Download - Duke Energy PMCoE
Agenda
Duke Energy at a Glance Project Management Center of Excellence (PMCoE) Overview PMCoE Governance Duke Energy PM and PC Career Paths Strategic Initiatives Take-Aways and Wrap-Up
Duke Energy Overview
World’s largest publicly traded utility Fortune 250 company Serving 22 million people Employing 28,000 $6B annual capital spend Operations in:
Regulated business Renewables Commercial transmission & power International markets
Enterprise Portfolio
PMC Major Projects
PMC Program
PMC Project
PMC Project
PMC Project
PMC Maint/Ops
Transmission Major Projects
Trans Program
Trans Project
Trans Project
Trans Maint/Ops
International/ Commercial
Com/Intl Programs
Com/Intl Projects
Intl Projects
Commercial Projects
Distribution Major Projects
Dist Program
Dist Program
Dist Projects
Dist Projects
Dist Maint/Ops
IT PMO
IT Project
IT Project
IT Project
IT Project
IT Project
IT Project
HR PMO
HR Project
HR Projects
HR Projects
Finance PMO
Finance Project
Finance Projects
Finance Projects
Etc …
Etc.
Etc.
Etc.
Etc.
Etc.
Etc …
Special Projects
Special Projects
Business Connection to Projects
2,200+ involved in
projects40+ Departments
doing projects$6 Billion in
Capital Dollars
HUMAN RESOURCES
ITFINANCE
Types of Projects – Shared Services
Financial System Integration Sales & Use Tax Enterprise non-retail Billing
SharePoint Upgrade Workstation Refresh Active Directory Integration Enhanced Cyber Security
Job Harmonization PeopleSoft Integration PeopleSoft Self Service Upgrade
DISTRIBUTIONTRANSMISSIONCONSTRUCTION
Types of Projects – Traditional
Coal Plant Retirement Environmental Retrofits to
Existing Plants New Plant Construction
Transformer Replacements Capacity Upgrades Sub Stations
Smart Meter Grid Modernization
NUCLEARWINDSOLAR
Types of Projects – Traditional
Joint Ventures in AZ, CA,
NJ, MA and PA Duke Owned Projects in
NC, TX, CA, AZ, and FL
Duke Owned Projects in TX,
WY, PA, KS, CO and WI Notrees Battery Storage
Project
Fukushima Response Plant Retrofits New Plant Licensing
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PMCoE Background
Duke EnergyPM Deep Dive
2010Integration
Team 2011
Progress Energy PM Gaps
2007
Duke EnergyPMCoE
2012 - Future
9
A PMO is an important central hub with a mandate to coordinate and deliver all project activities as determined by the organization's needs.
The PMO strives to standardize and introduce economies of repetition in the execution of projects.
Tasks may include monitoring and reporting on active projects, programs and sub-portfolios, and reporting progress to top management for strategic decisions on what projects to continue or cancel.
PMCoE vs. PMO/Major Projects
Policy
PMCoE “What”
Dep’t Procedures “How”
The PMCoE is a central hub with a mandate to provide a consistent framework to deliver the organization’s projects consistently.
The PMCoE supports the PMO in the execution of projects and continuously improves corporate governance.
PMCoE Vision and Mission
Vision Become the Industry Leader in Project Management
Mission The PMCoE will:
Establish a consistent and scalable process leveraging best practices,
Provide training, tools and oversight to enhance project performance and certainty,
Engage the project management community to focus on the pursuit of excellence, knowledge sharing and skills development.
Enterprise PMCoE
PMCoE Organization
PMCoE Executive Governance Committee
Director of Enterprise PMCoE
Enterprise PM Governance
Enterprise PC Governance
PMCoE Support and Services
Senior PM
Training and Support Services
Sr Project Controls SpecialistProject Director
Training Project Manager II
Project Director Manager of Project Controls Manager Support Services
Senior PM
Career Path Development
Policy & Standards Training
Tools & Templates
Team Workshops
Answers to Questions
Diagnostics• Acumen Fuse Schedule Analysis
Assessments• Portfolio Reviews
Reviews• Independent Estimate
• Stage Gate
PMCoE Framework
Best Practices Lessons Learned Benchmarking
PMCoE Policy and Standards
Project Management Center of Excellence Support Services
Excellence in Project Management
Governance Hierarchy
Company Policies Tier 1 – Policies, Laws and Regulations (POLICY)- Approval of Business Transactions Policy - Achieving Excellence in Project Management
PMCoE Standards Tier 2 - Enterprise Standards (ENTSTD)- Stage-Gate Authorization Standard through Project Career Path Qualification and Training Standard
ImplementationStandards
Tier 3 – Implementation Standards (IMPSTD)- Group, department, section and/or unit procedures, as applicable
GeneralReference
Tier 4 – General Reference Materials (GENREF)- Project Management Institute (PMI), Project Management Body of Knowledge (PMBOK), etc.
