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WHAT PMO FOOTPRINT?Showcasing your mission profile & value to the the company

INTRODUCTION

Today’s session:

• Challenges Faced

• A PMO in Operation

• Mapping the footprint

• Wrap-Up

Presenter: Marcel Ma

• 14 yrs working in Europe &

globally

• 13 yrs managing teams

• 12 yrs Senior Management

• 11yrs Project Mgmt

• 8 yrs Programme Mgmt

• 7 yrs PMO

• 5 Strategy Changes

DISCLAIMER

The opinions expressed in this presentation and on the following slides are solely those of the author.

This presentation is intended for educational purposes only and makes no guarantee about the

accuracy, or completeness of the content within the presentation and expressly disclaims liability for

errors and omissions in said content. The information is given in summary form and does not purport to

depict any malfeasance or inappropriate conduct has occurred.

No copy, photography or digital imagery of the presentation should be captured or transmitted nor

use of these contents should occur without informing and securing permission from the author. The

author retains all intellectual property interests associated with the presentation.

• Chatam House Rules Apply

• Slides can be requested : msg4mdm@hotmail.com.au

Board set Strategy

for change

Across-functional needs identified as projects compete and their ambitions overlap. Debates over priorities arise

Projects started to deliver extra results

Functions (silos) react -

strive to improve on performance & targets

Programs & PPM emerge to co-ordinate activities & priorities so coherent change can be realised

PMO emerge to monitor overall progress, sequence work & assessing whether results will reach original goals

There is a perceived lack in maturity of projects / programs within the organization – lack of accomplishments, contest of resources

Lack of Executive Sponsorship to overcome internal resistance

Senior managers and other executives don’t perceive value of PMO because they cant track the value it delivers or what is delivered is inconsistent with what they value

Learn (the stakeholders’) expectation landscape – above and below. What constitutes ‘add value’ to stakeholders?

Understand how intrinsic patrons are to the projects’ performance –good & bad

Identify capabilities that are currently not performed. Match the capabilities you can deliver to the expectations. Define a service level that can be offered and performance measured

CHALLENGES… STARTING POINT

The biggest challenges PMOs face are that they’re seen asoverhead and their organizations continue to be resistant tochange. Successful PMOs realize that it’s often not enough tojust deliver value — they make the business value of the PMOknown throughout the organization, consistently and often.

-PM Solutions

ActionsMeansOutcomesDestination

Mission

Goal

Strategy

Project

Project

StrategyProject

Goal Strategy

Project

Project

Goal

Strategy

Project

Project

Strategy

Project

Project

Fosters;

• Reconciliation of resources and agendas

• Clarifies Priorities & Commitment

• Limits focus and defines utility

Strategy Cohesion

Strategy

Governance

Standards

Management

Planning

Cost Control

…

…

WHAT CONSTITUTES YOUR FOOTPRINT?

PMO maturity

level

ACTIVITIES

List of all possible PMO activities covering the areas of

governance, assurance, planning, , financial

management, execution, communication

Level 3

Level 4

Level 5

Level 1 &2

Outcome

• Clearly understand purpose and function from Executive

• Map expectations of Stakeholders upfront –above and below

• Verify strategic alignment of portfolio managed

• Understand core product value PMO practicing – planning and communication

• Inventory PMO activities and artefacts

• Understand your cost of existence

• Define capabilities & service levels

• Benchmark & measure performance

Building Value Footprint