building pmo from start w. culture and knowledge gap

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Finn Olsen

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Agenda * A guided tour of starting a PMO covering countries and cultures in an organization with little Project Management knowledge In this presentation there should be takeaways on * How to start your PMO * Requirements for internal marketing and branding * Running projects in a Virtual environment * How to keep your sponsors motivated and strong * And what not to do….

TRANSCRIPT

Page 1: Building pmo from start w. culture and knowledge gap

Finn Olsen

Page 2: Building pmo from start w. culture and knowledge gap

Agenda ◦ A guided tour of a real project starting a PMO

◦ Covering countries and cultures

◦ In an organization with little Project Management knowledge

In this presentation there should be takeaways on ◦ How to start your PMO

◦ Requirements for internal marketing and branding

◦ Running projects in a Virtual environment

◦ How to keep your sponsors motivated and strong

◦ And what not to do….

Page 3: Building pmo from start w. culture and knowledge gap

Company & Role ◦ Intergraph – International Software Company – Something with Maps

◦ Manager of PMO for the European, Middle East and Africa

Education / Certifications

◦ MS E (Master of Science, Engineering)

◦ IPMA B,C and D, (International Project Management Association, Senior Project Manager)

◦ PRINCE2, P3O (UK based project certification. Project, Program and Portfolio Office) ScrumMaster, (Agile project execution)

◦ EQM Quality Manager and Auditor (Quality Assurance mainly ISO 9000)

Past working areas

◦ Programme and Project Management, Quality Assurance Manager, Marketing Manager, Bid Manager

Project experiences

◦ Back office systems, Industrial design, Mechanical and Electronic design, Silicon design, Utilities, Public Safety. Contacts, Bids / Tender process, Arbitration / legal, Virtual teams, Quality systems, Project processes, Project finance.

Page 4: Building pmo from start w. culture and knowledge gap

Where do you come from? ◦ Europe (Green)

◦ America (Red)

◦ Others (Orange)

PMO role? ◦ New to the role and is just started / going to

implement PMO (Green)

◦ Been here for a while, but will expand my area (Orange)

◦ Good PMO experience (Red)

Page 5: Building pmo from start w. culture and knowledge gap

The start

Page 6: Building pmo from start w. culture and knowledge gap

Intergraph ◦ Large international organization with sites in more

than 50 countries

◦ Head Quarter in Alabama

Europe, Middle East, Africa ◦ Business run by ”kingdoms” in countries

◦ Strong focus on financial data

◦ Old none-maintained Project Methodology

◦ No PM emphasis

External consultancy report ◦ Establish a PMO

Page 7: Building pmo from start w. culture and knowledge gap

What is default PMO ◦ Read books

◦ Study the web

And within company ◦ Find stakeholders and history

◦ Identify Senior Management expectations

Convince Senior management ◦ I am capable!

Identified I had no budget ◦ Getting limits defined

◦ Getting team

◦ Both above failed.

=> One man job on my own

Page 8: Building pmo from start w. culture and knowledge gap

Intergraph Office

RSP w/o Intergraph legal entity

Partner A

Partner B

Partner C

Partner D

No contract

My Location

Somalia

Niger Mauretanien

Algerien Libya

Sudan

Nigeria

Tunesia

Tschad

Mali

Äthiopia

Egypt

Namibia

Angola

Süd Afrika Lesotho

Swasiland

Madagaskar

Mosambik

Tansania

Botsuana

Simbabwe

Sambia

D.R. Kongo

Kenia

Z.R.Bangui

Uganda Kongo Gabun

Westsahara

Marokko

Burkina

Eritrea

Togo

Ghana

Kamerun

Senegal

Guinea

Sierra Leone

Liberia

Saudi Arabia

Djibouti

Oman

Quatar

Kuwait

Jemen

Iran Iraque

Syria

Jordan

Ivory Coast

Benin

Page 9: Building pmo from start w. culture and knowledge gap

Main Intergraph Sites (SG&I) ◦ Copenhagen, Denmark

◦ Moscow, Russia

◦ Helsinki, Finland

◦ Stockholm, Sweden

◦ Swindon, UK

◦ Amsterdam, Netherlands

◦ Brussels, Belgium

◦ Paris, France

◦ Aix en Provence, France

◦ Barcelona, Spain

◦ Madrid, Spain

◦ Lisbon, Portugal

◦ Rome, Italy

◦ Zürich, Swiss

◦ Vienna, Austria

◦ Prague, Czech

◦ Warsaw, Poland

◦ Lotz, Poland

◦ München, Germany

◦ Frankfurt, Germany

◦ Bonn, Germany

Roughly 80 Project Managers

Page 10: Building pmo from start w. culture and knowledge gap

Check Implementation Directions from Senior Management ◦ Almost None

Implement Enterprise Project Management tool

Request for Dashboard

Improve our projects

Establish PMO advisory board ◦ Strong stakeholders – 6 countries

◦ 3 day boot camp – Isolated place in snow storm

◦ Used the P3M3 Maturity Model for checking status

Range from 1-5. Result was approx average on 1,7

Page 11: Building pmo from start w. culture and knowledge gap

Stage 1 / 2010 ◦ Analysis and provide information. Learn the landscape and find best

practices

◦ Setup training program. Internal and external certification

◦ Library and University. PMO Wikipedia, Checklist, Guides, Tool recommendations

◦ PM Networking

◦ Facilitate building local PMOs

◦ Bid procedures, incl. estimation, involvement , start-up

◦ EPMS, defining the concept and run pilots

Stage 2 / 2011 ◦ EPMS rollout

◦ Project models defined

◦ Checklist enforcements

◦ Audits and coaching.

