Building the Vision and the Strategy for a PMO Implementation

Transcription

1 4 Building the Vision and the Strategy for a PMO Implementation Mauro Fenzi, Alexandre Sörensen Ghisolfi, Valerio Crovasce (Comau Corporate)

2 Overview of PMO Implementation Model 1. Current State Assessment 2. Future State Vision 3. Gap Analysis 4. Implementation Strategy 5. Implementation Plan (Plan-Do-Check-Act)

3 Current State Assessment

4 Vision, Enterprise Strategy and current PM Maturity Do you know what you want? THE VISION

5 The Vision A vision transforms the organization. It provides a picture of what could be. It uses the future to help analyze the present. It is a vehicle that can drive an organization to move toward that dream. As dreams come true or realities change, visions change. It is a goal of the highest order. A vision aligns people in activities that cut across the organization.

6 The Vision: a metaphor

7 A Vision In 1961, the most optimistic assessment of getting someone on the moon was at best But Kennedy did not say, Let s beef up the space program. He said, that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to Earth.

8 So do you know what you want? Understanding the Company Strategy is essential to understand the PMO Vision, Strategy and Functions! Which is the Company Vision? Which are the Company Strategies? Regarding Markets Customers Products Geography (local?, regional?, global?) -

9 is it also what the others want? Which is the necessary Sponsorship level? Which is the actual Sponsorship level? Is this initiative receiving the required technical, economical and political support from Senior Management? Is this initiative likely to receive support by the Functional Managers? Is this initiative likely to be appreciated by Project Managers and Team Members?

10 Communicating the Vision A global event was organized, involving more than 60 change agents among the PM professionals, in order to present the The Comau Global Project Management Strategic Initiative and the new Vision.

11 The Vision Comau Case

12 The Vision Comau Case

13 From Cluster to Network

14 From Vision to Strategy Comau Case 1) ORGANIZATION: Develop and disseminate a global culture, vision, strategy and empower the Comau ability to perform global developments and integrations. 2) PROCESSES: Develop a high performance, global project management team. A team able to plan and execute highly complex projects, to improve the global company maturity level and to create the basis for optimal Portfolio Management. 3) SKILLS AND BEHAVIOURS: Assess and enhance capabilities through continuous education both in soft and hard skills. 4) COMMUNICATION: Create infrastructure for project management Knowledge Sharing.

15 From Vision to Strategy Which is the current Maturity? Which is the GAP considering the Vision? The initial analysis is not so simple, it requires understanding of the business, political and economical environment. It must consider, at least, but not only, the follow aspects: Organizational structures (Functional, Weak, Balanced, Strong, Projectized). Methodologies in place (Policies, processes, systems, templates) Current PM culture, regarding understanding and application of professional project management Value of current practices

16 ORGANIZATION

17 Positioning the PMO for Success The sophistication of the PMO structure and its funding vary widely and are based on the overall goals to improve: Project-by-project performance Divisional project performance Organizational project performance Organizational project management maturity Revenue and profit generation by projects Adapted from Rad and Levin, 2002

18 PMOs at Multiple Organizational Levels So... Do you know where to establish your PMO? The Enterprise Division A Division B Division C Division D PMO? Unit A1 Unit A2 Unit A3 The position of the PMO in the organizational structure will naturally define some PMO benefits & functions Unit D1 Project X Unit D2 Unit D3 PMO? Sub-unit D21 Sub-unit D22 Sub-unit D23 Sub-unit D24 Project Y Project Z PMO? PMO? Adapted from Rad and Levin, 2002

19 The COMAU PMO Global Structure The COMAU PMO PM Family is a global team with more than 200 people directly participating in the PM related decisions... CEO 4 geographical PMO areas: Business Unit #1 Business Unit #2 Business Unit #3 Contract & Project Management Europe (Corporate), North America, Corporate PMO South America, Asia, PMO Europe 150 PMs, PMO North America 20 Program Managers, 20 Planners and Controllers. PMO South America PMO Asia

20 The COMAU PMO Global Structure

21 Levels of PMO Functions (high view) Many organizations consider the PMO in terms of a series of levels: Level 1 PMO supports just one project Level 2 PMO supports several projects under the same program (a Program Office) Level 3 PMO supports a division or department with all of its projects Level 4 PMO supports the organization in its projects Level 5 PMO supports business strategy decisions and resource allocations at the enterprise level

