laura barnard, pmp founder, pmo strategies - protiviti building blocks of an effective... · the...

6/15/2015

© 2015 PMO Strategies

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Laura Barnard, PMP

Founder, PMO Strategies

Bringing a vast array of PMO capability building

solutions to organizations eager to create

sustainable change since 1999

Nonprofit Service Executive Director, Project Management Day of Service

Founder, Project Management for Change (nonprofit)

Board Member - VP, Marketing, PMI Washington, DC

Board Member, PMI Montgomery County, MD (10 years)

Board, Goodwill Industries of the Chesapeake, Inc. (3 years)

Certifications

PMI PMP® certification (11 years)

Prosci Change Management Practitioner certification

Computer Science Degree from Virginia Tech

The Building Blocks of an

Effective and Sustainable PMO Laura Barnard, PMP

June 15, 2015

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POSSIBLE.

Imagine…

You are running a project that has…

• No clearly defined scope

• No defined budget

• No defined resources

• Your own team saying there just isn’t enough time

• Stakeholders who don’t understand or aren’t engaged

• Leadership message is “we can’t support you”

Now...add to that...

• No legal entity (cannot transact business)

• No way to accept financial support

• No way to pay anyone to do the work

• Never been done before anywhere in this way

…and a general stakeholder belief that it just CAN'T BE DONE…

it was

IMPOSSIBLE.

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Project Management Day of Service

(PMDoS)

On Martin Luther King Day, January 19, 2015,

a national day of service, the Taproot Foundation and five DC area chapters of the

Project Management Institute (PMI)

partnered to organize the

largest ScopeAThon in history.

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PMDoS numbers

• 300 project managers

• 40+ PMO volunteers working for 7 months (and still going!)

• 100 nonprofits

• $60,000 in donations

• $100,000+ in-kind sponsorship

• 5 DC area PMI chapters

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PMDoS

Helping those who help others…

• 1600 Hours pro bono project management!

• $200,000 in PM value in one day!

• White House / U.S. Commerce kick off

• On time, under budget and well beyond

stakeholder expectations!

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If most PMOs fail to

deliver expected value,

why did this succeed under

extreme circumstances?

The Impossible PMO™

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Using Tools for Efficiency

Defining the PMO

Leveraging Methodologies

Managing PMO Talent

The Impossible PMO™ Building Blocks

Leading Change

Creating Sustainability

THE

SC

IEN

CE

THE A

RT

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THE SCIENCE

The Building Blocks of an Effective and Sustainable PMO

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Mistake:

Assuming your

organization needs a PMO

Mistake:

Forgetting

about the people

Mistake:

Picking the

wrong type of

PMO

Defining the PMO

Don’t make these mistakes!

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Otherwise…

Assuming your organization needs a PMO without identifying the business

priorities is a sure way to fast track your PMO to extinction!

• What’s the business problem?

• Define the “P”

Portfolio, Program, Project

• Do your homework!

Do you need a PMO?

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Otherwise…

If your PMO doesn’t meet the needs of

the organization, you are destined for irrelevance!

• Determine center of gravity

• Investigate various PMO types

- Organization/Business Unit PMO

- Project or Program Specific PMO

- Project Support or Controls Office

- Enterprise-wide/Strategic/Global PMO

- Center of Excellence or Competency

Most effective PMO type

PMI’s Pulse of the Profession: PMO Frameworks November 2013

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PMDoS PMO

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Otherwise…

Ignore the culture, and the people you’d rather not deal with, and they

will consume your PMO.

• Get to know the culture

• Figure out who’s with you

• Engage everyone!

• Turn your detractors into promoters

Understand your stakeholders

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Leveraging methodologies

Must know what to use when and how

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Project management

What needs to happen for my project to be a success?

i.e. PMBOK

Implementation management

How am I going to get the work

accomplished?

SDLC, Agile, Waterfall…

The definitions

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• You don’t need every process

• Avoid box checking!

• Focus on value added activity

• If it’s not used, why are you doing it?