Page 12: Building pmo from start w. culture and knowledge gap

Road Tour ◦ PMO is the new in business and not defined before

◦ Propaganda on mission statement

◦ Training

Based upon audience level

From project basics

Upto detailed discussion on Scrum vs Kanban

Define sponsor role

Marketing ◦ Internal web site – and get it known

◦ Newsletter – targets, current actions and results.

Page 13: Building pmo from start w. culture and knowledge gap

Sponsor Role ◦ Management focus on incentive driven parameters.

◦ No defined Project Sponsor nor Initiation support.

PM Role ◦ Technical guys, now with PM hat on

◦ With no (local) PSO support

◦ Eager to meet customer technical expectations

Reluctance ◦ Had not knowledge to move one

◦ No external guidance

◦ Kingdoms feels safe

Page 14: Building pmo from start w. culture and knowledge gap

Your organizations maturity? ◦ Well defined methodology and optimized project

execution. Level 3 and up (Green)

◦ Have some methodologies, but working on getting it improved. Approx level 2 (Orange)

◦ Really needs improvements. Level 1 (Red)

Are the PMO a known factor? ◦ Yes, PMO is clearly defined and known for its

organizational actions and targets (Green)

◦ PMO established but is not enjoying management or employees focus (Orange)

◦ The PMO is our next step (Red)

Page 15: Building pmo from start w. culture and knowledge gap

The execution

Page 16: Building pmo from start w. culture and knowledge gap

Use the Scandinavian openness

Have the German reporting and strictness in mind

In France we speak French. Define a PM Language.

Russian 5 years central plan

Awareness whom you are dealing with..

Page 17: Building pmo from start w. culture and knowledge gap

Training ◦ Reason for success, show methods

Changes ◦ Use of experts from elsewhere.

◦ Use of eastern labour, and the need of work packages

◦ Uneven project wins and larger deals – work with one resource pool and skill matrix.

Calls for ◦ New management principles

◦ Communication ground rules

◦ Implementing virtual teams

Page 18: Building pmo from start w. culture and knowledge gap

Marketing needs ◦ Request for normal certifications: PMP, Prince2,

IPMA

Internal certification ◦ Project Execution

◦ Finance

◦ Contracts

Team work defining above with General Administration

Human resources

Contract / Legal

PMO office in NA and APAC

Page 19: Building pmo from start w. culture and knowledge gap

Method

◦ Two fairly equal positions

Usually never meet each other before

Project Managers, Project Support Staff..

◦ Meeting by web/phone conference

Presentation 15-30 min

Review by the other party

Mid term, roles change

PMO only facilitating – draws a conclusion

Email the day after for learning’s

Result

◦ Finds comfort in often equal issues

◦ Understands culture.

◦ Train presentation of project

◦ Good ideas and techniques to be used

◦ PMO to learn capabilities

Page 20: Building pmo from start w. culture and knowledge gap

Project Managers are lacy ◦ Human nature – why report when none cares

◦ The reviews do care

The project view ◦ Normal management view is daily tasks

◦ Forces to do the healthy helicopter view

Actions & Targets ◦ Actions for the project it selves

◦ Targets for project managers

◦ Impediments for PMO to chase

◦ Report out to VP

Does not like what he reads, but appreciate actions

Page 21: Building pmo from start w. culture and knowledge gap

Project Health ◦ Define KPIs

◦ Use simple Earned Value

◦ Remember the Agile KPIs

◦ Train organization on these

Project Controlling ◦ Train G&A in Projects

◦ Make PMs financial responsible

◦ Work out new incentives

Page 22: Building pmo from start w. culture and knowledge gap

Senior Management Presence ◦ Use PMO is staff function to VP

◦ Inform Management Group on targets and they are part of it

◦ Call for new PM hiring foundations. Instruct Managers and HR

◦ Repeat the statement on Project Sponsorship

◦ Point out financial discrepancies – use their world

◦ Provide implementation support, like portfolio management capabilities

Remove the impediments as a joint effort

Page 23: Building pmo from start w. culture and knowledge gap

Conclusions

Page 24: Building pmo from start w. culture and knowledge gap

Organization ◦ Now happy change is on the Agenda

Requests ◦ Demand for processes

Tender/Sales process

Methodologies supporting

Waterfall

RUP

Scrum

Customer and Prime Contract systems

Training and certification

Using the positive wave ◦ Yet - Overly optimistic on achievements

Page 25: Building pmo from start w. culture and knowledge gap

Culture and Betribsrat

Use the momentum

Be visible

Do not under estimate personal presence vs. Emails

Use advisory board. Threat throwing inactive staff out

Address inefficiencies at Managers and support them for changes

Page 26: Building pmo from start w. culture and knowledge gap

Your Targets

Page 27: Building pmo from start w. culture and knowledge gap

Learned something new? ◦ I’ve made a few notes for targets (Green)

◦ Difficult to relate to my environment but a few items for consideration (Orange)

◦ Not really. Same stuff new packaging (Red)

Contact information ◦ Finn Olsen

[email protected]

◦ Cell +45 52141536