PMO In 2020: Lean, Adaptive, Agile, And Business-Focused

1. Webinar PMO In 2020: Lean, Adaptive,Agile, And Business-Focused Margo Visitacion, Vice President November 27, 2011. Call in at 10:55 a.m. Eastern time

2. Agenda • The PMO today • The PMO in 2020: Modernize or die. • Adapting to change • Next steps

3. The PMO in 2020: Modernize or die. . . . You must evolve to exist; you must excel to succeed.

4. Are you delivering today? “How is your PMO perceived in delivering value to overall business growth based on where the PMO reports?” CEO CIO VP of IT Base: 693 PMO professionals; Source: Forrester/PMI April 2011 Global Project Management Office Online Survey 4

5. Are you removing obstacles and building trust, or are you adding bureaucracy and building distrust? 5

6. Methodology: PMOs seem to be evolving with business needs “Which of the following methodologies does your PMO support?”(Federated ePMO lead LOB/IT PMOs) Source: Forrester/PMI April 2011 Global Project Management Office Online Survey 6

7. When we ask about specifics, the story changes “What is the focus of your PMO?”(Methodology development) Base: 482 PMO professionals who have a PMO with a focus on methodology development; Source: Forrester/PMI April 2011 Global Project Management Office Online Survey 7

8. PMO archetypes Support Perfectionist Facilitator Control Coach Scorekeeper Manage Improve Source: July 30, 2012, “Govern Your Lean And Agile Adoption” Forrester report 8

9. In greater detail . . . 9

10. The PMO in 2020 Modernize or die.

11. Sound familiar? “We need to change. I know — we’ll adopt Agile!”

12. Yesterday’s Agile challenges focused only on development team efficacy • “Below the line” • Narrow focus • Good rate of success 12

13. Tomorrow’s PMO must be: The challenge: You MUST start today. 13

14. PMO archetypes Support Perfectionist Facilitator Control Coach Scorekeeper Manage Improve 14

15. Tomorrow’s PMOs facilitate value delivery and motivate their peers 15

16. Applying Lean: The PMO should be the change agent, not the traffic cop 16

17. It’s time to change the way PMOs think “What is the focus of your PMO?”(PMO located at corporate level)(multiple responses accepted) Base: 191 PMO professionals who have their PMO located at the corporate level; Source: Forrester/PMI April 2011 Global Project Management Office Online Survey 17

18. Value-driven approaches • Learn from: • Lean. • Scrum. • Business-driven deployment options. • Agile coaching (with a dose of pragmatism). • Investment management. 18

19. The Lean PMO • Establishes value-based deliveryvision for the organization • Executive liaison • Drives team-based values • Education • Training • Mentor • Cross-functional teams • Communities ofpractice • Multipronged approaches • Identifies opportunitiesin the value stream • Prioritization • Analysis • Forecasting • Financial reporting • Benefits realization support • Builds program plans • Identifies dependencies • Identifies bottlenecks • Reporting 19

20. Where should it sit? Program Program Program/project/AWG Program/project/AWG Portfolio Focus on values, not archetypes. 20

21. Adapting to change

22. Lean and Agile change governance needs — focusing on the future, not tactical mechanics Facilitating portfolio-driven business relationships Advising and communicating value-driven change management

23. Four-pronged approach Organizations Hire or refocus Valuesmotivation Culture Change Autonomy Educationand training Teams Learning

24. Starting on the journey PPMgovernance Feedbackloops Metrics PPMtools 24

25. Prepare for change

26. Community is necessary to make it stick

27. Next steps • Establish the vision of the next-generation PMO for your organization. • Value must drive decisions — stay out of the way. • Factor culture into each area of focus. • Let the experts do their job, but provide guidelines and goalposts. • Use communities of practice to make it stick.

28. Margo Visitacion mvisitacion@forrester.com Twitter: @msmvnj