The New Public Sector PMO:

Transcription

1 The New Public Sector PMO: Strategic Positioning for Real Results Line of Sight

2 Line of Sight Tim Jaques, PMP CEO, Line of Sight Author, speaker PM Practitioner 2

3 From The Cutting Edge of PM New project lingo that you can t live without! 3

4 Projecty Of or about projects. Shows you know what the heck you are talking about. Usage: We re gonna get all projecty on ya! 4

5 Scope-ish Approximating the scope. Implies that actual work might need to be accomplished. Usage: Woah! Hang on there, Jasper. That sounds mighty scopish to me! 5

6 Projectile The immediate need to blow chunks based on new project information. Usage: Shirley Ann s revelation that she used actual gold plating in the new server room made me want to projectile. 6

7 Riskenheimer A project team member who always sees the dark side of things. Usually the most annoying person on your project. Useage: Are you trying to be a riskenheimer, Janey? 7

8 Schedulefreude Schedule Time based activities with Pleasure dependencies, derived resources from the and missed milestones, deadlines etc. of others. Schadenfreude Pleasure derived from the Usage: misfortunes of others. I hate to be a schedulefreude, but Larry blew his due date! 8

9 Sponsorific! Statements, usually of a hopeful nature, that are sure to bring a smile to your sponsor s face. Usage: Hot dang, Wilson! A 500% increase in productivity with no commensurate cost increase?? Sponsorific! 9

10 This Is What We Sell PM Rocks! Project Management Process Reengineering Organizational Change

11 This is What We Do Create! Connect! Champion! Deliver! Just Like You!

12 A Simple Plan Know Where You Are Know Where You Are Going Chart Your Course B You want to be here You are here A 12

13 1. Know Where You Are 13

14 Solutions Becoming Increasingly Complex Low Complexity! High Complexity! Enterprise! Business! Unit! - Enterprise project! - Non-Enterprise project! 14

15 Solutions Becoming Increasingly Complex Low Complexity! High Complexity! Enterprise! Business! Unit! - Enterprise project! - Non-Enterprise project! 15

16 User Generated Content Traditional Organizations (and PMOs)! ACME" 16

17 User Generated Content Traditional Organizations (and PMOs)! Modern Organizations (and PMOs)! ACME" Supplier" Client" 17

18 Organization Layer Skeptical Customers Business units, division heads, contracting units, and others often don t see the value of a PMO. Increasingly Complex Projects Especially true for IT, as organizations move toward enterprise solutions the level of complexity increases. Economic Challenges Businesses face a month recovery period. Multiple Agendas Disparate business units have different priorities that compete for scarse PMO resources. Project Layer Lack of Authority PMs cannot take swift action to manage projects or implement practices without approval from Project Directors, Sponsors, or Executives. Conflicting Guidance To PMs from Sponsors and Project Directors, including competing priorities and inconsistent practices. Matrixed Resources Team members on loan, outside the PM s organization or chain-of-command. Project Management Overhead The practice is perceived as a burden. PMs and team forced to do projects over, instead of doing them right at the beginning. 18

19 Consider the following PMO Development Model 19

20 The PMO Foundation Layer Methodology Maintenance Automation Competency Development Project Management PMO Infrastructure Infrastructure Includes: Management of Risks, Quality, Scope, Budget, etc. " 2010 Line of Sight 20

21 The Organization Layer Resource Management Performance Management Program Methodology Maintenance Automation Competency Development Project Management PMO Infrastructure 2010 Line of Sight 21

22 The Value Layer Benefits Realization Portfolio Resource Management Performance Management Program Methodology Maintenance Automation Competency Development Project Management PMO Infrastructure 2010 Line of Sight 22

23 The Strategic Layer Governance Benefits Realization Portfolio Resource Management Performance Management Program Methodology Maintenance Automation Competency Development Project Management PMO Infrastructure 2010 Line of Sight 23

24 Project Management Services On Site Project Management Project Fast Start Triage and Rescue Audit/Review Consultation 2010 Line of Sight 24

25 Always.... More Work Than Resources The PMO is faced with high demand from: Increased business complexity Distributed customer base Breadth of functional offerings Level of engagement within the organization Demand will always exceed capacity! 25

26 Key Decision Points Competencies What skills do we need? Staffing How many do we need? Tools What automation supports our business needs? Customers What is our relationship with them? Co-location How is the PMO positioned? Process How formal are our internal processes? 26

27 How to you assess where you are? Poll Questions Survey, 27

28 Know Where You Are Going 28

29 You need to set the vision for the PMO in your organization If I asked the customer what they wanted, they would have said a faster horse. Henry Ford" 29

30 The PMO Value Proposition Achieve corporate strategy Increase ROI Build competitive advantage Create new products Increase sales Decrease costs Exploit unanticipated capabilities Reduce time to market Adapted from Creating the Project Office; Englund, Graham, Dinsmore! 30

