05osservatorio pmo comau - r04d20091008

8/20/2019 05Osservatorio PMO Comau - R04D20091008

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PMI-NIC© - Tutti i diritti riservati

Building the Vision and the Strategy

for a PMO Implementation

Mauro Fenzi, Alexandre Sörensen

Ghisolfi, Valerio Crovasce

(Comau Corporate)

4

4


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Overview of PMO Implementation ModelOverview of PMO Implementation ModelOverview of PMO Implementation ModelOverview of PMO Implementation Model

1. Current State Assessment

2. Future State Vision

3. Gap Analysis4. Implementation Strategy

5. Implementation Plan (Plan-Do-Check-Act)


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CurrentCurrentCurrentCurrent State AssessmentState AssessmentState AssessmentState Assessment


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Vision, Enterprise Strategy andVision, Enterprise Strategy andVision, Enterprise Strategy andVision, Enterprise Strategy andcurrent PM Maturitycurrent PM Maturitycurrent PM Maturitycurrent PM Maturity

Do you know what you want?

THE VISION…


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The VisionThe VisionThe VisionThe Vision

• A vision transforms the organization. It provides apicture of what could be.

• It uses the future to help analyze the present.• It is a vehicle that can drive an organization to

move toward that dream.

• As dreams come true or realities change, visionschange.

• It is a goal of the highest order.

• A vision aligns people in activities that cut acrossthe organization.


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The Vision: a metaphorThe Vision: a metaphorThe Vision: a metaphorThe Vision: a metaphor


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A VisionA VisionA VisionA Vision

In 1961, the most optimistic assessment of gettingsomeone on the moon was at best 50-50. But

Kennedy did not say,

“Let’s beef up the space program.”

He said,

“that this nation should commit itself toachieving the goal, before this decade isout, of landing a man on the moon andreturning him safely to Earth.”


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SoSoSoSo…………do you know what you want?do you know what you want?do you know what you want?do you know what you want?

Understanding the Company Strategy is essential tounderstand the PMO Vision, Strategy and Functions!

Which is the Company Vision?

Which are the Company Strategies?

Regarding…

– Markets

– Customers

– Products

– Geography (local?, regional?, global?)

- …


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Which is the necessary Sponsorship level?Which is the necessary Sponsorship level?Which is the necessary Sponsorship level?Which is the necessary Sponsorship level?Which is the actual Sponsorship level?Which is the actual Sponsorship level?Which is the actual Sponsorship level?Which is the actual Sponsorship level?

– Is this initiative receiving the required technical,economical and political support from SeniorManagement?

– Is this initiative likely to receive support by theFunctional Managers?

– Is this initiative likely to be appreciated byProject Managers and Team Members?

………… is it also what the others want?is it also what the others want?is it also what the others want?is it also what the others want?


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CommunicatingCommunicatingCommunicatingCommunicating the Visionthe Visionthe Visionthe Vision

• A global event was organized, involving more than60 “change agents” among the PM professionals, in

order to present the “The Comau Global ProjectManagement Strategic Initiative” and the newVision.


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The VisionThe VisionThe VisionThe Vision –––– Comau CaseComau CaseComau CaseComau Case


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The VisionThe VisionThe VisionThe Vision –––– Comau CaseComau CaseComau CaseComau Case


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FromFromFromFrom ClusterClusterClusterCluster totototo NetworkNetworkNetworkNetwork


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FromFromFromFrom VisionVisionVisionVision totototo StrategyStrategyStrategyStrategy –––– Comau CaseComau CaseComau CaseComau Case

1) ORGANIZATION:

– Develop and disseminate a globalglobalglobalglobal cultureculturecultureculture, vision, strategy andempower the Comau ability to perform global developments and

integrations.2) PROCESSES:

– Develop a high performancehigh performancehigh performancehigh performance, global project management team.A team able to plan and execute highly complex projects, toimprove the global company maturity levelmaturity levelmaturity levelmaturity level and to create the

basis for optimal PortfolioPortfolioPortfolioPortfolio Management.3) SKILLS AND BEHAVIOURS:

– Assess and enhance capabilities through continuous educationcontinuous educationcontinuous educationcontinuous educationboth in softsoftsoftsoft and hardhardhardhard skillsskillsskillsskills.

