MS Project Management Seminar In Project Management Course Code Project Management Office Lecture # 24

Transcription

1 MS Project Management Seminar In Project Management Course Code Project Management Office Lecture # 24

2 Summary of Previous Lecture In previous Lecture, we have discussed about Project Portfolio Management Definition of Portfolio Management Need of Project Portfolio Management Goals of Project Portfolio Management Benefits of Project Portfolio Management Limitation of Project Portfolio Management Project Portfolio Management Examples Literature on Project Portfolio Management OMP3

3 The Project Management Office

4 The Project Management Office Many organizations of all sizes across the globe have established Project Manage-ment Offices (PMOs) to serve as an organizational focal point for the effective and efficient management of their pro-grammes and projects. PMOs can perform many important functions and, if conceived and managed properly, are a huge asset for project-driven organizations.

5 Internal Project Management Supporting Institutions in Pakistan Several public and private-sector organizations which are operating in Pakistan, as well as the federal and provincial governments, have established structures (Project Management Units, Project Monitoring Units) performing PMO functions to support projects which they are undertaking.

6 Some Typical Functions of a Mature PMO Alignment of Projects with Organization s Mission, Goals, Objectives Project Portfolio Management Resource Planning and Management Generating Awareness in Organization of Project Management Standardization of Policies, Processes, Protocolls and Documentaion Recruitment and Selection of Project Managers and Team Members Training in Project Management and Related Competencies, Skills Monitoring, Evaluation and Auditing of Projects Maintaining a Project Management Information System Conseling and Mentoring of Project Staff Benchmarking Best Practices Archiving Documentation on Completed Projects Refining Project Management Methodologies Software Tools

7 PMO Emerging Due to Concerns Inability to ensure project investments align with strategic objectives Share data across to gain a full view of project, resource, and financial Information Lack of established standards and repeatable processes across the organization Extending and customizing the solution to fit growing business needs 7

8 Who benefits from PMO? Executive Stakeholders Project portfolio management, reporting Resource Managers Skills-based resource management Team Members Use familiar tools to collaborate, report status Project Managers Intuitive project management IT Managers Open, secure systems IT Resource Team Executive Project Managers Members Managers Stakeholders Can What s When Who s we am will available the link I we supposed status project really to of staff finish data our to be our top with and delivering new 3 our initiatives? what projects? front will this & it back cost? week? office? What s How Can Who's we can working the re-use I see collaborate best & best on way prioritize what practices to with deploy and initiatives people do across and they monitor? across have projects? my team? the my skills? org?

9 The Journey. People/0rganizational Change Management and Concepts of how you will implement & Integrate EPM Solution into your organization is fundamental to success Most importantly You have to align People, Process, and Tools into a seamless and homogenous solution The Tools should compliment the Process The Process should compliment the Tools The Tools and Process need to support the People You can reach your Destination in this journey through Strong Project Management Office (PMO)

10 What is a PMO? A Project Management Office (PMO) is an organizational unit designed to coordinate the management of projects within its domain. It may be called a: Project Management Office Project Support Office Program Management Office Project Management Group Project Management Center of Excellence Directorate of Project Management The PMO strives to standardize and introduce repeatable project delivery process & and can be a source for documentation, guidance, and metrics on the practice of project management and execution.

11 PMO Goals & Responsibilities Facilitate effective project management across all projects & programs Project Management Mentoring, consulting & Coaching to Project Heads/Leads/teams across organization Customized projects health Report for Management (e.g. project status & Progress report) Software Process & Project Management Templates Development & Deployment across all organization Collect, organize, and integrate project data for the entire organization. Centralized Project documents repository for project collaboration. Analyze, develop and implement new process as required for departments improvement Monitoring, controlling, Audits (e.g. process, risk, quality) & Tool Selection Support Program management & Portfolio management

12 Why introduce PMO? Some typical issues Projects are not effectively prioritised Projects happen without authorisation No definitive list of project s tasks Project benefits are not managed or realised No visibility of progress Limited understanding of resource capacity Lack of control of project Schedule Project risks are not captured and mitigated Inconsistent approaches Minimal control of project documentation

13 PMO: Key Processes Project Management Project definition and initiation Task planning and execution Project completion and acceptance Governance Program and project prioritization and risk/cost/value analysis Decision-making, including commitment of time, money and resources Issue resolution Project monitoring and integration Project Management Office Governance Process Management Preliminary Process assessment/ analysis Process improvement tracking and variance review Project Management Resource Management Change Management Process Management Resource Management Skill-to-task matching Resource gap analysis Rresource optimization Communications Management Communications Management Centralized program and project reporting mechanisms Inter-project communications Post-implementation tracking and feedback Change Management Identification and elimination of organizational barriers to change Management of employee resistance to change Assurance of effective involvement of, and communication with, all project and program constituencies

14 PMO Assistance/Support Areas Project Support Project reviews/evaluation Project initiation/closing Assist with troubled projects Consulting and Mentoring Knowledge transfer PM best practices competency Succession planning The Project Management Office Methods and Standards Adherence to PM & SE Standards Promote PM & SE Methods Accessibility of Methodology Project Resources - Identification of suitable Resources for projects - Management of resources across projects Training Provide SE Process trainings Provide PM T& tools trainings Provide Training Materials SE = Software Engineering PM = Project Management

15 Types of PMO Early on in PMO history, the Gartner Group identified three PMO models as flourishing: Project Repository Model, Project Coach Model & Enterprise PMO Model There are Many types of PMO Models defined in various books but PMO may be categorized in 3 types: The Supportive/Reporting PMO (Project Management Office). This is the most common type of PMO. It doesn't control or direct projects. Instead it supports projects by offering training, mentoring, administration and reporting to the stakeholders. The Controlling PMO (Project Management Office). Supportive services may not be enough to put projects back on track. By offering controlling services (such as project reviews, audits and assessments), the PMO can influence project delivery. The Directive/Enterprise (Project Management Office). The least common, but sometimes most effective type of PMO, is one that directs projects.