31 The Delivery Model Focus on project management execution Tactical orientation Use of standards Stable of PM s Projects Done Right Resource Management Benefits Realization Performance Management Governance Portfolio Program Methodology Maintenance Automation Competency Development Project Management PMO Infrastructure 31

32 The Center of Excellence Focus on standards Quality orientation Builds PM Capabilities Training Benefits Realization Governance Portfolio Resource Management Performance Management Program Methodology Maintenance Automation Competency Development Project Management PMO Infrastructure 32

33 The Strategic PMO Focus on alignment Investment orientation High executive touch Benefits Realization Governance Portfolio Projects Done Right Resource Management Performance Management Program Methodology Maintenance Automation Competency Development Project Management PMO Infrastructure 33

34 3. Chart Your Course 34

35 Levels of Engagement 35

36 Map the Functions Over Time Facilitating Directing Managing Governance Benefits Realization Portfolio Resource Mgmt. Perf. Mgmt Program Method. Mgmt Automation Competency Development Project Initial Installation! 36

37 Map the Functions Over Time Facilitating Directing Managing Governance Governance Benefits Realization Portfolio Benefits Realization Portfolio Resource Mgmt. Perf. Mgmt Program Resource Mgmt. Perf. Mgmt Program Method. Mgmt Automation Competency Development Project Method. Mgmt Automation Competency Development Project Initial Installation! Go-live + 180! 37

38 Map the Functions Over Time Facilitating Directing Managing Governance Governance Governance Benefits Realization Portfolio Benefits Realization Portfolio Benefits Realization Portfolio Resource Mgmt. Perf. Mgmt Program Resource Mgmt. Perf. Mgmt Program Resource Mgmt. Perf. Mgmt Program Method. Mgmt Automation Competency Development Project Method. Mgmt Automation Competency Development Project Method. Mgmt Automation Competency Development Project Initial Installation! Go-live + 180! Go-live + 360! 38

39 Key Decision Points Competencies What skills do we need? Staffing How many do we need? Tools What automation supports our business needs? Customers What is our relationship with them? Co-location How is the PMO positioned? Process How formal are our internal processes? 39

40 It s All About Trade Offs Strategic! Delivery! Agile! Relationships! Subject Matter Experts! VS! Transactional! Standards! Waterfall! Process! Business! Generalists! 40

41 Follow A Formal PMO Development Methodology Define Design Develop Deploy Sustain Why What How When Evolve Establish Champion Identify Stakeholders Build Coalition Engage Supporters Verify Value Proposition Form Initial Team Survey Customers Identify Customer Segments Deploy CRM Educate Customers Justify PMO Select Functions Develop Detailed Offerings Roll Out Selected Offerings Refine Offerings Charter the PMO Create Service Delivery Model Develop Delivery Processes Engage PMO Staff Refine Delivery Methods Anchor the PMO Define High-Level Requirements Define Detailed Requirements Acquire Automated Tools Refine Automated Tools 41

42 Deploy This Approach When Planning a new PMO Re-chartering a failing PMO Seeking to improve an existing PMO 42

43 Benefits of this approach This approach enables: The creation of immediate value for your customers The ability to focus on what is important NOW A way to justify the approach taken The development of a staffing profile A balance between project work and PMO process development 43

44 Lessons From the Field (Part 1) Be Effective. The PMO Director should plan to spend 0%-15% of her/his time managing projects. This is one of the major causes of PMO failure, from our experience. The temptation is to dive into project work, yet to be successful, the PMO needs a champion that is agile, not buried in project work. Project emergencies are not necessarily PMO emergencies. Listen First. Consider engaging in listening sessions for key customers of the PMO. These can involve 1-2 hour sessions whereby the PMO presents its offerings and plans and asks for feedback. Face to face sessions are preferred. The PMO should be perceived as a listening and "learning organization more so than one that is telling people what to do.

45 Lessons From the Field (Part 2) Focus on Relationships. PMO success depends more upon relationships than processes. It is important that someone attend staff meetings, reach out to key influencers and supporters early on. If these relationships are not cultivated, no amount of process will engender the necessary acceptance for the PMO to be successful. Right People on the Bus. What makes for a good project manager does not necessarily make for a good staff member of the PMO. Select your staff wisely, and develop a sound staffing plan. 45

46 But Wait...There s More! Added Bonus! New Texting 46

47 Basic Abv.! Def.! WBS! Work Breakdown Structure" CRSH! Letʼs crash the schedule!" CP! Critical Path OR" Complete Pinhead" SLK! Slack OR" Sponsor Lacks Knowledge" 47

48 For PM s Abv.! Def.! BFF! Budget Feels Funny" BFFL! Budget Feels Freaking Ludicrous" LOTR! Lord of the Rings" WWTWD! One Wing To Wule Dem" BYOB! Bring Your Own Baseline!" 48

49 For Sponsors Abv.! Def.! DIYMP! Dial In Your Meds Please!" WWYS! What Were You Smoking?" PUYR! Polish Up Your Resume" OMG! 49

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