Using methodologies effectively

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Portfolio management

• Focus on actions and decisions

• Projects that need attention

• Communicate regularly, all ways

• Make progress and results visible

• BRAG: Black, Red, Amber, Green

Status Report for Week Ending xx/xx/xx

Planned Activities for Next Reporting Period

Overall Status

X

Deliverable/Milestone Status %

Comp

Original Delivery

Date

Current Delivery

Date Comments

♦

Issue/Risk Description Status Owner Comments

♦

Budget Item Status Approved Budget

Current Spend

Expected Spend

Comments

$

Activities Accomplished This Reporting Period

Summary

Key Decisions Made

Items Requiring Management Attention

Deliverables and Milestones

Issues and Risks

Budget

Item and Action

Activity and Benefit

Activity and Expected Result

Decision and Outcome

©2015 PMO Strategies

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Using tools for efficiency

The right tool for your organization:

The one that meets business

requirements as simply as possible.

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• Manage it like a project

• What problem are we solving?

• Best solution for our people?

Do they already have

“new tool exhaustion”?

Preparing for the tool

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Collaboration

Intake process for new projects

Planning and execution

Supports multiple methodologies

Prioritization & portfolio management

Configurable dashboards

Easy onboarding

Easy to configure

Comprehensive training

Choosing the right tool

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• Simplify your process first

• Understand requirements BEFORE

selecting software

• Consider fitting process to tool

• Remember the 80/20 rule

Customization gone wild

The more you customize, the more complicated it will be to use!

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• Don’t over customize

• Tool will work if used as designed

• Prioritize requirements

• Consider replacing your tool

Bottom line on tools

Avoid workaround syndrome:

The overly complicated tool is the one that won’t get used.

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THE ART The Building Blocks of an Effective and Sustainable PMO

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Managing PMO talent

The right talent makes a real difference

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PMO talent profile

• Certifications matter only so much

• Expectations management

• Natural change agents

• Meet stakeholders where they are

• Instinctive leaders others follow

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• Define your requirements

• Use your superstars to interview

• Diversity matters (keeps it interesting)

Finding talent

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Aligning people

• Align talent with their strengths

• Business knowledge is often king

• Super stars in most crucial areas

• Where relationships already exist

• Give them new opportunities

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• Engage with meaning and purpose

• Reward and motivate individuals

• Let them do what they like doing

• Challenge and develop them

…then GET OUT OF THEIR WAY!

Keeping them happy

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Leading change

How to get the right people,

on the right road, going in the right direction

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Projects, people and change

Prosci®

PCTTM Model

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Find your change agents

• PMO change agents

• Change agents in the organization

• Leadership from the bottom up

• Change agents drive accountability

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Sponsor engagement

• Make sure they are sponsors

• Teach them how to be sponsors

• Actively and regularly engage

• Give them actionable information

• Get results and they look good

The number one factor in determining

success or failure of a change initiative is

sponsor engagement. Prosci Change Management Methodology

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• Stop talking and listen

• Have they heard this before?

• What do they fear?

• What do they know that you don’t?

• Give them the WIIFM!

What’s In It For Me (them)

…then, it’s time for the tough love

Change resistance

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The equation

When all else fails…

C1 V1 = C2 V2

Dilute the concentration of the

change resistors by

adding more change agents!

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Creating sustainability

…the alignment of the PMO to the goals of the organization is key to

driving strategy implementation. PMI Pulse of the Profession

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Engagement with the c-suite

• Strategy realized through implementation

• They need you, even if they don’t know it

• Portfolio must stay relevant with priorities

61% of executives admit that their firms often

struggle to bridge the gap between strategy

formulation and its day-to-day

implementation. The Economist Survey: Why good strategies fail – Lessons from the C-suite

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PMO as strategy navigator

Show the value of the PMO way

• Facilitator of strategy definition

• Strategic change driver

• Strategic portfolio oversight

High-performing PMOs are twice as likely as

low performers to be involved in the early

stages of strategic management…seen as

an integral part of strategic implementation. - PMI Pulse of the Profession

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Marketing matters

• Your PMO brand is everything

• Who is representing you?

• Inspire: tell the value story

• Make people feel

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Managing the PMO

Determine the best management style for

your PMO change maturity.


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Build on a strong foundation

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Directed: When the idea is new and uncertain

Directed management


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Collaborative: When you understand the space


Collaborative management


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Empowered: When they understand the space

Empowered Management


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Evolving Management



Evolving: Shown success, focus on growth

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People: The core of your PMO

Evolving: Shown success, focus on growth


PMO management styles


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When it works…

Figure out why and write it down!!

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Using Tools for Efficiency

Defining the PMO

Leveraging Methodologies

Managing PMO Talent

Leading Change

Creating Sustainability

THE

SC

IEN

CE

THE A

RT

The Impossible PMO™ Building Blocks

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Want to make a difference?


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Want more?

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