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Secrets to PMO SuccessMaximize Value for your Business
PMI PMO LIG
April, 2008
Facilitators
Original Creator of ‘Secrets to PMO Success: Maximize Value for Your Business’
• Lewis Cardin, Sr. Analyst, Forrester Research
• Original webcast broadcast on February 28, 2008
Thene Sheehy
TRC InfoTek
VP, IT Services and Solutions
Anthony Boles
Intelligent Ventures Inc.
Managing Director
Craig A. Stevens
Westbrook Stevens, LLC
COO
Today’s Discussion
• Review PMO Responsibilities & Challenges
• Discuss each ‘Secret for PMO Success’
– Have you tried this secret for success within your
organization?
– How successful has it been?
– If it brought success, what was the catalyst?
– If it did not bring success, what was the
roadblock?
Key PMO Responsibilities
• Project Prioritization
• Financial Management (Portfolio Mix)
• Resource Management
• Reporting
• Informed Governance
• Center of Excellence
– Process, Methodology, Best Practice Sharing
• Shared Pool of Project Managers
PMO Challenges
• PMO is seen as unresponsive
• IT team prefers comfort zone of familiar
methods and resists adoption of PMO
• PMO is seen as an ‘IT thing’
• Lack of support for formalizing methods for
project plans and finance tracking
• Project Managers view PMO information
needs as ‘too high’ (high bureaucracy)
WHAT ARE SOME
‘SECRETS FOR SUCCESS’?
Secrets about the Secrets
• Secrets are dependent on each other.
• Success depends on having all of the
Secrets implemented.
Fellowship of Companies for Christ International
www.WestbrookStevens.com
© 2003, Westbrook Stevens LLC
All Rights Reserved
9
Areas of Focus
1. Leadership
2. Culture
3. Customer Focus
4. Teams & People
5. Problem-Solving, Tools, and Decision-Making
6. Continuous Improvement, Process and Change
7. Performance Measures (Metrics)
Model Copyright 1995 Craig Stevens
For more details, see http://www.westbrookstevens.com/step_1.htm
Guides the organization
Enables effectiveness
Makes
things
happen
How things happen
Goal/Purpose
Secret #1 - Leadership
A successful PMO depends on Leadership to
– set vision,
– define the responsibilities of the PMO,
– sell the Value Proposition,
– create the Culture for Success,
– provide necessary resources & tools,
– and hold people accountable.
Secret #2 - Culture
A successful PMO depends on a culture of
– fact-based decision making
– open communication
– collaboration
– strategic alignment of projects
Secret #3 – Customer Focus
Sell the value proposition of the PMO to
address stakeholder interests.
1. Projects delivered on time, on budget, with higher quality.
2. Cheaper, better, faster implementations.
3. Unbiased prioritization of projects ensuring the selection of
the ‘best’ projects in the right sequence.
4. Communication of IT investment status to the stakeholders.
Secret #4 – People & Teams
Define PMO’s responsibility for collaborating
with the lines of business to get visibility to
the work queue.
Establish PMO authority over resource
management to get optimal resource
deployment.
Secret #5 – Problem Solving
Create a Business Case Center of Excellence
within the PMO to get consistently good
business cases.
Communicate PMO accountability in project
governance to get unbiased, accurate and
credible project intelligence for good
decision-making.
Secret #6 – Process Improvement
Ensure PMO uses best practices and establish a Project
Management framework to reduce project risk and reduced
PM training cost.
Make PMO processes as light as possible, allowing the PMO
to be an enabler (not heavy bureaucracy) and allow for
higher adoption rate.
Use a continuous feedback loop to refine processes through
continuous improvement.
Secret #7 – Performance Measures
Ensure the PMO uses metrics tied to the PMO
Value Proposition in order to see
continuous improvement.
Use a dashboard to track achievements to get
stakeholder buy-in and credibility.
Fellowship of Companies for Christ International
www.WestbrookStevens.com
© 2003, Westbrook Stevens LLC
All Rights Reserved
9
PMO Success Depends
on Integrated Whole
Leadership
Culture
Customer Focus
Team Building:
Business Unit Collaboration
Resource Management
Problem Solving / Decision Making
Consistently Good Business Cases
Governance & Accountability
Continuous Improvement
Best Practices
Continuous Feedback Loop
Low Bureaucracy
Performance Measures
Metrics tied To Value Proposition
Dashboards For Stakeholders
Model Copyright 1995 Craig Stevens
Next Meeting
• Presentation at www.westbrookstevens.com
• July 27th or 29th
• Are Tuesday or Thursday better?
• Send topics or volunteer to present:
– Thene [email protected]
– Anthony [email protected]
– Craig [email protected]