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PMO - Strategic Model & Concepts Overview

PMO Strategic Model & Concepts ( A XXI Century Overview )

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PMO - Strategic Model & Concepts Overview

  1. 1. PMO Strategic Model & Concepts ( A XXI Century Overview ) Leonardo Reyes Strategic PMO.PMP® ITIL® Cloud Computing® Digital Transformation® IoT® BPM® Scrum® DevOps® & MBM in Continuous Evolution https://es.linkedin.com/in/leonardoreyestorres @leoreyes71 September 2016 LR 1
  2. 2. 1. Project Management Office & Governance Overview 2. Risk, Issue & Scope Management Plan Overview 3. Schedule Management Plan Overview 4. Resource Management Plan Overview 5. Performance Management Plan Overview 6. Supplier/3P Management Plan Overview 7. Quality Management Plan Overview 8. Financial Management Plan Overview 9. Communication Management Plan Overview 10. Document Management Overview PMO General Concepts Overview Presentation Model Proposal LR 2
  3. 3. Business Strategy Alignment Professional/Organizational Development Resource Management Collaboration & Knowledge Mgmt Project/Program Visibility and Coordination: Issues, Risks, Schedule, Costs, Quality… IT Governance Enterprise/Corporate Methodology & Process Consistency PMO_Business Unit / Country (Methodology & process consistency) 1. Plan 2. Implement 3. Manage 1. Project Management Office & Governance Identify Core Services Needed to Achieve Goal LR 3
  4. 4. 1. Project Management Office & Governance Roadmap 1. Plan 2. Implement 3. Manage 1. Purpose & Goals 2. Scope & Maturity 3. Service Offering 4. Service Metrics 5. Business Processes 6. Governance, Stakeholders & Team Structure 7. Timeline/Milestones 8. Charter Document (summary of above) 1. Job Descriptions & Hiring 2. Project Portfolio Inventory & Analysis 3. Methodology and Standards Definition 4. Skills Assessment and Development 5. PPM System Plan 1. Project Reviews 2. Project Management and Monitoring 3. Working with Governance 4. Re-Validation with Senior Leadership 5. Maturity Assessment and Development LR 4
  5. 5. 1. Project Management Office & Governance Functions, Roles & Definitions 1. Plan 2. Implement 3. Manage 1. PMO Purpose & Goals • Concise statement of purpose and goals 2. PMO Scope and Focus • Definition of the scope and focus of the PMO and target maturity level if applicable 3. Service Offering & Metrics • Definition of service offerings (aligned with PMO scope and target maturity) • Service success criteria and metrics • High-level timeline of key service delivery milestones 4. PMO Processes • Description of how the PMO processes will be managed and delivered 5. PMO Organization Structure • Description of organization structure and communications flow • List of key personnel including PMO Sponsor(s) and stakeholders 6. PMO Authority • Statement of PMO authority • List of sponsor and key stakeholder signatories and/or charter approvers LR 5
  6. 6. 2. Scope, Risk & Issue Management Define PMO Business Processes & Maturity 1. Plan 2. Implement 3. Manage Portfolio/ Program Mgmt Coordination of business and IT projects, program/portfolio planning, change/risk mgmt, coordination of project delivery and results measurement Project Mgmt PM training, mentoring, coaching; budgets, scheduling, resources deliverables, scope, risks and metrics. 1Reactive 2 Repeatable 3Pro-active 4Measured 5 Continuously Improved Potential Service Example Scope, Focus Target Delivery Mechanism Business Strategy Alignment • Alignments to corporate strategies • PPM system delivers strategy alignment functionality using listings, reports, and dashboards Methodology and process consistency • Focus is on standards and methodologies for • project execution, risk identification, issue resolution • Methodology expertise and knowledge transfer delivered via training services • Consistent delivery enforced by PPM system Collaboration and knowledge management • Best practice projects, tools and templates • Globally accessible web-based knowledge base leveraging PPM system document repository Resource management • Resource management will initially focus on resource assignment visibility and basic resource utilization • Core function of PPM software solution LR 6
