the$pmo$as$$ theﬂywheelfor$$ pragmac$programme$ … · 2015-04-16 · passive pmo activist pmo...

The PMO as the fly-‐wheel for pragma6c programme management

Henny Portman Fortes 16 april 2015

Biography: Henny Portman

•  Joined ING in 1981 •  Tiel Utrecht Verzekeringen: Developer/Analyst/Head System Development •  Consultancy ING Fatum Paramaribo, Suriname •  ING Investment Management Nederland: Head IT •  ING Investment Management Europe: PMO Head •  ING Insurance Central Europe: Regional PMO head •  ING Insurance STO: Global PMO Head •  I build hub and spoke PMO’s in Europe and Asia

Now: •  PMO Consultant for NN Group •  Partner Hedeman ConsulSng •  APMG cerSfied MoP, MSP, PRINCE2, P3O trainer •  Blogger •  Author of PM arScles and books

hCps://hennyportman.wordpress.com/ hCps://www.linkedin.com/in/hennyportman

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Issues? Do you recognize these? We have to produce these documents

ConSnuously

new surprises

Why are my resources not working on my programme

The organizaSon is not aware of my programme

I thought my programme was prio 1?

There is no insight in the required resources

We know what we spent, we do not know what we get

Those two projects have the highest priority

Is my programme

sSll in line with the strategy?

Do we know when the organizaSon is saSsfied?

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A common lament is that the PMO …

…is just a few process cops and paper pushers

Emailing PMO’s demands …. … self-‐centered … Without analysis, recommenda6ons or help

Agenda

•  MSP as foundaSon for Programme Mgt •  MoP relaSon with Programme Mgt •  P3O relaSon with Programme Mgt •  PMO funcSon according to DSDM •  Rigorous Programme Management •  AcSvist PMO (BCG & Gartner) •  QuesSons

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MSP as a solid founda6on for the programme?

Programme Board X X X X X X

MT

Business units

Projects dossier

Delivering capabilities

X X X X X X BCM

Project outputs,

capabilities

Sense of urgency

Direction ambition €

XPrgM

J Point on the horizon

Blueprint Implementing change + realising benefits

XOwner

Feasibility study,

scenarios

Benefits profile

Benefits map

Nr. Activiteit 1 2 3 4 5 6 7 8 9 10 11 12 13 14 151 Voorlopig ontwerp2 Definitief ontwerp3 Bestek & tekeningen4 Selectie & contractering5 Werkvoorbereiding6 Welstand7 Bouwvergunning8 Milieuvergunning9 Beslispunt10 Uitvoering11 Oplevering

Programme Plan

Business case

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Where will porRolio management impact the programme?

Business change Strategy

Are we doing the right things?

Business change Value

Are we geang the business benefits?

Business change Design

Are we doing things

the right way?

Business change Delivery

Are we geang

things done well?

PorRolio management

ValidaSon

VerificaSon

Where can the PMO impact the programme?

Organization Portfolio

Office (permanent))

Hub Portfolio Office

(permanent)

Programme Office for a specific initiative

(temporary)

Hub Portfolio Office

(permanent)

Project Office for a specific initiative

(temporary)

CoE

Center of Excellence

- Standards - Training

- Know how

Sub portfolio board

Management team

CEO

BCD/PD

Portfolio board

Progr. board

Project board

CoE will tailor process arSfacts, rather than forcing round projects into square process holes!

DSDM PMO func6ons •  Porcolio management •  Benefits management •  Stakeholder management

•  Resource management •  Risk management

•  Quality management •  Standards for methods and tools

•  Commercial management

•  Knowledge management

Knowledge management PMO to …

•  share lessons learned •  facilitate organisaSonal learning •  deliver (agile) coaches •  organize community of pracSce •  organize brown-‐bag/lunch-‐bite sessions •  provide fast-‐track project mobilisaSon •  maintain library with best pracSces

12

The CPMO introduced Rigorous Programme Management as an instrument to achieve transparency and execu6onal certainty

RPM

13

Colours Title Calibri -‐ 30 bold 238 -‐ 127 -‐ 000 Sub6tle Calibri -‐ 26 bold 234 -‐ 101 -‐ 013

5 condi6ons need to be met to achieve transparency and execu6onal certainty

1.  Define clear benefits: in what are we invesSng our money? 2.  Think chain-‐wide: have we thought about everything and everyone? 3.  Define clear Business Case: is our investment profitable? 4.  Get commitment: do we have support from senior management? 5.  Track and trace: are we able to measure and steer on our progress and benefits?