16 Which type of PMO model is suitable for your Organization? If you're implementing a PMO (Project Management Office) for the first time, then the "Supportive/ Reporting" model is best. It helps you add value to projects by offering reporting, training and monitoring services, without taking on the responsibility for the projects themselves. If you have an established PMO (Project Management Office) and you want to ensure that projects are independently assessed, then the "Controlling" model is best. You can directly influence the success of projects, as well as implement best practices, standards, and tools. If your organization has a set of high risk projects & drives you business, then usually the "Directive/Enterprise" model is best.

17 Tools for PMO To set up and run a PMO (Project Management Office), you need three types of tools. Templates Provide your Project Managers with templates to help them complete project documents faster and more efficiently. Methodology Implement a Methodology for managing projects. The methodology helps guide your projects towards completion. Software Use EPM software for the day-to-day effective planning, tracking and reporting of projects. Right People Right Data

18 PMO Setup & Implementation Strategy

19 Five Steps to Set-up PMO Nominate and Confirm PMO Team Set-up PMO Prepare Tools, Processes & Templates Develop PMO Master Plan Conduct First PMO Session 1. Nominate and confirm PMO team: Identify, nominate and obtain approval for the PMO leadership from senior management as identified in PMO organogram 2. Setup PMO: Determine relevant stakeholders, participants and structure PMO appropriately Communicate key interested officers required involvement and PMO expectations 3. Prepare tools, processes and templates: Prepare all required tools, processes and templates Prepare project reporting, issue management, change management, and planning and communication management processes 4. Develop PMO master plan: Conduct interviews, meetings, and workshops with key interested stakeholders Prioritize work initiatives and conduct high-level review of any dependencies, overlaps, and issues Consolidate tentative work initiative project plans into a consolidated master plan 5. Conduct first PMO session: Conduct first basic PMO workshop, communicate timing and agenda of first PMO session to all stake holders Discuss issues, dependencies, project plan recommendations, role of PM Going forward

20 Implementing a PMO: Basic Stages Assessment Definition Assess current environment: PMO Need Assessment, Current Projects Assessment, ROI and Cost Model Assessment Define Program Management Office (PMO): PMO Strategy and Mission Document Commitment Gain Executive Commitment to Build and Maintain PMO Initiation Planning Execution / Control Initiate PMO Project: Governance Process, Business Case Development and Sign-off Plan PMO Implementation: PMO Manual, PMO Project Plan Sign-off Build and Implement the PMO: Initiate Training, Support, PMO Processes Transition / Shutdown PMO Improvements Hand-over to Client, Close Project: Transition Plan, Project Review PMO Maturity Level: Assessment & improvement

21 Implementation Timeline-Estimated Baby PMO (initial) Young PMO (Define) Maturing PM) (Managed) Mature PMO (Optimized) Timeline 0-4 Month 4-8 month 8-12 month month Vision Developing (Framework, Methodology, policies & Templates) aligning somewhat with Organization aligned with Organization Strategy fully integrated Operations Trial & error approaches - Some planned activities - Projects of variable size - Basic project Management methodology in use - Planned activities - Projects, programs & portfolio Management - Well defined Processes - Planned activities - Projects, programs & portfolios Management People New Mix of core and new resources cohesive team high performing team with established career path Metrics Not Used Minimal consistent, repeatable methodology in use focused on continuous improvement and growth

22 PMO Maturity Model

23 Adopt a Basic Capability Maturity Model Level 5 Optimizing: Continuous Improvement Level 4 Managed: Focus on QA & QC Measures Level 3 Level 2 Defined: Process Management Focus Repeatable: Project Management Focus Level 1 Initial: Ad hoc, informal, hero driven Careful planning and execution is required to climb from step to step

24 Microsoft EPM Solution -Functional Overview User Interface Microsoft Office Project Professional Microsoft Office Project and Portfolio Web access 3 rd party apps (LOB, ERP, CRM, etc.) EPM Sub-capabilities Work Management Resource Management Portfolio Optimization Team Collaboration EPM Components Scheduling Resource Plans Data Warehouse Timesheet Portfolio Analysis Budgeting Event/Notifications Task Assignment Reporting Portfolio Selection Platform Operating System Portal/Web Database Analysis Reporting

25 Successful PMO Using Microsoft EPM Solution Project Managers Resource Managers Senior Management Team Members

26 Successful PMO- Capacity Planning

27 Successful PMO- Detailed Planning

28 Successful PMO - Manage & Track Project Performance Track Progress Timesheets Project Workspaces Task Assignments Timesheets Team Members Project Manager Issues & Risks Mgmt Status Reports

29 Portfolio Prioritization Use proven techniques to define and prioritize business drivers Assess the impact of each project request against the prioritized business drivers Business Drivers Projects Prioritize Business Drivers Derive a priority score to evaluate each project request (that is, strategic value, financial value, risk) Impact Assessment Analyze the project portfolio before attempting to make funding decisions Prioritize Projects Investment Maps

30 Project Dashboard

31 Summary of This Lecture In this Lecture, we have discussed about PMO Functions of Mature PMO Types of PMO Setting Up PMO Software Support in PMO

32 THANK YOU!