  7. 7. Organization Maturity Level * Example current starting point and goals 3. Schedule Management Define PMO Scope & Target Maturity Portfolio/ Program Mgmt Project Mgmt 1Reactive 2Repeatable 3Pro-active 4Measured 5Continuously Improved Methods undocumented; Delivery, budgets, schedules uncontrolled Processes not consistently used, projects regularly exceed budgets, schedule Commitment to documented standardized PM and delivery process company-wide KPIs specified and monitored regularly, predictable and controlled delivery. Extend processes to external entities, state-of- the art collaboration. Next Level When Methodology defined for project tracking scheduling, time, tracking, resource assignments, project oversight, support Automated project budgeting; risk, issue, requirements tracking; resource management Automation of other functions such as financial management, business process modeling An Innovative process improvement culture is evident N/A Initial Point* Measurable timeline 1. Plan 2. Implement 3. Manage Goal 1 Goal “N” +1 Goal “N” +1 Final Objective Goal “N” +1 LR 7
  8. 8. 3. Schedule Management Scope - Create Timeline and Identify Key Milestones Charter Initial Staff On-board Project Inventory & Analysis Methodology, PPM Solution, Skills Assessment Project Reviews and Reporting Revalidation with senior leadership Implement TIMELINE Plan Manage 1. Plan 2. Implement 3. Manage LR 8
  9. 9.  Identify direct reporting relationship and dotted-line sponsors/champions (i.e. PMO customers)  Define organizational structure and responsibilities  Solicit and track stakeholder agreement 4. Resource Management Team & Reporting Structure IT Governance Enterprise/Corporate Methodology & Process Consistency Business Strategy Alignment Enterprise/Corporate PMO Cross Entity / CIO / CTO PMO Director Business Unit / CIO / CTO PMO Mgr. Infrastructure PMO Mgr. Comms PMO Mgr. Apps Supplier/3Ps Program Managers Supplier/3Ps Project Managers Supplier/3Ps Program Managers Supplier/3Ps Project Managers PMO Mgr. Desktops 3Ps Program Managers 3Ps Program Managers Inform/Report/Consult Manage/Consult Report/Manage/Consult Business Strategy Alignment 1. Plan 2. Implement 3. Manage PMO Analyst.1 PMO Analyst..N PMO Analyst.2 LR 9
  10. 10. 4. Resource Management Roles/Job Descriptions PMO Director Job Description: Sets strategic direction. Defines, manages to and reports KPIs. Creates and maintains tool, templates, best- practice and methodology documentation. PMO Analyst Job Description: Maintains PMO dashboard and reports. Assists project teams with reporting and tracking. Provides systems support and administration (project inventory database, knowledge repository, collaboration platform, etc.). A simple statement of purpose and goals should serve as a guide for the PMO team and as a core communications platform to stakeholders. Potential goals include:  Better alignment of project activity and business strategy and investments  Implement a more consistent project management process and methodology  Facilitate better collaboration and knowledge and best-practice sharing  Ensure resource pool is trained and competent to meet evolving IT and business needs  Better manage resource utilization and capacity  Provide executive visibility to project, program and portfolio-level status, issues, risks, costs, etc. 1. Plan 2. Implement 3. Manage LR 10
  11. 11. Establish a Project Monitoring and Management Model Qualify/ QuantifyResolve/ Mitigate Reporting • Issues • Risks • Costs • Resources • Quality • Time • Change Communicate/ Escalate Monitor/ Detect 5. Performance Management Plan Monitoring and Management Model Executive_Steering_Committee Operations_Steering_Committee 1. Plan 2. Implement 3. Manage PMO_Management_Committee LR 11
  12. 12. For every active and proposed project, the PMO should gather: Actions:  Evaluate and select a PPM system in consultation with stakeholders  Portfolio Dashboard with Project Health/Status  Easy integration with installed systems  Integrated knowledge base for best practices, tools and docs  Portfolio Alignment  Rollups and Variances  Project Name, Description and Scope  Alignment (BU, program, portfolio, strategy, etc.)  Project Type  Project Personnel (PM, project sponsor, project team)  Requestor and Internal Priority  Dates  Financials (budget, costs, ROI, approved changes)  Outstanding Issues Analyze project inventory to:  Understand potential issues and opportunities that exist right now  Generate baseline metrics for future trend & comparative analytics 5. Performance Management Plan Monitoring and Management Model 1. Plan 2. Implement 3. Manage LR 12