4) COMMUNICATION:– Create infrastructureinfrastructureinfrastructureinfrastructure for project management KnowledgeKnowledgeKnowledgeKnowledge

SharingSharingSharingSharing.


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Which is the current Maturity?Which is the current Maturity?Which is the current Maturity?Which is the current Maturity?Which is the GAP considering the Vision?Which is the GAP considering the Vision?Which is the GAP considering the Vision?Which is the GAP considering the Vision?

• The initial analysis is not so simple, it requires understandingof the business, political and economical environment. Itmust consider, at least, but not only, the follow aspects:

– Organizational structures (Functional, Weak, Balanced,Strong, Projectized).

– Methodologies in place (Policies, processes, systems,templates)

– Current PM culture, regarding understanding andapplication of professional project management

– Value of current practices

From Vision to StrategyFrom Vision to StrategyFrom Vision to StrategyFrom Vision to Strategy


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ORGANIZATIONORGANIZATIONORGANIZATIONORGANIZATION


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Positioning the PMO for SuccessPositioning the PMO for SuccessPositioning the PMO for SuccessPositioning the PMO for Success

The sophistication of the PMO structure and itsfunding vary widely and are based on the overallgoals to improve:

– Project-by-project performance– Divisional project performance

– Organizational project performance

– Organizational project management maturity– Revenue and profit generation by projects

Adapted from Rad and Levin, 2002


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So... Do you know where to establish your PMO?So... Do you know where to establish your PMO?So... Do you know where to establish your PMO?So... Do you know where to establish your PMO?

Adapted from Rad and Levin, 2002

Unit A1

Unit A2

Unit A3

Division A Division B Division C

Unit D1

Sub-unit D21

Sub-unit D22

Sub-unit D23

Project X

PMO?

Project Y Project Z PMO?

Sub-unit D24

Unit D2 Unit D3 PMO?

Division D PMO?

The Enterprise

The position of the PMO in theorganizational structure will“naturally” define some PMObenefits & functions…

PMOs at Multiple Organizational LevelsPMOs at Multiple Organizational LevelsPMOs at Multiple Organizational LevelsPMOs at Multiple Organizational Levels


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The COMAU PMO Global StructureThe COMAU PMO Global StructureThe COMAU PMO Global StructureThe COMAU PMO Global Structure

• The COMAU PMO PM Familyis a global team with morethan 200 people directly

participating in the PMrelated decisions...

– 4 geographical PMO areas:

• Europe (Corporate),

• North America,• South America,

• Asia,

– 150 PMs,

– 20 Program Managers,– 20 Planners and

Controllers.

CEO

PMO Europe

PMO North America

PMO South America

Business

Unit #2

Business

Unit #1

PMO Asia

Contract & Project

Management

Corporate PMO

Business

Unit #3


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The COMAU PMO Global StructureThe COMAU PMO Global StructureThe COMAU PMO Global StructureThe COMAU PMO Global Structure


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Levels of PMO Functions (high view)Levels of PMO Functions (high view)Levels of PMO Functions (high view)Levels of PMO Functions (high view)

Level 1

PMO supports

just one project

Level 2

PMO supports

several

projects under

the same

program(a Program Office)

Level 3

PMO supportsa division or

department

with all of its

projects

Level 4PMO supports

the organization

in its projects

Level 5

PMO supports

business

strategy

decisions andresource

allocations at

the enterprise

level

Many organizations consider thePMO in terms of a series oflevels:


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Comau Corporate PMO LevelComau Corporate PMO LevelComau Corporate PMO LevelComau Corporate PMO Level

Level 1

PMO supports

just one project

Level 2

PMO supports

several

projects under

the same

program(a Program Office)

Level 3

PMO supportsa division or

department

with all of its

projects

Level 4PMO supports

the organization

in its projects

Level 5

PMO supports

business

strategy

decisions andresource

allocations at

the enterprise

level

Comau Corporate and Regional PMOs

(regional strategies and actions)


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PROCESSESPROCESSESPROCESSESPROCESSES


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• Develop a high standard, international class compliant projectmanagement culture/approach

• Develop a culture capable of synchronizing language, both

internally and with customers• Improve the governance

The choice fell quite naturally on the adoption of PMI® and itsstandards as a reference model


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PMI® standards Organization BestPractices

Comau Policy ofProject Execution

+ =


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Getting high-levelsponsorship to the Policy

Measuring the “as-is”situation


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Managing the Portfolio:

Aligning Project Management toBusiness Strategy, for project

portfolio selection

Providing high level reporting tothe Companys Board of Directorsfor project governance


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SKILLS AND BEHAVIOURSSKILLS AND BEHAVIOURSSKILLS AND BEHAVIOURSSKILLS AND BEHAVIOURS


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• A skill is an ability to translate knowledge intoaction that results in a desired performance.

