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October 12, 2004Organization and Implementation of a PMO
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Agenda
Abstract & OverviewPMO Tactics Sponsorship Organization Marketing Implementation
Protocol and GovernanceQ & A
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Abstract
Profitability, cost reduction or similar measures are often used to gauge the value of operations directly contributing to the production of a company’s goods or servicesProcess functions like the PMO are not perceived as direct contributors to productionProcess areas demonstrate value through performance improvements, reduction of issues/obstacles, or exceeding planned expectations (real or perceived)Successful organization and implementation is vital to establishing a vibrant PMO and keep it performing and exceeding expectations
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PMO Tactics
Take advantage of initial interest and attention
Establish tactics before the PMO is launched Sponsorship (fertile environment for initial survival) Organization (sturdy foundation devoted to core needs
and successful growth) Marketing (weaning PMO from dependency of the
sponsor to a self-supporting entity) Implementation (plans for continued growth)
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Value Category -->
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Executives X X XSponsors X X X X XOwners X X XUsers/ConsumersProject Team X X X X XPMO X X XPSOs X X XSupport & Maintenance X X
Customer/Function Alignment
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Sponsorship Tactics
Establish clear relationship with sponsor Regular strategy and planning meetings Understand the depth and reach of sponsor’s backing Understand degree of independence and latitude How will you know if the sponsor got a proper return
on investment
Agreement and results must be tangible Even if the sponsor “gets it”, she/he will need evidence
for others who may not
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Sponsorship Tactics
Anticipate challenges – plan to preempt Implied authority – does the PMO have control over…
PM quality to competently deliver projects Taking on too many projects Prioritizing project and resources Reporting metrics v. corrective actions Project rescues
The common message Prepare messages for
Executives Line leaders Team members
Risk of over/under communication
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Organization Tactics
Organizational Charter Mission Scope of authority Functions ‘Roles and Responsibilities’
Business Case Business objectives Expected benefits Deliverables and metrics for success
Executive Summary Simplified combination of the charter and business case
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Organization Tactics
Descriptive brief of benefits, deliverables, expected resultsPMO extends across silos and hierarchies to provide
Easier movement through the organization
Broader perspective to local and enterprise activities
Politically independent
PMO Deliverables Help PM Practitioners do their jobs
Help management understand project status impact on the organization
Build consistency, quality, efficiency
Control over the management of resources
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Organization Tactics
The Project Office will develop, train, and implement a common project and work management model to help achieve the following objectives:
Improve predictability of results Provide visibility into project priorities and progress Clarify resource roles and responsibilities on projects Capture metrics for continuous improvement of work management
processes Improve control and direction of projects by senior management Improve outcomes / customer satisfaction Reduce time and cost to deliver services Create an operational model to support IT investment analysis
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Organization Tactics
Charter – what will happen
Roadmap – when it will happen and what does it look like
It’s a high level project plan It identifies the milestones/deliverables
Keep roadmap measures high level and flexible
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Organization Tactics
2004 2005 2006
Featu
res
• Develop project portfolio (Visibility) • Capture project work plans and time
tracking (Resource Management) • Basic project health summary
(Reporting) • Project / Methodology (Quality,
Mentoring) • Estimating Tools & Templates
(execution)
• Integrate portfolio with annual planning (planning)
• Repository of project artifacts (Mentoring, Execution)
• Triage and Demand Management (planning)
• Scorecards (Reporting, visibility) • PM Competency Model & Training
(mentoring, quality)
• Financial/PM Integration • Self-service reporting (Visibility) • Single point intake of projects and
service requests (planning, prioritization)
• Earned Value Management (quality) • Repository of best practices (tools)
Capabilit
ies • Ability to demonstrate improved Project
Management competency • Consistency of process and language • Comparison of key projects using
consistent and impartial measures • Reduce confusion of how project shown
be run
• PM Metrics • Forecasting - Capacity Analysis • Proactive management of resource
conflicts • Measurable & repeatable use of
methodology, tools & artifacts • Prediction of project health
