PMO Leadership

transcript

Leading

Successful

Peter Taylor

www.leadingsuccessfulpmos.com

Peter Taylor

Experience: Creativity: Motivation

Author – Speaker – Workshops - Coaching

Leading Successful PMOs

Leading Successful PMOs is a book to

guide all project based organisations,

and project managers who contribute to

and benefit from a PMO (Project

Management Office), towards

maximising their project success.

Imprint: Gower Published: Oct 2011 Format: 234 x 156 mm Extent: 160 pages Binding: Hardback ISBN: 978-1-4094-1837-5

Quick Quiz

What does ‘PMO’ mean to you?

The PMO is ...

The Project Management Office (PMO) in a

business or professional enterprise is the

department or group that defines and maintains

the standards of process, generally related to

project management, within the organization

The PMO strives to introduce economies of

repetition in the execution of projects

The PMO aims to reduce project risk through

common practice and quality assurance

The PMO links business strategy to project based

execution of that strategy

What is meant by a PMO?

And the right strategy

‘You know, what I love is having people

who look after our business for me and

who help me drive our strategies

forward – the PMO does both, which

isn’t what all my departments do...’.

And the right strategy

Again from ‘The State of the PMO 2010’

report

– 64% of the PMOs advise their executives

– 62% of the PMOs participate in some form

of strategic planning

– And nearly 60% of PMO Directors/Leaders

report in to the EVP level or above

Types of PMOs

A PMO can typically be one of 5

types from an organizational

perspective:

– A Departmental PMO

– A Special–Purpose PMO

– An Outreaching (Supplier) PMO

– An Customer (External) PMO

– An Enterprise PMO

Models of PMO

Supportive

Empower

Controlling

Standards

Risk Mgt

Profiling

Directive

Ownership

Guarantee

Blended PMO – combining

elements of all three models

And is it real?

All PMOs are not equal

Level 1 – Ad Hoc

•Few formal definitions

•PMO is a trouble shooter

Level 2 - Defined

•Project discipline in place – repeatable behaviour

•Standards and Method and simple Measures

Level 3 - Controlled

•Aligned with business goals

•PMO is governing, reporting and correcting

Level 4 – Measured

•Quantitative goals set

•PMO KPIs in place

Level 5 – Optimized

•Continual improvement

•PMO drives innovative changes

PMO ‘Acid Test’

‘Get the PMO leader to call your

CEO and then count the

number of seconds before he

recognizes their name...’

PMO ‘Acid Test’

‘When was the last time that a

project manager contacted

your PMO asking for some

form of help? ...’

PMO ‘Acid Test’

‘Do people ask why they should

use the PMO and do they

know what your PMO does...’

PMO ‘Acid Test’

‘What happens when you call

up a PM, do you get straight

through or do they adopt an

avoidance strategy...’

PMO ‘Acid Test’

‘Do people ask many times over

where they should go for

project information or project

help...’

‘Established project

management offices result in

projects with higher quality and

business benefits’

PWC: Insights and Trends: Current Portfolio, Programme, and Project Management Practices

‘Building a Project Management

Office (PMO) is a timely

competitive tactic’

Gartner Research

‘With projects in many

organizations becoming global,

involving multiple business units

and locations, the benefits of

PMO are more visible’

2012 KPMG report - Business Unusual: Managing projects as usual

The Book

Research

Peter Taylor

Support

Training

Career

Process

Project Quality

Project Success

Personal Satisfaction

Being part of a PMO

Much improved Better No change Worse Much worse I have always worked in the PMO

The PMO Leaders said:

PMO Leaders said:

1 One size doesn’t fit all, flexibility is key

2 Balance well between people and process

3 Never be afraid to promote your PMO and your projects

4 Act like a business leader but have a continued passion for

projects

5 Track the benefits of what you are doing

6 And be a strong leader

The Managers said:

Managers of PMO leaders said:

1 Communicate well

2 Negotiate fairly and strongly

3 Be an agent of change

4 Demonstrate self-managing capability

5 Believe in the business and the projects

6 And know the project world

Recruiters said:

0 5 10 15 20 25 30 35 40 45 50

Method/Methodology

Negotiation Skills

Change Management/Agent of Change

Self Managing/Organised

Communication Skills

Previous PMO experience

Risk Management Capability

Quality Assurance

Strategically Competent

Stakeholder Management Skills

Project Management experience

Recruitment Skills: PMO Leaders

Asia USA Europe

Competency Framework

Business Leadership

Technical Personal

Project Management

PMO Key Competencies

Business Leadership

Technical Personal

Project Management

Be passionate about projects

Be strong in communication

Negotiate well

Be enthusiastic about leading

change

Don’t be afraid to be unique

It is your PMO...

‘Don't let anyone tell you that you

have to be a certain way. Be

unique. Be what you feel you

need to be’

The Future

of PMOs

Peter Taylor

Consistency

• The best PMOs have

consistent, repeatable PM

practices across the

enterprise. All projects are held

to the same standards and

requirements for success. They

have also eliminated

redundant, bureaucratic PM

practices that have slowed

down projects.

Consistency

• The best PMOs have the most

experienced PMs in place and

have a program underway to

recruit the best PMs, develop

their existing PMs into the best

and to maintain this level of

quality and experience.

Transparency

• The best PMOs have clear

visibility into the progress and

cost of all projects. They also

know exactly how resources

are being used. They openly

share this information to all the

appropriate stakeholders

throughout the enterprise.

