how to implement ppm technology to improve your ...impact of ppm technology on the role of the pmo...
TRANSCRIPT
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How to implement PPM
Technology to Improve
Your Organisational Maturity
Guy Jelley, CEO, Project Portfolio Office
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Let technology guide your journey…
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What is Maturity?
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“”
Project management maturity refers to the
progressive development of an enterprise-wide
project management approach, methodology,
strategy, and decision-making process .
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Should we care
about project maturity?
AWARENESS REPEATABLE DEFINED MANAGED OPTIMISED
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Maturity
in the
OrganisationalContext
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Understanding
maturity levels in
the organisational
context
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Productive
Goal
Productive =
- Creative
- Operating & Producing
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Technology
helps drivematurity
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How to
determine
maturity
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Maturity Models
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Level 1
Does the organisation recognise projects and run them differently from its ongoing business? (Projects may be run informally with no standard process or tracking system.)
Does the organisation recognise programmes and run them differently from projects? (Programmes may be run informally with no standard process or tracking system.)
Does the organisation’s board recognise programmes and projects and run an informal list of its investments in programmes and projects? (There may be no formal tracking and documenting process.)
Does the organisation ensure that each project is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or coordination between projects.)
Does the organisation ensure that each programme is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or coordination between programmes.)
Does the organisation ensure that each programme and/or project in its various portfolios is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or coordination between portfolios.)
Level 1:Awareness of
Process
Repeatable
Process
Level 2:
Defined
Process
Level 3:
Does the organisation have its own centrally controlled project processes and can individual projects flex within these processes to suit the particular project?
Does the organisation have its own centrally controlled programme processes and can individual programmes flex within these processes to suit the particular programme?
Does the organisation have its own centrally controlled portfolio processes and can individual initiatives flex within these?
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Optimised
Process
Level 5:
Managed
Process
Level 4:Does the organisation obtain and
retain specific measurements on its
project management performance
and run a quality management
organisation to better predict future
performance?
Does the organisation obtain and
retain specific measurements on its
programme management
performance and run a quality
management organisation to better
predict future programme
outcomes?
Does the organisation obtain and
retain specific management metrics
on its whole portfolio of programmes
and projects as a means of
predicting future performance?
Does the organisation assess its
capacity to manage programmes
and projects and prioritize them
accordingly?
Does the organisation run continual
process improvement with proactive
problem and technology
management for projects in order to
improve its ability to predict
performance over time and optimize
processes?
Does the organisation run continual
process improvement with proactive
problem and technology
management for programmes in
order to improve its ability to predict
performance over time and
optimize processes?
Does the organisation run continual
process improvement with proactive
problem and technology
management for the portfolio in
order to improve its ability to predict
performance over time and
optimize processes?
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Technology
helps drivematurity
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Impact of PPM
technology on the role of
the PMO and its services
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Project Status Reporting Resource Management
GovernanceProject Activation
PMO
Services
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Project Activation
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Symptoms
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• No clear definition between projects vs. BAU
• No single place to register
projects• Project approved without
formal registration• Some initiatives run as
BAU but should be
projects• Lack of effective project
sponsorship early on• A consolidated project
register is not even on the
radar
• Clear distinction between projects and business initiatives
• Limited project
consolidation• Project activation process
defined but not all departments using it
• Basic prioritisation of projects and programmes
• Some strategic alignment of the portfolio
• Less projects activated
without the knowledge of the PMO
• Activation of projects is aligned to the portfolio
• Single entry point for the activation of projects
• Projects cancelled / put on hold in favour of new projects more aligned to
strategy• Accurate, consolidated
project list accessible and available to the entire organisation
• Effective sponsor /
executive support
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What To Do
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• Develop a definition for what a project is and most importantly isn’t
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A project can be described as a distinct effort comprised of a planned set of work
activities applied against a specific scope that creates a well-defined final product, process or result that yields a
measurable business benefit.