• Robust IT planning & integration • Predictable, manageable & repeatable
estimation • Transparency of Status Reporting • Understanding of TCO • Financial Chargeback
Benefits
• Single point of Reporting/Communication
• Enabled fact-based discussions with CIO’s
• Single point for reporting • Clarification of Roles & Responsibilities
• Compressed time to “Ramp up” new employees
• Fact-based Customer Interaction • Improved cycle times for estimates • Trained, competent PMs and
Functional Managers
• Clearly defined, easier-to-use processes for all stakeholders
• Immediate responses to inquiries on project status, health and issues
• Defensible alignment of projects to strategic goals
Sample Roadmap
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Organization Tactics
Regular communications to market and reinforce success and slow the decay of “sponsorship half-life” Use of scorecards for easy to digest facts,
supplemented by more detailed “in-depth but crucial” information
Emphasize accomplishments Use to supplement but not replace PMO
marketing
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Organization Tactics
Sample Planning “Scorecard”
2004 YTD Successes Delivered Standardized Planning Schedule with current resource pool Program Managers have common collection of planning templates to reflect common
services Triage team established and process documented to handle project estimation
What we still need to accomplish Finalize functional planning templates and roll up into a functional Master WBS Expand usage of planning templates across portfolio Reinforce common vocabulary used in planning
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Organization Tactics
Other considerations PMO position in the organization hierarchy PMs’ staffed within or outside of the PMO Obtain proper time/resources for tools
Estimation Project planning Time Tracking Reporting
Handling special requests
SelectionDeployment
TrainingOperation
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SuccessSuccess Measurable!!Measurable!!
Marketing Tactics
What’s the Message? Increased throughput (more projects completed
successfully with same resources) Project crises averted or mitigated w/o impact on other
projects Higher customer satisfaction via improved
Clear communications Problem solving abilities
Increased participation of key project participants Ability of lower skilled resources to perform function
previously requiring higher skilled resources
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Marketing Tactics
Focus on why the PMO was created – Examples Help PM Practitioners do their job Help organization better understand and direct their
resources Build improved consistency and quality into project
work Put vital project information into hand of management
sooner and more clearly
Now use communications to show what has been accomplished and how
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Marketing Tactics
The PMO leader as a cheerleader Evangelical dedication Focus on the progress
Don't assume that because its going according to (or better than) plan, that people are aware of it.
Speak the language of the customer Connect their passion to PMO direction
Their pain Their motivations Don’t assume if a person is aware of problems, they know
how or have courage to fix it.
Key: The emotional/logic mix (EQ/IQ)
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Implementation Tactics
The need for a good first impression A poorly implemented first attempt can tarnish a PMO’s
reputation and fuel obstacles for future attempts.
Remaining true to why the PMO was created* As business demands change, it is incredibly tempting to
shift the expectations of the PMO without planning or review with sponsors.
Staying credible by limiting and fulfilling promises
* Avoid the appearance of not being responsive. Changes often come as additional duties rather then a change in accountability. If the PMO is taking on new challenges, it requires a conscious recognition to the PMO mandate which will require additional effort, and more importantly require a shift in perspective and expectations.
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Implementation Tactics
Provide sufficient but simple references Announcements / communiqués Training materials Web sites / Repositories / email boxes Staff – PMO, local mentors, other External resources
Stick to roadmap
Roll out new features / service individually Beware of process overload
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Implementation Tactics
Provide feedback loop Surveys Suggestion boxes Measure and report which service used most
often
How to be visible but not intrusive
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Implementation Tactics
Success Measures Increased throughput (more projects completed
successfully with same resources) Project crises averted or mitigated w/o impact on other
projects Higher customer satisfaction via improved
Communication Problem solving abilities
Increased participation of key project participants Ability of lower skilled resources to perform function
previously requiring higher skilled resources Relate progress to accepted Maturity Models
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Protocol and Governance
Process Models abound to help specialists define understand and control their environments PMBOK, OPM3, CMM, 6, TQM, etc.
