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Project Management Office (PMO)
IBM & BU Confidentiality August 19, 2006 © 2006 IBM Corporation
Value Excellence of Value Excellence of Project Management OfficeProject Management Office
NIPPON LIMBOONSUEBSAINIPPON [email protected]@th.ibm.com
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
ObjectivesObjectives
To understand thoroughly Project Management theme and/or conceptual role
To learn somehow kinds of Project Management terminology and relevant entities
To know further about basic of Project Management methodology, type and related fields.
To be articulated to build value proposition of Project Management
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Where is Project Management ?
Roles of Project Management Office (PMO)
Reality shows of Project Manager (PM) and/or Project Executive (PE)
– a local telco/multimedia company -> IT Consolidation (ITC)
– a local big bank -> Banking Data Warehouse (BDW)
– a foreign bank -> Core Banking System (CBS)
Worldwide Project Management Methodology (WWPMM)
Values of Project Management
TopicTopic
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
System Development Life Cycle (SDLC)System Development Life Cycle (SDLC)
Project ID and Selection
Requirement Study
Analysis
Logical Design
Physical Design
Maintenance
Intelligence
Design
Implement
Coding, Test, Implement
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
InitialPlanning
Planning
Requirements
Analysis & Design
Implementation
Deployment
Test
Evaluation
ManagementEnvironment
Each iteration results in an executable release
Iterative SW Development ModelIterative SW Development Model
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Rational Unified Process (RUP)Rational Unified Process (RUP)
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Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Start, manage & proceed a projectStart, manage & proceed a projectCurrent Environment
– How mature do you think you are?
– Where are you at from a Project Management perspective?
– Where do you want to be?
– How involved are end users in the project development?
– How spread out geographically are your projects?
Organization
– Does the current project management structure support your projects?
– What is the organizational structure for projects?
– How many Project Managers do you have?
– Who do the Project Managers report to?
Processes
– Do you get along with the calculated budget or do you exceed the limit?
– Do your projects match with the company objectives?
– Do you have defined processes for the projects?
– How do you prepare your project managers for their job?
– Are your projects successful? How do you measure success?
– Do you carry out lessons learned in order to optimize follow-on projects?
Tools
– What tools do you currently use?
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Example of SW development tasksExample of SW development tasks
Change requests come from many sources throughout each iteration of the product lifecycle
Maint
Test
Code
Design
Req
Customer andUser inputs
MarketingNew
Feature
NewRequirement
Bug
Help DeskUser inputs
ApprovedDecisionProcess(CCB)
Single Channel for Approval
Coders inputsTesters inputs
ChangeRequest (CR)
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Project Management is usually seen as managing the Project Management is usually seen as managing the interrelationship of three critical success factors for @ projecinterrelationship of three critical success factors for @ project.t.
Scope
Schedule Budget
112
234
5678
9
1011
It is essential to find the optimal balance to maximize the value of projects related to the company's success considering budget, schedule and scope.
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
But it is not that simple, in order to manage to those three But it is not that simple, in order to manage to those three critical success factors it also involves. . . critical success factors it also involves. . .
Planning
Communication
Coordination
Integration
Execution
Tracking
Budgeting
Control
Reporting
Quality Control
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
A study shows that lack of good project A study shows that lack of good project management often leads to failed projects. management often leads to failed projects.
According to a study by Metagroup ('Why Operation Projects Fail?' November 2002) 70% of large IT projects fail or do not meet the expectations. The most common reasons refer to project management, project planning and communication.
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Project Management Approach Project Management Approach
Project Based Business
Project Management Office (PMO)
Processes/Methodology (WWPMM)
Project Management Maturity Guide (PMPMG)
Tools – Rational Portfolio Manager
Mentoring/Staffing
Education
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Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
ProjectProject--based enterprise charterbased enterprise charter
In 1997, IBM committed to becoming a project based enterprisefor integrating project management disciplines across the IBM enterprise.
Since then, IBM has developed and deployed a number of worldwide Project Management initiatives for establishing the Project Based Enterprise Charter. These project based initiatives focused on:
–– Project Management Professional Development Project Management Professional Development
–– Project Management Methods & ToolsProject Management Methods & Tools
–– Project Management SystemsProject Management Systems
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Aspects for Project Management OfficeAspects for Project Management Office
PMO
Culture
Methodology
TechnologySkills
Organization
Measurement
PMO
Principles, Beliefs, Expectations, Vision, Mission, Goals, Objectives, Action Plans
Critical Success Factors, Strategies, Continuous Improvement of Projects,
Investments, Incentives,Communication, Policies, Attitudes, Practices
Work Product, Quality, Time,Productivity, Cost, Impact,
Defects, ROI, Value,Satisfaction
Experience, Method Training,Technical Training, ManagementEducation, On-the-Job Training,
Learning Curves
Methods, Specifications, Outputs, Procedures, Techniques, Standards, Guidelines, Controls,
Roles,Jobs and Responsibilities,
Formal and Informal Structures,Resources and Resource Allocations,
Support Staff Services,Relationships
Tools, Tool Classes, Platforms, Standards, Protocols, Architectures, Physical Environment
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Types of Project Management Office correlate to the project Types of Project Management Office correlate to the project management maturity level. As Project Management matures in management maturity level. As Project Management matures in an organization, the sophistication of your Project Management an organization, the sophistication of your Project Management Office should mature.Office should mature.
