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Optimize Process and Project Optimize Process and Project Management through the PMO Management through the PMO Walter A. Viali, CSQA, PMP Walter A. Viali, CSQA, PMP UH – April 6, 2005 UH – April 6, 2005 Enterprise Project Management Enterprise Project Management

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Page 1: Walter_Viali_Presentation

Optimize Process and Project Optimize Process and Project Management through the PMOManagement through the PMO

Walter A. Viali, CSQA, PMPWalter A. Viali, CSQA, PMP

UH – April 6, 2005 UH – April 6, 2005

Enterprise Project ManagementEnterprise Project Management

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AgendaAgenda What’s the Big Deal?What’s the Big Deal? Process and Project Management to the TopProcess and Project Management to the Top Where Do We Want to Be?Where Do We Want to Be? How Do We Get There?How Do We Get There? Why the SEI CMM (and the CMMI)?Why the SEI CMM (and the CMMI)? What About Certification?What About Certification? Enter PMI and QAI Enter PMI and QAI An Enterprise Project Management Maturity ModelAn Enterprise Project Management Maturity Model Where’s the Bang for the Buck?Where’s the Bang for the Buck? How Can We Do Things Right and Fast?How Can We Do Things Right and Fast? How Do We Manage This Whole Thing?How Do We Manage This Whole Thing? Developing a PMO Implementation PlanDeveloping a PMO Implementation Plan PMO of the Future?PMO of the Future? Lessons Learned and ConclusionLessons Learned and Conclusion

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What’s the Big Deal?What’s the Big Deal?

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From the Standish Group...From the Standish Group...

17% of projects succeed 31% of projects fail 52% of projects are challenged

– Cost and/or schedule performance $78 billion dollars total project waste (against

$250 billion in project spending)

The Standish Group 1994 Chaos Report

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From the Standish Group...From the Standish Group...

34% of projects succeed (100% improvement over 1994)

15% of projects fail (down from 31% in 1994) 51% of projects are challenged $55 billion dollars total project waste (against $255

billion in project spending)– $38 billion in lost dollars for US projects in 2002– $17 billion in cost overruns

The Standish Group 2003 Chaos Report

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Project FailureProject Failure

““The major cause of project failure is not the The major cause of project failure is not the specifics of what went wrong, but rather the specifics of what went wrong, but rather the lack of procedures, methodology and lack of procedures, methodology and standards for managing the project.”standards for managing the project.”

Source: Source: InfoInfoWeek, 1996Week, 1996

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"We know why projects fail, we know how to prevent their failure -- so why do they still fail?”

Martin CobbTreasury Board of Canada Secretariat

Ottawa, Canada

1. User Involvement 19 2. Executive Management Support 16 3. Clear Statement of Requirements 15 4. Proper Planning 11 5. Realistic Expectations 10 6. Smaller Project Milestones 9 7. Competent Staff 8 8. Ownership 6 9. Clear Vision & Objectives 3 10.Hard-Working, Focused Staff 3

TOTAL 100

Success CriteriaSuccess Criteria PointsPoints

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Process and Project Management Process and Project Management to the Top…..to the Top…..

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CIO Priorities CIO Priorities Top 10 Management IssuesTop 10 Management Issues

(1999-2003)(1999-2003)

1. Business/IT Fusion1. Business/IT Fusion2. Demonstrating Business Value2. Demonstrating Business Value3. IT Skills (Recruit, Retain, Re-skill)3. IT Skills (Recruit, Retain, Re-skill)4. Y2K Clean-up/Contingencies4. Y2K Clean-up/Contingencies5. "Sourcing" Management5. "Sourcing" Management6. IT Governance6. IT Governance7. Process/Project Management7. Process/Project Management 8. M&A IT Integration8. M&A IT Integration9. Knowledge Management9. Knowledge Management

10. IT Organization10. IT OrganizationGartner Group (11/16/98)

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Where Do We Want to Be?Where Do We Want to Be?

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Where Do We Want to Be?Where Do We Want to Be?

