PMO and Leadership Pitfalls to Avoid

Transcription

1 PMO and Leadership Pitfalls to Avoid Wale Elegbede, PMO Manager Senior Project Manager Mayo Clinic

2 Disclosures Financial: Wale Elegbede is a full-time salaried employee at Mayo Clinic Rochester where he is a PMO Leader and Senior Project Manager at the Center for Regenerative Medicine. Wale owns Unique Data Solutions, a software consulting company and is coowner of E-team Consulting. Wale is a member of the board of directors of the People s Food Cooperative, and receives some board compensation. He receives honorarium for continuing education courses and seminars, including this one. Nonfinancial: In addition to his salaried position, Wale Elegbede is a non-salaried member of the PMI La Crosse- Rochester Chapter, La Crosse Interfaith Shoulder to Shoulder Network (LISSN), and People s Food Cooperative.

3 Learning Objectives At the conclusion of this session, participants will be able to: Recognize challenges and major pitfalls PMOs and leaders should avoid as they manage their project management offices. Identify some techniques that can be used to overcome PMO and Leadership challenges.

4 Agenda Introduction Personal Background and Professional Experience Mayo Clinic Pitfalls and Solutions Conclusion

5 Wale Elegbede 18+ years experience in project portfolio management. Industries: Information technology, consulting and business start-ups, software development, e-commerce, supply chain and manufacturing, retail, healthcare Board of Directors: Vice President of the La Crosse Rochester Project Management Chapter, People s Food Cooperative (La Crosse & Rochester, Founding Board Member of Shoulder to Shoulder La Crosse

6 Wale Elegbede Education: B.S. in Information Systems, Masters of Business Administration degree in Leadership Emphasis Certifications: Project Management Professional, Certified Scrum Master. ITIL Foundation Certificate in IT Service Management., Agile Service Manager (CASM) from the DevOps Institute

7 Some Achievements Led multidisciplinary project team at Mayo Clinic to implement the first CAR T-cell therapy service line - new FDA-approved immunotherapy for adults with non-hodgkin s lymphoma. CAR- T is one of the most promising new areas of cancer treatment that studies have shown yields positive results with an objective response rate of 82%. Started a small business software company and developed a lumber business management inventory system that increased sales by $30.3 million (INC 5000). Developed manufacturing & production system for Miken Sports, Rawlings Sporting Goods. Speaking ( E.g. PMI Global Conference, PMI PMO Symposium. PMI Projectified Podcast)

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9 Ben Curtis / AP Africa Togo's poll loser 'is president'. (2005, April 27). Retrieved from 9

10 Akingboye, O., A., & F. (2017, May 28). Violence against children: UNICEF lists Nigeria as "Global Pathfinder". Retrieved from

11 Influence the capacity to have an effect on the character, development, or behavior of someone or something, or the effect itself. (n.d.). Retrieved from

12 Strategy The essence of strategy is often choosing what not to do A good competitive strategy will result in sustainably superior performance Michael Porter

13 AN INSIDE LOOK AT MAYO CLINIC (n.d.). Retrieved from Mayo Clinic

14 PRIMARY VALUE In its earliest days, one of Mayo Clinic s founders, William J. Mayo, MD, stated, The best interest of the patient is the only interest to be considered. That primary value the needs of the patient come first has guided Mayo s practice throughout its history and at every Mayo campus. (n.d.). Retrieved from Mayo Clinic

15 Mayo Clinic (2017, February 17). Mayo Clinic Face Transplant. Retrieved from

16 Mayo Clinic (2017, February 17). Mayo Clinic Face Transplant. Retrieved from

17 Regenerative Medicine 2015 Across ages and organs (n.d.). Retrieved from Mayo Clinic, Center for Regenerative Medicine

18 POLL 18

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20 PMO PRIMER 20

21 21 Five PMO Frameworks Organizational Unit PMO/Business Unit PMO/Divisional PMO/Departmental PMO Project-Specific PMO/Project Office/Program Office Project Support/Services/Controls Office or PMO Enterprise/Organization-wide/ Strategic/ Corporate/ Portfolio/Global PMO Centers of Excellence In the 2013 Pulse of Profession, survey respondents (53%) said matched perfectly/very close to the actual functions of the PMO in which they work. Another 43% said the PMO descriptions somewhat describes the functions, whereas only 4% said there was not a good description

22 22 PMO Structure A PMO is a management structure that standardizes project-related governance processes and facilitate sharing of resources, methodologies, tools and techniques. Generally there are 3 PMO Models Supportive Controlling Directive PMBOK 5th (2013), p.11

23 PMO Models Supportive PMO Controlling PMO Directive PMO Low degree of influence and control over projects. Consulting role to projects and project teams. Templates, best practices, training, access to information, and lessons learned Moderate degree of control. Supporting and requires Compliance Project management frameworks, methodologies, templates, forms and tools, Conformance to governance. Extremely high degree of control PMO is accountable for the project management function and responsible for providing program and project management resources to run projects.

