Transcript MetaPM PMO Presentation

Portfolio/Program
... helping clients achieve maximum business value from project
management
Optimisation
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The importance of a coherent
approach to project management
through the use of the PMO
April 2008
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PMOs – what are they and are they all the same?
• “A project management office (PMO) is an organizational unit to
centralize and coordinate the management of projects under its
domain. A PMO can also be referred to as a “program
management office,” “project office,” or “program office.”
• The PMO focuses on the coordinated planning, prioritization and
execution of projects and subprojects that are tied to the parent
organization’s or client’s overall business objectives”.
• (Project Management Institute, PMBoK third edition)
• In a recent survey of 500+ PMOs for a doctoral thesis, Dr
Monique Aubry found no clear pattern of PMO structure,
role or perceived value.
• (Project Management Journal, March 2007)
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Do we really need a PMO?
• Do you see an increasing rate and complexity of change
across the TAFE sector?
• Strategic change is typically delivered through projects
• Achievement of strategic change demands:
– a clear delineation between
day-to-day business operations and
strategic change, and
$ ?? m
– Management of project performance
– Optimal utilisation of scarce resources
while managing risk
Benefits
$xm
Costs
• The PMO is a key enabler for the
achievement of strategic goals
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Identifying the right PMO design
All functions are represented within a
PMO, however the extent and focus
of each will vary from organisation to
organisation, depending on the
domain:
- Portfolio
- Program
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- Project
Organisational
Alignment
The full value of the
Delivery
Assurance
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Do ocus
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PMO will be realised with the
integration and alignment of all
functions detailed in the PMO model.
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Standards
Capability
Development
Communications
and Integration
Benefits
Assurance
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Functional elements of a PMO
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Performance Management
Resources Management
Risk Management
Quality Management
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Organisational
Alignment
Delivery
Assurance
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Professional
Development
Coaching/Mentoring
Knowledge Management
Project selection
Project prioritisation
Funding
Standards
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Capability
Development
Communications
and Integration
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Processes
Methodology
Tools & Templates
Roles & Responsibilities
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Communication
Integration
Stakeholder Management
Benefits
Assurance
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Benefits Assurance
Lessons Learned/PIR
Continuous Improvement
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PMO: What’s the right design?
Location:
All project activity, ie
Corporate Centre
perspective
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Program or Division,
eg ICT Program
Support for a single
major project or
group of projects
Design:
Authoritative PMO:
Accountability for
people and process
Balanced Hybrid PMO:
Accountability for
process, support for
people
Advisory PMO: support for
people and process
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Three main PMO designs, ranging from
controlling to administrative
Authoritative
PMO
Balanced
Hybrid
PMO
Advisory
PMO
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•
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Assumes ownership over execution of business unit projects - managing ‘the program’
Central management of resources; project staff are “loaned out” to business units
Manage external staff procurement where required
Implement standard policies and procedures
Drives benefits assurance, knowledge management
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Ownership of standards, processes and performance reporting
Delivery accountability remains with the PM and Business Unit
Support for training, project resourcing
Central coordination of communications
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Provides a centralised supporting function to assist projects with policies, procedures, resourcing
Delivery accountability remains with the PMs and business units
Provides centralised training and resourcing/procurement support to the projects/business units
Supports benefits, knowledge management
Central coordination of communications
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All three designs share the same
Critical Success Factors
• Executive support
• Clear mandate and scope
• A high standard of truthfulness and integrity within the PMO
• Standardised methodology, tools and templates
• Integration with key processes and communication channels
• Skilled and experienced team
• The PMO is involved in all projects from start to finish
• Congruence with organisational maturity and skills
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Summary
• Its not whether we need a PMO, but rather which
PMO and how it should be designed, implemented
and supported.
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Questions ?
• For more information, please contact us:
Simon Garlick
Email: [email protected]
Phone: 0410 626 726
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