Improved project management and process Improved project management and process management practices based on:management practices based on:– A portfolio view of projects aligned with a strategic A portfolio view of projects aligned with a strategic

business planbusiness plan– Defined processes for different types of projectsDefined processes for different types of projects– A uniform project management process to support A uniform project management process to support

the software processesthe software processes– Integrated business and quality controlsIntegrated business and quality controls– Viable tools to support process, project Viable tools to support process, project

management and project portfoliosmanagement and project portfolios

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Managing ProjectsManaging Projects

Managing Portfolios of ProjectsManaging Portfolios of Projects

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BUSINESS STRATEGY A

BUSINESS STRATEGY B

BUSINESS STRATEGY C

IT PORTFOLIO B

PROGRAM X PROGRAM Y

PROJECT 1

PROJECT 2

PROJECT 3 PROJECT 6

PROJECT 5

PROJECT 4

TOTAL COST TOTAL BENEFITS

COST BENEFITS

$

$ $

$

$

$ $

$ $

$

$

$

COST BENEFITS

Establishing Project PortfoliosEstablishing Project Portfolios

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As Of Date: ___________________ Strategic Priority: _______________

Business Project Manager: _________________________________________

I.T. Project Manager: _____________________________________________

Project Name/Business Strategy: ____________________________________

Profitability Market Share Infrastructure Cost to Compete MandatedInitiative creates profitability to organization

Initiative increases market share

Initiative improves organization infrastructure

Initiative enables organization to compete

Initiative is required

Does not improve service

Less than $1M in first year

Greater than $2M in first year

Less than $5M in first year

New industry product

Industry leader

0

1

2

3

4

5

__ x .4 = __ __ x .3 = __ ___ x .15 = __ ___ x .1 = __ ___ x .05 = __

Does not improve Market Share

Strong potential to increase Market Share somewhat over next 2 years

Strong potential to increase Market Share somewhat over first year

New industry product

Significant impact right away

0

1

2

3

4

Market Owner 5

Does not improve Infrastructure

Reduces cost somewhat of existing infrastructureReduces cost moderately of existing infrastructureReduces cost significantly of existing infrastructureProvides competitive advantage

Industry Leader

0

1

2

3

4

5

Does not improve competition ability

Improves somewhat ability to compete

Improves moderately ability to compete

Improves significantly ability to compete

Moderately reduces cost to compete

Significantly reduces cost to compete

0

1

2

3

4

5

Initiative is not mandated

State mandated

within fiscal year Federally mandated

within fiscal year High risk of State penalty if not implemented in fiscal yearHigh risk of Federal penalty if not implemented in fiscal year

Large Penalty to theBusiness if not implemented in fiscalyear.

0

1

2

3

4

5

Project Portfolio Priority MatrixProject Portfolio Priority Matrix

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Project Portfolio SummaryProject Portfolio Summary

Business/IT Steering Committee Status Report for: date

Sales & Marketing - All Project Portfolios

Portfolio Business Strategy Total Cost Expected Benefits Overall Portfolio Status CommentsA. Optimize the Sales Network $9999M $99,999MB. Reduce Cost through the Sun Study $9999M $99,999M Decisions pendingC. Implement a Distributed Support Model $9999M $99,999MD. Rationalize Acquired BUs $9999M $99,999ME. Expand the Use of Web Based Solutions $9999M $99,999M Behind scheduleF. Implement the Regionalization of Western Operations $9999M $99,999MG. Reduce the Number of Wolrdwide Plants $9999M $99,999M

Totals $99999M $999,999M

Overall Risk Summary: 1. Current strategies are to be reviewed at the next Steering Council Meeting.2. Stability of current portfolios impacted by new, emerging business strategies.

Additional Comments: 1. Portfolio F. impacted by loss of FTEs in the Western Region.

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Business/IT Steering Committee Status Report for: date

Sales & Marketing Function: eMarketing Project Portfolio Account Codes: 99999

Business Strategy Supported by this Project Portfolio: Expand the use of web solutions.

Total cost of Project Portfolio: $ 195,200 Total planned benefits for this Project Portfolio: $ .5M

New Projects

Project Name Budgeted Amount Expenses to Date Status Issues this period Outlook next periodLink to Merchandise Website 5,000 405 Redesign Sales Consultant Pages 44,000 1,140 Behind schedule 1 FTE to be added

SUB-TOTAL 49,000 1,545

Run and Maintain

Project Name Budgeted Amount Expenses to Date Status Issues this period Outlook next periodEnhance Broadcast Messaging 45,100 7,643 Modify/Test Release 1.7 101,100 36,743 95% Contingency used up.

SUB-TOTAL 146,200 44,385

PORTFOLIO TOTALS 195,200 195,200

Risk Analysis Summary: 1. Business liaisons for Redesign Sls Consultant Pages have not been available to the project team.