RPM captures these condi6ons in:

1-‐pager

•  Complete overview of descripSon, link with strategy, approved financials and benefits, key stakeholders, milestones, interdependencies & risks

•  PotenSally accompanied by appendices to clarify context of iniSaSve and link to BU / FU MTPs

1

Roadmap •  Overview with the key milestones criScal to realize benefits •  Milestones and benefits in roadmap will be tracked

2

RPM

Business Case

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Rigorous Programme Management expects other behaviour

Transparency •  Programme manager is not hired to please senior management •  Programme manager reports Smely, unbiased and objecSve on all aspects of the programme

Commitment •  Business owner fully commits to objecSves and creates the environment needed for the programme manager to be successful

•  Programme / project manager commits to programme objecSves

Focus on benefits realisa6on

•  Programme manager only succeeds when planned benefits are realized •  Programme manager must always be able to show the progress on benefits realizaSon in order to achieve the programme objecSves

•  Project managers should always prepare a Benefits Review Plan

Walk the talk •  Programme managers should challenge each other on the above behaviour •  Programme managers coach and support each other on this

RPM

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Title Calibri -‐ 42 bold 238 -‐ 127 -‐ 000 Sub6tle Calibri -‐ 42 bold 234 -‐ 101 -‐ 013 Second sub6tle Calibri -‐ 42 bold 230 -‐ 068 -‐ 021

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Colours

Planning

Benefits

Financials

previous Current

RPM

Monthly progress repor6ng is important to create transparency to senior management

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16

Colours

The ‘Amber’ appe6te: Do we feel confident to report on real project status?

RPM

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17

Colours

Or…

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The one-‐pager describes the key features of an ini6a6ve

Clearly describe what the iniSaSve entails and what the drivers are behind the

benefits, revenues or cost reducSons

Show esSmated impact (based on delta vs. actuals 2014) and how investments are

funded

Ask BU / FU controller to

specify which part of impact is

included in MTP

List key milestones (based on roadmap)

List key stakeholders for the iniSaSve: •  Project manager •  Business execuSve •  Project controller •  BU / FU controller •  Asset Owner

Clearly describe which departments, BUs and value chain components

are impacted and explain the impact

List all key risks and interdependencies that can influence the Smelines and impact realizaSon plus possible

miSgaSng acSons

RPM

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Colours Title Calibri -‐ 30 bold 238 -‐ 127 -‐ 000 Sub6tle Calibri -‐ 26 bold 234 -‐ 101 -‐ 013 Heading Calibri -‐ 18 bold 238 -‐ 127 -‐ 000 Plain text Calibri -‐ 18 000 -‐ 000 -‐ 000 Highlighted text Calibri -‐ 18 bold 230 -‐ 068 -‐ 021

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Example: Benefits map ‘New way of working’

Reduced Cost

GOAL

Reduced #Building

Employees sa6sfac6on by more freedom

Higher produc6vity

Reduced m2 People

relocated to flex-‐factor 0.6

People actually work from home (Also Tuesdays /

Thursdays)

usage of tooling

Roll out Laptops

Adapted workplaces and

floors

Teamtraining available

Roll out of collaboraSon tools (e.g. Lync, big screens)

Risk of lack of coherence in

team

Enabler Change

AoracSve Employer

Benefit

People work anySme anyplace

Dis-‐Benefit

RPM

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The roadmap of ‘New way of working’ links milestones to actual benefit realiza6on

2014 2015 Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan

RfA effecSve

Adapted workplaces in building A

All employees have laptop

Lync

implemented

People moved to floor with flex factor 0.6

Advice from Works Council expected

FM RfA submioed To Works Council

Lease contract terminated

Project plan

CriScal milestones

FTE / other cost impact

Revenu impact

Roadmap scope

Project planning milestones not relevant for Roadmap

Project planning Key project milestones Impact-‐bearing milestones Confidence milestones

Key changes

Organiza6onal changes

Impact realiza6on

Change program or project deliverables

What organiza6onal changes will enable the business to realize the planned impact?

