How to unlock value from your PMO?March 13th, 2013

« Le Méridien », Brussels

Why is the value locked?

6 propositions to unlock the value

How to generate instant value?

Real examples

Agenda

Part 1.

Part 2.

Part 3.

Part 4.

Part 1Why is the value locked?

Enterprise PMO

Line PMO

Functional PMO

Métier PMO

Types of PMO

TOP Mgmt

CIO CFO CxO

Metier 1

F12

F12

F13

Metier 2

F21

F22

F23

Metier n

The higher the PMO,

the more general and

transversal the scope.

Functional PMOs deal

with more specific

contents

Types of systems interacting with PMOs

PMO

Project

manage

ment

toolsBudgets

Accoutin

g ERP’s

Project

Helpdes

k

Purchas

e order

maker

Porfolio

Mgmt

tools

List of

acitvitie

s

Testing

automat

es

Code

qualifica

tion

Reportin

g tools

…

Systems interact with

each other (yellow

arrows) and with the

external world (orange

arrows).

Type of phases supported by PMOs

Demand

Management

• Demand log

• Demand Evaluation

• Simulation

• Budget Allocation

• Demand Management

Performance

PPP Management

• Project Management

• Project Initiation

• Project Control

• Project Closure

• Program Management

• Portfolio Management

• PPP Performance

Asset

Management

• Asset Maintenance

• Asset Evolution

• Asset Performance

PMOs differ in organisation by

� Level they are working at

� Type of information they manage

� Type of phase they support

But also

� Due to the various maturity levels of and withinthe organisation

� Value is perceived differently by the various stakeholders and access to relevant info is generally not easy

� Information needs are linked to the nature of stakeholders: it must be specific to their needs

Conclusion part 1

Part 26 propositions to unlock the value

Data in traditional PM tool (1/2)

Project 1

Project n

t

� Blurred, monochrome picture

PM tools manage much

info per project and

produce global ‘static’

pictures with last relevant

data. As these raw data all

come from the same

system, we consider it as a

blurred, monochrome

picture

Data in traditional PM tool (2/2)

Project 1

Project n

t

� Blurred, monochrome picture

PM tools manage much

info per project and

produce global ‘static’

pictures with last relevant

data. As these raw data all

come from the same

system, we consider it as a

blurred, monochrome

picture

Proposition 1 : use only useful PM data

� Project ID

� Project Name

� Project Manager

� Start Date

� Finish date

� Progress

� « Meteo »

� Trend

Signaletic

Progress

Tasks

Figures

Teams

OBS link

Rule #1 : use some

functional data

& not all

technical data available

� Focused monochrome picture !

Proposition 2 : add more data

� Project ID

� Project Name

� Project Manager

� Start Date

� Finish date

� Progress

� Meteo

� Trend

� Budget

� % consumed

� Project Manager

� % milestones

achieved

Accounting

Operational tools

Rule #2 : combine data

from other sources.

1+1 > 2

Proposition 3 : enrich & qualify your data

Rule #3 : qualify &

enrich your data to

produce missing

elements

� Project ID

� Project Name

� Project Manager

� Start Date

� Finish date

� Progress

� Meteo

� Trend

� Budget

� % consumed

� Project Manager

� % milestones

achieved

� Project ID

� Project Name

� Project Manager

� Start Date

� Finish date

� % Progress

� Meteo

� Trend

� Budget

� % consumed

� Project Manager

� % milestones

achieved

� KQI01 : PM definition

� KPI01 : % Progress

vs Budget

� KPI02 : % Progress vs.

Calendar elapsed

� TH01 : calendar elapsed %

KQI01KPI01

KPI02

� Colour picture !

