EPMO Playbook-James Brown - Project Management Institute
Download
Report
Transcript EPMO Playbook-James Brown - Project Management Institute
Intention of this Document
This document is intended:
to describe at a high-level the effort required to implement
the Program Management Office (PMO).
to cover the proposed lifecycle of the PMO from planning,
to startup, to stabilization and finally to world-class.
to provide a view of the roadmap planned an PMO.
This document is not intended:
to be detailed and complete in all areas.
to be the playbook for program/project managers in
individual businesses.
for implementation outside of the PMO.
PMO Purpose
To provide the organizational focus on improving the
management of projects and programs
To optimize the capability and use of scarce resources
To raise the strategic issues to the highest levels of the
organization to facilitate effective decision-making
Drive influence to extend from strategy formulation through
benefits realization
Integrate benefits realization into the entire life cycle starting
with planning and report on it regularly
Implement programmatic management tools that provide highlevel visibility and analysis that inform decision makers and
evoke action
Broaden competencies to include strategic planning and
investment analysis
PMO Critical Success Factors
Executive support
Appropriate Funding/Resources
Acceptance of Program Managers
Acceptance of Project Managers
Acceptance by Business Managers
Institutionalized Program/Project Management
Culture
Ultimate PMO
Elements required for the Ultimate PMO
A flexible, end-to-end project management process that
balances rigor with overhead
Easy to use tools to consistently plan, track, manage, and
report all projects
Easy access to process tools (intranet) along with
supporting materials to increase adoption and compliance
Formal training, coaching, and mentoring to develop
competent project managers
Ability to provide PM assistance – consulting, problem
solving and audits
Ultimate PMO cont’d.
Elements required for the Ultimate PMO
Institutionalized PM discipline
Program-level visibility to identify and reduce resource
contention and improve resource utilization
Education for business and external stakeholders about
shared responsibilities for ensuring program success
Expanded PMO governance board to represent wider set
of stakeholders
Communications programs to keep all stakeholders
informed and committed to program success
Levels of Project Management
Maturity
Level 1
Initial Process
Ad-hoc processes
Management awareness
Level 2
Structure Process and Standards
Basic processes; not standard on all projects; used on large, high visible
projects
Management supports and encourages use
Mix of intermediate and summary-level information
Estimates, schedules based on expert knowledge and generic tools
Mostly a project centric focus
Levels of Project Management
Maturity
Level 3
Organizational Standards and Institutional Process
All processes, standard for all projects, repeatable
Management has institutionalized processes
Summary and detailed information
Baseline and information collection of actuals
Estimates, schedules may be based on industry
standards and organizational specifics
More of an organizational focus
Informal analysis of project performance
Levels of Project Management
Maturity
Level 4
Managed Process
Processes integrated with corporate processes
Management mandates compliance
Management takes an organizational entity view
Solid analysis of project performance
Estimates, schedules are normally based on
organization specifics
Management uses data to make decisions
Levels of Project Management
Maturity
Level 5
Optimizing Process
Processes to measure project effectiveness and
efficiency
Processes in place to improve
Management focuses on continuous improvement
PMO Implementation
Visioning & Concept
Definition
Vision and mission
Executive sponsor
Guidance (steering) team
Business case
Political management
strategy
Approval to staff
Readiness Assessments
Organizational readiness
assessment
Maturity assessment
Individual PM knowledge
and skill assessment
Implementation Planning
Strategic alignment
Scope
Authority
Services
Organization
Budget
PMO Launch
Standard Practices, Tools,
Metrics
Education & Training
Consulting Services
Visioning and Concept Definition
Visioning & Concept
Definition
Vision and mission
Executive sponsor
Guidance (steering) team
Business case
Political management
strategy
Approval to staff
Explore the business need
1. Determine current state of project
performance
2. Document business need
3. Identify PMO sponsor(s)
4. Secure approval
5. Build the case
1. Current State of Project
Performance
Collect industry data on project performance
Conduct a quick assessment of organizational
project performance
Identify the business need for improvement
Conduct a gap and cause analysis between current
and desired performance
Identify the gaps in capabilities that are the causes
of poor project performance
2. Business Need
Define the business problem or need the PMO
will satisfy
Determine if the organization is ready for:
Strategic level PMO or
Tactical approach
Prepare draft:
Vision and mission
Objectives and scope
Measures of success in business terms
3. Sponsor(s)
Identify one or more sponsors
Interview the sponsors regarding the current state
of projects in your
Industry
Organization
Discuss the role of PMO in closing the gaps
Identify executive success criteria
4. Approval to Proceed
Staff a small PMO planning team to finalize the
PMO detailing
Vision and mission
Objectives and scope
Strategic alignment
Establish measures to demonstrate PMO value
Draft the business case
5. Build the Case
Most likely PMO approach based on:
Appropriate PMO model
Scope considerations
Organizational alignment, positioning and maturity
Implementation approach
Cost and benefit information
Equate project performance data to a dollar figure
Calculate ROI for expected change in performance
Readiness Assessments
Readiness Assessments
Organizational readiness
assessment
PM practices maturity
assessment
Individual PM knowledge
and skill assessment
1. Conduct organizational
readiness assessment
2. Conduct individual
competency assessment
3. Compile assessment
findings
1. Organizational Readiness
Assessment
Purpose
Determine organizational expectations
Gauge the cultural readiness
Gather information about best practices in the
organization to use as a springboard for replication
Uncover challenges, gaps and issues
Increase the organization’s readiness to improve
Method
Interviews
Small focus group discussions
2. Individual Competency
Assessment
To determine the skill level of existing project
managers
Uses a survey to assess level of competencies
Delivers results to help determine:
Training requirements
Professional development activities, and
Specific mentoring and coaching needs
3. Assessment Findings Report
Compile assessment results in a formal
document
Use assessment findings to:
Inform the business plan for the new PMO
Assess risks and challenges
Report
Strengths
Prioritized list of opportunities for
improvements
Readiness to accept and support the PMO
Challenges identified in implementing the PMO
Implementation Planning
Summarize decisions about the PMO in a
Charter to be used as a Business Plan:
Implementation Planning
Charter:
- Strategic alignment
- Scope
- Authority
- Services
- Organization
- Budget
- Measures of Success
1.
