slide1 l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Project Management Office (PMO) Observations 2004 Vision – Mission - Realization International Association of Project a PowerPoint Presentation
Download Presentation
Project Management Office (PMO) Observations 2004 Vision – Mission - Realization International Association of Project a

Loading in 2 Seconds...

play fullscreen
1 / 23

Project Management Office (PMO) Observations 2004 Vision – Mission - Realization International Association of Project a - PowerPoint PPT Presentation


  • 170 Views
  • Uploaded on

Project Management Office (PMO) Observations 2004 Vision – Mission - Realization International Association of Project and Program Management. IT Credibility.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Project Management Office (PMO) Observations 2004 Vision – Mission - Realization International Association of Project a' - tex


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide1

Project Management Office (PMO) Observations 2004Vision – Mission - RealizationInternational Association of Project and Program Management

it credibility
IT Credibility
  • Recent research* has indicated that 70% of Global 2000 IT operations struggle with the business-side perception of value from IT services.
    • Even when 99.9% SLA compliance and IT balanced scorecards are reported, the IT operations organization’s credibility is low.
  • Reasons
    • Uncoordinated IT requirements/initiatives
    • Project success not measured in terms of business success
    • Business KPIs have weak alignment with IT metrics
  • Our challenge is to improve the IT value perception of our customers

*META Group

intent
Intent
  • To drive Projects/Programs to move
    • from operations efficiency to business effectiveness,
    • from cost to revenue, and
    • from project providers to business partners

*Table courtesy of the META Group

achieved through value mgmt
Achieved through Value Mgmt

Transformation

Management Life cycle

Conception

Definition

Deployment

Improvement

Retirement

Value

Creation

Value

Proposition

Value

Realization

Value

Sustenance

Value Management

pmo value realization
PMO – Value Realization

Transformation

Management Life cycle

Conception

Definition

Deployment

Improvement

Retirement

Value

Creation

Value

Proposition

Value

Realization

Value

Sustenance

Value Management

Providing the “Motion” to turn “Vision” into “Reality”

project management iappm view
Project Management – IAPPM view
  • As Core Competency
    • Project & Program Management is a Competitive edge for Organization
    • Issue: We promote technical people to project managers because they are good in their technical work!
    • Project & Program Management is a Profession! Core skills that warrant specialization, formal training and recognition
  • As Value Realization
    • Not just about completing the projects & programs on time, budget, quality, but also what value they bring to the business
    • Alignment of project & program metrics against business results
  • As Flawless Execution
    • Project Management is THE model of execution due to cross-functional virtual teaming, matrix reporting, ability to react to constant changes
    • From Vision to Motion to Realization
pmo roles responsibilities
PMO Roles & Responsibilities
  • Project Portfolio management
    • Facilitate the process of selecting and de-commissioning of projects in the Project Portfolio
    • All projects are recognized by their customers as a positive impact (value) to their businesses – financially and functionally (capabilities).
  • Project & Program management
    • Enforce PMLC methodology, project management disciplines and other relevant project processes such as Change Management, etc
    • Direct project managers and technical consultants
    • Work with Business owners, global PMO and key customers to align project deliverables and business metrics
    • Conduct post implementation reviews to verify the sustainability of the service/system in the first 6 months of production
pmo r r 2
PMO R&R (2)
  • Customer satisfaction
    • Ensure delivery of project that meets or exceeds customer expectations
  • Process excellence
    • Improve project management processes to drive process excellence
    • Using the IAPPM project Dashboard (or…your own)
  • Value realization
    • Capture and communicate benefits and any positive/negative change to the business resulting from the project
  • Compliance
    • Security and regulatory requirements must be able to be built in as part of the deliverables of the project results. Not an after-thought, but planned activities.
  • Transition management
    • Manage transition of People,Processes to close the loop of project completion
observations
Observations
  • Strength
    • Customer Oriented
    • Strong Commitment
  • Performance
    • Rubber band management
    • “Favor” management
    • Base business vs Projects
  • Energy
    • “Hands are tied” / “Beyond my control”
    • “People get away with non-delivery”
    • “Weak unity in the leadership”
phase 1
Phase 1
  • Objective is to clearly define the project boundaries and resources, and put in simple processes to ensure consistent reporting and change management.
  • Deliverables
    • “What is a Project” defined
    • PMO Handbook developed (IAPPM objective for 2004)
    • Projects documented in an Enterprise Project System
    • Project Resources clearly identified
    • Project Change process incorporated
phase 2
Phase 2
  • Objective is to clearly capture business values and impact to your customers
  • Deliverables
    • Regular update of project status to customers
    • Project value documented
      • Financial benefits
      • Cycle Time improvements
      • Customer Satisfaction
      • Change in the way “we” do business
      • Market results
    • Project Management funding model defined
phase 3
Phase 3
  • Objective is to select projects/programs that have the greatest returns of investment and/or strategic values to your organization and/or clients
  • Deliverables
    • Project prioritization process must be implemented
    • Time tracking must be implemented
    • Project metrics and business metrics must be aligned
    • Resource allocation methodology proposed
phase 4
Phase 4
  • Objective is to install a governance model to review and approve project progress at each stage of the project life cycle. (applies to all methodologies)
  • Deliverables
    • Project portfolio management review process implemented
    • Project start-up phase review process implemented
    • Development/Solutioning review process implemented
    • Project closure process implemented
    • Post implementation review process implemented
pmo roadmap
PMO Roadmap