Proposition 4 : build your PMO ‘memory’

Project 1

Project n

t1 tp

Rule #4 : historise

combined data

& generate more

enrichments and DQ

controls

Application of the rulesParameter today t-1M t-2M t-3M t-4M t-5M t-6M

Project ID P001 P001 P001 P001 P001 P001 P001

Project Manager TDV TDV TSO TSO TLA TLA TLA

Start Date 1/01/2012 1/01/2012 1/01/2012 1/01/2012 1/01/2012 1/01/2012 1/01/2012

Finish Date 1/04/2013 1/04/2013 1/04/2013 1/04/2013 1/04/2013 1/04/2013 1/04/2013

Progress 80% 80% 80% 80% 78% 78% 78%

Meteo Rainy Rainy Rainy Sunny Sunny Sunny Sunny

Trend Normal Normal Normal Up Up Up Up

Initial Budget 120 120 120 120 120 120 120

Actuals 110 90 80 75 72 70 50

Project Manager TDV TDV TSO TSO TSO TLA TLA

% Milestones Reached 70% 70% 65% 65% 65% 50% 50%

DQ01 : PM Definition TRUE TRUE TRUE TRUE FALSE TRUE TRUE

TH01 : calendar elapsed 96% 89% 82% 76% 69% 63% 56%

TH02 : Budget Progress 92% 75% 67% 63% 60% 58% 42%

KPI01 : (Progress/TH02) 87% 107% 120% 128% 130% 134% 187%

KPI02 : (Progress/TH01) 84% 90% 97% 105% 113% 124% 139%

KPI03 : Progress vs3M 0% 2% 2% n.a n.a n.a n.a

KPI04 : PM 6month rotation 3 3 2 2 1 1 1

Rule #4 : historiseRule #2 : more

sources

Rule #3 : enrich &

qualify

Rule #4 bonus : enrich & qualify using history

Rule #1 : simple

functional data� Colour Video !

Progress in chart

t-6M t-5M t-4M t-3M t-2M t-1M today

Progress 78% 78% 78% 80% 80% 80% 80%

% Milestones Reached 50% 50% 65% 65% 65% 70% 70%

TH01 : calendar elapsed 56% 63% 69% 76% 82% 89% 96%

TH02 : Budget Progress 42% 58% 60% 63% 67% 75% 92%

0%

20%

40%

60%

80%

100%

120%

Pro

gre

ss

Cross-Progress view

Proposition 5 : produce all governance

inputsSet of integrated

reports with the same

scope, used in different

governance bodies.

One single reporting

truth!

Proposition 6 : see your information from

different points of viewDashboards with drill-

down and ‘back in time’

capacity that can

explain all figures.

Conclusion part 2 : This enables to …

� Aggregate the information easily

� Go back in the the past

� Generate trends analysis (raw data, quality,

enrichments…)

� Detect anomalies by comparing ‘alike’ data

� Progress vs. % Milestones reached

� Progress vs. Budget consumption

� …

� Calculate key performance indicators

� PM 6 month rotation < 6

� Expected burn rate to finish

� …

� Produce dynamic dashboards

Part 3How to generate instant value

Information life cycle

rogram

PMO

Data

PMO

Information

PMO

Governance

Organisations generate

data (referentials,

progress, budgets,

orders, invoices,

forecasts, meteo...)

Decisions impact the

organisation

Data is controlled &

transformed into

intelligent Information

(KPIs, trends...)

Input is available to

make informed

decisions (faster,

better and more

reliable) decisions

Other

sources

Organisations

use other

data to

complete

theirs

Organisation

3 levers for improvement

rogram

PMO

Data

PMO

Information

PMO

Governance

Organisation

Focus of DepFac intervention

Capture of

useful data 3Restitution of right info, at the

right time & in the right format

� data-driven management

2

Transformation

of data into info

Other

sources

1

4

Driving actions through

existing management

� Non intrusive

� Simplicity : use of a limited set of functional data vs. all technical data

� Time to deliver : short term delivery with first iterations in weeks & full solution in months

� Generic : valid for all types of PMOs

� Coherence : wide range of stakeholders using the same information

� Leverage of previous investments

Value

Part 4Real examples

These are the various PMOs we

enabled

� IT PMO

� Facility Management PMO

� Risk PMO

� Basel 2 PMO

� Separation PMO

� Merger PMO

� Transformation PMO

� Corporate PMO

More info upon request

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1050 Brussels - Belgium

Tel: +32 2 290 63 90

Email: info@depfac.com

Twitter: @depfac

Questions?More Information?