PMO

PMO Performance Variables Underlying these functions and models are several key performance variables that will influence the effectiveness and overall business value of the PMO. Though not an absolute indicator, the variance in these factors usually has an impact on the value realized from the PMO. WHAT ARE THESE FACTORS?

--Percentage of projects within the PMO's scope --Percentage of Project Manager's within the PMO's scope --Decision-Making authority or influencing level --Supporting organizational culture --Project Management maturity level In general, the greater degree to which these factors are in place, the more successful the PMO is likely to be, as these factors are both circular and mutually reinforcing in nature.

PMO Functions Given this context, what type of PMO makes sense? There are many services and functions a PMO can provide. While more granular capabilities are often defined, these functions fall into 5 independent categories

1. Monitoring and Controlling Project Performance 2. Development of Project Management Competencies and Methodologies 3. Multi-Project Management 4. Strategic Management 5. Organizational Learning

PMO Models There are also several models that are typically considered when planning to implement a PMO. Excluding Project or Program level PMO's which focus on delivering a specific project or set of related projects, 'enterprise' or portfolio level PMO's most often fall into one of the following categories. 1. The Policing PM

1. The Policing PMO The Policing PMO is the type most often sought when projects are out of control, resources do not respond to changing business priorities, managers are either unable or unwilling to take responsibility for department efficiency and output, and / or organizational cultural conditions dictate that managers protect their resources and agenda's from outside interference, including projects owned by other departments. This type of PMO is inevitably doomed to failure, as it is typically driven from a desire to fix inherent management problems, is almost always driven from the top down in an effort to get visibility to project and resource status, and is soon undermined by middle managers and others who view the required transparency and open communications as a threat. This type of PMO will languish sometimes for several years, attempting to collect project data develop reporting and analysis, and attempting to prove to department owned PM's and functional managers that these efforts will be for the greater good.

PMO Models There are also several models that are typically considered when planning to implement a PMO. Excluding Project or Program level PMO's which focus on delivering a specific project or set of related projects, 'enterprise' or portfolio level PMO's most often fall into one of the following categories. 2. The Hands-Off PMO

2. The Hands-Off PMO The Hands-Off or 'Consulting' PMO, often referred to as a Center of Excellence, has no direct responsibility for projects or project personnel. Most often it is charged with developing and maintaining a standard methodology, and providing a portfolio reporting framework. It does not have any PM's report into it, has little or no direct influence on project owners, and therefore has little chance of ensuring compliance with the methodology or reporting requirements. These PMO's are sometimes in place for only a year or two, often providing one or more of the core PMO staff as 'loan-out' project managers when a critical project arises, and is usually deemed irrelevant within 2 or 3 years and disbanded. Conversely, these PMO's may also thrive and provide value, albeit intangible, as a resource to project managers and others through the development and communication of project management best practices, supporting the PM 'subculture' by delivering guidance, coaching, knowledge sharing, and mentoring services to the organizations PM community.

PMO Models There are also several models that are typically considered when planning to implement a PMO. Excluding Project or Program level PMO's which focus on delivering a specific project or set of related projects, 'enterprise' or portfolio level PMO's most often fall into one of the following categories. 3. The Portfolio Management PMO

3. The Portfolio Management PMO The Portfolio Management PMO has grown from the need to manage the enterprise project portfolio from a strategic investment perspective. The ability to funnel, analyze and assist upper management to select from a plethora of ideas and projects for investment in the context of limited budget and resources is the primary focus of this type of PMO

Portfolio Delivery Management APPROACH

Approach Portfolio Delivery Management is tailored for you to build the following three key capabilities: --Portfolio Optimization- A process, to your requirements, to select and priorities the right projects. --Benefits Management- Supporting your organization in the vital transformation from being focused on project deliverables to actively managing delivery of strategic value. --Performance Management- the ongoing task of monitoring delivery of the portfolio and implementing corrective actions where required.

PMO REQUIREMENT Experience building collaborative environments, team cultures and customer service mindset among project teams

DO

full lifecycle project management =

DO

portfolio management is required

DO

quality management programs and methodologies such as ITIL and Six Sigma ITIL =

DO

quality management programs and methodologies such as ITIL and Six Sigma Six Sigma =

DO

Portfolio Delivery Management =

Definition The ultimate aim of portfolio delivery management is to improve the return on each new dollar (or Euro) invested. Portfolio Delivery Management covers several interlinking capabilities that allow your organization to realize the value from "doing the right projects right": --Reliable capture and qualification of ideas. --Ongoing selection and investment in the right projects and programs. --A robust delivery process for the selected projects and programs. --Assurance that claimed benefits will be delivered. --Assurance that scarce resources are invested in a way which maximizes value.

Essential Functions Define principles and standards to harmonize .......

