egov conf - pmo workshop v3
DESCRIPTION
EGov Conf - PMO Workshop v3TRANSCRIPT
Project & Program Management
Suhail M. Al-Almaee - Director Strategic Planning and Supporting Initiatives
Muhannad H. Tayem - Director – Consulting - Deloitte
Mounes R. Shadid - Project Management Specialist
[email protected] [email protected] [email protected] [email protected]
Opening & Objectives
Suhail M. Al-Almaee - Director Strategic Planning and Supporting Initiatives
Agenda
S. # From To Topic Presenter
1 01:00 01:10 Opening & Objectives Suhail Al Almaee
2 01:10 01:25 Introduction Muhannad Tayem
3 01:25 01:50 PMO Overview Muhannad Tayem
4 01:50 02:10 Portfolio Management Overview Muhannad Tayem
5 02:10 02:25 Q&A
6 02:25 02:40 Break
7 02:40 03:10 YesMethod – Yesser‘s Case Mounes Shadid & Suhail Al Almaee
8 03:10 03:25 Q&A
9 03:25 03:30 Closing Suhail Al Almaee
Objectives
Build awareness about the Project/Program Management and PMO
Communicate key success factors and challenges
Present YesMethod as a case for applying Project/Program Management standards
Listen to your experience in relation to the subject
Introduction – Key Definitions
ProjectB
ProjectC
ProjectD
ProjectA
Program1
Program2
Portfolio
ProjectE
Program
Project
Portfolio
A Project is a temporary endeavor undertaken to create a product,
service or
result
to obtain an objective (deliverable) and terminate.
A Portfolio is Overall collection of the organization’s grouping of high-level initiatives
and their respective projects/programs.
A Program is a set of projects that have a common objective and
interdependencies that need to be managed. A set of interrelated and
inter-dependent projects .
Introduction – The Project Life Cycle
Analyze Analyze
PortfolioPortfolio
Initiating
PrioritizePrioritizePlanning
Monitoring &Controlling
Executing
Closing
IdeaBenefits
Harvesting
BusinessCase
Monitoring & Controlling spans the life of a project and is
used to actively manage and
communicate its progress.
The project life cycle is the business
process for requesting, selecting,
developing and implementing
projects to achieve organizational strategies and
objectives.
Introduction – Management Disciplines
Project Management is concerned with the definition and delivery of specific work streams within an overall program framework.
Program Management is the application of
consistent tools and methods in order to deliver
and co-ordinate related projects and Programs.
Portfolio Management is the management process of translating strategy or policy into actionable Programs that can be developed in a portfolio of
Programs.
Introduction – The Management Framework
Portfolio Management has primary focus on:
• Translating business strategy into manageable initiatives
• Managing and tracking the portfolio of initiatives
• Regular ‘checkpoints’ at which the benefits and results of the initiatives are reviewed to understand their impact
Portfolio Management
Program Management
Project Management
Program Management focuses amongst others:
• Creation and management of key Program deliverables including business case and others
• Identify, manage and address interdependencies between projects
• Program benefits tracking and realization
Portfolio Management
Program Management
Project Management
Project Management has primary focus on:
• Execution and delivery of planned project deliverables and milestones
• Management of project schedules, budget, issues, risks, and change requests using defined tools
• Escalation of project issues, change requests and risks, where necessary
Portfolio Management
Program Management
Project Management
Introduction – PMBOK
The Project Management Body Of Knowledge (PMBOK) is a collection of processes and knowledge areas generally accepted as best practice within the project management discipline. (Published by PMI)
1. Initiating
2. Planning
3. Executing
4. Monitoring & Controlling
5. Closing
Process Groups
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
Knowledge Areas
Inputs Tools &
Techniques Outputs
• Documents • Plans • Designs
• Mechanisms applied to inputs
• Documents • Products
PMO
Muhannad H. Tayem - Director – Consulting – Deloitte
PMO – What Do Organizations Need?
• Given our longer term vision, what are the opportunities today?
• How do we translate our strategy into targets for all our stakeholders to clearly understand?
• How realistic are the targets and vision?
What are the “right” things to do?
• Will the projects underway let us achieve our strategic objectives?
• What is the correct balance between growth/innovation projects and productivity/maintenance projects?
Are we doing enough of the “right” things?
• What is the appropriate governance structure and risk management approach to facilitate a fast response to issues and opportunities?
• How do you get the message across to change peoples’ behavior?
• How are benefits being tracked?
Are we doing the “right” things “right"?
Portfolio Management
PMO
PMO – What is PMO?
An organization dedicated to improve the practice and results of project management.
