WHAT PMO FOOTPRINT?Showcasing your mission profile & value to the the company
INTRODUCTION
Today’s session:
• Challenges Faced
• A PMO in Operation
• Mapping the footprint
• Wrap-Up
Presenter: Marcel Ma
• 14 yrs working in Europe &
globally
• 13 yrs managing teams
• 12 yrs Senior Management
• 11yrs Project Mgmt
• 8 yrs Programme Mgmt
• 7 yrs PMO
• 5 Strategy Changes
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Board set Strategy
for change
Across-functional needs identified as projects compete and their ambitions overlap. Debates over priorities arise
Projects started to deliver extra results
Functions (silos) react -
strive to improve on performance & targets
Programs & PPM emerge to co-ordinate activities & priorities so coherent change can be realised
PMO emerge to monitor overall progress, sequence work & assessing whether results will reach original goals
There is a perceived lack in maturity of projects / programs within the organization – lack of accomplishments, contest of resources
Lack of Executive Sponsorship to overcome internal resistance
Senior managers and other executives don’t perceive value of PMO because they cant track the value it delivers or what is delivered is inconsistent with what they value
Learn (the stakeholders’) expectation landscape – above and below. What constitutes ‘add value’ to stakeholders?
Understand how intrinsic patrons are to the projects’ performance –good & bad
Identify capabilities that are currently not performed. Match the capabilities you can deliver to the expectations. Define a service level that can be offered and performance measured
CHALLENGES… STARTING POINT
The biggest challenges PMOs face are that they’re seen asoverhead and their organizations continue to be resistant tochange. Successful PMOs realize that it’s often not enough tojust deliver value — they make the business value of the PMOknown throughout the organization, consistently and often.
-PM Solutions
ActionsMeansOutcomesDestination
Mission
Goal
Strategy
Project
Project
StrategyProject
Goal Strategy
Project
Project
Goal
Strategy
Project
Project
Strategy
Project
Project
Fosters;
• Reconciliation of resources and agendas
• Clarifies Priorities & Commitment
• Limits focus and defines utility
Strategy Cohesion
Strategy
Governance
Standards
Management
Planning
Cost Control
…
…
WHAT CONSTITUTES YOUR FOOTPRINT?
PMO maturity
level
ACTIVITIES
List of all possible PMO activities covering the areas of
governance, assurance, planning, , financial
management, execution, communication
Level 3
Level 4
Level 5
Level 1 &2
• Clearly understand purpose and function from Executive
• Map expectations of Stakeholders upfront –above and below
• Verify strategic alignment of portfolio managed
• Understand core product value PMO practicing – planning and communication
• Inventory PMO activities and artefacts
• Understand your cost of existence
• Define capabilities & service levels
• Benchmark & measure performance
Building Value Footprint