Flexibility

• The best PMOs adapt to the

enterprise's strategic

expectations and know how

to operate effectively within

the corporate structure and

culture. And they are not rigid

in their own structure and

focus in order to adapt and

adopt quickly.

Educational

• The best PMOs sponsor training

and facilitate communities of

practice to promote PM best

practices in their organizations.

Such communities of practice

provide PMs with a forum to

share their knowledge and

share experiences.

Methodology

• The best PMOs are the

custodians of a dynamic

framework of method to assist

PMs in the delivery of projects.

This includes not only process

but also templates and

guidance.

Assurance

• The best PMOs ensure that

quality assurance actually

delivers quality.

Future Progress

1. PMO leaders will continue to build

better relationships with executive

management

2. Improvements in performance

measurement will make it possible for

PMOs to more accurately measure

project health

3. As PMO leaders strive to define their

organization’s role, they will move to a

menu of PMO features and capabilities

The Case

Peter Taylor

Siemens

Siemens – 80 billion euro

Siemens

Industry Automation – 38

billion euro

Siemens

PLM Software 1 billion euro

Siemens

The Projects

Why a PMO?

• 300

• 360

• 115

• 13

The PMO ‘5 Ps’

PM Information Systems

Promotion

Internal Communications External Communications Marketing Success Stories

Performance Project Profiling

Project Reporting

Dashboard KPIs Scorecard Funding ROI Escalation

Process

Methodology Certification

Program Quality Assurance Assessment Authority

People

Recruitment Profiles Training Induction Certification Assessment Team Building

2007 Achievements

PM Virtual

Practice

formed

Practice Strategy

defined

‘Bring out your dead’ Project Issue Assessment

completed

Standards

Adopted

Baselining

Activities

Survey of PMs

Training/Experience/

Certification

Regular Communication in place

PM Newsletters (weekly) – PM Calls – PM Leaders meetings – Ad Hoc AppShare/Training sessions

PM Maturity Assessment

PM Competency Development

Framework (PMCDF) defined PM Training Plans

Action Dashboard for ‘Top PM Issue’ Resolving Actions/Initiatives Survey of PMS

Top PM Project Issues

Project Reporting Improvements

Continuous developments – Pipeline and Live Projects

Project Audits – Project Support and Mentoring

PM@Siemens

Interfacing with PM@A&D Council

Training

PLM VDM Development Support PLM VDM

Training development

PLM VDM

Training

2007/2008 Achievements

• Project Visibility

• HealthChecks (PMO)

• Retrospectives (PMO)

• Methodology training/adoption

• Certification (PMP)

• ‘Red’ project movement

• Fixed Price projects (LoA)

EMEA PMO 2008/2009

• Self Sufficiency

– Methodology

– HealthChecks

– Retrospectives

• Certification (PMP & Siemens)

• Program Management

• Project Reporting and Escalation -

‘Go Green’

• Compliance

Measuring the impact

• We targeted

• Project ‘Health’ Improvements

• Project Management ‘Issues’

Schedule Margin Resources Product Overall

Project Red Status

2007 2008 2009 2010

2007-2010

EMEA PMO

Pre-Project

Project Acquisition

-Selling Project Management

- Large bid support

Project De-Risking

- SOW reviews and approval

- PLM VDM (updates and

training)

- PLM VDM (adherence)

Project Delivery

- Healthchecks (training/delivery)

- Retrospectives (training/delivery)

- Lessons Learned

- Governance

- Control

- Project Closure

- Success Stories

Project Reporting

- Dashboard (content)

- Top 5 projects

- FP Reports

- myPMO

EMEA PMO

Pre-Project

Project Acquisition

-Selling Project Management

- Large bid support

Project De-Risking

- SOW reviews and approval

- PLM VDM (updates and

training)

- PLM VDM (adherence)

Project Delivery

- Healthchecks (training/delivery)

- Retrospectives (training/delivery)

- Lessons Learned

- Governance

- Control

- Project Closure

- Success Stories

Project Reporting

- Dashboard (content)

- Top 5 projects

- FP Reports

- myPMO

The C Level

Challenge

Negative

‘Failed projects waste an

organization’s money: for every

US$1 billion spent on a failed

project, US$135 million is lost

forever… unrecoverable’

PMI’s Pulse of the Profession™ 2013

Positive

‘The progressive development

of the organisation’s project

management approach,

methodology, strategy and

decision-making process are

dependent on having a

dedicated entity for project

management’

2012 KPMG report - Business Unusual: Managing projects as usual

Danger

‘55% of respondents reported

that the value of their PMO was

questioned by key stakeholders

and inevitably some of these

‘questions’ were translated in to

‘cancellation’ of the PMO’

ESI report 2012: The State of the Project Management Office: On the Road to the Next Generation

The Issues

Knowledge

Experience

Skills

Awareness

Maturity

3 GOOD IDEAS

The Critical role of PMOs in a global organisation

‘Don't let anyone tell you that you

have to be a certain way. Be

unique. Be what you feel you

need to be’

Coaching and Mentoring

Coaching of PMO leader Mentoring of project team

Investigation and Guidance

Discovery process to uncover your

PMOs key challenges

Detailed Report with

PMO roadmap defined

Motivation and Understanding

Keynote

Leading Successful PMOs motivational session

Workshop

Your PMO challenges revealed

The PMO journey…

Peter Taylor

peter.b.taylor@btinternet.com

Twitter: @thelazypm

PMO Leadership

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