What are key milestones within the program(s) that are cri6cal to realize the planned impact?

When is which impact realized?

(e.g. RfA effectuated)

People work 30% outside building

People are 10% more producSve

RPM

Top 5 raSng of aoracSve Emplovers

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“I am a camera with its shuoer open, quite passive, recording, not thinking.” ―Christopher Isherwood

“The acSvist is not the man who says the river is dirty. The acSvist is the man who cleans up the river.” ―Ross Perot

23 Passive PMO Activist PMO

Co

nten

t

Structure output of teams Challenge content & targets delivered by teams

Consolidate expertise of integration teams

Bring in out-side in topic expertise

Moderate team meetings Participate in meetings as active member

Consolidate

Challenge

Pro

cess

Oversee overall change process Actively design overall change process

Track progress and benefits Challenge benefits and progress

Communicate organizational and cultural change

Assist org-design and manage cultural change

Facilitate

Drive

BCG’s view on passive versus activist PMO

24 Passive PMO Activist PMO

Co

nten

t

Structure output of teams Challenge content & targets delivered by teams

Consolidate expertise of integration teams

Bring in out-side in topic expertise

Moderate team meetings Participate in meetings as active member

Consolidate

Challenge

Pro

cess

Oversee overall change process Actively design overall change process

Track progress and benefits Challenge benefits and progress

Communicate organizational and cultural change

Assist org-design and manage cultural change

Facilitate

Drive

BCG’s view on passive versus activist PMO

"Activist" PMOs typically realize ~25%

higher benefits and ensure a more coordinated execution of the

transformation agenda

Passive PMO Activist PMO Lack and avoids measurable objectives

“Metrics for self-improvement, shared goals

Requests project updates Probes for risk, asks tough questions

Plentiful reporting, scant ideas or help

Data-driven recommendations for decisions

Offers scheduled training sessions Project setup with PMs, on-the-job training

Waits for approved projects to assign PMs

Promotes PMO as source of the best PMs

Library of templates from standards, textbooks

Customize good project artefacts and shares

Shies away from conflict, politics Works organization politics up, down and across

Mantra of “Standards and consistency”

Mantra, “A foolish consistency is the hobgoblin of small minds” - Emerson

Gartner’s view on passive versus activist PMO

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Passive PMO Activist PMO Lack and avoids measurable objectives

“Metrics for self-improvement, shared goals

Requests project updates Probes for risk, asks tough questions

Plentiful reporting, scant ideas or help

Data-driven recommendations for decisions

Offers scheduled training sessions Project setup with PMs, on-the-job training

Waits for approved projects to assign PMs

Promotes PMO as source of the best PMs

Library of templates from standards, textbooks

Customize good project artefacts and shares

Shies away from conflict, politics Works organization politics up, down and across

Mantra of “Standards and consistency”

Mantra, “A foolish consistency is the hobgoblin of small minds” - Emerson

Gartner’s view on passive versus activist PMO

“We already did 5 projects supporSng Goal Z! What about goal A?”

“This ‘agile’

project wants

to iterate

forever! Isn’t it

done – now? “Let’s not argue

about ROI and staff cuts! Are the business-‐case benefits rolling in?”

“PMO leaders should associate expert PMs with the PMO or concentrate them in it-‐so leaders shix the focus from PMO’s procedural support and paper work to its role as the focal point of project & program management excellence”

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Ques6ons?

the$pmo$as$$ theﬂywheelfor$$ pragmac$programme$ … · 2015-04-16 · passive pmo activist pmo...

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