pmo: what does great look like? - mydlc.commydlc.com/pmi-mn/pres/2011b08_pmowhatdoesgreat.pdf ·...

© 2011 Trissential. All Rights Reserved.© 2011 Trissential. All Rights Reserved.

1

PMO: What Does

Great Look Like?

Steve Beise

08.09.2011

© 2011 Trissential. All Rights Reserved.

2

Good - Great - Exceptional

Identify PMO Current State

Ways to Improve

Take Your PMO to Great

3© 2011 Trissential. All Rights Reserved.

Good - Great - Exceptional

3


Adventure Team Challenge

4


Adventure Team Challenge

5


6

Identify PMO Current State

7© 2011 Trissential. All Rights Reserved.© 2011 Trissential. All Rights Reserved.

7

Essential Business Model©


PPM Context

Project Management Execution

Project

Management

Office

Product Lifecycle

Governance

8


Sample Maturity Model

Source – ESI Horizons

5

Optimizing

4

Comprehensive

3

Integrated

2

Consistent

1

Adhoc

Typical

Experience

9


Lack of Skills

People

Process

Process

People

Tools

Tools

PPM Maturity

Governance

Teams

Unwillingness

Fear

No Standard

Too Many

Improper

None

Config

Training

Lack of Collaboration

Lack of Information

Unreal Expectations

No Support

No Discipline

No Value

None

No Reqs

Training

10

Negative Forces


11

Ways to Improve


Typical PMO Implementation

Project Office

Managers Directors

Project Resources & Teams

Executives

Typical Goals

Center of Excellence

Org PM Maturity

Central PM Staffing Org

EPM Tool Administration

Organizational Training

Typical Approach

Waterfall rollout big of

heavy PM & SW

templates, methodologies

and EPM tool

Goal: Enterprise Adoption

12


Typical PMO Implementation

Managers Directors


Executives

Typical Outcomes

Lack of Influence

Viewed as Bottle Neck

Incomplete Adoption

ROI Questions

Keeper of Templates/Admin

Incomplete Adoption

About One Year Later

13


Trissential PMO Approach

Project Office

Managers Directors


Executives

Tactical (90 Day) Goal

Improve Measurement & Control

Improve Budget & Est. Process

Enable key organizational goals

Manage Executive Portfolio

Outcomes

Measurable ROI early

Mitigate Org. Risk

Success Stories

Executive Support

Supplemental PM

Maturity

Begin organization change

and adoption

A Better Way

Pick one, rollup sleeves, do it better, provide objective information and

solidify sponsorship14


PMO Mission Statement

The purpose of the PMO is to enable business strategies and IT project execution by improving project management capability.

Business Strategy

Project Execution

Project Management Capability

Project

Alignment

Performance

Reporting

Methods,

Process, ToolsMeasurement

Controls

15


Improvement Roadmap

•Continue Education &

Training

•Stabilize and Refine

•Define Continuous

Improvement Model

Foundation

Extension

Increment 1

•Revamp PMO Brand &

Create PMO “Roadshow”

•Implement PM Process

•Implement Portfolio

Architecture

•Enhance Job

Descriptions

•Define Roles &

Responsibilities


•Implement Program

Management

•Initiate PMO

Performance Metrics

•Initiate PPM project

•Continue Education &

Training


Continuous

Improvement

Increment 2 Increment 3

16


End to End Framework

Practice Overview Process Workflow

Process OverviewTemplate

17

Universal Life Cycle

Idea Initiating Planning Executing Closing

Go

vern

an

ce G

ate

s

(Gre

en)

TR

B (

Re

d)

EA

(B

lue)

Op

tion

al

SD

LC

-

Solu

tion

Dev

Life

cycl

e

Str

ate

gy

&

Ope

ratio

n

(BS

LT

)

Strategic & Operations Planning Strategy & Operations Change Managment

Pro

gra

m

Mgm

nt

Program

Initiation

Program Setup

Program Monitor & Control

Arc

hiti

tect

ure

Po

rtfo

lio

Mg

mnt

(PM

O)

Pro

ject

Mg

mnt

Indentification / Categorization /

Evaluation / Selection / Prioritization

Authorization

Portfolio Reporting

Portfolio Balancing

Monitoring & Controlling

Pre-Progam

Program DeliveryProgram

Closure

Monitor & Control

Initiating

Executing ClosingPlanning

Approval to

Investigate

Approval to

Initiate

Approval to

Plan

Solution

ApprovalApproval to

Proceed

Approval to

Implement

<

<

P

O

R

T

F

O

L

I

O

>

>

P

R

O

J

E

C

T

If >$5M CEO Apprvl

If >$25M Board Apprvl

Assess

IdeaStrategic Roadmapping

Application Portfolio Management Support & Maintain

TestHigh Level

DesignImplement

Scope

DefinitionBuild

Solution

Direction

Requirements

AnalysisDetail Design

21 3 4 5

Update Architecture

StandardsApply Architecture Standards, Technology Monitor & Control

IR SDR HDR DDR TCR

Co

st

Est

imatin

g

Acc

ura

cy

Gu

ide

line -10% to +30%-15% to +50%-20% to +100% -5% to +20%

US

ED

FO

R

TR

EN

DIN

G

ON

LY

TRB Review Legend

IR - Initiation Review

SDR - Solution Definition Review

HDR - High-Level Design Review

DDR - Detail Design Review

TCR – Technical Closure Review

Universal Life Cycle


18

Take Your PMO to Great


It’s About the Journey

Leadership

Pioneer

Patience

Flexibility

Critical Thinking

Commitment

19


It’s About the Journey

Crucial Conversations

Pioneer

80 / 20 Rule

Collaboration / Team Work

Continuous Improvement

Organizational Change

20


21

Finish Line in Sight


Thrive

22

People

Process

Tools

AssessPlan

Improvement

Execute

Improvement

A l i g n m e n t


23

Finish Line


Q&A

24


25

Thank You

Stephen Beise

[email protected]

952.595.7970

trissential.com


26

pmo: what does great look like? - mydlc.commydlc.com/pmi-mn/pres/2011b08_pmowhatdoesgreat.pdf ·...

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