Transcript Name of presentation

PMO Series:
Developing Leaders?
Look to Your PMO
Presented By:
Art Drake
Vice President – AIG Global Operations & Systems
Director At Large – Enterprise Management Association – International
PMI© San Francisco Bay Area Chapter, October 20, 2010
Agenda
Background
 Opening Perspective
 Leadership Defined
 Leadership Trends
 Why The PMO?
 Competency vs. Maturity
 Operations Maturity
 Strategic Design
 What’s Next?
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Background
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Pre-2008
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No consistent PM skills model across AIG
Defined the AIG Project Lifecycle (had 35 variations)
No consistent adoption of a PMO model; Improved ‘project’ governance mandated
Global AIG PMO established; monthly project portfolio reporting implemented
2008
 Defined and implemented PMOs across in Corporate and in all Business Units
 Varying levels maturity; defined a roadmap for each PMO and measured progress
 PM/PMO maturity model and approach designed; central PM & PMO training
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2009 – “Run for the hills!”
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2010
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“Operations Professionalism”
Global PMO redesigned into the Global VMO
Strategic Design and Target Operating Models; disciplined process management
Clear directive to “get ready”
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I Say “leader.” You say?
Visionary
Charismatic
Integrity
Tough
Mentor
Trusted
Multi-tasker
Crazy
Creative
Respected
Energetic
Thought Leader
Relationship Builder
Organizer
Annoying
Fun
Pioneer
Innovative
Radical
Entrepreneur
Command
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To Name A Few
Abraham Lincoln
Jack Welch
Ronald Reagan
Mahatma Gandhi
Winston Churchill
Vince Lombardi
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Another Perspective (or Perception?)
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Words To Live By
“If your actions inspire others to dream more, learn more, do more and become
more, you are a leader.” John Quincy Adams
“Leadership and learning are indispensable to each other.” John Fitzgerald
Kennedy
“Nothing so conclusively proves a man's ability to lead others as what he does
from day to day to lead himself.” Thomas J. Watson, Sr.
“Management is doing things right; leadership is doing the right things.” Peter F.
Drucker
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Leadership Defined*
 Vision – a clear, vivid picture of where to
go, as well as a firm grasp on what
success looks like
 Integrity – integration of outward actions
and inner values; builds trust
 Dedication - spending whatever time or
energy is necessary to accomplish the
task at hand
 Magnanimity – ensures that credit for
successes is spread as widely as
possible throughout the company
 Humility - is not self-effacing but rather
tries to elevate everyone
*As described in HR World
 Openness - being able to listen, accept
new ways of doing things that someone
else thought of; building trust
 Creatively - the ability to think
differently, to get outside of the box that
constrains solutions
 Fairness - dealing with others
consistently and justly
 Assertiveness - the ability to clearly
state what one expects so that there will
be no misunderstandings
 Sense of Humor – ability to relieve
tension and defuse hostility; more
importantly, use humor to energize
followers
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An Industry Perspective (CCL)
10 Leadership Trends
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Trend 1: The Rise of Complex Challenges
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Trend 2: The Innovation Revolution
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Trend 3: The Art of Virtual Leadership
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Trend 4: Collaboration Nation
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Trend 5: The World of Interruption
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An Industry Perspective (CCL)
10 Leadership Trends, cont’d
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Trend 6: Authenticity Is the Next Celebrity
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Trend 7 & 8: The Fallout From The Baby Boom And Filling The Leadership
Void
Trend 9: Leadership For Longevity
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Trend 10: What’s Next?
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The PMO Executive Council Perspective (1/2)
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The PMO Executive Council Perspective (2/2)
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A PMO Peer Group Perspective
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Competency vs. Maturity
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Build on basic organizing and planning skills
Develop broader perspective; managing across projects
Build relationships and trust to take on more responsibility
Provide leadership in the ‘project’ space
Learn to manage change
“Trusted Advisor”
Leadership
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A Balancing Act
Sub-optimized Organization
Optimized Organization
The individual cannot exert total
capability since organization
cannot adjust
Maturity
Organizational Maturity
The organization cannot mature
until individual capability reaches
required level
Maturity
Individual Capability
The organization and individual
are advancing/growing in maturity
at a similar rate/speed
Time
Time
Organization Maturity
Knowledge used to advance performance
Knowledge used to sustain performance
Individual Capability
Levels
0
1
2
3
4
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Building Competency – One Approach
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Competency Model Structure
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Knowledge Domains
 Main categories that group related/complimentary subjects
 Knowledge domains align with personnel development (e.g., organization)
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Subject Areas
 Represent the specific project/program/portfolio management functional and learning
activities (e.g., risk management)
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Proficiency Level
 Establish a metric to evaluate the key learning and performance outcomes expected
within the subject area
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Learning Levels
 Training content and structure to address competency maturity: foundational (what I
need to know), operational (applying what I know) and transformational (expanding
what I know to improve)
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Training Focus
 Alignment of training to the project, program, and portfolio level of functions (i.e.,
establish how risk management is performed at the varying levels)
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Knowledge Domains
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Organization
 The activities and skills necessary to plan, scope, structure and resource a project
effort
 Maturity within this domain is evidenced by the expanded activities and skills
required to coordinate projects as a program.
