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Building a Scheduling Center of Excellence in the PMO

Building a Scheduling Center of Excellence in the PMO. Michelle Colodzin, PMP, PMI-SP, MCTS MetaVista Consulting Group Sr. Project Manager. A Few Notes. Unless otherwise noted, the roles of Project Manager (PM) and Project Scheduler are used interchangeably

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Building a Scheduling Center of Excellence in the PMO

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  1. Building a Scheduling Center of Excellence in the PMO Michelle Colodzin, PMP, PMI-SP, MCTS MetaVista Consulting Group Sr. Project Manager

  2. A Few Notes • Unless otherwise noted, the roles of Project Manager (PM) and Project Scheduler are used interchangeably • PMs are assumed to create and maintain their own project schedules

  3. A Few Notes • This presentation is a follow-on to The Five Secrets of Project Scheduling • It is not necessary to have detailed knowledge of The Five Secrets of Project Scheduling to understand or benefit from the information presented here • This presentation provides a high-level overview of the ‘Five Secrets’ but does not go into detail • The Five Secrets of Project Scheduling is available from the presenter or on the PMI Virtual Library for those who want more information

  4. Agenda • Overview of The Five Secrets of Project Scheduling • Understanding the Scheduling Center of Excellence • Defining the Scheduling Center of Excellence • Benefits of a Scheduling Center of Excellence • Building a Scheduling Center of Excellence • Gaining Buy-in and Support • Identifying the Strengths and Maturity Level of the PMO • Creating a Plan • Establishing the Scheduling Center of Excellence • Growing the Scheduling Center of Excellence

  5. Introduction

  6. What are the Five Secrets of Project Scheduling • The ‘Five Secrets’ are five factors that help project managers build good project schedules that are easy to maintain • They need to be applied consistently to provide the best benefits • It can be difficult to take full advantage of all of the ‘secrets’ without the structure and support of a centralized organization • This centralized organization is called a “Scheduling Center of Excellence” (SCoE)

  7. The “Five Secrets” • #1: Create deliverables-based project schedules • #2: Determine and apply the appropriate level of detail • #3: Implement a regular status update and reporting process • #4: Review and adjust the schedule regularly • #5: Create and follow scheduling standards

  8. The “Five Secrets” Why Should I Care? • Most PMs are aware that a good project schedule improves the chance of project success, but: • Many PMs feel it takes too much time to build and maintain a good schedule • Most schedules are built as quickly as possible and then either poorly maintained or abandoned • This reinforces the notion that good scheduling practices take time away from managing the project

  9. The “Five Secrets” Why Should I Care? • A good schedule provides critical information that can help PMs focus their time and efforts resulting in: • Increased efficiency • Identification and avoidance or mitigation of potential problems before they occur • A well built project schedule minimizes the time required to maintain it when following good schedule management practices

  10. Definition of PMO • The term ‘PMO’ has different meanings in different organizations • Project Management Office • Program Management Office • Portfolio Management Office • Organizations may have one or many PMOs

  11. Secret # 5 and the PMO • What are some examples of proven approaches to minimizing the time to build and maintain a project schedule

  12. Secret # 5 and the PMO • Some successful approaches include: • Use schedule templates created from similar projects • Apply the same standards to all schedules • Learn from the successes and pitfalls of other projects and project managers (apply lessons learned) • Follow processes that have worked well in the past • Leverage pre-configured scheduling tools and templates that are aligned with scheduling standards

  13. The Scheduling Center of Excellence • These approaches are most effective when applied through a centralized scheduling function within the PMO • A Scheduling Center of Excellence

  14. Defining the Scheduling Center of Excellence

  15. Definition of the Scheduling Center of Excellence A Scheduling Center of Excellence (SCoE) is defined as a group or organization that develops, champions and supports the consistent use of proven project scheduling practices throughout its scope of control or influence.

  16. The Components of a Scheduling Center of Excellence • Staff with the knowledge, skills and abilities (KSAs) to: • Build and manage good project schedules • Define scheduling standards • Evaluate, select and implement scheduling tools templates and tools aligned with the selected scheduling standards • Create templates and tools aligned with the selected scheduling standards • Define and collect metrics to track compliance and project success rates over time

  17. The Components of a Scheduling Center of Excellence • Processes for: • Continuous improvement • Documenting and categorizing project histories and key statistics • Lessons learned repository • Sufficient authority or influence to enforce processes and practices • An outreach and training program for PMs • Executive management willing to actively support and promote the SCoE

  18. The Benefits of a Scheduling Center of Excellence

  19. Organizational Benefits of a Scheduling Center of Excellence • A more efficient operation and workforce that can: • Take on more simultaneous projects • Take on more complex projects • Respond more quickly to legislative or regulatory changes • Decreased costs • Increased profitability

  20. HR Benefits of a Scheduling Center of Excellence • More productive and highly skilled PMs • A clear career path for PMs • Better job satisfaction and morale • Reduced attrition rates among PMs

  21. Planning a Scheduling Center of Excellence

  22. Steps to Building a Scheduling Center of Excellence • Gain executive buy-in and support • Identify the strengths and maturity level of the PMO • Create a Plan • Establish the SCoE • Grow the SCoE

  23. Gaining Executive Buy-in and Support • Step 1: Understand how the PMO is aligned with the organization’s goals and objectives • Step 2: Determine how a SCoE can contribute to these goals and objectives

  24. Step 1: Understand How the PMO is Aligned • Understand exactly what is expected of the PMO: • Scope • Budget • How do executives measure the PMO’s performance (including metrics, if applicable) • Understand the evolution of the PMO • Original business drivers that led to its creation • How has its charter and scope changed over time • Major successes and failures