Provides an opportunity for project managers to develop professionally more quickly than most could ever hope, if they were working isolated from one another.
An organizational entity created to assist project managers in achieving project goals.
A group of people with a mission to support project managers in the successful launch, implementation, and completion of projects.
PMO
PMO – The Value of PMO
• Inconsistent planning and scheduling approaches
• Deliverable / technology focus
• Little integration across projects
• Lack of business management leadership and visibility
• Unjustified projects
• Inability to present accurate overall picture to management
• Impact on market and shareholder perceptions
Strategy
Typical Environment Before
Pro
ject
M
anag
em
ent
Project Office
Po
rtfo
lio
Man
age
men
t
pro
gram
M
anag
em
ent
Project Office
Project Office
Project Office
• Operational efficiencies through consistent processes for Monitoring, Controlling & Reporting
• Proactive management , planning and steering
• Delivery oriented to business milestones
• Focus on content rich initiatives rather than process
• Coaching and mentoring for project / program managers
• Minimized gaps in strategic business alignment
Typical PMO environment
Coordination
Delivery
Strategy
PMO PMO
EPMO
Project Office
Project Office
Project Office
Project Office
PMO – How Can PMO Help You?
Leadership visibility for your project via central reporting function.
issues and risks register facilitates more pro-active management
Avoids project team managers dealing with project interdependencies which cause delay and misunderstanding
Addresses the information gap that arises between project work and the enterprise, by providing the link between the two
Common methodology, tools and templates to assist but still leave the Project Managers with the ultimate accountability to deliver their project
Provides baseline data as a project delivery target against which a project can be measured
Visibility and success will create a more project based organization and enable transformation through programs of change
PMO – PMO Models
A key success factor for Program Management Offices is to select the “right” organization model that fits both the organization’s culture and needs.
Increase Level of Operational Excellence
Increase Level of Business Unit Responsibility
The PMO has an advisory role and provides counseling, training and tools to business units’ project managers.
Model
Mandate
Support
The PMO provides active support to project managers. Projects are delivered according to the project management standards established.
Control
The PMO is responsible for project delivery. The PMO provides trained project managers to business units’ sponsors. Projects are delivered according to the project management standards established.
Lead
PMO – Where Does it Fit? (1/2)
• Depending on the type of projects under the PMO, PMO can be under specific unit to serve specific units projects or at the level of the organization to server all units in the organization
• The PMO normally consists of a full time, dedicated team, reporting to a PMO Head, supporting the program/projects managers
• The structure within the PMO is different based on the PMO type. The PMO can also deploy ‘envoys’ into large individual work streams to provide program management support direct and full time to the work streams.
CEO
Shared Services
IT
IT PMO
Admin
Core Business
EPMO
Legal & Risk
It is not recommended to have more then one PMO in the organization. In addition ,the more PMO is empowered, the more successful it is.
PMO – Where Does it Fit? (2/2)
Generate Ideas Value proposition
Detailed Business Case
Execute Strategic Enterprise
Programmes / Projects
Steercom
Site
Lev
el
Generate Ideas Value
proposition
Detailed Business
Case
Execute Projects
Steercom
Submit to Strategic PMO for prioritisation & approval
Stra
tegi
c Le
vel
Approve or decline value propositions and business cases based on strategic alignment, fit and prioritisation (based on risk and value)
Set standards and guidelines for running projects
Provide governance structure during project execution and approval
Coordinating and encouraging transferring of best practices
Facilitates consolidated reporting of progress towards meeting strategic objectives
At the Decentralised level the following will occur:
Detailed business case development by line
Site Steercom / management approval of value propositions and business cases for submission to Strategic PMO for prioritisation and further approval
Execution of approved projects
Reporting of progress to Strategic PMO
Strategic PMO
Decentralised PMO
PMO – Typical Approach to Build a PMO
Rollout
Defines Role and
Staff Needs
Pilot PMO
Staff PMO
Define PMO Goals &
Governance
Design /Build PMO
Processes & Tools
1
2
3
4
5
6
Measure and
Update
7
PMO – Typical PMO Tool Functionality
Ability to manage and
coordinate all changes to the
program/project’s schedule,
cost and scope
Can proactively identify
and manage risks and
issues that may impact
achieving the program
objectives
Way to plan,
balance and
schedule
resources for
effective
resource
allocation
Get a single view for
enterprise Portfolio,
Program, and Project
planning and execution
An integrated
framework to execute
programs and projects
to deliver associated
benefits
On-demand reporting and
pre-built analytics for
measuring program
performance
PMO – Capability Maturity Model
PMO Maturity Model
Does the organization recognize projects and run them differently from its ongoing business? (Projects may be run informally with no standard process or tracking system.)