• members of high performance teams have the rightmix of skills, including technical skills, problem-solving and decision-making skills, andinterpersonal skills.



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• HARD SKILLS:– Creation of the Comau PM Academy

– Getting the Comau PM Academy as a certified PMI REP

– Develop internal trainers and global internal courses– Deploy courses to all Comau Professionals involved in teamwork

– Promote PMP certification among PMs and team members

• SOFT SKILLS:– Perform worldwide behavioural assessments to all Comau

Professionals involved in teamwork

– Create dedicated development plans, in cooperation withCorporate and local HR.

– Perform Team Building activities for major project teams

COMMUNICATIONCOMMUNICATIONCOMMUNICATIONCOMMUNICATION


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• INWARD COMMUNICATION:– Develop a global PMO Sharepoint Site as a tool for knowledge

and information sharing

– Create the PM Family as a mean of global integration andprofessional awareness

– Create a Knowledge Market cutting across Business Units andgeographical locations

• OUTWARD COMMUNICATION– Start benchmarking with external Companies

– Develop links with Business and Academic institutions

– Start cooperation with PMI

VisionVi iVi iVision be ondb db dbe ond VisionVi iVi iVision


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VisionVisionVisionVision beyondbeyondbeyondbeyond VisionVisionVisionVision

• PMOs tend to fail on a long run

• How can we envisage a sustainable vision for aPMO?

• Innovate the Vision by Continuous Improvementand Business Innovation

AAAA sustainablesustainablesustainablesustainable PMOPMOPMOPMO


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AAAA sustainablesustainablesustainablesustainable PMOPMOPMOPMO

Management of Strategic Initiatives:

• Aerospace business development

• DIversifying Comau (DICO)

• Service Business Model transfer (from Brazil to China)

PMO CharterPMO CharterPMO CharterPMO Charter


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PMO CharterPMO CharterPMO CharterPMO Charter

Business Background

Market today is requiring more product and services diversification. Technology is becoming easyavailable in many countries and in diverse segments. In the vision, a company must be able to use anetwork environment and using the expertise, be able to offer alternative solutions to customers.Knowledge management and experience are becoming even more important. Our business isrequiring a global project management strategy.

Business Need

Develop and disseminate a global culture, vision, strategy and empower the Comau ability to performglobal developments and integrations.

* Be global: To unify the global Comau network and management approach.

* Provide a better performance to customers.

* Improve projects governance; transparency and risk management.

* Achieve projects economical and financial targets.

Business Background

Market today is requiring more product and services diversification. Technology is becoming easyavailable in many countries and in diverse segments. In the vision, a company must be able to use anetwork environment and using the expertise, be able to offer alternative solutions to customers.Knowledge management and experience are becoming even more important. Our business isrequiring a global project management strategy.

Business Need

Develop and disseminate a global culture, vision, strategy and empower the Comau ability to performglobal developments and integrations.

* Be global: To unify the global Comau network and management approach.

* Provide a better performance to customers.

* Improve projects governance; transparency and risk management.

* Achieve projects economical and financial targets.

The PMO CharterThe PMO CharterThe PMO CharterThe PMO Charter


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Project Objectives

* Global unification of the PM processes, methodology.

* Develop strategic projects.

* To monitor the global workload.* To monitor the global Portfolio for the most important projects.

* To develop the Comau PM Academy.

Deliverables

* Develop and implement the Company Project Management execution policy (Global Policy).

* Develop the PMO Global Structure.

* Standardization the Portfolio Report System (global).

* Develop the Comau Project Management Academy: continuous development of knowledge and skills.

Project Objectives

* Global unification of the PM processes, methodology.

* Develop strategic projects.

* To monitor the global workload.* To monitor the global Portfolio for the most important projects.

* To develop the Comau PM Academy.

Deliverables

* Develop and implement the Company Project Management execution policy (Global Policy).

* Develop the PMO Global Structure.

* Standardization the Portfolio Report System (global).