Detail and intricacy overwhelms those who do not embrace these disciplines or not ready for this mature, robust approachProvide a streamlined approach for those wanting or needing lessA possible alternative is Protocol and Governance
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Protocol and Governance
Protocol: The means in which we communicate with each other, and our behavior surrounding this communication
Protocols• Communication• Documentation• Tracking• Reports• Rules of Engagement• 1st contact• Dashboards• Roles and
Responsibilities
Governance• Controls• Steering
Committees /Review Boards
• Risk mitigation• Issue escalation• Corrective actions• Change Mgmt• QA/QC• Lessons learned
Governance: The means in which issues, differences, conflicts, or obstructions to goals are resolved, escalated or otherwise dispatched
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Protocol and Governance
Protocols can be used to: Train roles and responsibilities Identify project artifacts, their use and content Set expectations for communication Example: Rules of Engagement
Governance can be used to: Set timeframes for escalation Confirm ownership and accountability Streamline decisions Example: Technology Compliance Review Council
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Protocol Example
Project Initiation – Protocols should be in place to address how people behave, which artifacts convey information, formality of communication Do stakeholders know what to do? Do they care to learn or remember their roles? 1st
encounter Who controls the process? Who has overrides (GOOPF)? How to corral escapes
Who determines if protocols are working?
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Governance Example
Risk Management – Persistent review of risks uncovers potential obstacles to project success. How will the organization react to avoid the risk, and/or minimize its impact if realized? Who may identify risks? Who must look for them? How are risks reported, what actions are put into motion? What is the predefined escalation if no action taken? Are risks and their solutions centrally collected to help
future situations or projects?
Who determines if governance is working?
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WARNING!! Be realistic(Organizations resist change naturally)
Don’t promise it ifIf you can’t measure it
It requires training or tools which are not budgeted
It requires time commitments not agreed to by line managers
It hasn’t been accepted by those in control of the resource
ScopeScope
CostCost
TimeTime
Implementation Risks
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Implementation Risks
The daily, continual pressure ofGot to get it done!!
vs. Approving projects once proven alignment to organization Projects begin only with adequate plans or risk assessments Assigning work when resource commitments secured Building after adequate requirements defined Regular and dispassionate review of status
Transition: Sponsors move on. How does the PMO survive a direct hit to sponsorship?
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References
General PMFORUM www.pmforum.org Project Management Institute www.pmi.org PMI’s Knowledge & Wisdom Center - Pros and Cons of Project Offices
https://secure.pmi.org/memberapp/code/premium_content/kwc/KWCtopic_pmo.asp Center for Business Practices Project Management Resources http://www.cbponline.com/ gantthead.com http://www.gantthead.com Max’s http://www.maxwideman.com PMO USA http://www.pmousa.com PM Solutions http://www.pmsolutions.com ProjectConnections.com www.ProjectConnections.com Projects @ Work http://www.projectsatwork.com International Institute for learning, http://www.iil.com/free_resources/articles.asp Optimizec(IW) www.optimizemag.com CIO www.cio.com Computerworld (IDG) www.computerworld.com Project Magazine http://www.projectmagazine.com
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References
PMO Organizational Tactics Dinsmore, Paul C. Sixteen reasons not to implement a project office, PM Network 2002. February Kerzner, Harold, Strategic planning for a project office, 2003 Project Management Journal 2003.
June; Kerzner, Harold, Best Practices in Project Management – The Project Management Office
Presentation to PMI-MN October 1, 2004; Lipper, Stan, An effective approach to establish a Program Management Office, 2003
Proceedings of the PMI Global Congress 2003 - N American Kendall, Gerald I. And Rollins, Steve, How to Get Value Out of a Project Management Office
(PMO), IIL, November 2002 Mullaly, Mark E., PMP, Project Management: A New Definition, gantthead.com July 23, 2003 Mullaly, Mark E., PMP, Baby PMO Blues, gantthead.com July 28, 2004 Rahiya, John C., Implementing the Project Management Office, Presentation to PMI-NYC, May
26, 2004 Passori, Al, Project Management Essentials: IT's About Governance, META Group Consulting,
Delta 2935, 2 June 2004 Santosus, Megan, Project Management Office Discipline: Why You Need a Project Management
Office, CIO Magazine July 1, 2003