Laura Barnard, PMP Founder, PMO Strategies

Transcription

1 Laura Barnard, PMP Founder, PMO Strategies Bringing a vast array of PMO capability building solutions to organizations eager to create sustainable change since 1999 Nonprofit Service Executive Director, Project Management Day of Service Founder, Project Management for Change (nonprofit) Board Member - VP, Marketing, PMI Washington, DC Board Member, PMI Montgomery County, MD (10 years) Board, Goodwill Industries of the Chesapeake, Inc. (3 years) Certifications PMI PMP certification (11 years) Prosci Change Management Practitioner certification Computer Science Degree from Virginia Tech Slide: 1

2 The Building Blocks of an Effective and Sustainable PMO Laura Barnard, PMP June 15, 2015

3 Imagine You are running a project that has No clearly defined scope No defined budget No defined resources Your own team saying there just isn t enough time Stakeholders who don t understand or aren t engaged Leadership message is we can t support you Now...add to that... No legal entity (cannot transact business) No way to accept financial support No way to pay anyone to do the work Never been done before anywhere in this way and a general stakeholder belief that it just CAN'T BE DONE it was Slide: 3 IMPOSSIBLE.

4 Project Management Day of Service (PMDoS) On Martin Luther King Day, January 19, 2015, a national day of service, the Taproot Foundation and five DC area chapters of the Project Management Institute (PMI) partnered to organize the largest ScopeAThon in history. Slide: 4

5 PMDoS numbers 300 project managers 40+ PMO volunteers working for 7 months (and still going!) 100 nonprofits $60,000 in donations $100,000+ in-kind sponsorship 5 DC area PMI chapters Slide: 5

6 PMDoS Helping those who help others 1600 Hours pro bono project management! $200,000 in PM value in one day! White House / U.S. Commerce kick off On time, under budget and well beyond stakeholder expectations! Slide: 6

7 If most PMOs fail to deliver expected value, why did this succeed under extreme circumstances? The Impossible PMO Slide: 7

8 THE SCIENCE The Impossible PMO Building Blocks Defining the PMO Leveraging Methodologies Using Tools for Efficiency Managing PMO Talent Leading Change Creating Sustainability THE ART Slide: 8

9 The Building Blocks of an Effective and Sustainable PMO THE SCIENCE Slide: 9

10 Defining the PMO Don t make these mistakes! Mistake: Assuming your organization needs a PMO Mistake: Picking the wrong type of PMO Mistake: Forgetting about the people Slide: 10

11 Do you need a PMO? What s the business problem? Define the P Portfolio, Program, Project Do your homework! Slide: 11 Otherwise Assuming your organization needs a PMO without identifying the business priorities is a sure way to fast track your PMO to extinction!

12 Most effective PMO type Determine center of gravity Investigate various PMO types - Organization/Business Unit PMO - Project or Program Specific PMO - Project Support or Controls Office - Enterprise-wide/Strategic/Global PMO - Center of Excellence or Competency PMI s Pulse of the Profession: PMO Frameworks November 2013 Slide: 12 Otherwise If your PMO doesn t meet the needs of the organization, you are destined for irrelevance!

13 PMDoS PMO Slide: 13

14 Understand your stakeholders Get to know the culture Figure out who s with you Engage everyone! Turn your detractors into promoters Slide: 14 Otherwise Ignore the culture, and the people you d rather not deal with, and they will consume your PMO.

15 Leveraging methodologies Must know what to use when and how Slide: 15

16 The definitions Project management What needs to happen for my project to be a success? i.e. PMBOK Implementation management How am I going to get the work accomplished? Slide: 16 SDLC, Agile, Waterfall

17 Using methodologies effectively You don t need every process Avoid box checking! Focus on value added activity If it s not used, why are you doing it? Slide: 17

18 Portfolio management Focus on actions and decisions Projects that need attention Communicate regularly, all ways Make progress and results visible BRAG: Black, Red, Amber, Green Slide: 18

19 Status Report for Week Ending xx/xx/xx Summary Deliverables and Milestones Deliverable/Milestone Status % Comp Original Delivery Date Overall Status Current Delivery Date X Comments Key Decisions Made Decision and Outcome Items Requiring Management Attention Item and Action Issues and Risks Issue/Risk Description Status Owner Comments Activities Accomplished This Reporting Period Activity and Benefit Planned Activities for Next Reporting Period Activity and Expected Result Budget Budget Item Status $ Approved Budget Current Spend Expected Spend Comments 2015 PMO Strategies

