Building a Scheduling Center of Excellence in the PMOMichelle Colodzin, PMP, PMI-SP, MCTSMetaVista Consulting GroupSr. Project Manager

A Few Notes

Unless otherwise noted, the roles of Project Manager (PM) and Project Scheduler are used interchangeably

PMs are assumed to create and maintain their own project schedules

A Few Notes

This presentation is a follow-on to The Five Secrets of Project Scheduling

It is not necessary to have detailed knowledge of The Five Secrets of Project Scheduling to understand or benefit from the information presented here

This presentation provides a high-level overview of the ‘Five Secrets’ but does not go into detail

The Five Secrets of Project Scheduling is available from the presenter or on the PMI Virtual Library for those who want more information

Agenda

Overview of The Five Secrets of Project Scheduling

Understanding the Scheduling Center of ExcellenceDefining the Scheduling Center of Excellence Benefits of a Scheduling Center of Excellence

Building a Scheduling Center of ExcellenceGaining Buy-in and SupportIdentifying the Strengths and Maturity Level of the PMOCreating a PlanEstablishing the Scheduling Center of ExcellenceGrowing the Scheduling Center of Excellence

Introduction

What are the Five Secrets of Project Scheduling

The ‘Five Secrets’ are five factors that help project managers build good project schedules that are easy to maintain

They need to be applied consistently to provide the best benefits

It can be difficult to take full advantage of all of the ‘secrets’ without the structure and support of a centralized organization

This centralized organization is called a “Scheduling Center of Excellence” (SCoE)

The “Five Secrets”

#1: Create deliverables-based project schedules

#2: Determine and apply the appropriate level of detail

#3: Implement a regular status update and reporting process

#4: Review and adjust the schedule regularly

#5: Create and follow scheduling standards

The “Five Secrets” Why Should I Care?

Most PMs are aware that a good project schedule improves the chance of project success, but:

Many PMs feel it takes too much time to build and maintain a good schedule

Most schedules are built as quickly as possible and then either poorly maintained or abandoned

This reinforces the notion that good scheduling practices take time away from managing the project

The “Five Secrets” Why Should I Care?

A good schedule provides critical information that can help PMs focus their time and efforts resulting in:

Increased efficiency

Identification and avoidance or mitigation of potential problems before they occur

A well built project schedule minimizes the time required to maintain it when following good schedule management practices

Definition of PMO

The term ‘PMO’ has different meanings in different organizations

Project Management OfficeProgram Management OfficePortfolio Management Office

Organizations may have one or many PMOs

Secret # 5 and the PMO

What are some examples of proven approaches to minimizing the time to build and maintain a project schedule

Secret # 5 and the PMO

Some successful approaches include:Use schedule templates created from similar projects Apply the same standards to all schedules Learn from the successes and pitfalls of other projects and project managers (apply lessons learned) Follow processes that have worked well in the pastLeverage pre-configured scheduling tools and templates that are aligned with scheduling standards

The Scheduling Center of Excellence

These approaches are most effective when applied through a centralized scheduling function within the PMO

A SCHEDULING CENTER OF EXCELLENCE

Defining the Scheduling Center of Excellence

Definition of the Scheduling Center of Excellence

A Scheduling Center of Excellence (SCoE) is defined as a group or

organization that develops, champions and supports the

consistent use of proven project scheduling practices throughout its

scope of control or influence.

