PMO17BR405 Life After PMO of the Year Finalist Where Do We Go Next? Kevin Dixon, PMP, PgMP, PfMP, Director of Program Management Parker Aerospace

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1 HOUSTON, TX, USA 5 8 NOVEMBER 2017 #PMOSym PMO17BR405 Life After PMO of the Year Finalist Where Do We Go Next? Kevin Dixon, PMP, PgMP, PfMP, Director of Program Management Parker Aerospace

2 Parker Aerospace BOEING 787 AIRBUS A350 NORTHROP GRUMMAN X47B COMAC C919 LOCKHEED MARTIN F-35 GULFSTREAM G650 TRENT 7000 Global leader in flight control, hydraulic, fuel and inerting, fluid conveyance, thermal management, pneumatic, and lubrication systems and components US$2.3 billion in annual sales 5,800 employees Seven divisions, 38 worldwide locations Parker Hannifin Corporation A global diversified manufacturer of motion and control technologies and systems, providing engineered solutions for a wide variety of mobile, industrial and aerospace markets. US$12 billion in annual revenue 57,000 employees 350+ locations globally

3 Highlights and Summary Our PMO strategy is still valid and unchanged The PMO approach is expanding into other parts of the organization We continue to stress performance, focusing on competency, accountability and benefits realization

4 Program Management Office Strategy Business-level competitive advantages Execution of projects and programs Improved structural alignment Enhanced skills and competency Standardized processes and tools

5 PMO launched Parker s PMO Journey Establish the strategy, implement the tactics 2010 PM career path Program Management Leadership Council (PMLC) established PMBOK Guidealigned procedures PMAppraise and PMOM assessment % PMP /CAPM certification Standardized metrics/reporting Job descriptions aligned to EVM Launched EVM 2014 WBS templates, resource-loaded schedules Methodology expansion across corporation Benefits realization management 2016 Knowledge, practice and empowerment survey 2018 Data-driven continuous improvement PgMP pilot

6 PMO Focus Internal and external engagement is critical CONTRACTS CUSTOMER LEADERSHIP PARKER PM POLICY BUSINESS DEVELOPMENT FINANCE PEOPLE, STRUCTURE & TRAINING Project management competency Organization maturity PMP certification PM career path Training PROCESSES Cost management Schedule management Resource management Risk management Scope management Communications management Production & support readiness Earned value management Benefits realization management TOOLS & TEMPLATES Program controls Estimating Scheduling Resources Risk Earned value Production & support readiness ENGINEERING HUMAN RESOURCES CUSTOMER SUPPORT SUPPLY CHAIN INTEGRITY & QUALITY Program management is not just the program manager, it is the glue to successful execution. 6

7 PMO Organizational Structure Senior leadership support and cross-functional representation are key success criteria Parker Aerospace President Program and Contract Management Vice President Engineering Vice President Engineering PMLC Rep Lean PMLC Rep HR Vice President HR PMLC Rep IT Vice President IT PMLC Rep Operations Vice President Division 1 (of 7) VP/GM Other Functional Vice Other Other Presidents Functional Functional Vice Other Presidents Functional Vice Presidents Vice Presidents Division 1 (of 7) PMO Lead Division 1 (of 7) Business Leader PP&C Analysts Program/Project Managers The PMLC drives standardization across a complex organization

8 JOB FAMILY LEVELS PM Career Path Program management established as a profession within the organization Project Planning & Control Analyst Project Manager Program Manager Program Manager Staff Senior Program Manager Senior Project Manager Senior Program Manager I PP&C Specialist PP&C Analyst I Project Manager I Project Manager II Program Manager II QUALIFICATIONS: Project Management Professional (PMP) certification required within six months of assignment PP&C Analyst II Associate PP&C Analyst JOB FAMILIES

9 Engineering Career Path Establishes skin in the game for key project team members Essential Functions: is responsible for technical, cost and schedule management of assigned projects/tasks is accountable to meet team performance to project objectives. Maintains efforts within defined cost and schedule constraints, including root cause and corrective actions of associated variances. May act as Control Account Manager for projects applying Earned Value Management.

10 Score PM Competency A focused approach to increasing knowledge, application and empowerment KNOWLEDGE AREA

11 PM Competency A focused approach to increasing knowledge, application and empowerment

12 Score PM Competency A focused approach to increasing knowledge, application and empowerment KNOWLEDGE AREA

13 Score PM Competency A focused approach to increasing knowledge, application and empowerment F17 Knowledge (%) F17 Practice (%)

14 Score PM Competency A focused approach to increasing knowledge, application and empowerment KNOWLEDGE AREA

15 PM Competency A focused approach to increasing knowledge, application and empowerment Continuously looking for gaps in the organization

16 Score PM Competency A focused approach to increasing knowledge, application and empowerment KNOWLEDGE AREA

17 PM Competency A focused approach to increasing knowledge, application and empowerment Parker Aerospace PM Knowledge and Practice Survey - Empowerment I am trusted to make sound judgement and encouraged to contribute my ideas during a project I am encouraged to use standard project management tools, and have easy access to those tools I have sufficient knowledge/control of Parker project processes & practices to ensure that my project deliverable dates are met Parker management understands the importance of project management and its contribution to our customer s success My organization supports the decisions I take to ensure that a project is delivered successfully I feel empowered to display the full range of my skills, knowledge and experience on my assigned projects I believe Parker provides a solid foundation for executing the best practices of project management Parker management supports my personal and professional development needs I receive coaching and mentoring from experienced/senior associates to help improve my performance in this role Functional teams (quality, procurement, finance, engineering) are easily accessible and answers questions in a timely manner The correct people are held accountable for project success, and their accountability is visible to all project staff I am adequately in control of the resources I need to ensure that my deliverable dates are met

18 Score PM Competency A focused approach to increasing knowledge, application and empowerment KNOWLEDGE AREA

19 Benefits Realization: So What? YoY ΔCPI (0.10) resulted in US$14 million in performance-related cost savings in FY17 Results address cross-functional tangible and intangible aspects of performance, accountability, competency and benefits realization Significant and measureable improvement in product development program performance 19

20 Where Are We Going Next? Aerospace methods being adopted across the corporation Parker Hannifin Corporation Motion Systems Aerospace Filtration Fluid Connectors Engineered Materials Instrumentation PMO of the Year finalist provided elevated visibility and credibility across the organization

21 Expanding Our Reach: Risks and Opportunities Accelerate deployment through replication of what good looks like Aerospace is a regulated industry Different maturity levels within the organization Maintaining commonality/standardization across multiple large and complex organizations The multi-faceted cultural pushback to change 21

22 Summary: Expanding Our Influence and Reach Strategy and methodology have been established within the organization - Proven with supporting data Expand on the foundation that has been established Visibility of performance across the organization - I want some of that! People are still our most important resource - Strong competency (hard and soft skills) - WIIFM - Early wins Tangible evidence that the PMO is impacting overall business performance

23 What Are Your Next Steps? Next week: - Evaluate the needs of your business - Determine what approaches from Parker might be applicable/tailorable Next 90 days: - Evaluate the situation (culture, maturity, willingness to change, etc.) - Develop a strategy and supporting tactics - Develop a business case - Solicit executive support Next 12 months: - Drive deployment of strategy and tactics for strategic foundational elements 23

24 Questions

25 Thank you Kevin Dixon, PMP, PgMP, PfMP, Director of Program Management