Does the organization ensure that each project is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination between projects)
Does the organization have its own centrally controlled project processes, and can individual projects flex within these processes to suit the particular project?
Does the organization retain specific metrics on its project management performance and run a quality management organization to better predict future performance?
Does the organization run continuous process improvement with proactive problem and technology management for projects in order to improve its ability to depict performance over time and optimize?
Pro
ject
1 Initial
Process
2 Repeatable
Process
3 Defined Process
4 Managed Process
5 Optimized
Process
Does the organization recognize programs and run them differently to projects? (Programs may be run informally with no standard process or tracking system.)
Does the organization ensure that each program is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination between programs)
Does the organization have its own centrally controlled program processes and can individual programs flex within these processes to suit the particular program?
Does the organization obtain and retain specific measurements on its program management performance and run a quality management organization to better predict future program outcomes?
Does the organization run continuous process improvement with proactive problem and technology management for programs in order to improve its ability to depict performance over time & optimize?
Pro
gram
Does the organization's Board recognize programs and projects and run an informal list of its investments in programs and projects?
Does the organization ensure that each program and/or project in its portfolio is run with its own processes and procedures to a minimum specified standard?
Can programs and projects flex within these processes to suit particular programs and/or projects. Does the organization have its own portfolio management process?
Does the organization assess its capacity to manage programs and projects and prioritize them accordingly?
Does the organization run continuous process improvement with proactive problem and technology management for the portfolio in order to improve its ability to depict performance over time and optimize?
Po
rtfo
lio
PMO – Capability Maturity Model - Sample
Communication
Management
Financial Management
Governance
Integration
Management
Issue Management
Organization Change
Management
Procurement/Vendor
Management
Quality Management
Resource Management
Risk Management
Schedule Management
Scope Management
Initial OptimizedRepeatable Defined Managed
Current Sate
Future State
PMO – What is in it for me?
Leadership
• Alignment with Strategic Plan
• Standard, effective business processes
• Project/Portfolio decision support information
Staff
• Improved communication with business sponsors and team members
• Individual performance
• Professional/career development, recognition and opportunities
Management • Work prioritization
• Efficient allocation and utilization of resources
• Higher project success rates
PMO – Key Success Factors
Apply what is relevant to you of the Best Practice and Do not complicate the implementation or the model
Have the right skilled team
Ensure partnership the between PMO and the business units
Do it Gradually and not all at once
Give enough support and authority to the PMO team
Use the Right tools
Leadership Support
Portfolio Management
Muhannad H. Tayem - Director – Consulting – Deloitte
Portfolio Management – From Strategy to Business Change
MARKET ENVIRONMENT STRUCTURE & RESOURCES
FINANCIAL ENVIRONMENT PERFORMANCE MANAGEMENT
Strategy Selection and Translation
Strategy
Formulation
Strategy
Implementation Portfolio Management
Portfolio Management – Benefits
Gain visibility on project portfolio
Align investments with business objectives
Make the right choices when prioritizing investments
Develop ability to execute
1
2
3
4
Portfolio Management – Benefits – Gain Visibility on Your Project Portfolio
Best Practices Samples
• Project information is hard to collect
• Portfolio view is non-existent
• Controlling costs is challenging
The Issues
A logical grouping of
initiatives in a project –
program – portfolio
hierarchy. Project B
Project C
Project D
Project A
Program 1
Program 2
Portfolio
Project E
A simple spreadsheet to
collect project
information and to
guide project managers
through what they
should document.
A complete set of
reports on your current
and proposed portfolio,
which project, when,
for how much and
highlighting the
financial impact.
Portfolio Management – Benefits – Align Your Investments with Business Objectives
Best Practices Samples
• Strategic alignment is difficult to assess
• Impact of projects on business process is unclear
• Project benefits are hard to define
The Issues
A standard framework to
translate strategy and
identify the impact of
your projects.
A view of the
planned benefits and
their impact on the
organization for the
upcoming years.
An industry-specific
process map to assess
impact of projects on
business processes.