Project Definition
Introduces business
change different from
normal business activities
Produces a defined
deliverables (output)
and operational benefits
(outcomes)
Has a start and end with
a duration >3months
The activities required to
achieve the goal are
related
Requires motivation for
resources and/or funding
Requires project
management to integrate
various/cross functionality
activities
Requires stakeholder
management
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• Develop a definition for what a project is and most importantly isn’t
• Create a consolidated
project list• Define the project
approval process
• Build a single entry point to register all projects
• Define a simple project
categorisation model• Constitute a portfolio
review committee
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PRC (PROJECT REVIEW COMMITTEE)
Interval: Minimum Monthly
Purpose Mandate Members
• Represents the EXCO in
executing the company
projects
• Ensure balanced
selection of appropriate
opportunities
• Hold projects
accountable to delivery
progress
• Executive support for
projects
• Custodian of stage gate
release
• Custodian of published
Project Portfolio
reporting
• Activation and archiving
of projects
• Approve Allocation of
Project Sponsor, Project
Owner, Project Manager
• Identify the project
performance
• Project Prioritisation
• Stage Gate Release
• Resource Allocation
• Publish official Project
Portfolio status
Core
• PMO Manager
• EXCO Team
Invited:
• Project Managers
• PRC Administrator
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• Develop a definition for what a project is and most importantly isn’t
• Create a consolidated
project list• Define the project
approval process
• Build a single entry point to register all projects
• Define a simple project
categorisation model• Constitute a portfolio
review committee
• Include strategic contribution on project the project request form
• Introduce the recording
of quantifiable business benefits as part of project registration
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Project Status Reporting
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Symptoms
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• Impossible to obtain clear indicators of the state of
each project• No templates, guidelines
to produce status reports• Status reporting in the
form of chats at the water cooler
• Inconsistent use of templates, inconsistent
frequency• Status means something
different for each person• Isolated areas of the
business producing status
reports
• Can monitor the status of
each project• Standardisation of RAG
indicators• Status reporting is less
data and more
information
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What To Do
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• Formalise status reporting• Standardise the reporting
heartbeat• Develop a project status
report template
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Project
Status Report Template
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• Formalise status reporting• Standardise the reporting
heartbeat• Develop a project status
report template
• Tailor templates based on
audience
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• Formalise status reporting• Standardise the reporting
heartbeat• Develop a project status
report template
• Tailor templates based on
audience• Apply a standard for how
to report on project status
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• Formalise status reporting• Standardise the reporting
heartbeat• Develop a project status
report template
• Tailor templates based on
audience• Apply a standard for how
to report on project status• Acknowledge only the
status reports adhering to the reporting heartbeatusing the defined
templates
• Gamify submission of project status reports with a project manager leader board to achieve
consistency• Provide information not
data through story telling in reporting via constant review, coaching and potentially training
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Governance
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Symptoms
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• No formalised governance controls in place
• Poorly controlled projects• Each project handled
differently• Little organisational
support for project
management
• Limited compliance to governance in some
areas• Processes are reactive• Use of common
techniques for someproject processes
• Projects tailor projects project processes to
organisation’s needs• Clear assignment of roles
and responsibilities• Consistent use of tools
and techniques for project management
processes
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What To Do
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• Define governance requirements per stage or
phase• Define stage / phase vs.
status
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Governance Framework
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• Define governance requirements per stage or
phase• Define stage / phase vs.
status
• Make governance requirements accessibleto the project community
• Audit in-flight projects to assess current
governance compliance
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• Define governance requirements per stage or
phase• Define stage / phase vs.
status
• Make governance requirements accessibleto the project community
• Audit in-flight projects to assess current
governance compliance
• Customise governance requirements based on project type / size
• Publish adherence to
governance statistics
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Resource Management
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Symptoms
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• Lack of understanding of
current capacity • No visibility of resource
allocation to BAU vs.
projects• Little or no insight to
resource demand per project
• No formal resource request process in place
• Limited view of the
resource pool• Some insights to
allocation across BAU initiatives and projects
• Defined process to request resources
• Limited view of actual time spent on project with a few areas completing
time sheets
• View of the compete resource pool with charge out rates, skill and allocation per resource
• Comparison of demandvs. actual time spent on
projects• Optimal resource request
process in place
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What To Do
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• List the resources available for project work
• Amend project request process to include
resource requirements
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Resource Capacity
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• List the resources available for project work
• Amend project request process to include
resource requirements
• Update resource charge out rates, skills and
allocation• Record actual time spent
on project work
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Resource Attributes
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• List the resources available for project work
• Amend project request process to include
resource requirements
• Update resource charge out rates, skills and
allocation• Record actual time spent
on project work
• Govern resources & proactively communicate capacity matched to the
pipeline• Prioritise resource
requests based on a
project’s strategic value
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VALUE
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Lessons
Learnt
• Organisational Context not PMO Only
• People, process, technology & governance (all & lowest)
• Maturity Assessments can be done without excessive time & cost
• Set appropriate goal maturity (fit for purpose)
• Don’t wait to be mature to implement technology
• Technology will get you there faster, but don’t run
the marathon on day 1