 TenStep Italia

38 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 It helps if the sponsor is in the session. You have immediate buy-in for the results 38 Copyright 2015 TenStep Italia

39 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 The enthusiasm of the session fades quickly under the grind of day-to-day work. It can be hard to get started. Many times the work has not started even months later. 39 Copyright 2015 TenStep Italia

40 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 Everyone agrees this makes sense I am not sure anyone has done it It requires discipline and focus 40 Copyright 2015 TenStep Italia

41 Summary PMOs come in all shapes and sizes PMOs need to focus on providing value to the organization In a Value-Add PMO, the work should help move your organization to a desired future state Most companies today have a PMO Each PMO is unique based on the organization There are a number of major different types of PMOs Companies can have one or more types Companies should be aware of the PMO types to choose the type that best meets their needs 41 Copyright 2015 TenStep Italia

42 Summary We have the process of creating the PMO Roadmap optimized to two days That is the easy part Executing the Roadmap takes work and discipline Organizations are able to move fasther and faster if we help 42 Copyright 2015 TenStep Italia

43 Promo Se desideri Organizzare il tuo PMO, considera il nostro workshop di 2 giorni Project Management Office Come impostare e condurre un PMO 700,00 + IVA Roma Ottobre 2015 Modulo di iscrizione Lo stesso workshop può essere organizzato presso la tua sede a condizioni che ci siano almeno 5 partecipanti 43 Copyright 2015 TenStep Italia