Portfolio Management – Benefits – Make the Right Choice When Prioritizing the Investments
Best Practices Samples
• Projects can’t be compared
• Investments can’t be justified
• Project prioritization process is unclear
The Issues
INNOVATIONGROWTH
MAINTENANCE
PRODUCTIVITY
Sustain above
average returnsIncrease revenue
and business size
Prevent margin
erosion and asset
deterioration
Margin and asset utilization
improvement
Future InvestmentsExis tingAssets
INNOVATIONGROWTH
MAINTENANCE
PRODUCTIVITY
Sustain above
average returnsIncrease revenue
and business size
Prevent margin
erosion and asset
deterioration
Margin and asset utilization
improvement
Future InvestmentsExis tingAssets
INNOVATIONGROWTH
MAINTENANCE
PRODUCTIVITY
Sustain above
average returns
Increase revenue
and business size
Prevent margin
erosion and asset
deterioratio
n
Margin and asset
utilization
improvement
Future
Investments
Exis ting
Assets
INNOVATIONGROWTH
MAINTENANCE
PRODUCTIVITY
Sustain above
average returns
Increase revenue
and business size
Prevent margin
erosion and asset
deterioratio
n
Margin and asset
utilization
improvement
Future
Investments
Exis ting
Assets
Maintenance Productivity
Growth Innovation
Future Investments
Existing Assets
A clear categorization of
your investment types,
allowing alignment to
business objectives
(innovation, growth,
productivity,
maintenance)
An assessment of project
value and risk to support a
transparent prioritization
process based on tradeoff
between tangible &
intangible value and
various types of risk.
Portfolio Management – Benefits – Develop Your Ability to Execute
Best Practices Samples
• Unable to adapt to changes
• No continuous view of the portfolio’s life
• Inability to allocate resources to the right place at the right time
The Issues
Monitor Portfolio Status and Performance
Identify New Opportunities
Reprioritize/ Optimize Portfolio
A consistent
framework to
integrate all your
existing standards
and approaches into
the Managing for
Value responsibilities
Policies and Standards
Roles and Responsibilities.
Methods & Approaches
Tools and Enablers
Organizational Structure
Deployment and Monitoring
Portfolio Management – Portfolio Capability Pathway
Manage Return
Strategic Context
Measures Control
Par
tici
pat
ion
Visibility
Understand Spending
Define Opportunities Consistently
Improve Business Value
Actively Manage For Value
Tactical
Strategic
Improve Strategic Alignment
Emphasis
Process & Measurements
People
Technology
Build Repeatable, Invocable Capability
Portfolio Management – The Portfolio Management Process
Translate Strategy into quantifiable
metrics
Monitor Initiatives Progress against the
Metrics
Gather, Assess & Prioritize Initiatives
Deploy initiatives as part of the
projects/programs cycle
1
2
3
4
Break – (15 Minutes)
YesMethod©
Suhail M. Al-Almaee - Director Strategic Planning and Supporting Initiatives
Mounes R. Shadid - Project Management Specialist
YesMethod©
Success through simplicity…
YesMethod©
Overview (1/2)
• Yesser PMO Started as Project Support Office
Pre- initiation phase ( Quick wins):
o Project Progress Reports
o Executive Dashboard
Project Initiation & Planning
o Yesser PMO Project Charter
o Yesser PMO Project Schedule
PMO Development Phase (Yesser PMO)
• As Yesser projects were running at different stages, Yesser PMO didn’t request all the templates from each running project
• A review Process has been developed to review Yesser Projects and decide the needed templates for each project
Overview (2/2)
• The review Process has been approved from Yesser Management and department heads before implementing it with project managers
• Many awareness sessions have been conducted with Project Managers to clarify the developed PM methodology:
One to One Meeting
Group Meeting
• Yesser Management team has been informed regularly about Implementation progress
• PMO Team was available for coaching and supporting Yesser’s Project managers
YesMethod©
Management
• Management Support
• Effective sponsorship
Resources
• Skilled resources Process
• PM Methodology
YesMethod© Implementation Success Factors
YesMethod© Templates
Samples – Charter and Weekly Progress Report
[UNAUTOMATED] YesMethod© Folder Structure
Yesser PMO Automation [Automated Site]
Yesser PMO Automation [Automated YesMethod©]
Automated Templates and Process Relation
YPMO Automated Site Guideline
Automated Yesser’s Project Dashboard
Yesser PMO Newsletter
Lessons Learnt
PMO loses support when the facts seem to point a finger at a functional unit or a project manager
Management influence / support is so important.
Do not to start with a PMO tool , You should concentrate on increasing the maturity level of the organization.
Management should review the dashboard in by-weekly basis.
Project Managers should feel the Management interest in updating the status report , raising risks and filling the templates.
PMO should avoid falling into the trap of becoming a "process cop".
Yesser Method© should be added in the RFP.
Closing
Suhail M. Al-Almaee - Director Strategic Planning and Supporting Initiatives