22 Comau Corporate PMO Level Comau Corporate and Regional PMOs (regional strategies and actions) Level 1 PMO supports just one project Level 2 PMO supports several projects under the same program (a Program Office) Level 3 PMO supports a division or department with all of its projects Level 4 PMO supports the organization in its projects Level 5 PMO supports business strategy decisions and resource allocations at the enterprise level

23 PROCESSES

24 PROCESSES Develop a high standard, international class compliant project management culture/approach Develop a culture capable of synchronizing language, both internally and with customers Improve the governance The choice fell quite naturally on the adoption of PMI and its standards as a reference model

25 PROCESSES + = PMI standards Organization Best Practices Comau Policy of Project Execution

26 PROCESSES Getting high-level sponsorship to the Policy Measuring the as-is situation

27 PROCESSES Managing the Portfolio: Providing high level reporting to the Company s Board of Directors for project governance Aligning Project Management to Business Strategy, for project portfolio selection

28 SKILLS AND BEHAVIOURS

29 SKILLS AND BEHAVIOURS A skill is an ability to translate knowledge into action that results in a desired performance. members of high performance teams have the right mix of skills, including technical skills, problemsolving and decision-making skills, and interpersonal skills.

30 SKILLS AND BEHAVIOURS HARD SKILLS: Creation of the Comau PM Academy Getting the Comau PM Academy as a certified PMI REP Develop internal trainers and global internal courses Deploy courses to all Comau Professionals involved in teamwork Promote PMP certification among PMs and team members SOFT SKILLS: Perform worldwide behavioural assessments to all Comau Professionals involved in teamwork Create dedicated development plans, in cooperation with Corporate and local HR. Perform Team Building activities for major project teams

31 COMMUNICATION

32 COMMUNICATION INWARD COMMUNICATION: Develop a global PMO Sharepoint Site as a tool for knowledge and information sharing Create the PM Family as a mean of global integration and professional awareness Create a Knowledge Market cutting across Business Units and geographical locations OUTWARD COMMUNICATION Start benchmarking with external Companies Develop links with Business and Academic institutions Start cooperation with PMI

33 Vision beyond Vision PMOs tend to fail on a long run How can we envisage a sustainable vision for a PMO? Innovate the Vision by Continuous Improvement and Business Innovation

34 A sustainable PMO Management of Strategic Initiatives: Aerospace business development DIversifying Comau (DICO) Service Business Model transfer (from Brazil to China)

35 PMO Charter Business Background Market today is requiring more product and services diversification. Technology is becoming easy available in many countries and in diverse segments. In the vision, a company must be able to use a network environment and using the expertise, be able to offer alternative solutions to customers. Knowledge management and experience are becoming even more important. Our business is requiring a global project management strategy. Business Need Develop and disseminate a global culture, vision, strategy and empower the Comau ability to perform global developments and integrations. * Be global: To unify the global Comau network and management approach. * Provide a better performance to customers. * Improve projects governance; transparency and risk management. * Achieve projects economical and financial targets.

36 The PMO Charter Project Objectives * Global unification of the PM processes, methodology. * Develop strategic projects. * To monitor the global workload. * To monitor the global Portfolio for the most important projects. * To develop the Comau PM Academy. Deliverables * Develop and implement the Company Project Management execution policy (Global Policy). * Develop the PMO Global Structure. * Standardization the Portfolio Report System (global). * Develop the Comau Project Management Academy: continuous development of knowledge and skills.

37 The PMO Charter Completion Criteria - Success Criteria Implement the project objectives in 2 years time-frame. Starting in the USA and European facilities. Following Brazil and China. Assumptions The level of sponsorship will be maintained. Constraints Additional resources shall be approved and shall be funded by BU/Country.

38 PMO Responsibility Assignment Matrix Sponsor VP PMO Corporate Define business objectives, Provide resources. Perform key decisions. Is the global owner of the PM Family. Must guide global strategies and actions to integrate the project team developing and executing the project plan. Perform stakeholder analysis contacts and making sure the proposals will be properly developed and well received. Perform risk identification, mitigation and controlling. Main Project team PMOs, Program Managers and Project Managers. Support to Operations Team They are local change agents and owner of the PM initiatives. Must contribute to define and execute the project strategies and actions. The support team will offer guidance in the development of the business strategy, approach, management techniques and IT support issues. * For all WBS identified tasks in the project schedule.

