14 03 19 - features of performing pmos

2014 © CHIMERA PMO Solutions

TM

Features of Performing PMOsFrederic L. Casagrande, PMP®

Oman PMO Symposium 2014 1

2014 © CHIMERA PMO Solutions2014 © CHIMERA PMO Solutions 2

Introduction

The Theory: PMO Framework

The Practice: High-Performing PMO’s

Q&A

Agenda

Oman PMO Symposium 2014


IntroductionThe PMI® PMO Community of PracticeMe


2014 © CHIMERA PMO Solutions2014 © CHIMERA PMO Solutions

The PMI® PMO Community of Practice (CoP) is the largest global virtual community (27000 members) focused on PMOs

It facilitates Collaboration, Knowledge Sharing, and Professional Development Opportunities for a growing community, providing value to members that cannot be found elsewhere:◦ The PMOSIG PMO Handbook◦ The PMO Symposium (largest global conference focused on PMO)◦ Collaborating with key industry analysts on the latest PMO trends◦ Host the PMO of the Year® Award with PM Solutions®◦ An ongoing series of PMO-focused webinars◦ Monthly Newsletter with PMO thought leaders interviews

PMI® PMO Community of Practice



2009 – Vice-Chair (PMI® PMO Specific Interest Group) 2011 – Vice-President (PMI® PMO Community of Practice) 2011 & 2012 – Program Chair (PMI® PMO Symposium) 2013 – Judge (PMI® PMO of the Year® Award)

2007 – Director of PMO (Interoute) 2008 – Head of PMO (Universal Studios) 2009 – PMO Director (AMER Group) 2011 – Head of PMO (Emiraje Systems) 2014 – Program Governance & Controls (ENEC)

Frederic L. Casagrande, PMP®


2014 © CHIMERA PMO Solutions 6

PMO FrameworkPMI® Pulse of the Profession™PMO ArchetypesPMO Domains of WorkDomains MappingNext Steps?



In November 2013, PMI® released their PULSE of the PROFESSION™ report on PMO Frameworks

Based on previous work from the PMO Community of Practice (initiated in 2009), the key objective of this paper was to tackle the challenge of Defining the PMO through practitioners surveys and Subject Matter Experts workshops

This document is an integral part of PMI®’s Thought Leadership Series on PMO’s, with eminent contributions from SME around the world, and organizations like Forrester Research and Boston Consulting Group

It built a consensus on the most prevalent PMO archetypes in practice today, defined PMO key functions and mapped the practices associated with the PMO’s purposes and missions

7Oman PMO Symposium 2014


Organizational Unit PMO: Provides project-related services to support a defined organizational unit (Business Unit, Department or Division)

Project Office: Provides project-related services as a temporary entity established to support a specific Project or Program

Project Support Office: Provides enabling processes to continuously support management of Project, Program or Portfolio work throughout the organization

Enterprise PMO: Responsible for alignment of Project and Program work to Corporate Strategy and establishment of an appropriate Enterprise Governance

Center of Excellence: Equips the organization with methodologies, standards and tools to enable better project delivery. Increases the capability of the organization through good practices

8

PMO Archetypes



Governance: Define Standards, Methodologies & Metrics; Develop & Improve Processes Execution Management: Manage Project or Program Delivery; Define Business Goals; Manage

Resources; Manage Business Realization; Manage Risks; Manage Stakeholders; Manage Communications

Portfolio Management: Manage Prioritization & Strategic Alignment; Manage Resource Allocation; Analyze Opportunities & Investments; Manage Risks; Report on Portfolio & Benefits Realization

Talent Management: Define Career Paths; Career Development; Capability & Skills Training & Development; Certifications, Qualifications & Credentials

Performance Management: Report on Performance & Compliance; Escalate Issues; Distribute Information; Analyze Metrics & KPIs; Manage PMO Performance

Organizational Change Management: Manage Customers & Stakeholders Satisfaction; Manage Resistance; Assess Readiness; Manage Communications

Administration & Support: Provision, Implement & Support Tools Knowledge Management: Define Knowledge Management Policies; Manage Intellectual & Collateral

Property; Manage Lessons Learned; Content Management Collaboration Strategic Planning Confirm Strategic Priorities; Define Business Goals and align to Initiatives; Analyze