The Components of a Scheduling Center of Excellence

Staff with the knowledge, skills and abilities (KSAs) to:Build and manage good project schedules

Define scheduling standards

Evaluate, select and implement scheduling tools templates and tools aligned with the selected scheduling standards

Create templates and tools aligned with the selected scheduling standards

Define and collect metrics to track compliance and project success rates over time

The Components of a Scheduling Center of Excellence

Processes for: Continuous improvementDocumenting and categorizing project histories and key statistics

Lessons learned repository

Sufficient authority or influence to enforce processes and practices

An outreach and training program for PMs

Executive management willing to actively support and

promote the SCoE

The Benefits of a Scheduling Center of

Excellence

Organizational Benefits of a Scheduling Center of Excellence

A more efficient operation and workforce that can:Take on more simultaneous projects Take on more complex projects Respond more quickly to legislative or regulatory changes

Decreased costs

Increased profitability

HR Benefits of a Scheduling Center of Excellence

More productive and highly skilled PMs

A clear career path for PMs

Better job satisfaction and morale

Reduced attrition rates among PMs

Planning a Scheduling Center of Excellence

Steps to Building a Scheduling Center of Excellence

Gain executive buy-in and support

Identify the strengths and maturity level of the PMO

Create a Plan

Establish the SCoE

Grow the SCoE

Gaining Executive Buy-in and Support

Step 1: Understand how the PMO is aligned with the organization’s goals and objectives

Step 2: Determine how a SCoE can contribute to these goals and objectives

Step 1: Understand How the PMO is Aligned

Understand exactly what is expected of the PMO:ScopeBudgetHow do executives measure the PMO’s performance (including metrics, if applicable)

Understand the evolution of the PMOOriginal business drivers that led to its creationHow has its charter and scope changed over timeMajor successes and failures

Step 2: Determine How the SCoE Can Contribute

Determine how the SCoE will contribute to the success of: The PMO

The organization as a whole

The decision-maker(s) within the organizationRemember that decisions are made by peopleMost people want to know “what’s in it for me” before taking a risk

Identify the Strengths and Maturity Level of the PMO

All organizations have strengths and areas where they can improveA key to success is understanding how to build on the strengths and where the SCoE can help improve the PMO and organization

Strengths Improvement OpportunitiesDedicated staff willing to learn Inexperienced project managers and high

turn-over rates A culture open to new ideas and taking risks

75% of projects are over budget by more than 15%

Ability to learn from mistakes 80% of projects finish late by more than 25%

Identify the Strengths and Maturity Level of the PMO

Characteristics of a mature PMO include:Clear, well defined processes that are followed and enforcedTemplates and tools that are used regularly by PMsThe ability to gather and track metricsLessons learned and project history repositories

More mature organizations may be able to take on several goals and objectives early on

Less mature organizations will need to start small and build on successes

Create a Plan

Define the goals and objectives

Determine how success will be measured

Identify the required changes

Pitch your idea

Define the Goals and Objectives

Build on the strengths of the PMODefine the goals and objectives of the SCoE

Review the benefits, strengths and improvement opportunities Identify a small number of improvement opportunities that leverage strengths and provide the biggest benefits

Strengths

Improvement

Opportunities

Goals and Objectives

Benefits

Dedicated staff willing to learn

Inexperienced project managers and high turn-over rates

Increase experience and skill level of PMs

Reduce PM turnover

• More productive PMs•Able to take on more complex projects• Better job satisfaction and morale • Reduced attrition rates•Increased project success rates

Determine How Success Will Be Measured

Identify meaningful quantifiable measures that can be easily tracked on an ongoing basis

Success criteria may change or expand over time as initial goals and objectives are met

Goals and

Objectives

Benefits Metric Success Criteria

Increase experience and skill level of PMs

• More productive PMs•Able to take on more complex projects• Better job satisfaction and morale • Reduced attrition rates•Increased project success rates

Number of PMs w/ PMP certification

25% of all PMs in first year

Reduce PM attrition

15% lower attrition rate w/in 18 months

Identify Required Changes

Review the organizational structure of the PMO and its place in the overall organization

How well will it support the SCoE’s goals and objectives?Does it have sufficient authority or influence?What changes might be needed?

Review the list of KSAs to determine which exist in the PMO today

How will staff acquire the KSAs required to make the SCoE successful?Will talent need to be brought in from outside?

Pitch Your Idea

You’ve done your homework – now you’re ready to pitch your idea!!!