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Governance
 The activities and skills necessary to ensure alignment between strategy and
execution
 Effective oversight of the organized work to ensure expected project outcomes are
achieved within stated constraints/controls
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Leadership
 Demonstrated and recognized skills to organize, motivate and mentor project teams
 Ability to manage change and stakeholder expectations to ensure the successful
outcome of a project, program or portfolio
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Individual
 Personal initiative to learn and develop an understanding of the business and to
grow professional skills; learning agility.
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Subject Areas
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Knowledge Domains
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Organization
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Subject Areas
Project/Program Planning
Resource Management
Project Estimating
Project Scheduling
Project Budgeting
Procurement Management
Governance
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Strategic Alignment
Risk Management
Scope Management
Execution Management
Project Accounting
Quality Management
Leadership
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Relationship Management
Change Management
Team Development
Mentoring
Business Acumen
Individual
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Communication
Facilitation / Negotiation
Decision Analysis
Learning & Growth
Personal Leadership
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Model Structure
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Framework consistent across domains and perspective (individual vs.
organization)
Methodologies, Tools, Training align to the individuals growth plan
Corresponding organizational view to determine gaps
Knowledge Domain:
Subject Area:
Governance
Risk Management
Project
Program
Portfolio
Operational
Fundamental:
Operational:
Transformational:
Advanced:
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Start With A Basics
Competency is generally recognized as a set of characteristics that encompass knowledge, skills,
attitudes, behaviors and other personal traits that can be learned, improved and measured. 1
Project Manager Competency Model
PM Performance
The individuals past project
management performance
(experience)
PM Knowledge
The industry knowledge and
formal education in project
management practices
(expertise)
Personal Aptitude
The individuals personal
behaviors and
characteristics (qualities)
1Crawford, Lynn, “A Global Approach To Project management Competence (1997).
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Organizational Competencies
At the PMO level, competency is centered around the PMO’s organizational collective ability to drive
performance and attain an expected level
Portfolio Oversight &
Governance
PMO Competency Model
The PMO exerts control and
governance over the entire project
portfolio from an enterprise
perspective; Facilitating key
portfolio decisions (alignment /
investment)
Communications &
Reporting
The PMO provides regular and
consistent communications to all of
its constituents; Data-driven
scorecards are used by all levels of
management to monitor project
performance
Operational Controls
& Tools
The PMO promotes and
enforces the use of
standardized processes and
supporting tools to ensure
consistency
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Organizational Capability
At the VMO level, competency is focused on the overall organizational change capability.
VMO Competency Model
Strategic Planning &
Alignment
The VMO actively facilitates the
strategic planning sessions,
capturing strategic priorities, ensure
alignment, and establishing the
portfolio design
Organizational
Performance
The VMO ensures that portfolio
outcomes are realized in the
business and monitors current
initiatives to ensure delivery of
benefits
Driving Change
The VMO provides direction and
support to key initiatives to
ensure change management is
used and that change
‘capability’ is retained in the
business
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Operational Maturity
Transitioning from projects (change) to operations (performance)
Competency Levels
Process Maturity Levels
Operations Optimization
Operations Leadership
Operations Management
Project Management
Process Reengineering
Process Improvement
Current Operational Performance
Operations Leadership Skills
Operations Management Skills
Project Management Skills
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The Path To Leadership Development
 Use Strategic DesignTM to transform the organization
 Understand the current operations while planning for the future
 Actively engaged in the change
 Encourage and mentor
 Remain behind; Achieve target performance levels
Transformation Plan
Business
Strategic Plan
Envisioning The
Future
Organization A
Future State
Change
Strategies
Organization A
Execution
Change Gap Identification
Current State
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Strategic Design
 Baseline the current ‘operational’ state
 Envision the future and create the strategy
 Design a future Target Operating Model (TOM)
 Define the program of work to transition to the TOM
 ‘Implement’ the program of work – All 14 Dimensions
 Remain behind to achieve target performance levels
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What’s Next?
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First round of organizational assessments planned for 2011 – establish a
baseline
Develop the Strategic Design capability by EOY 2010
Integrate project/program performance to personal performance process by
EOY 2011
Integrate program outcomes to Sponsor performance process by EOY 2011
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Biography
Art Drake is currently a Vice President in the Global Operations & Systems
Organization, specifically, the Value Management Office at AIG. In this role, Art is
responsible for the development of organizational competencies in the areas of
portfolio, program and project management across AIG. In his current role, Art has
developed several models for measuring the performance of programs and
portfolios, leading to improved training and mentoring for program and project
managers. Prior to coming to AIG, Mr. Drake was the Director of the Program
Management Office and Business Analysis & Strategy Group for EmblemHealth of
New York. Art is currently one of the Founding Directors of the Enterprise
Management Association – International (EMA-I). EMA-I is focused on advancing
change management competencies for teams and organizations. Art is also the
former Executive Chair of the Program Management Office Specific Interest Group
(PMO SIG), a PMI © component.
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