Change Requests Volume/Summary: 1. No significant change requests have been submitted during this reporting period.

Additional Comments: 1. A strategy review session will be held with the eMarketing group to confirm current direction.

Pending Projects

Project Name Project Summary Cost Benefits FTEs PriorityDevelop New Site for the Western Region Current site no longer maintainable $9,999 $99,999 3.5 1

Total $9,999 $99,999

Project Portfolio ReportingProject Portfolio Reporting

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OperatingDepartments

CEO CIO

SeniorUser

ProjectSponsor

Senior IT

I.T. and Project Governance

I.T. Governance

ProjectGovernance*

Project Manager

Project Team

PMO

* = Level of Project

Governance staffing tied

to project visibility and

delegation of authority

QA

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Managing ProjectsManaging Projects

Managing Portfolios of ProjectsManaging Portfolios of Projects

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Technical Tasks

Stage 1

Technical Tasks

Stage 2

Technical Tasks

Stage 3

Technical Tasks

Stage 4

Lessons Learned

PM ProcessDiscipline-Specific Template(Web Dev., CSOO, Support, etc.)

Business Controls(Management)

- Resources- Schedule- Cost

T e c h n i q u e s

T o o l s

Process/Project ManagementProcess/Project ManagementBusiness and Quality Controls

Stage 1, 2, 3, 4…(for example: Initiation, Development,Implementation, Closure)

= Compulsory End-Stage Assessment Meeting= Quality Review Meetings (Scheduled as needed by Project Type, Activity Type, Deliverable Type

= Compulsory Quality Review Meeting

- Product Quality- Technical Standards

Quality Controls(Technical)

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OperatingDepartments

CEO CIO

SeniorUser

ProjectSponsor

Senior IT

I.T. and Project Governance

I.T. Governance

ProjectGovernance*

Project Manager

Project Team

PMO

* = Level of Project

Governance staffing tied

to project visibility and

delegation of authority

QA

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How Do We Get There?How Do We Get There?

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How Do We Get There?How Do We Get There?

Assessment of the current organizational Assessment of the current organizational software capabilitysoftware capability

A roadmap to improved process and project A roadmap to improved process and project management practices based on the management practices based on the assessment resultsassessment results

An internal function in support of project An internal function in support of project portfolio management and of the portfolio management and of the improvement journeyimprovement journey

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Why Do We Need to Assess?Why Do We Need to Assess?

Establish a baselineEstablish a baseline What are our strengths?What are our strengths? What are our weaknesses?What are our weaknesses? What do we need to fix first?What do we need to fix first? Do we need a PMO?Do we need a PMO? Is the PMO effective?Is the PMO effective? Should we outsource?Should we outsource?

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Why Do We Need to Assess?Why Do We Need to Assess?

Use hard data to show IT and Business Use hard data to show IT and Business Management where current processes standManagement where current processes stand

Provide business case for the establishment Provide business case for the establishment of a Project Officeof a Project Office

Need information to build a thorough Need information to build a thorough process improvement planprocess improvement plan

Keep those outsourcers away!Keep those outsourcers away!

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Why the SEI CMM* Why the SEI CMM* (and the CMMI)?(and the CMMI)?

*Software Engineering Institute’s Capability Maturity Model

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Capability Maturity ModelCapability Maturity Model(SM)(SM)

Software Engineering Institute1991

Initial- Ad hoc, Informal - Hero Driven

Repeatable- Project Mgmnt. Focus

Defined- Process Mgmnt. Focus

Managed- Focus on QA and QC Measures

Optimizing- Continuous Improvement

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SEI CMM Level 2 KPAsSEI CMM Level 2 KPAs

Requirements ManagementRequirements Management Software Project PlanningSoftware Project Planning Software Project TrackingSoftware Project Tracking Sub-contract ManagementSub-contract Management Quality AssuranceQuality Assurance Configuration ManagementConfiguration Management

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SEI CMM Level 3 KPAsSEI CMM Level 3 KPAs

Organization Process FocusOrganization Process Focus Organization Process DefinitionOrganization Process Definition Training ProgramTraining Program Integrated Software ManagementIntegrated Software Management Software Product EngineeringSoftware Product Engineering Inter-group CoordinationInter-group Coordination Peer ReviewsPeer Reviews

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SEI CMM Level 4 KPAsSEI CMM Level 4 KPAs

Quantitative Process ManagementQuantitative Process Management– Quality Assurance (process)Quality Assurance (process)