Essential Functions Define principles and standards to harmonize project management methodologies from third party or external service providers.

Essential Functions Drive the adoption and implementation of project and program management methodology and oversee project and program management coaching. Monitor value metrics to make informed decisions that maximize ........

Essential Functions Drive the adoption and implementation of project and program management methodology and oversee project and program management coaching. Monitor value metrics to make informed decisions that maximize returns across enterprise projects and programs.

Essential Functions Engage with cross-functional business leaders to objectively analyze the organization's ability to .......

Essential Functions Engage with cross-functional business leaders to objectively analyze the organization's ability to absorb change and adopt project and program management coaching.

Essential Functions Establish a continuous improvement program to ensure continued utilization and maturation of ......

Essential Functions Establish a continuous improvement program to ensure continued utilization and maturation of best practice project management standards and methodologies.

Essential Functions Foster an environment for team scalability and individual growth through ..........

Essential Functions Foster an environment for team scalability and individual growth through mentoring and training in established processes, policies and procedures and best practices.

Essential Functions Manage and prioritize a portfolio of project and program management services including .......

Essential Functions Manage and prioritize a portfolio of project and program management services including analysis, execution and delivery of projects across the enterprise.

Essential Functions Prioritize programs and projects based on changing .......

Essential Functions Prioritize programs and projects based on changing functional needs, resource capacity, risk exposure and their interdependencies.

Essential Functions Provide business leadership for PMO business engagements ensuring ......

Essential Functions Provide business leadership for PMO business engagements ensuring investments and initiatives in project management services are aligned with business strategy and priorities.

Essential Functions Provide executive management for client _____ and ________.

Essential Functions Provide executive management for client escalations and resolutions.

Essential Functions Serve as the overall subject matter expert in ...............................................

Essential Functions Serve as the overall subject matter expert in Project Management knowledge areas.

How a project management office (PMO) is designed and staffed for maximum effectiveness depends on a variety of

How a project management office (PMO) is designed and staffed for maximum effectiveness depends on a variety of organizational factors, including targeted goals, traditional strengths and cultural imperatives. There are three basic organizational styles for a project management office.

Manage software development lifecycle which will include

Manage software development lifecycle which will include co-leading software development teams with a technical partner to deliver new or enhanced software on-time, on-budget, and at the appropriate quality level. It also includes developing business and functional requirements and scoping. The Director of the PMO is expected to leverage standard methodologies including as-is and to-be process models, use cases, stories, data flow diagrams, mock-ups, and traceability tables.

Over time, a PMO generally will become the source for

Over time, a PMO generally will become the source for guidance, documentation, and metrics related to the practices involved in managing and implementing projects within the organization. A PMO may also get involved in project-related tasks and follow up on project activities through completion.

PMO ATTRIBUTE Strong multi-project management skills with experience in ______, ______,, ______,, and executing multiple high-risk, high-visibility, large-scale projects from definition through implementation involving personnel and consultants

PMO ATTRIBUTE Strong multi-project management skills with experience in organizing, prioritizing, planning, and executing multiple high-risk, high-visibility, large-scale projects from definition through implementation involving personnel and consultants

PMO REQUIREMENT Comprehensive knowledge of full _________ project management, software development and agile best _________.

PMO REQUIREMENT Comprehensive knowledge of full lifecycle project management, software development and agile best practices

PMO REQUIREMENT Familiarity with quality management programs and methodologies such as ______ and ____ ________ for defect tracking and root cause analysis

PMO REQUIREMENT Familiarity with quality management programs and methodologies such as ITIL and Six Sigma for defect tracking and root cause analysis

What is a Project?

Perhaps a simple question on the surface, but the answer provides great insight to the types of skills and team capabilities needed to deliver projects. PMI's standard definition includes the following... "...a project is a temporary endeavor undertaken to create a unique product or service." This definition is often used to differentiate a project from other ongoing, operational, or repetitive process activities. But in the case of some projects, the activities and procedures followed are most often unique only within the details of the 'product' context, while most 'project' and even product level context activities, deliverables, and procedures are not only repeatable but standardized in many respects. And, while applying a standard methodology at a high level may be important for overall alignment of the project portfolio, the application of significant process overhead will often prove to be a source of resistance and overall poor acceptance of the PMO, particularly in the early stages of deployment.

