The Partner PMO. April 19, 2017

Transcription

1 The Partner PMO April 19, 2017

2 About me April Jorgensen Sr. Manager, IT Business and Project Management Office, Continental Resources, Inc. Immediate Past-President, Women s Energy Network of Greater Oklahoma Professional Background: Earlier part of career in manufacturing engineering, process and product design Last 15 years, operations management, business process engineering and project management Various industries throughout my career such as medical devices, automotive electronics, heavy equipment, custom integrated machinery and now oil & gas To learn more, contact me at aejorgensen@cox.net; Connect with me 2

3 My PMO Journey started here Joined Continental in 2013 Company was about 700 employees Infrastructure IT was about 20 to 25 employees No PMO and structure needed Started building the IT department and Enterprise PMO Project Management Office IT Applications Security 3

4 My Team Today CIO Sr. Mgr., IT Business and Project Management Office Project Managers (4) Enterprise PMO Technical Communications (1) Back Office Coordinator (1) 4

5 Vision for the PMO To be successful, we had to acknowledge our role in the organization communicate that we do not do IT projects develop strong relationships keep it simple and be flexible ensure project process does not interfere with progress adapt our language and methodology don t make them do anything they aren t ready for recognize that the project is really about the people and outcomes 5

6 My PMO Journey Our Role A company is a network of processes People and Technology enable Processes

7 My PMO Journey Our Role Michael Porter s Value Chain 7

8 These are NOT IT Projects PMO Message We are a support function dedicated to assisting the business with the enablement of business processes to ensure the achievement of the business objectives that support the company s strategic plans. Corporate Strategic Plans/Goals Business Objectives Required Enablers Projects We facilitate delivery of business projects 8

9 These are NOT IT Projects Listen Solicit Business Input (IT included) Priority & Budget Approval (varies) Update the Portfolio Monthly Reporting with Execs 9

10 Develop Strong Relationships Level 1: Relationships *Level 2: Trusted Partnership Level 3: Innovation April s PMO Maturity Model 10

11 Keep It Simple Minimum requirements the rest is up to the PM Statement of Work (Charter) Defined Outcome Timeline/Schedule Budget Requirements Minimize bureaucracy don t let the process interfere Think like a business person Make sure you have the proper sponsorship If it is the right thing to do, do it 11

12 Keep It Simple Adaptability and Flexibility Follow their lead even when you don t agree Adapt the level of discipline to the needs of the business Adapt communication styles/approaches, as needed Patience let things play out if you can Use the PM tools in principle only use what you need Always be transparent 12

13 Keep It Simple Don t make them do anything they aren t ready for Consider the maturity of the team you are working with Be patient they may not hear you yet Listen to their concerns and reservations 13

14 Keep It Simple The project is really about the people and outcomes Not the project management information Don t focus so much on managing the project management information that you forget about the outcomes or objectives of the project 14

15 How do we manage the people part?

16 Stakeholder Integration Sponsors Steering Team Working Team Extended Teams Sponsors: high influence/high interest provide governance and oversight may influence the steering team sponsors must be informed and satisfied Steering Team: high influence/high interest provide governance and oversight Break ties and makes decisions escalation point prioritization of effort Working Team: moderate influence/high interest provide project inputs/requirements Responsible for deliverables own mitigation actions for issues and risks escalate, as needed Extended Teams: Low influence/low interest execute as required responsible for deliverables alternative analysis and recommendations 16

17 What is a Sponsor? The person or group that provides the financial resources and champions the project. You should be supporting the needs of the Sponsor and his/her team. Typically the Executive level Why is the relationship important? The Sponsor acts as a spokesperson in support of the project They should have your back 17

18 What is an Executive Steering Team? Sr. Leaders in the company High level view of the organization and direction Care about milestones and impacts to their org Keep updates standard and easy to process Why is the relationship important? They influence priorities and shield us from issues involving competing priorities Helps enforce accountability 18

19 What is a Project Steering Team? A group of high-level advisors who have the authority and knowledge to provide direction They should provide/approve requirements and set the boundaries for the working team Typically Manager/Director level Why is the relationship important? They are the champions of the project and own sustainability They provide support with resources when participation is a challenge The make decisions 19

20 What is a Stakeholder? A stakeholder is an individual, group or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity or outcome of the project. PMBOK Guide, 5 th Edition, pg. 30 Why is the relationship important? They influence the outcomes of your project They are responsible for sustainability Good stakeholder relationships strengthen the organization 20

21 Stakeholder Identification A stakeholder analysis is often conducted during the planning phase so that the project team can: understand the stakeholder impacts influence/credibility empowerment ensure we have the right contributors You must have clarity of your scope. Stakeholders often evolve throughout the project. 21

22 Stakeholder Identification Techniques for Identifying Stakeholders: Organizational Charts Brainstorming with initial team Review of process relationships and high level business impacts Talk to people 22

23 Stakeholder Integration Stakeholder Characteristics: Attitudes (positive/negative) Complexity number of stakeholders difference in needs number of processes impacted Culture Experience Level of Influence 23

24 Stakeholder Integration Principles for managing stakeholder relationships: Never surprise a stakeholder! Manage sensitive information responsibly Discuss issues or concerns with sponsors and key stakeholders prior to publicizing them Work out issues with the working team and bring solution recommendations to the sponsors and/or steering team for a decision If escalation occurs ask how your sponsor or steering team would like you to handle it Center discussions around facts avoid making it personal Listen never argue or disagree with a stakeholder 24

25 Stakeholder Integration Principles for managing stakeholder relationships: Know the frequency of communications preferred by your stakeholders and plan Know your blockers stay close to them Know your influencers collaborate with them Be aware of stakeholders that manage other stakeholders Don t forget that your boss is a key stakeholder! 25

26 Key Stakeholders in your company Every organization has key, influential stakeholders. Know who they are! Know how to influence and support them! 26

27 Questions? Is this helpful? 27