Project Investment Lifecycle
Plan ExecuteDevelopAssessScan Operate & Maintain ValueInputs
Identify Opportunity or
Threat
Determine Impact / Benefit,
Timing and Potential
Responses
Refine Candidate Responses (Projects)
and Prepare for Initiation
Develop Project Plan and
Prepare for Execution of
Major Commitments
Execute Commitments, Refine the Plan and Prepare for
Construction and Installation of
Assets
Construct and Install Assets, Turn Over Assets to the Receiving Asset
Owner and Prepare for Close
of the Project
Operate and Maintain Assets
Delivered by Project
Generate Return on Investment
Retire at End-of-Life
or Disposition
Asset
a b c d e f g h
BuildCommitInitiateSelectIdentify CloseCommission
Enabling a Scalable Project Management Framework
Project Rank and Assignment
Cost plus Complexity = Project Rank
Project Complexity
Project Rank Comparison
Black ~1%Brown ~1%Green III ~1%Green II ~1%Green I ~6%
White 90%
Brown ~30%
Black ~30%
White ~20%
Green I ~10%
Green II ~6%
Green III ~4%Total Project Count
Total Project Spend
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The Project Delivery System
Green III Brown Brown Black
Green II Green III Brown Brown
Green I Green II Green III Brown
White Green I Green II Green III
BlackSenior Project DirectorPrincipal Project Controls Specialist
BrownProject DirectorSenior Project Controls Specialist
Green IIISenior Project ManagerSenior Project Controls Specialist
Green IIProject Manager IIProject Controls Specialist
Green IProject Manager IAssociate Project Controls
WhiteAssociate Project ManagerAssociate Project Controls
Black
Brown
Green III
Green II
Green I
WhiteCompliance with PMCoE Standards at Department Discretion
Required Compliance with PMCoE Standards
Required Compliance with PMCoE Standards including additional requirements defined in Attachments
[1] Determine Project Profile Matrix Rank
[2] Assign Rank-Appropriate
Organization & Project Management
[3] Use Rank-Appropriate
Processes, Tools & Templates
[4] Deliver Products & Services According
to Plan
Select Initiate CloseDevelop Plan & Execute
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PM and PC Career Paths
Sr Project Director
Project Director
Sr Project Manager
Project Manager II
Project Manager I
Project Mgmt Spec
Manager PC
Supervisor PC
Principal PCS
Sr PCS
PCS II
PCS I
Project Rank Project ControlsProject Management
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Change Management Approach
•Coalition Building (Executive Level Presentations)•Active & Visible Participation (EGC Meetings) •Direct Communications (Up, Down and Across Organization)
Sponsor Engagement
•Identify Change Agents in Each Department•Collaborate with Change Agents to Align Department Processes•Workshops with Project Teams
Coaching & Org Transformation
•Enterprise-Wide Cascading Communication•Recurring CommunicationsCommunication
•Executive Series•Management Series•Performance Series
Training
Resistance Management
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Future Initiatives
Continuously Improved Project Management Framework Mature Management of Tail and Reputational Risks Mature our benefits realization process
Highly Skilled and Effectively Utilized Workforce of Project Professionals Comprehensive Workforce Strategy
Match portfolio to human capital Attract > Develop > Retain > Re-Deploy
Transparent Project and Portfolio Performance PPM Deployment
“A consistent enterprise framework enables maturation of the project management competency”
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Key Take-Aways
PMOs and PMCoEs must adapt to business needs and culture of their organization Effective governance should be scalable and aim to provide transparency in decision making Excellence is a journey – actively benchmark and don’t work in a vacuum!
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Contact Information
P. Brandon Lane, MBA, [email protected] | (980) 373-2782LinkedIn: http://www.linkedin.com/in/phillipbrandonlane