Type 1 - Institutionalize Project Management
– Supports deployment of PM initiatives, method, tools, and processes
Type 2 - Support Project
– Provides support for projects and PMs within the organization
Type 3 - Support Management Visibility
– Provides window into accurate project status
– Facilitates early corrective action
Type 4 - Control Projects
– Management tracking, control and makes decisions
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Effectiveness of different PMO structures shows how a company caEffectiveness of different PMO structures shows how a company can start out n start out with small levels of effectiveness, but as they mature and as thwith small levels of effectiveness, but as they mature and as their PMO structure eir PMO structure evolves they can become very effective.evolves they can become very effective.
Specific Benefits Type-1 Type-2 Type-3 Type-4
Improved delivery times (time to market).
MarginallyEffective Effective
SomewhatEffective
VeryEffective
Reduced cost on projects. MarginallyEffective
Effective SomewhatEffective
VeryEffective
Improved communications throughout the organization.
Effective SomewhatEffective
Effective VeryEffective
Improved ability to anticipate problems rather than reacting to them.
MarginallyEffective
SomewhatEffective
Effective VeryEffective
Enhanced "what if" analysis and corrective action planning.
MarginallyEffective
Effective Effective VeryEffective
Improved business management skills throughout the organization.
SomewhatEffective
Effective SomewhatEffective
VeryEffective
Collections of project intellectual materials and historical data for improving estimates, etc.
MarginallyEffective
Effective Effective VeryEffective
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
It is important to understand the Project Management Office It is important to understand the Project Management Office success factors. If these success factors are not present, thensuccess factors. If these success factors are not present, thenall work to get wonall work to get won’’t be there.t be there.
Project Management Office characteristics depend on:
– Needs of the organization
– Tolerance to process discipline
– Maturity of project management implementation
Critical Success Factors
– Stakeholder support
– Identification of the right things to work @ first – early successes
– Control initial scope/pilot implementation of new disciplines
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
World Wide Project Management Methodology World Wide Project Management Methodology --WWPMMWWPMM
• WWPMM helps define the PM System, a collection of plans, procedures and records that direct all PM activities and describe the current state and history of the project.
• Generic templates are provided in downloadable form, from the WWPMM reference page and through various PM tools.
• When used with appropriate tools and integrated with business and technical management systems, this material provides a comprehensive PM environment.
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Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
WWPMM values: broad, robust and integrated WWPMM values: broad, robust and integrated approach to projects.approach to projects.
IBM PM method (Worldwide Project Management Method – WWPMM) drives consistency and quality by focusing on three aspects of PM best practices
– Work Domains
– Work Products
– Work Patterns
Work Domains provide detailed guidance on how specific types of PM activities should be carried out
– PM must understand how to manage across 13 domains (change, quality, risk, etc.)
Work Products are verifiable outcomes that are used to manage projects
– IBM’s method identifies 51 PM work products that could be used on anengagement
– Standards, templates, and ‘how to’ guidance included in browser enabled tool
Work Patterns are a series of steps designed to meet project management goals or in response to particular project situations
– Includes 39 different process steps spread across 7 phases
– Equivalent to a Standard Operating Procedure (SOP)
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Level 1
Project Management techniques do not exist and are not used.
START UP
Disciplined Processes
StandardConsistentProcesses
PredictableProcesses
ContinuouslyImprovingProcesses
Level 2
IN DEPLOYMENT
Basic existence of Project Management techniques used infrequently and inconsistently. Techniques are in developmental stages.
Level 3
FUNCTIONAL
Project Management techniques are robust and fully functional. Processes are standard and consistent.
Level 4
INTEGRATED
Project Management techniques are robust and fully functional. The techniques are integrated and consistently used with predictable results.
WORLD CLASS
Project Management techniques are world classand constitute best practices. Feedback is used for continuous process improvement and preemptive planning.
Level 5
Summary Definitions of Maturity Assessment LevelsThe chart on this page shows the Project Management Maturity Assessment Levels. It has been drawn as stair steps because an organization starts at the bottom and progresses up from one level to the next -- from START UP to IN DEPLOYMENT to FUNCTIONAL to INTEGRATED to WORLD CLASS. The processes are defined and exist beginning at Level 2, IN DEPLOYMENT, but the degree to which they are used and the progression of their use (noted by the arrows) separates one maturity level from another.