Opportunities

PMO Domains of Work



PRIMARY

PRIMARY

PRIMARY

PRIMARY

PRIMARY

PRIMARY

PRIMARY

PRIMARY

PRIMARY

PRIMARY

PRIMARY

PRIMARY

PRIMARY

Domains Mapping


Governance

Execution Management

Portfolio Management

Talent Management

Performance Management

Organizational Change Management

Administration & Support

Knowledge Management

Strategic Planning

OrganizationalUnitPMO

ProjectOffice

ProjectSupportOffice

EnterprisePMO

Centerof

Excellence


Governance



Talent ManagementPerformance Management



Organizational Unit PMO



Governance






Project Office



Governance






Project Support Office



Governance






Enterprise PMO



Governance






Center of Excellence



Following a call for volunteers, the PMI® PMO Community of Practice has put together a team of Subject Matter Expert to refine the current PMO Domains of Work:◦ Perception by internal and external stakeholders?◦Why are those domains part of the PMO?◦What does the PMO need to be able to do?◦What functions are performed under each domain?◦What capabilities are needed to succeed at each domain?◦What competencies does the PMO need?◦What deliverables are expected of the PMO?◦ How does a domain specifically apply to a PMO Archetype?

16

Next Steps



High-Performing PMO’sPMO of the Year® Award2006 to 2013 RecipientsWhat do they have in common?How to follow their example?



A showcase for PMOs that have demonstrated vision and business acumen in implementing new ideas, methods, or processes that led to measurable improvements in project management realizing business benefits for their organizations

Salutes a PMO that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects

Initiated in 2006 by PM Solutions® Managed & Hosted jointly with PMI® PMO CoP since 2010 Awarded annually during PMI® PMO Symposium

PMO of the Year® Award



2006 – EDS (Office of the Multi-Year Plan) 2007 – Norton Healthcare (Enterprise PMO) 2008 – Accident Fund Insurance (Innovation & Planning) 2009 – Rockwell Automation (Software PMO) 2010 – IBM (Project Management Center of Excellence) 2011 – Dell Services (Healthcare & Life Sciences PMO) 2012 – Verizon Wireless (Marketing PMO) 2013 – Canada Health Infoway (PMO)

PMO of the Year® Award Recipients



They have demonstrated a strong alignment to key strategic directives of their organization

They have quantitative data to illustrate their business impact They have a process for continuous improvement to improve their

organization’s project management capabilities They have existing programs for talent resourcing and career development

for project related staff They work on business critical initiatives for which initial Business Goals,

Objectives and KPIs are largely available They have been instrumental to successful business outcomes, and key

stakeholders acknowledge their business value They have a plan for their future that will potentially impact their

organization

What do they have in common?



Stay aligned with your company’s strategy. Understand what is expected from the PMO. Fail, and you become irrelevant!

Get noticed! Work on the biggest challenges, make a difference, and ensure key stakeholders acknowledge your contribution!

Collect data rigorously and document everything. Quantify the value of the PMO and back up your accomplishments

Improve continuously. Strive to become a better PMO and enable your company to become better at Project Management

Nurture resources inside AND outside of the PMO. Mentor! Coach! Train & Develop! Educate broadly and then deeply.

How to follow their example?



ConclusionQuestions & AnswersResources



Q&A?



PMI® PMO Community of Practice◦ http://pmo.vc.pmi.org

PMI® Thought Leadership Series on PMO’s◦ http://www.pmi.org/Knowledge-Center/PMO-Thought-Leadership.a

spx PMO of the Year White Paper (2013)◦ http://www.pmsolutions.com/white_papers/2013_PMO_of_the_Ye

ar_White_Paper_(Final).pdf

Resources


http://pmo.vc.pmi.org/

http://www.pmi.org/Knowledge-Center/PMO-Thought-Leadership.aspx

http://www.pmi.org/Knowledge-Center/PMO-Thought-Leadership.aspx

http://www.pmsolutions.com/white_papers/2013_PMO_of_the_Year_White_Paper_(Final).pdf

http://www.pmsolutions.com/white_papers/2013_PMO_of_the_Year_White_Paper_(Final).pdf


Thank you!


14 03 19 - features of performing pmos

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