Phase 1

Projects Under Control

Objective is to clearly define the project boundaries and resources, and put in simple processes to ensure consistent reporting and change management.

Phase 2

Project Value Proposition

Objective is to clearly capture business values and impact to our customers

Phase 3

Portfolio Management

Objective is to select projects that have the greatest returns of investment and/or strategic values to the operating companies

Phase 4

Project Management Governance

Objective is to install a governance model to review and approve project progress at each stage of the project life cycle.

organization short
Organization (Short)

Short-term (6 - 12 months)

PMO

Director

Project Admin

General Admin

Finance Admin

Project

Managers

Consultants

Managing projects

organization medium
Organization (Medium)

Medium-term (1 – 2 years)

PMO

Project Admin

General Admin

Finance Admin

EP

PM Champ

Tools

PM Champ

Metrics

PM Champ

Benchmark

PM Champ

“Work along side”

  • PM Champion
  • EP = Enterprise Projects/Programs
  • Works alongside with project managers and consultants to train, coach, support them.

Project

Managers

Consultants

Managing projects

pmo funding
PMO Funding
  • PMO cost should be fully funded by projects
    • Customer projects – by customers
    • Internal Projects – by Department sponsoring the project
    • Global projects – by the Global Capital Budget – fund allocation.
  • Short term to leverage technical consultants who have strong project management skills, and engage contract project managers
  • Long term to recruit permanent resources justified by demand, and supplemented by contractors
  • Run like a “business”
    • Generate demand through effectiveness
    • Driving cost down through Internal Projects and skills development
    • Strive for cost transparency to manage the right cost drivers
pmo metric

Above 85%

75% to 85%

Below 75%

Meet Project Schedule

100%

81%

80%

69%

68%

60%

47%

40%

26%

21%

20%

0%

Jun

Jul

Aug

Sep

Oct

Nov

Dec

2003

Vision

Motion

Realization

PMO Metric

Project Management Office

Project Management Office

Measure: Meet Project Schedule

Measure: Meet Project Schedule

Monthly

Number of projects with Green schedule status

Definition:

Total number of projects

Opportunities

Baseline project commitment

and Institute Project change

control.

Action Plan

1.

Present all projects to

PMO

Management Team for

approval of all projects in

the portfolio

2.

Bring in other projects

into PMO

value realization
Value Realization

Initiative

What did we do

Original Cost

New Cost

Value

Start date

2003 Impact

2004 Impact

Network Center upgrade

Negotiation

$3,000

$2,500

Cost Reduction

1-Nov-04

($1,000)

($6,000)

Network Backbone

Negotiation

$152,000

$112,000

Cost Reduction,

1-Oct-04

($10,000)

($40,000)

End-to-end management

Circuit Provisioning

RFP

$1,331,028

$1,065,012

Cost Reduction,

1-Nov-04

($61,550)

($266,016)

Increased bandwidth

Project ABC)

RFP

$290,000

$150,000

Cost Reduction,

1-Nov-04

($25,000)

($140,000)

Improved vendor management

Project BCD

Build End node

$98,544

$74,808

Cost Reduction,

1-Sep-04

($386)

($23,736)

Increased bandwidth

Project CDE

Introduced new ISP

$91,750

$53,600

Cost Reduction,

01-Oct-04

($6,300)

($38,150)

Increased performance

Lost City Project

Build network

Better performance to enable

01-Oct-04

ERP applications, desktop

management

Total

($104,236)

($513,902)

pmo maturity level

2005

2004

You are here

PMO Maturity level*

*Based on META Group Project Management Office Capability Maturity Model

pmo value

PMO

Project Support

Tools

Administrative work

Consulting &

Mentoring

Effectiveness

Methods &

Standards

Efficiency

Training

Core Competency

Project Managers

Flawless Execution

PMO Value

PMO strives to be a full-service provider

PMO Mindset

  • Integrator - Assimilating technology, people, process, equipment to a common goal
  • Facilitator - Creating collaborative opportunities to turn intentions to actions
  • Accountability Experts - Embracing the ownership of results to meet expectations in time, budget, quality and customer satisfaction
iappm

www.iappm.org

Advancing Project and Program Management

IAPPM

Did you enjoy this presentation? Contact us at info@iappm.org for more ways we can help you.