Portfolio Delivery Management BENEFITS=

Portfolio Delivery Management offers your company a wide range of benefits: --Invest for Success - Assess new projects at start-up to ensure that they contribute to your strategic drivers, will create real benefits, and are affordable. 99Achieve Value for Money Gains - Avoid wasting money by identifying and stopping current projects that will not deliver intended benefits. Use this financial headroom to decrease costs or divert funding to more strategic investments. --Maximized ROI - Create an optimized portfolio; balanced to deliver strategic aims, maximize ROI and reduce risk. --Reliable Delivery - Strengthen the discipline around project delivery to ensure that what gets funded gets delivered. --Process - more rigorous, inclusive and transparent to build organizational support for portfolio resourcing decisions and project delivery. --Purposeful Organization - Ensure a seamless, systematic flow from idea generation through delivery to operational success; reduce time to market and ensure the whole team is pulling together.

Requires project management experience in a " team-based cross-functional environment" =

Requires project management experience in a team-based cross-functional environment

The office may report on project activities, problems and requirements to

The office may report on project activities, problems and requirements to executive management as a strategic tool in keeping implementers and decision makers moving toward consistent, business- or mission-focused goals and objectives.

The primary goal of a PMO is to achieve benefits from

The primary goal of a PMO is to achieve benefits from standardizing and following project management policies, processes and methods.

PMO Models There are also several models that are typically considered when planning to implement a PMO. Excluding Project or Program level PMO's which focus on delivering a specific project or set of related projects, 'enterprise' or portfolio level PMO's most often fall into one of the following categories. 4. The Monitoring & Enabling PMO

4. The Monitoring & Enabling PMO The Monitoring and Enabling PMO is perhaps the most difficult to build and the most valuable when implemented effectively. This PMO has the dual responsibility of monitoring and reporting on project and portfolio progress and resources, while providing substantive assistance to PM's and others to deliver projects within agreed upon parameters, usually cost and / or schedule. This PMO, therefore, is charged not only with collecting and analyzing project data to support management's needs, but also with supporting the project managers in managing and delivering that information, and producing successful projects

A PMO generally bases its project management principles, practices and processes on some kind of industry standard methodology such as

A PMO generally bases its project management principles, practices and processes on some kind of industry standard methodology such as PMBOK (Project Management Body of Knowledge) or PRINCE2 (Project in Controlled Environments). Such approaches are consistent with the requirements related to ISO9000 and to government regulatory requirements such as the US Sarbanes-Oxley (SOX) program.

A Project Management Office (PMO) is

A Project Management Office (PMO) is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization.

There are three basic organizational styles for a project management office.

There are three basic organizational styles for a project management office. The project repository: This model occurs most often in organizations that empower distributed, business-centric project ownership, or enterprises with weak central governance. The project office simply serves as a source of information on project methodology and standards. Project managers continue to report to, and are funded by, their respective business areas. The project coach model: This model assumes a willingness to share some project management practices across business functions and uses the project office to coordinate the communication. Best practices are documented and shared and project performance is monitored actively. The PMO in this model is a permanent structure with staff and has some supervisory responsibility for all projects. The enterprise project management office: This model also assumes a governance process that involves the project office in all projects, regardless of size, allowing it to assess scope, allocate resources and verify time, budget, risk and impact assumptions before the project is undertaken. Funding is generally a combination of direct, budgeted allocation for baseline services and a fee-for-service charge for others.

What else is required within the project delivery context? Other key components in the archetypical project managers tool-box include

What else is required within the project delivery context? Other key components in the archetypical project managers tool-box include Communications Management, Human Resource Management (such as team building, influencing, and needs-based interaction skills), and Project Procurement Management. These skills are widely recognized as useful and important for effective project delivery and for the development of staff for ever-increasing responsibilities. However, in some cases the need for these skill areas may also fall to others within the organization.

What is a Program

While many organizations may endeavor to approach the concept of programs, it is worthy of review, as many organizations do not effectively engage in the process of program management formally or otherwise. Again, PMI provides the following definition... "A program is a group of projects managed in a coordinated way to obtain benefits not available from managing them individually. Many programs also include elements of ongoing operations." Based on this definition the practice of program management is readily apparent at many companies, as it commonly aligns directly with customers and the Account Managers role as a 'program manager.' Account Managers often have purview over ensuring the best outcomes for their clients, on-time delivering of 'new business' projects for existing clients, and ongoing 'operational services' already being delivered to their customers

4. The Monitoring & Enabling PMO This type of PMO cannot function properly without the ability to provide several key roles and services.

a. A deep understanding of the business project domain including the ins and outs of delivering projects in the organization b. Access to a Project Management Information System (PMIS) for data collection, analysis and collaboration tools c. Direct authority over PM's or at least dotted line authority including regular input to all PM's personnel reviews d. Expert resources that can fill gaps in PM knowledge, typically in the use of scheduling software and collaborative communications technologies. e. Other skill augmentation areas that may include project cost management, contract management, process engineering, or business domain driven capabilities if needed. This type of PMO will also have a much stronger level of authority, most often in the areas of resource allocation and planning, project prioritization, and project state and change control