PMO: What Does Great Look Like? Steve Beise

Transcription

1 PMO: What Does Great Look Like? Steve Beise

2 Good - Great - Exceptional Identify PMO Current State Ways to Improve Take Your PMO to Great 2

3 Good - Great - Exceptional 3 3

4 Adventure Team Challenge 4 4

5 Adventure Team Challenge 5 5

6 Identify PMO Current State 6

7 Essential Business Model 7 7

8 PPM Context Governance Project Management Office Project Management Execution Product Lifecycle 8 8

9 Sample Maturity Model 5 Optimizing 4 Comprehensive 3 Integrated Typical Experience 2 Consistent 1 Adhoc Source ESI Horizons 9 9

10 Negative Forces Governance People Process Lack of Collaboration No Support None Tools Lack of Information No Discipline No Reqs PPM Maturity Unreal Expectations No Value Lack of Skills No Standard None Training Unwillingness Fear Too Many Improper Config Training Teams People Process Tools 10 10

11 Ways to Improve 11

12 Typical PMO Implementation Typical Goals Center of Excellence Org PM Maturity Central PM Staffing Org EPM Tool Administration Organizational Training Executives Typical Approach Waterfall rollout big of heavy PM & SW templates, methodologies and EPM tool Project Office Managers Directors Goal: Enterprise Adoption Project Resources & Teams 12 12

13 Typical PMO Implementation About One Year Later Executives Typical Outcomes Lack of Influence Viewed as Bottle Neck Incomplete Adoption ROI Questions Keeper of Templates/Admin Managers Directors Incomplete Adoption Project Resources & Teams 13 13

14 Trissential PMO Approach Tactical (90 Day) Goal Improve Measurement & Control Improve Budget & Est. Process Enable key organizational goals Manage Executive Portfolio A Better Way Executives Project Office Outcomes Measurable ROI early Mitigate Org. Risk Success Stories Executive Support Supplemental PM Maturity Begin organization change and adoption Managers Directors Project Resources & Teams Pick one, rollup sleeves, do it better, provide objective information and 14 solidify sponsorship 14

15 PMO Mission Statement Business Strategy Project Alignment Performance Reporting Methods, Process, Tools Project Execution Measurement Controls Project Management Capability The purpose of the PMO is to enable business strategies and IT project execution by improving project management capability

16 Improvement Roadmap Increment 1 Foundation Increment 2 Increment 3 Extension Revamp PMO Brand & Create PMO Roadshow Implement PM Process Implement Portfolio Architecture Enhance Job Descriptions Define Roles & Responsibilities Stabilize and Refine Implement Program Management Initiate PMO Performance Metrics Initiate PPM project Continue Education & Training Stabilize and Refine Continuous Improvement Continue Education & Training Stabilize and Refine Define Continuous Improvement Model 16 16

17 End to End Framework Universal Life Cycle Universal Life Cycle Practice Overview Process Workflow Idea Initiating Planning Executing Closing Strategy & Operation (BSLT) Strategic & Operations Planning Strategy & Operations Change Managment Portfolio Mgmnt (PMO) T Indentification / Categorization / F Evaluation / Selection / Prioritization O Authorization Portfolio Reporting Portfolio Balancing Monitoring & Controlling Archititecture < < P O Assess Strategic Roadmapping Idea O R L I Apply Architecture Standards, Technology Monitor & Control Update Architecture Standards Program Mgmnt Pre-Progam > > P Program Initiation Program Setup Program Delivery Program Monitor & Control Project Mgmnt R O Program Closure J E C T Initiating Planning Monitor & Control Executing Closing SDLC- Solution Dev Lifecycle Application Portfolio Management Scope Requirements Solution High Level Detail Design Definition Analysis Direction Design Build Test Implement Support & Maintain Governance Gates (Green) TRB (Red) EA (Blue) Optional Approval to Investigate Approval to Initiate Approval to Plan Solution Approval Approval to Approval to Proceed Implement IR SDR HDR DDR TCR If >$5M CEO Apprvl If >$25M Board Apprvl Cost Estimating Accuracy Guideline USED FOR TRENDING ONLY -10% to +30% -20% to +100% -15% to +50% -5% to +20% TRB Review Legend IR - Initiation Review SDR - Solution Definition Review HDR - High-Level Design Review DDR - Detail Design Review TCR Technical Closure Review Template Process Overview 17 17

18 Take Your PMO to Great 18

19 It s About the Journey Commitment Leadership Pioneer Critical Thinking Flexibility Patience 19 19

20 It s About the Journey Organizational Change 80 / 20 Rule Continuous Improvement Pioneer Collaboration / Team Work Crucial Conversations 20 20

21 Finish Line in Sight 21

22 Thrive Assess Plan Improvement Execute Improvement A l i g n m e n t People Process Tools 22 22

23 Finish Line 23

24 Q&A 24 24

25 Thank You Stephen Beise trissential.com 25

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