39 PMO Strategy Implementation Plan High level and detailed Road Map developed for PMO Strategy Implementation and shared with all stakeholders

40 Some actions

41 Some improvement actions The PM Family Develop Strategic Actions and Projects PMO Global Organization Leadership Identification and Empowerment! Communication Diversification of communication Channels (all company and always) Empowering Change Agents KPI s Comau Book of Best Practices Portfolio Man. Improvements Global standardization for Programs and Projects

42 Resume of our most important actions: 1. Identification and Sharing of Best Practices in a global environment 2. Better work processes, development of a global execution policy, simple and efficient, applied for projects, programs and portfolio management approach. 3. Continuous development of the Comau Project Management Academy, internal seminars, meetings involving all company levels. Today Comau is sharing best practices with the market and being positively recognized for that! (Comau, Customers and Providers)

43 High level view of the implementation phases: First measurement, baseline and analysis. Improvements actions. Continuous measurement, analysis and new improvements (on-going operation) (Plan, Do, Check, Act, )

44 Results and Lessons Learned Level 1 Common Language Important maturity growth between 2007 and 2009 surveys, specially when comparing to our industry. Comau is leading the change in our business. Maturity Growth between 15% and 38% (different growth for different countries, projects teams, etc.) Comau PM Academy is really adding value! (we will apply more efforts in our Academy).

45 Results and Lessons Learned Level 2 Common Processes We have achieved consistent numbers, results from different countries are similar. We have a global approach! Comau has today almost the best score in this market.

46 Results and Lessons Learned Level 3 Singular Methodology Similar results when comparing to the first benchmark (2007). In order to improve this result, we will apply more efforts to develop all other different departments and provide more soft skills training programs in our academy.

47 Some Lessons Learned Project management success is the Company Success, today we have a better understanding that each project and customers are the most important ones we have No chance to failures This philosophy is easy to understand but not so easy to translate in real actions We consider our success case as a collection of simple actions! With a very well defined scope, start and end It is the success of many small actions

48 Some Lessons Learned Start the change from individual people development to reach the company development. First steps are about discipline. More quality must arrive in the following rounds after some learning curve take this into consideration while planning your actions list. In a global environment, a global policy must be good enough to support all high level needs. At the same time needs have to be as simple as possible, so that later countries, business units or departments will be able to write their operational guidelines in details.

49 Some Lessons Learned Project Management is for the whole company and stakeholders. To develop Project Managers only is not enough! It is not about controlling the job, it is about working well from the very beginning.

50 Some Lessons Learned The Corporate PMO (Enterprise PMO) is providing an important value to the business through the integration, the empowerment to promote opportunities and performing strategic projects. When performing strategic projects the perception of value and the return on investment are directly and positively impacted. It is a natural consequence, since this strategic PMO can have a wide vision of the company entities, customers and products. THE POWER OF INTEGRATION!

51 Some Lessons Learned The more global a Company is, more the PMO becomes a key agent! An Enterprise PMO in Comau is about connecting Strategy to Business Execution, Closing the GAP. KEY WORDS: INTEGRATION, SIMPLICITY, BRINGING VALUE TO THE BUSINESS, FLEXIBILITY, SPEED FOR VALUE.

52 Our PMO Global PM Family THANK YOU FOR YOUR ATTENTION! North America Europe Asia South America

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54 The Vision A vision often encompasses paradox or dilemmas (ex. Low cost vs. high quality) Good vision statements strive to reconcile the dilemma (see F. Trompenaars) LOW COST? LOW COST HIGH QUALITY HIGH QUALITY

55 From Strategy to Functions How do we plan our PMO? Will it: be directly responsible for project success? have local teams or distributed ones? perform micro or macro controlling? perform Quality Management and/or Audits? manage the resource pool? be directly responsible for the PM team? perform training to the team members, suppliers, customers? assure the controlling of project deliverables? (configuration management, security?) A clear definition will help a lot the definition implementation of the PMO

56 From Strategy to Functions Comau Case We planned our PMO to: Supervise project management have both local teams and distributed ones perform Project Portfolio management perform project management audits oversee the resource pool with the creation of a dedicated PM Family support the PM teams for project success perform training to the team members, Suppliers, Customers through the creation of a Comau PM Academy Act as data collector Manage global knowledge sharing Enhance communication concerning project management and related activities Survey Customer satisfaction