2.
3.
4.
5.
6.
7.
Select the appropriate PMO organization structure,
governance
Establish PMO guidelines
Manage cultural change
Prepare to demonstrate value
Manage the path to maturity
Develop a political management strategy and
communication plan
Present the Business Case and Charter to Guidance
Team for approval
1. PMO Organization and
Governance Structure
Governance
Team
Executive Sponsor
Director/Manager
Program Management
Office
Admin
Metrics/Reporting
Best Practices
Tools
Assessments
2. PMO Guidelines
20% improve
PM
practices
40% support
the
execution
framework
40% implement
common
reporting
1
2
3
3. Change Management
Expect that only a limited
amount of concurrent change
may be absorbed
Anticipate considerable amount
of resistance
Secure buy-in and support
Lead, communicate and manage
the change
Use PMO Governance Team to
communicate a compelling vision
4. Value
Wrap mission around
impact on the business
Establish business measures
Gain efficiencies
Achieve cost savings
Increase customer satisfaction
Reduce time-to-market
Increase revenue and profit
Increase competitive advantage
Value is not templates, tools, methodology,
processes and training
Source: http://www.chiefprojectofficer.com/article/146
5. Path to Maturity
Stabilize performance by supporting basic project
management practices before taking on sophisticated
practices
Transition to more sophisticated practices as momentum
builds
Limited Influence
Phase
1 1
Phase
Project
Project
Centric
Centric
Strategic Influence
Phase 2
Department
Focus
Phase
Phase
3 3
Strategic
Strategic
Asset
Asset
6. Communication and Political
Management
Communication Plan
Political Management Strategy
•
•
•
• Determine which stakeholders
•
Identify stakeholders
Conduct an audience analysis
Document information needs,
messages, media and frequency
Use guidance team to constantly
communicate
–
–
–
–
Vision and mission
Objectives
Business drivers
Value
– Can influence the PMO, and
– Feel positively or negatively about it
• Identify stakeholders’ goals
• Assess the political environment
• Define problems, solutions, and action
plans to
– Leverage positive influences
– Neutralize negative ones
7. Approval of Guidance Team
Organize, structure and convene the PMO
Guidance Team
Ensure that any issues, conflicts and
inconsistencies have been resolved before the
meeting
Summarize the contents of the business case
and charter
Seek approval to proceed with formal launch of
the PMO
Launch the PMO
PMO Launch
Standard Practices & Tools
Measurement & Accountability
Professional Development
Professional Services
Portfolio Management Support
1.
2.
3.
Conduct PMO Kickoff
Build a great team
Build a PMO to last
1. PMO Kickoff
Capstone event officially launching the PMO
All key stakeholders are in attendance
Purpose
Finalize the charter and gain consensus on an
implementation approach
Prior to the kickoff
Areas of resistance have been resolved
Charter and business case approved
Buy-in of influential stakeholders secured
2. The PMO Team
Establish a small core dedicated leadership
team
Augment with SMEs
and sub-teams
Select team members
based on their passion
3. A EPMO to Last
Executives Love:
• Drive 50% more projects to
completion
– Without increasing resources
• Complete 25% more projects
– In drastically shorter times
• PMO impact is clearly felt
throughout organization
• Management sees benefits of
PMO
Teams Trust:
• Viewed as indispensable
• Gains credibility one project at a
time
• Provides valuable services
–
–
–
–
–
–
–
Project kick-off workshops
Coaching and mentoring
Methods scaled to meet project needs
Training and education
Communities of practice
Stage gate review preparation
Business case reviews
Source: Gerald I. Kendall and Steven C. Rollins, Advanced Project
Portfolio Management and the PMO, J. Ross Publishing, 2003
Expect Challenges
Project managers applaud their
increased control
But loathe the accountability
Managers enjoy the visibility of
project progress
But scoff at the added level of
communication needed to get
things done
Executives like the deliberate
assignment of responsibilities
But balk at the investment
necessary to support a central
resource
Source: Donn DiNunno CCP, CDP, Program Management Office
(PMO) Basics, Engineering, Management, and Integration, Inc. 20
Avoid Pitfalls
Lack of focus and too many
responsibilities
Placed too low in the
organization
Relegation to clerical role
Excessive time developing
process and tools
Perception of not adding
value
Viewed as:
Worthless resource
“Project police”