Transcript Title

Program Management Office
By
Jeff Burklo, Director
Typical Areas Where Project Management
Resides Within a Company
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Within an Engineering Group
Within Information Technology
In a Centralized Group where all Projects Report
In a Group that Concentrates Management of High-Priority Projects
Within a Support Area that Provides Scheduling and Control Assistance
Within a Staff Group Charged with Spreading the Word On Project
Management
On a Specific Project
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Why PMO Is Critical To Success
A Program Management Office (PMO) provides centralized management of
decentralized project execution through cross-functional coordination and support
implementing common standards, guidelines, tools, and methodology facilitating
systems development aligning with Corporate strategy.
Benefits of PMO:
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Provides centralized management implementing Corporate strategy
Defines and prioritizes projects aligned with the vision,mission & goals
Provides consistent / common standards and guidelines
Provides consistent / common methodology for online and back-office
Provides single point for status of projects to executives and makes
adjustments, as required
Provides a single focus for all executive issues and decisions
Provides standards, guidelines, tools, and support for project execution
Provides senior technical support
Manages changes to project execution
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The PMO Will Add Value In Four Specific
Areas
Project Alignment
• Resources stay focused on
strategic priorities
• Stronger visibility and
management of crossproject dependencies
Quality
Management and
Process
Improvement
• Continuous
learning, capability
building and
performance
improvement
Project Execution
• More consistent
success in
launching projects
PMO
• On time execution
that delivers
intended value
Project Tracking and
Reporting
• Stronger leadership and
stakeholder visibility to
work progress
• ”Early warnings” of major
challenges
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The PMO Will Play Four Broad Roles To
Deliver Value
1. Project Alignment
• Understand WDPRO development priorities, and manage the process to evaluate and initiate new
projects and to ensure they remain “on-strategy”
• Help ensure that the portfolio of projects is organized and scheduled to maximize progress toward
strategic priorities, and return on investment
• Identify and resolve conflicts in program/project priority, resource allocation, and
integration, involving Leadership Team as appropriate
• Coordinate execution of WDPRO project portfolio with those of other Disney development
organizations
2. Project Definition and Execution
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Provide criteria and tools for project definition, scoping, and budgeting
Define methodologies and tools for project delivery
Identify risks and help Leadership Team to manage them
Provide senior project management capacity, as needed, to work on major projects
3. Project Tracking and Reporting
• Manage enterprise status reporting system
• Manage change control process
• Monitor overall schedule and progress of project portfolio; support Leadership Team in identifying
potential interventions
• Facilitate communications of project status with key stakeholders
4. Quality Management and Process Improvement
• Oversee process improvement programs, including sharing of best practices and post-project reviews
• Conduct quality assurance reviews on programs/projects
• Coordinate project management training
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PMO - Components
Program Management Office - The PMO by
nature comprises the functions of the PSO and PMCOE.
The activities performed by the PMO include: strategy
implementation, project prioritization, project alignment,
project reporting, standards, methodology and project
management process, accountability, change
management, and project coordination.
PMO
PSO
Program Support Office - Provides senior
PMCOE
technical services to “kick-start” various projects
simultaneously. These services include: architecture,
hardware, software, processes, tools, methodology,
and strategic interface expertise.
Program Management Center of Excellence
Gathering point of expertise, but does not assume
responsibility for project results. The primary purpose of
the PMCOE is to raise the organizational competence and
maturity level of the enterprise. These include: training,
process standardization, internal consulting, competency
enhancement, best practices, prioritization, tool
definition and standardization.
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PMO Portfolio Management of Projects
Mission
Vision
Goals
Project Alignment
Strategy
Standards
Project Priority
Program Management Office
Methodology
Guidance
Area A
Area B
Area ..
Project 1A
Project 1B
Project 1..
Project 2A
Project 2B
Project 3A
Project n..A
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Project 3B
Project n..B
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Project 2..
Project 3..
Project n..
PMO - Project Strategic Alignment
STRATEGIC PROJECTS
Projects Execution
Project C
Project B
Project D
Company
Objectives
Mission &
Vision
Project E
Project Definition
Product
Targets
Interfacing
Project A
PRODUCT & MARKETING-RELATED
PROJECTS
Project Alignment
Stakeholder
Mgmt
Operational
Goals
Project L
Risk
Analysis
Multi-Disciplined
Teams
Project K
Company
Corporate
Company
Company
Strategy
Strategy
Strategy
Strategy
Project
Prioritization
Strategic
Planning
Project F
Project G
Team
Mobilization
Organizational
Overview
Project J
Create
Product
Portfolio
Procurement
Team
Mobilization
Resources
Market
Oppt’y
Logistics
Project H
Project I
OPERATIONAL PROJECTS
CAPITAL EXPANSION PROJECTS
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PMO - Success Criteria
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Executive Sponsorship - commitment by corporate executive level to
create a standard and consistent approach to project implementation
ensuring completion of strategic direction
Authority & Control- within the company power structure
Corporate Priority - implementation of corporate strategy to project
implementation
Enterprise-wide Reach - providing consistent standards, guidance,
and direction, and reporting of projects via standard mechanism and
format
Key Resources - commitment of executive level to provide dedicated
resources for technology direction and standardization
Methodology & Tools - commitment to identify, implement, and
adhere to a standard methodology, tools, and architecture (platform
and development)
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PMO - Leadership
As the trend for more cross-functional & complex projects continues, more
companies are calling upon top executives for high-level oversight of multiple
projects and major programs. Enterprise-oriented companies must have a politically
savvy, project-wise, system-literate executive facilitator. This facilitator’s
responsibilities include:
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Communicating with Executive leadership
Involvement in business decisions resulting in new projects
Strategic project planning
Setting project priorities
Oversight of strategic project implementation
Implementation of an enterprise-wide project management
system
Development of Project Management awareness and capability
throughout the organization
Periodic project reviews and change management
Top-level stakeholder accountability, sponsorship, facilitation,
and mentoring
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PMO - Leadership Responsibilities
Strategic
Project
Planning
Stakeholder
Accountability
and Interfacing
Business Decisions
New Projects
PMO - Leadership
Project Priorities
& Resources
Project
Reviews
Oversight of
Strategic Projects
Project Management
Training & Awareness
Oversight of
Enterprise-wide
Project Management System
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PMO Implementation
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Establish PMO
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- Determine PMO Members
- Interview Key Stakeholders
- Create / customize Charter
- Define roles and responsibilities
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Refine PMO
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- PMO
- PMO
- PMO
- PMO
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- Define PMO Guidelines
- Mentor Stakeholders on concept,
implementation and deliverables
- Accept feedback & refine
- Obtain Stakeholder concurrence
- Identify and select methodology
Execute & Operate PMO
- Identify and align current
projects to Corporate strategy
- Define requirements of current /
future projects
- Identify application business
objectives
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Deliverables
Deliverables
- PMO
- PMO
- PMO
- PMO
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Charter
Organization
Roles & Responsibilities
Detailed Implementation Plan
Guidelines
Issue / Risk Procedure
Change Management Procedure
Reporting Guidelines
Deliverables
- Statement of Business Objectives
- Inventory of Current Projects
- Inventory of Future Projects
- Alignment and Prioritization of Projects
- Risks / Issues on Current Projects
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