  25. Step 2: Determine How the SCoE Can Contribute • Determine how the SCoE will contribute to the success of: • The PMO • The organization as a whole • The decision-maker(s) within the organization • Remember that decisions are made by people • Most people want to know “what’s in it for me” before taking a risk

  26. Identify the Strengths and Maturity Level of the PMO • All organizations have strengths and areas where they can improve • A key to success is understanding how to build on the strengths and where the SCoE can help improve the PMO and organization

  27. Identify the Strengths and Maturity Level of the PMO • Characteristics of a mature PMO include: • Clear, well defined processes that are followed and enforced • Templates and tools that are used regularly by PMs • The ability to gather and track metrics • Lessons learned and project history repositories • More mature organizations may be able to take on several goals and objectives early on • Less mature organizations will need to start small and build on successes

  28. Create a Plan • Define the goals and objectives • Determine how success will be measured • Identify the required changes • Pitch your idea

  29. Define the Goals and Objectives • Build on the strengths of the PMO • Define the goals and objectives of the SCoE • Review the benefits, strengths and improvement opportunities • Identify a small number of improvement opportunities that leverage strengths and provide the biggest benefits

  30. Determine How Success Will Be Measured • Identify meaningful quantifiable measures that can be easily tracked on an ongoing basis • Success criteria may change or expand over time as initial goals and objectives are met

  31. Identify Required Changes • Review the organizational structure of the PMO and its place in the overall organization • How well will it support the SCoE’s goals and objectives? • Does it have sufficient authority or influence? • What changes might be needed? • Review the list of KSAs to determine which exist in the PMO today • How will staff acquire the KSAs required to make the SCoE successful? • Will talent need to be brought in from outside?

  32. Pitch Your Idea • You’ve done your homework – now you’re ready to pitch your idea!!! • Estimate funding requirements • Be prepared to answer questions • Anticipate resistance and prepareresponses in advance

  33. Establish and Grow the Scheduling Center of Excellence

  34. Establishing the SCoE • Start small • Refine your success criteria • Establish standards • Build Tools for Success

  35. Start Small • Review your goals and objectives • Identify those you’ll focus on first • Start small and focus on the strengths of the organization • This is a starting point – not the ultimate goal • Review your metrics – update or add as needed • Establish a baseline for each metric

  36. Refine Your Success Criteria • Current State (baseline): • 100 PMs • Five PMs (or 5%) have their PMP • The turnover rate is 20% per year • The date is January 1st 2010 • Document specific success criteria including timeframe

  37. Establish Standards • Establish scheduling standards such as: • A basic WBS template • Level 1: all deliverables listed in the project charter • Level 2: key milestones associated with completing each deliverable • Level 3: tasks and activities required to reach each milestone • The level of detail each schedule is to contain (work package size range, how to handle administrative tasks and time, etc.)

  38. Establish Standards • Establish scheduling standards such as: • The level of detail each schedule is to contain (work package size range, how to handle administrative tasks and time, etc.) • Report templates • Common metrics to be tracked by all project managers • A basic schedule change control process

  39. Build Tools for Success • A Schedule Management Plan template that is aligned with the scheduling standards • A lessons-learned repository • A project history and project artifact repository with sample work products and process flows that have worked well in the past • A PMP training program (could be in-house or commercial)

  40. Build Tools for Success • The key is to make it easier for project managers to ‘do the right thing’ which helps to: • Reduce the administrative overhead associated with starting a new project • Reduce the time required to develop and maintain the project schedule • Improve project success rates • Improve PM morale – we all like to succeed!

  41. Grow the SCoE • Publicize and build on early successes • Expand the scope of control

  42. Build on Early Successes • Establish a process for continuous improvement • Track progress against the baseline and make sure key stakeholders are aware of successes • When executives see the value they’ll be more likely to approve and fund growth plans • Define the next set of goals and objectives • These may be stretch goals or a logical progression from the initial goals and objectives • Work with stakeholders and sponsors to identify services that will benefit them most

  43. Expand the Scope of Control • Establish a Project Scheduler position (if it doesn’t already exist) • A lower-level position that starts at the CAPM level and goes up from there – would be support for a more senior scheduler • An entry-level position for individuals interested in getting into project management • Could provide a career path for those who don’t want to become PMs but have an interest in project management concepts and applications

  44. Expand the Scope of Control • Have PMs and Schedulers report directly into the SCoE • Be aware that his can be politically sensitive • Be prepared to show the benefits to the organization as well as to managers who may be losing people to the SCoE • Provide PMs and Schedulers to other groups that are initiating projects • Provides better control over implementation of processes and consistent use of tools and techniques • Organizations are more likely to accept this after they’ve seen early successes

  45. Conclusion • A Scheduling Center of Excellence can improve project success rates through: • Standardization • Consolidation of skills and experience • Retention of talented PMs and schedulers • Start small and build on successes • Define clear and measurable goals and objectives • Define success criteria up front • Establish a baseline to measure against

  46. Conclusion • Grow the Scheduling Center of Excellence • Develop a plan for growth based on previous successes • Expand the Scope of Control • Have project managers and schedulers report directly to the Scheduling Center of Excellence • Assign PMs and Schedulers to projects throughout the organization

  47. Contact Information • Michelle Colodzin, PMP, PMI-SP, MCTS • MetaVista Consulting Group • 2411 15th St., Suite A • Sacramento, CA 95818 • mcolodzin@metavista.com • 530-798-1656

  48. Thank You For Attending!

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