HOUSTON, TX, USA 5 8 NOVEMBER 2017 #PMOSym

Transcription

1 HOUSTON, TX, USA 5 8 NOVEMBER 2017 #PMOSym PMO17BR319 A Pragmatic, Holistic Approach to PMO Maturity Focused on Business Outcomes Tracy L. Grimes, PMP, Senior Program Management NTT DATA Services EPMO

2 Learning Objectives 1) Know how to approach PMO maturity from a fresh, holistic angle addressing both tactical and strategic aspects 2) Leave knowing immediate steps you can take to increase maturity in your PMO 3) Use business outcomes as a driver for PMO maturity 2

3 Pop Quiz (by show of hands) How many PMOs represented here are newer, up and running in the past 1-5 years? How many are seasoned, 5 to 10 years? Anyone in a PMO that has been around for more than 10 years? How many are in a leveraged PMO where governance, controls, project management training, methodology, etc. resides within the PMO and most project managers report directly to delivery teams? Ok, so for the rest of us, who is set up where the project managers report directly to the PMO? How about internal facing vs. external facing? How many are internal facing, primarily supporting teams and projects within your company? And how many are external facing, supporting projects for external clients? 3

4 Patented PM3 Methodology PMO Framework Protected by U.S. Patent #8,407,078. Additional Patents Pending. 4

5 Process Maturity/Scope of Service Approach to PMO Maturity for Our Clients PMO Managed Services Project/ Program Management Services Provide project management resources via staff augmentation Project & program management delivery and support PMO Assessment Understand current state Conduct gap assessment against best practices Provide high-level recommendations PMO Design & Plan Design future state PMO (organization, processes & tools) Create future state PMO implementation plan (scope, schedule, & cost) Build business case to support funding PMO Implementation THE TWIST: Tailored to specific business requirements Implement future state PMO Select & implement foundational PMO tools or align existing PMO tools to new processes Acclimate staff to PMO future state Create Road Map to Maturity /PMO transformation road map Implement PMO tools /IP & methodology Provide KPI/metrics tracking & reporting Implement continuous improvement practices and document business case benefit realization Deliver as outcomebased services Operate as steadystate PMO Value to the Client

6 Key Business Objectives Tied to PMO (Examples) KBO: Improve profit margins by 5% On-time, on-budget project delivery Effective use of project management and technical resources Reduce impact of risks through proactive risk management Project intake process ensures only the RIGHT projects proceed KBO: Improve product quality by 10% (measured by CSAT) Predictable and repeatable project performance Project quality health checks on 100% of high-risk projects Improved customer satisfaction scores on post-project reviews 6

7 PMO Assessment Approach Kickoff Deep Dive & Interviews Results Analysis & Action Planning Communicate Findings & Recommendations Understand the problem statement and what business objectives are impacted Review contract SLAs and map to business requirements Obtain account leadership input Obtain network access Conduct kickoff with PMO lead Initial request for data Etc. Assess key account team members and PMO team roles, skills and knowledge of business objectives Interview customers, understand pain points and their business objectives Interview account leadership for concerns and opportunities Review data received Document findings Etc. PMO Assessment Detailed analysis Validate alignment of account leadership & PMO with business objectives Map each PMO pain point to customer business objective(s) Develop specific recommendations & action plans aligned with business objectives Define metrics for change impact Initial customer & stakeholder review of findings Etc. Present findings with PMO lead to account leadership Leader feedback & direction on recommendations Finalize customer presentation Share results with customer Joint go-forward decision NEXT STEPS: Kick off action plans

8 PMO Assessment Findings People, Process, Tools Inputs: Team résumés & interviews, observation in customer meetings, PMO lead feedback, customer feedback Inspiring leaders Strong PMO Lead, Highly Respected People Skills, Roles, Staffing Communication Reporting, Review Meetings, Documentation Process Intake, RFS Tool, Metrics Culture of Teamwork/ Loyalty Using Standard Methodology & Tools Skilled Project Managers, Hardworking PMO handles service management functions Wrong skillset handling incoming requests Project health assessments missing Process training needed, both internal & customer PMO understaffed Lacking customer IT strategy to bounce requests against Recurring review meetings & reports need restructuring & automation Lack of solution architect collaboration prior to request submission Lacking contract compliance knowledge Customer process is a black box No customer PMO to prioritize Requests missing requirements Too many exceptions & lack of customer involvement Customer metrics not consistent with contract Process Improvements Under Way No dedicated project team resources

9 Customer Interview Findings PMO process is a black box

10 Top-Priority Recommendations Strategic (Based on Joint Go-Forward Plan) Move non-project work out of the PMO (increase speed to fulfillment) Implement new organizational structure to provide solutions architect and dedicated project resources (increase efficient use of resources improved steady state operations & decreased schedule overruns) Optimize & automate request life cycle, establish exception process (improved speed to fulfillment, increased efficient use of resources reduced overall resource time by 50%) Improve training on request process & educate teams (reduced significantly the number of exceptions and rework, improving turnaround time on project charters) Engage with customer on IT strategy, formalize reviews (decreased churning caused when there was no strategy to bounce requests against)

11 Top-Priority Recommendations Tactical Highlights of improvements immediately implemented: Incorporated project management best practices earlier in the request process, improving SOW submission times by 36% Drove requirements gathering for hardware requests earlier in the process, reducing time to build servers by 28% Aligned project managers with service towers, improving relationships with business owners and streamlining communication Changed contract type for repeatable work from T&M to fixed price, improving billing accuracy and eliminating lost charges 11

12 Communicate the Good News Validation time for hardware build requests reduced from 20 days to 12 days in the first two weeks of being implemented Consolidated SharePoint status and tracking reduced PMO hours for data entry by 50% or by 15 hours per month Automated weekly SLA reporting reduced PMO hours by 98% or 4 hours per week/16 hours per month New SharePoint report allows immediate view of where delays exist for reviews/approvals allowing timely intervention, nearly eliminating the need to do extensive research Consolidated SharePoint list allows everyone on the account team to access current status for any request with flexible search capabilities, reducing datamining time by 50% for each inquiry 12

13 Action Plan Where Do I Go From Here? Ask Does your PMO know the strategic goals of the organization(s) you support (internal and external)? Are the PMO s goals and mission aligned to enable these? Understand Where is your PMO in the approach to maturity? Take action Complete a PMO assessment using strategic goals as the key driver toward maturity 13

14 Contact Information Tracy L. Grimes, PMP NTT DATA Services - Enterprise PMO Tracy.Grimes@nttdata.com 14