Summary Definitions of Maturity Assessment LevelsThe chart on this page shows the Project Management Maturity Assessment Levels. It has been drawn as stair steps because an organization starts at the bottom and progresses up from one level to the next -- from START UP to IN DEPLOYMENT to FUNCTIONAL to INTEGRATED to WORLD CLASS. The processes are defined and exist beginning at Level 2, IN DEPLOYMENT, but the degree to which they are used and the progression of their use (noted by the arrows) separates one maturity level from another.
Project Management Process Maturity Assessment LevelsProject Management Process Maturity Assessment Levels
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
How to do the Project Management How to do the Project Management Maturity Assessment LevelsMaturity Assessment Levels
The Assessment steps are the following:
– Reviews of existing project management documentation.
– Interviews of key project management stakeholders, managers and project managers.
– Preparation of the assessment deliverables.
– Presentation of the findings to the appropriate management group.
The scope of the project are the following tasks:
– Review documentation
– Conduct interviews
– Define appropriate project management roles and responsibilities
– Define appropriate maturity levels.
– Assess current project management capabilities.
– Report on key findings project management capabilities.
– Develop and report on key recommendations to improve project management capabilities.
– Develop an action plan or roadmap, describing key recommended steps to improve the capability of project management function.
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Typical Tool Challenges for Project Managers Typical Tool Challenges for Project Managers --BEFOREBEFORE
Many projects have manual and semi-automated processes, characterized by unnecessary data manipulation, inadequate information flow and sluggish cycle time.
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Rational Portfolio Manager is IBMRational Portfolio Manager is IBM’’s Solution of Choice s Solution of Choice --AFTERAFTER
Rational PM provides process automation, thereby increasing efficiency and reducing the complexity of project and portfolio processes.
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
PMO Mentoring & Staffing CapabilityPMO Mentoring & Staffing Capability
- - -Detailed Qualification Criteria based on required skills
- - -Professional Contributions (“Giveback”)
- - -Technical Specialties
35 hrs200-300 hrsPM Education
- - -People Management Experience
- - -Technical Experience
4,500 hrs (2+ years)6,000-7000 hrs PM Experience
PMI Examination
PMI Certification Program
IBM Certification ProgramCertification Element
IBM’s certification process is more demanding than the standards set by Project Management Institute (PMI).
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Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Education for PM and PEEducation for PM and PE
Working on a Project
Project Risk Management
Project Management Concepts
Project Leadership and Team Building
Project Cost and Schedule Management
Principles of Project Management
PMP Examination Preparation
Leading Complex Projects Workshop
Financial Management
Contracting
Project Management Principles
Areas of education
PMI recognizes industry standard Project Management courses currently available to public in general.
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Value Propositions of Project Management Value Propositions of Project Management
Adds value– Achieve improved results at a lower cost, with higher quality and a more
predictable timeline when PM disciplines are applied
Lowers cost– Requires less rework, improved productivity and fewer defects through
the use of skilled, disciplined project managers
Increases speed– Anticipate problems and potential delays using Project
Management techniques and processes ,
– Deploy resources efficiently and manage change effectively
Improves quality– Monitor, measure and manage to quality objectives through effective
Project Management disciplines
The following are like Project Management Discipline.
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
SummarySummary
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
StudyStudy
SystemAnalysisSystem
Analysis
SystemDesignSystemDesign
Coding(Programming)
Coding(Programming) Test
RunTestRun
Resource
Resource
TimeTime
Hu
ma
n R
eso
urc
e
To manage 2 keyed resourcesTo manage 2 keyed resources… is the most effect to project costing.
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
To manage type of implementationTo manage type of implementation
Old
NewOld
New
Old New NewOld
DirectDirect PhasedPhased
ParallelParallel PilotPilot
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Risk ReductionRisk Reduction
TimeTime
Ris
kR
isk
Expected &Future Risk
Existing Risk
To minimize risks of the projectTo minimize risks of the project
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Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Project ID and Selection
Requirement Study
Analysis
Logical Design
Physical Design
Coding, Test, Implement
Maintenance
Interpersonal Skill
Analytical Skill
Management Skill
Technical Skill
To manage own skillsTo manage own skillsProject Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Q & AQ & A
Project Management Office (PMO)
© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005
Competency FoundationCompetency FoundationAdaptability
Client Focus
Effective Communication
Creative Problem Solving
Drive to Achieve
Taking Ownership
Teamwork & Collaboration
Trustworthiness
Passion for the Business
Taking Ownership
Teamwork & Collaboration
Adapt to changeManage TimeDeal to StressBuild client relationship
Ensure customer relationship
Drive to Achieve
Taking Ownership
- Listen carefully to Others- Match Mode of
communications to situation
Accept responsibilityfor actions and decisionsBuild & Leverage relationships
among colleaques
Trustworthiness
Develop Effective SolutionsGenerate Innovative Ideas & Solution
Passion for the business
Set challenging goalsPersist in the face of obstacle