  13. 13. 6. Supplier/3P Management Monitoring & suppliers performance issues Conduct periodic project and program reviews that focus on:  For Projects  Consistent project planning, delivery and reporting  Ensuring the project is focused on scope and objectives  Task assignment and reporting process and results  Issues and changes  Project communication effectiveness  For programs  Master schedule and rollup of issues/costs  Project dependencies being met and reported  For both:  Assess team skills and offer training as needed Conduct periodic project and program reviews that focus on:  For Projects  Consistent project planning, delivery and reporting  Ensuring the project is focused on scope and objectives  Task assignment and reporting process and results  Issues and changes  Project communication effectiveness  For programs  Master schedule and rollup of issues/costs  Project dependencies being met and reported  For both:  Assess team skills and offer training as needed 1. Plan 2. Implement 3. Manage LR 13
  14. 14. Maturity Level Key Process Area Concentrations Strategic Focus Effective Span Next Phase when… 5 Integrated • Value, Procurement, Outsourcing, and Contract Management • Business Continuity Planning • PM Center of Excellence Integration with Business Enterprise / Industry – Strategy Execution A whole new paradigm for Enterprise PPM and governance is invented. 4 Managed • Program Process, Supplier/3P, Project Integration, and Staff Performance Management • PM Career Path • Best practices dissemination • Enterprise-wide resource planning/mgmt Dynamic Micro-Level Change, Continuous improvement Multiple SBUs – Strategic Alignment Project success is the norm and little PMO resource goes to crisis management. PMO established as focal point for optimizing project execution performance enterprise-wide 3 Defined • PM Methodology • Skills, Risk, Staff/Environment Resource, Change, Conflict/Issue Management • PM Training and Consulting • Knowledge Management Static Macro- Level Change Multiple Programs or Portfolios PMO viewed as an important link between IT project/program delivery and the business. PMO takes lead in objective setting and performance monitoring. 2 Stable • Planning, Tracking, Estimating, Risk Identification, Schedule, Scope, Budget/Cost, and Progress Reporting Skills Stabilize Performance, Standardize processes Multiple Projects (Portfolio or Program) PMO now viewed as Program or Portfolio Management Office 1 Initial • Basic tools/techniques, methodologies, services, roles, standards established (underlying disciplines may not be understood or consistently followed) Success Stories, Low- hanging fruit Individual Projects Start to see initial “pull” for PMO services and info. 7. Quality Management Mature of the PMO 1. Plan 2. Implement 3. Manage LR 14
  15. 15. 8. Financial Management Monitoring & suppliers performance issues  Tracking actual spend and forecasting future costs while navigating a company’s internal billing and reconciliation procedures can often be a full time role within the PMO. Reporting cost variances and adjusting program forecasts based on change control is a critical function for fiscal success.  Provide a financial overview of the organization’s project portfolio  Coordinate financial forecasts from individual project managers  Identify variances 1. Plan 2. Implement 3. Manage LR 15
  16. 16. 9. Communications Project Management Office Plan Management Committees Committees Functions & Responsabilities TSB Attendees BS Attendees Frequency Executive Steering Committee Management board responsible for monitoring the overall progress and performance of the BS_TSB Data Migration Programme Reviews the issues/risks before escalating to the next level of BS_TSB Executive Programme Leadership Monthly or upon request by a Relationship Manager Operating Committee Management Board responsible for Projects review Reviews the issues/risks before escalating to the next level of Data Migration Executive Management Monthly, or upon request by a Relationship Manager PMO Management Committee Responsible for the weekly review of the Project managed with PMO_TS_BS activities. Reviews the issues/risks before escalating to the next level of Management. Monthly (External) Weekly (Internal) PMO_PM Management Committee (Business Unit) Responsible for the weekly review of the Project managed with Supplier/3Ps & 3Ps and for the operational planning of the future activities. Reviews the issues/risks before escalating to the PMO. Weekly and/or Biweekly, (External) 1. Plan 2. Implement 3. Manage LR 16