20 Using tools for efficiency The right tool for your organization: The one that meets business requirements as simply as possible. Slide: 20

21 Preparing for the tool Manage it like a project What problem are we solving? Best solution for our people? Do they already have new tool exhaustion? Slide: 21

22 Choosing the right tool Slide: 22 Collaboration Intake process for new projects Planning and execution Supports multiple methodologies Prioritization & portfolio management Configurable dashboards Easy onboarding Easy to configure Comprehensive training

23 Customization gone wild The more you customize, the more complicated it will be to use! Simplify your process first Understand requirements BEFORE selecting software Consider fitting process to tool Remember the 80/20 rule Slide: 23

24 Bottom line on tools Avoid workaround syndrome: The overly complicated tool is the one that won t get used. Don t over customize Tool will work if used as designed Prioritize requirements Consider replacing your tool Slide: 24

25 The Building Blocks of an Effective and Sustainable PMO THE ART Slide: 25

26 Managing PMO talent The right talent makes a real difference Slide: 26

27 PMO talent profile Certifications matter only so much Expectations management Natural change agents Meet stakeholders where they are Instinctive leaders others follow Slide: 27

28 Finding talent Define your requirements Use your superstars to interview Diversity matters (keeps it interesting) Slide: 28

29 Aligning people Align talent with their strengths Business knowledge is often king Super stars in most crucial areas Where relationships already exist Give them new opportunities Slide: 29

30 Keeping them happy Engage with meaning and purpose Reward and motivate individuals Let them do what they like doing Challenge and develop them Slide: 30 then GET OUT OF THEIR WAY!

31 Leading change How to get the right people, on the right road, going in the right direction Slide: 31

32 Projects, people and change Prosci PCT TM Model Slide: 32

33 Find your change agents PMO change agents Change agents in the organization Leadership from the bottom up Change agents drive accountability Slide: 33

34 Sponsor engagement The number one factor in determining success or failure of a change initiative is sponsor engagement. Prosci Change Management Methodology Slide: 34 Make sure they are sponsors Teach them how to be sponsors Actively and regularly engage Give them actionable information Get results and they look good

35 Change resistance Stop talking and listen Have they heard this before? What do they fear? What do they know that you don t? Give them the WIIFM! What s In It For Me (them) Slide: 35 then, it s time for the tough love

36 The equation When all else fails C 1 V 1 = C 2 V 2 Dilute the concentration of the change resistors by adding more change agents! Slide: 36

37 Creating sustainability the alignment of the PMO to the goals of the organization is key to driving strategy implementation. PMI Pulse of the Profession Slide: 37

38 Engagement with the c-suite 61% of executives admit that their firms often struggle to bridge the gap between strategy formulation and its day-to-day implementation. The Economist Survey: Why good strategies fail Lessons from the C-suite Strategy realized through implementation They need you, even if they don t know it Portfolio must stay relevant with priorities Slide: 38

39 PMO as strategy navigator High-performing PMOs are twice as likely as low performers to be involved in the early stages of strategic management seen as an integral part of strategic implementation. - PMI Pulse of the Profession Slide: 39 Show the value of the PMO way Facilitator of strategy definition Strategic change driver Strategic portfolio oversight

40 Marketing matters Your PMO brand is everything Who is representing you? Inspire: tell the value story Make people feel Slide: 40

41 Managing the PMO Determine the best management style for your PMO change maturity. Slide: 41

42 Build on a strong foundation Slide: 42

43 Directed management Directed: When the idea is new and uncertain Slide: 43

44 Collaborative management Directed: When the idea is new and uncertain Collaborative: When you understand the space Slide: 44

45 Empowered Management Directed: When the idea is new and uncertain Collaborative: When you understand the space Slide: 45 Empowered: When they understand the space

46 Evolving Management Directed: When the idea is new and uncertain Collaborative: When you understand the space Evolving: Shown success, focus on growth Slide: 46 Empowered: When they understand the space

47 PMO management styles Directed: When the idea is new and uncertain Collaborative: When you understand the space People: The core of your PMO Evolving: Shown success, focus on growth Slide: 47 Empowered: When they understand the space

48 When it works Figure out why and write it down!! Slide: 48

49 THE SCIENCE The Impossible PMO Building Blocks Defining the PMO Leveraging Methodologies Using Tools for Efficiency Managing PMO Talent Leading Change Creating Sustainability THE ART Slide: 49

50 Slide: 50

51 Want to make a difference? Slide: 51

52 Want more? Consulting Speaking Training Coaching Slide: 52 PMOStrategies.com