Estimate funding requirements

Be prepared to answer questions

Anticipate resistance and prepareresponses in advance

Establish and Grow the Scheduling Center of

Excellence

Establishing the SCoE

Start small

Refine your success criteria

Establish standards

Build Tools for Success

Start Small

Review your goals and objectives

Identify those you’ll focus on firstStart small and focus on the strengths of the organizationThis is a starting point – not the ultimate goal

Review your metrics – update or add as needed

Establish a baseline for each metric

Refine Your Success Criteria

Current State (baseline):100 PMs Five PMs (or 5%) have their PMPThe turnover rate is 20% per yearThe date is January 1st 2010

Document specific success criteria including timeframeGoals and

Objectives

Metric Success Criteria

Current State

Goal State

Increase experience and skill level of PMs

Number of PMs w/ PMP certification

25% of all PMs in first year

5 PMs have their PMP

25 PMs have their PMP by 12/31/10

Reduce PM attrition

Annual PM attrition rate

15% lower attrition rate w/in 18 months

Turnover rate is 20%

Turnover rate is 17% by 6/30/11

Establish Standards

Establish scheduling standards such as:A basic WBS template Level 1: all deliverables listed in the project charter Level 2: key milestones associated with completing each

deliverable Level 3: tasks and activities required to reach each milestone

The level of detail each schedule is to contain (work package size range, how to handle administrative tasks and time, etc.)

Establish Standards

Establish scheduling standards such as:The level of detail each schedule is to contain (work package size range, how to handle administrative tasks and time, etc.)

Report templates

Common metrics to be tracked by all project managers A basic schedule change control process

Build Tools for Success

A Schedule Management Plan template that is aligned with the scheduling standards

A lessons-learned repository

A project history and project artifact repository with sample work products and process flows that have worked well in the past

A PMP training program (could be in-house or commercial)

Build Tools for Success

The key is to make it easier for project managers to ‘do the right thing’ which helps to:

Reduce the administrative overhead associated with starting a new project

Reduce the time required to develop and maintain the project schedule

Improve project success rates

Improve PM morale – we all like to succeed!

Grow the SCoE

Publicize and build on early successes

Expand the scope of control

Build on Early Successes

Establish a process for continuous improvement

Track progress against the baseline and make sure key stakeholders are aware of successes

When executives see the value they’ll be more likely to approve and fund growth plans

Define the next set of goals and objectivesThese may be stretch goals or a logical progression from the initial goals and objectivesWork with stakeholders and sponsors to identify services that will benefit them most

Expand the Scope of Control

Establish a Project Scheduler position (if it doesn’t already exist)

A lower-level position that starts at the CAPM level and goes up from there – would be support for a more senior scheduler

An entry-level position for individuals interested in getting into project management

Could provide a career path for those who don’t want to become PMs but have an interest in project management concepts and applications

Expand the Scope of Control

Have PMs and Schedulers report directly into the SCoEBe aware that his can be politically sensitive Be prepared to show the benefits to the organization as well as to managers who may be losing people to the SCoE

Provide PMs and Schedulers to other groups that are initiating projects

Provides better control over implementation of processes and consistent use of tools and techniquesOrganizations are more likely to accept this after they’ve seen early successes

Conclusion

A Scheduling Center of Excellence can improve project success rates through:

Standardization Consolidation of skills and experienceRetention of talented PMs and schedulers

Start small and build on successesDefine clear and measurable goals and objectivesDefine success criteria up frontEstablish a baseline to measure against

Conclusion

Grow the Scheduling Center of ExcellenceDevelop a plan for growth based on previous successes

Expand the Scope of Control Have project managers and schedulers report

directly to the Scheduling Center of Excellence Assign PMs and Schedulers to projects throughout

the organization

Contact Information

Michelle Colodzin, PMP, PMI-SP, MCTSMetaVista Consulting Group2411 15th St., Suite ASacramento, CA 95818

mcolodzin@metavista.com530-798-1656

Thank YouFor Attending!