  17. 17. 9. Communications Project Management Office Plan Management Committees Contacts List Committees Scope Attendees Frequency Supplier/3P “A” PgM / PMO / Chair: Detail of projects & initiatives, enhancements and incidents. Budget, Time, Risks, Issues, Quality, Planning, Resources status review. Weekly/Monthly Supplier/3P “B PgM / PMO / Chair: Detail of projects & initiatives, enhancements and incidents. Budget, Time, Risks, Issues, Quality, Planning, Resources status review. Weekly/Monthly Supplier/3P “N” PgM / PMO / Chair: Detail of projects & initiatives, enhancements and incidents. Budget, Time, Risks, Issues, Quality, Planning, Resources status review. Weekly/Monthly Operations Committee Chair: initiaives projects and enhancements and incidents review. Budget, Time, Risks, Quality, Planning status review. BI-Weekly Internal PMO Committee Chair: initiaives projects and enhancements review. Budget, Time, Risks, Quality, Planning status review. BI-Weekly Internal PMO Committee Chair: initiaives projects and enhancements review. Budget, Time, Risks, Issues, Quality, Planning, Resources status review. Monthly External Operations Committee Chair: initiaives projects and enhancements and incidents review. Budget, Time, Risks, Issues, Quality, Planning, Resources status review. Monthly External Executive Committee Chair: Business initiatives projects review. Budget, Risks, Quality, Planning status review. Monthly 1. Plan 2. Implement 3. Manage LR 17
  18. 18. 10. Document Project Management Office Plan Resources and Collaborative Work 1. Plan 2. Implement 3. Manage Enterprise-wide Portfolio and Resource Management PMO_PPM (Jira, Clarity, MPS, etc … ) Document repository standards, rules & methodology Document configuration management audits (internal/external) LR 18
  19. 19. References & Links: www.projectsatwork.com 1. The PMO: Form and Function. Andrew Makar_IT Program Manager - May 17, 2007. http://www.projectsatwork.com/content/articles/236525.cfm 2. A PMO In Action. Andrew Makar_IT Program Manager - May 17, 2007 http://www.projectsatwork.com/content/Articles/236758.cfm 3. The Project Management Office: A Component Approach for Implementing a PMO. Bradford Neavear - February 27, 2012. http://www.projectmanagement.com/articles/283603/The-Project-Management- Office--A-Component-Approach-for-Implementing-a-PMO www.projectmanagement.com 1. Communication-Plan. http://www.projectmanagement.com/deliverables/1945/Communication-Plan 2. Project Management Roles and Responsibilities. http://www.projectmanagement.com/deliverables/6042/Project-Management-Roles-and-Responsibilities www.pmi.org 1. Strategic PMOs Play A Vital Role In Driving Business Outcomes. Forrester Consulting - November 2013. http://www.pmi.org/learning/thought-leadership/series/pmo/strategic-driving-business-outcomes 2. Why good strategies fail: Lessons for the C-Suite. The Economist - November 2013. http://www.pmi.org/learning/thought-leadership/series/pmo/c-suite-failing-strategiy-lessons 3. The Impact of PMOs on Strategy Implementation - November 2013. http://www.pmi.org/learning/thought-leadership/pulse/impact-pmo-strategy-in-depth Other references 1. Setting up a PMO. Hussain Bandukwala - May 2014 2. How to make your PMO tool implementation successful and deliver real business value. Sciforma 3. Webinar: Making the PMO a Value Center. Innotas by Planview – July 2016. www.innotas.com/resources 4. 1. How to Plan, Implement and Manage a World-Class PMO LR 19 PMO Strategic Model & Concepts ( A XXI Century Overview ) Leonardo Reyes Strategic PMO.PMP® ITIL® Cloud Computing® Digital Transformation® IoT® BPM® Scrum® DevOps® & MBM in Continuous Evolution https://es.linkedin.com/in/leonardoreyestorres @leoreyes71 September 2016
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PMO Strategic Model & Concepts ( A XXI Century Overview )

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