* Develop the Comau Project Management Academy: continuous development of knowledge and skills.



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Assumptions

The level of sponsorship will be maintained.

Constraints

Additional resources shall be approved and shall be funded by BU/Country.

Assumptions

The level of sponsorship will be maintained.

Constraints

Additional resources shall be approved and shall be funded by BU/Country.

Completion Criteria - Success Criteria

Implement the project objectives in 2 years time-frame. Starting in the USA and European facilities.

Following Brazil and China.

Completion Criteria - Success Criteria

Implement the project objectives in 2 years time-frame. Starting in the USA and European facilities.

Following Brazil and China.

PMO Responsibility Assignment MatrixPMO Responsibility Assignment MatrixPMO Responsibility Assignment MatrixPMO Responsibility Assignment Matrix


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PMO Responsibility Assignment MatrixPMO Responsibility Assignment MatrixPMO Responsibility Assignment MatrixPMO Responsibility Assignment Matrix

Sponsor

VP

Define business objectives, Provide resources. Perform key decisions.

PMO Corporate Is the global owner of the PM Family. Must guide global strategies and actions tointegrate the project team developing and executing the project plan. Perform stakeholder

analysis contacts and making sure the proposals will be properly developed and wellreceived. Perform risk identification, mitigation and controlling.

Main Projectteam

PMOs, ProgramManagers and

ProjectManagers.

They are local change agents and owner of the PM initiatives. Must contribute to defineand execute the project strategies and actions.

Support toOperations Team

The support team will offer guidance in the development of the business strategy,approach, management techniques and IT support issues.

* For all WBS identified tasks in the project schedule.

Sponsor

VP

Define business objectives, Provide resources. Perform key decisions.

PMO Corporate Is the global owner of the PM Family. Must guide global strategies and actions tointegrate the project team developing and executing the project plan. Perform stakeholder

analysis contacts and making sure the proposals will be properly developed and wellreceived. Perform risk identification, mitigation and controlling.

Main Projectteam

PMOs, ProgramManagers and

ProjectManagers.

They are local change agents and owner of the PM initiatives. Must contribute to defineand execute the project strategies and actions.

Support toOperations Team

The support team will offer guidance in the development of the business strategy,approach, management techniques and IT support issues.

* For all WBS identified tasks in the project schedule.

PMOPMOPMOPMO StrategyStrategyStrategyStrategy ImplementationImplementationImplementationImplementation PlanPlanPlanPlan


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PMOPMOPMOPMO StrategyStrategyStrategyStrategy ImplementationImplementationImplementationImplementation PlanPlanPlanPlan

High level and detailedRoad Map developed forPMO Strategy

Implementation andshared with allstakeholders

Some actionsSome actionsSome actionsSome actions…………


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SSo e act o sSo e act o sS

Some improvement actionsSome improvement actionsSome improvement actionsSome improvement actions…………


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pppp

( )

!

.

Resume of our most important actions:Resume of our most important actions:Resume of our most important actions:Resume of our most important actions:


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1.1.1.1. Identification and Sharing of Best Practices in a globalIdentification and Sharing of Best Practices in a globalIdentification and Sharing of Best Practices in a globalIdentification and Sharing of Best Practices in a globalenvironmentenvironmentenvironmentenvironment

2.2.2.2. Better work processesBetter work processesBetter work processesBetter work processes, development of a global executionpolicy, simple and efficientsimple and efficientsimple and efficientsimple and efficient, applied for projects, programsand portfolio management approach.

3.3.3.3. Continuous development of the Comau Project ManagementContinuous development of the Comau Project ManagementContinuous development of the Comau Project ManagementContinuous development of the Comau Project ManagementAcademyAcademyAcademyAcademy, internal seminars, meetings involving allcompany levels.

Today Comau is sharing best practices with the marketComau is sharing best practices with the marketComau is sharing best practices with the marketComau is sharing best practices with the market andbeing positively recognized for that! (Comau, Customers and Providers)

pppp

High level view of the implementationHigh level view of the implementationHigh level view of the implementationHigh level view of the implementationphases:phases:phases:phases:


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First measurement , baseline and analysis.

Improvements actions.