24 24 PPM Maturity Model (n.d.). Retrieved from PM Solutions

25 Pitfalls and Solutions 25

26 26 Pitfall #1 We don t focus on delivering what is important to our stakeholders.

27 27 Solution #1 Big Hairy Audacious Goals (BHAGs) Wildly Important Goals (WIGs) (n.d.). Retrieved from

28 28 Back to the Roots Project Projectum Proicere means Before An Action (n.d.). Retrieved from

29 29 Keep Business Case in Mind Center for Regenerative Medicine PMO Track clinical trial projects Track investigational new drug (IND) projects Track investigational device exemption (IDE) projects (n.d.). Retrieved from

30 30 Keep Business Case in Mind Center for Regenerative Medicine PMO Track projects by PMI phases and other business unit specific phases. Ensure projects are completed on time, on budget, within scope and with quality. Working on the right projects Fail Fast and not Fail Big (n.d.). Retrieved from

31 31 Critical Success Factors Provide Value to the Center and Institution Agile and Flexible Organizational Culture Team Collaboration & Communication Executive Buy-in Continuous Improvement (Standards and Processes) Transparency and Visibility Leveraging existing infrastructure tools

32 32 Pitfall #2 We don t earn credibility before we push down other important initiatives.

33 33 Pitfall #2 - We don t earn credibility before we push down other important initiatives. Treat your PMO as a project. We need to constantly be top of mind, dependable, professional, and a strategic business partner. Don t create PMO for the sake of it.

34 PMO Roadmap and Journey Assessments, Strategy, Justification Planning Execution Continuous Improvement Business Case Dept Support Project Governance Models Funding Assemble Project Managers Documentation of Processes Monitor and Improve Understand Current State Understand Business drivers Gaps Analysis Department Buy in Gain Exec Leadership Sell the Plan Identify Project Managers for Focus areas Establish Governance Models Define Process Identify Supporting Tools Secure Funding and Staffing Assemble Team PMO is established* PM s assigned to projects Resource Allocation Execution of processes Monitor and continuously improve

35 Mistakes Happen FAIL FAST, LEARN, AND MOVE FORWARD 35

36 36 (n.d.). Retrieved from

37 37 Solution #2 Be Patience (Earn Credibility First).

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40 PMO PROJECT HIGHLIGHTS 40

41 CAR T-Cell Therapy 41 Understanding Chimeric Antigen Receptor (CAR) T-Cell Technology [Brochure]. (n.d.) Santa Monica, CA: Kite Pharma.

42 Short 2 min video of Car- t VIDEO (n.d.). Retrieved from 42

43 RECLAIM Trial of REcycled CartiLage Auto/Allo IMplantation for the Treatment and Repair of Focal Knee Cartilage Defects New technology specifically developed at Mayo Clinic that is being tested right now Recycle cartilage from the patients knee, combine it with stem cells from donor bank, and within one surgery and fix cartilage in the patient, so that patients can get back to their daily lives and even sports 43

44 POLL 44

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46 46 Pitfall # 3 We don t focus on our team.

47 Schwartz, T. (2013, November 12). What Would Make You More Satisfied and Productive at Work?.

48 48 We don t focus on our team For your PMO to lead, and achieve extremely high efficiency, you need to inspire your team, and not simply satisfy and engage them.

49 49 Schwartz, T. (2013, November 12). What Would Make You More Satisfied and Productive at Work?. Retrieved from

50 50 Solution #3 Take care of your Team and PMO.

51 51 Servant Leadership Model Investors Leader Customers Employees Employees Customers Leader Investors Servant Leadership Pyramid Model (n.d.). Retrieved from

52 52 Servant Leadership, Defined Robert K. Greenleaf: The servant leader is servant first.. It begins with the natural feel that one wants to serve first. Then conscious choice brings one to aspire to lead. James Hunter: Real servant leaders are committed to the growth and renewal or all with whom they come into contact Leadership in every phase of your life can only happen if others like what they see in you, respect you, and want to achieve what you are asking them to be and do Greenleaf, R. K. (1970). The servant as leader. Robert K. Greenleaf Publishing Center. Batten, J. (1998). Servant leadership: A passion to serve. John Wiley & Sons, New York

53 53 PMO Maturity Model (n.d.). Retrieved from PM Solutions

54 54 Servant Leadership, Best Test The best leaders are clear. They continually light the way, and in the process, let each person know what they do makes a difference. The best test as a leader is: Do those served grow as persons; do they become healthier, wiser, freer, more autonomous, more likely themselves to become leaders? - Robert K. Greenleaf Greenleaf, R. K. (1970). The servant as leader. Robert K. Greenleaf Publishing Center.

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56 BOND WITH YOUR TEAM 56

57 Thank you! Questions

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