Continuous measurement, analysisand new improvements…

(on-going operation)

(, , , , )

phases:phases:phases:phases:

Results and Lessons LearnedResults and Lessons LearnedResults and Lessons LearnedResults and Lessons Learned


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Level 1Level 1Level 1Level 1 –––– Common LanguageCommon LanguageCommon LanguageCommon Language

Important maturity growth between 2007 and 2009 surveys,

specially when comparing to our industry.

Comau is leading the change in our business.

Maturity Growth between 15% and 38% (different growth fordifferent countries, projects teams, etc.)

Comau PM Academy is really adding value! (we will apply moreefforts in our Academy).



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Level 2Level 2Level 2Level 2 –––– Common ProcessesCommon ProcessesCommon ProcessesCommon Processes

We have achieved consistent numbers, results from differentcountries are similar.

We have a global approach!

Comau has today almost the best score in this market.



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Level 3Level 3Level 3Level 3 –––– Singular MethodologySingular MethodologySingular MethodologySingular Methodology

Similar results when comparing to the first benchmark(2007).

In order to improve this result, we will apply more efforts todevelop all other different departments and provide more soft

skills training programs in our academy.

Some Lessons LearnedSome Lessons LearnedSome Lessons LearnedSome Lessons Learned…………


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“Project management success is the CompanySuccess”, today we have a better understanding that

each project and customers are the most importantones we have – No chance to failures” – Thisphilosophy is easy to understand but not so easy totranslate in real actions…”

“We consider our success case as a collection of simpleactions! With a very well defined scope, start and

end…” “It is the success of many small actions…”



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Start the change from individual people developmentto reach the company development.

First steps are about discipline. More quality mustarrive in the following rounds after some learningcurve… take this into consideration while planning

your actions list.

In a global environment, a global policy must be goodenough to support all high level needs. At the same

time needs have to be as simple as possible, so thatlater countries, business units or departments will beable to write their operational guidelines in details.



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Project Management is for the whole company andstakeholders.To develop Project Managers only is not enough!

It is not about “controlling” the job, it is aboutworking well from the very beginning.



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The Corporate PMO (Enterprise PMO) is providing animportant value to the business through the

integration, the empowerment to promoteopportunities and performing strategic projects.When performing strategic projects the perception ofvalue and the return on investment are directly andpositively impacted. It is a natural consequence, sincethis strategic PMO can have a wide vision of thecompany entities, customers and products.

THE POWER OF INTEGRATION!THE POWER OF INTEGRATION!THE POWER OF INTEGRATION!THE POWER OF INTEGRATION!



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“The more global a Company is, more the PMO

becomes a key agent!”

“An Enterprise PMO in Comau is about connectingStrategy to Business Execution”, “Closing the GAP”.

KEY WORDS: INTEGRATION, SIMPLICITY, BRINGINGVALUE TO THE BUSINESS, FLEXIBILITY, SPEED FOR

VALUE.

Our PMO Global PM FamilyOur PMO Global PM FamilyOur PMO Global PM FamilyOur PMO Global PM Family


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THANK YOU FOR YOUR ATTENTION!


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The VisionThe VisionThe VisionThe Vision


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• A vision often encompasses paradox or dilemmas(ex. Low cost vs. high quality)

• Good vision statements strive to reconcile thedilemma (see F. Trompenaars)

From Strategy to FunctionsFrom Strategy to FunctionsFrom Strategy to FunctionsFrom Strategy to Functions


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How do we plan our PMO?Will it:– be directly responsible for project success?– have local teams or distributed ones?– perform micro or macro controlling?

– perform Quality Management and/or Audits?– manage the resource pool?– be directly responsible for the PM team?– perform training to the team members, suppliers, customers?– assure the controlling of project deliverables? (configuration

management, security?)

A clear definition will help a lot the definition implementation of the PMO…

From Strategy to FunctionsFrom Strategy to FunctionsFrom Strategy to FunctionsFrom Strategy to Functions –––– Comau CaseComau CaseComau CaseComau Case


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We planned our PMO to:

– Supervise project management– have both local teams and distributed ones

– perform Project Portfolio management– perform project management audits– oversee the resource pool with the creation of a

dedicated PM Family– support the PM teams for project success

– perform training to the team members, Suppliers,Customers through the creation of a Comau PMAcademy

– Act as data collector– Manage global knowledge sharing

– Enhance communication concerning projectmanagement and related activities

– Survey Customer satisfaction

05osservatorio pmo comau - r04d20091008

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