Software Quality ManagementSoftware Quality Management– Quality Control (products)Quality Control (products)

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SEI CMM Level 5 KPAsSEI CMM Level 5 KPAs

Defect PreventionDefect Prevention Technology Change ManagementTechnology Change Management Process Change ManagementProcess Change Management

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CMMI Staged RepresentationCMMI Staged Representation

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CMMI Continuous RepresentationCMMI Continuous Representation

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Level Characteristic Description

0. Negligent Indifference

Failure to allow successful development process to succeed. Allproblems are perceived to be technical problems. Managerialand quality assurance activities are deemed to be overhead andsuperfluous to the task of software development process.Reliance on "silver bullets".

-1. Obstructive Counter Productive

Counterproductive processes are imposed. Processes are rigidlydefined and adherence to the form is stressed. Ritualisticceremonies abound. Collective management precludesassigning responsibility. Status quo über alles.

-2. Contemptuous Arrogance

Disregard for good software engineering institutionalized.Complete separation and division between softwaredevelopment activities and software process improvementactivities. Complete lack of a training program.

-3. Undermining SabotageWorried about looking good rather than being good. Consciousdiscrediting of peer organizations software processimprovement efforts. Rewarding failure and poor performance.

The Capability Im-Maturity Model

Finkelstein, "A Software Process Immaturity Model"

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What About Certification?What About Certification?

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SEI CMM AssessmentsSEI CMM Assessments

Full AssessmentFull Assessment– two weeks or longertwo weeks or longer– documentation intensivedocumentation intensive– when organization is between CMM levelswhen organization is between CMM levels

““Interim Profile” AssessmentInterim Profile” Assessment– gets the job done quicklygets the job done quickly– checklist basedchecklist based– quick snapshot of a CMM Level 1 organizationquick snapshot of a CMM Level 1 organization– between full assessmentsbetween full assessments

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Improvement PlansImprovement Plans

Based on the SEI CMM AssessmentBased on the SEI CMM Assessment– strengths, weaknesses, recommendationsstrengths, weaknesses, recommendations

Aimed at improving Project ManagementAimed at improving Project Management– process, techniques, toolsprocess, techniques, tools

Aimed at improving Process ManagementAimed at improving Process Management– process, techniques, toolsprocess, techniques, tools

Not a part-time effortNot a part-time effort– Project Management Office (PMO)Project Management Office (PMO)

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Typical Recommendations from Typical Recommendations from SEI CMM Assessments for SEI CMM Assessments for

a Level 1 Organizationa Level 1 Organization

Develop a Process Improvement Plan, based on the Develop a Process Improvement Plan, based on the findings of the SEI CMM Assessment, aimed at findings of the SEI CMM Assessment, aimed at reaching Level 2 of the SEI CMM.reaching Level 2 of the SEI CMM.

Make the Process Improvement Plan a strategic Make the Process Improvement Plan a strategic initiative.initiative.

Create policies, as required by the SEI CMM, to Create policies, as required by the SEI CMM, to confirm support for the Process Improvement confirm support for the Process Improvement initiative.initiative.

Implement a global Project Management Office Implement a global Project Management Office (PMO) and establish a Software Process (PMO) and establish a Software Process Engineering Group (SEPG) within the PMO.Engineering Group (SEPG) within the PMO.

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Typical Recommendations from Typical Recommendations from SEI CMM Assessments for SEI CMM Assessments for

a Level 1 Organizationa Level 1 Organization

Task the SEPG with the rollout of a common Project Task the SEPG with the rollout of a common Project Management Process for the organization.Management Process for the organization.

Acquire Enterprise Project Management and Acquire Enterprise Project Management and Enterprise Resource Management tools to support Enterprise Resource Management tools to support Project Planning and Project Tracking and Oversight Project Planning and Project Tracking and Oversight activities.activities.

Staff a Quality Assurance function and a Software Staff a Quality Assurance function and a Software Configuration Management function.Configuration Management function.

Implement methods, techniques and tools to support Implement methods, techniques and tools to support Software Quality Assurance and Software Software Quality Assurance and Software Configuration Management.Configuration Management.

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Typical Recommendations from Typical Recommendations from SEI CMM Assessments for SEI CMM Assessments for

a Level 1 Organizationa Level 1 Organization

Implement individual certification programs for Project Implement individual certification programs for Project Managers and Quality Assurance staff. Managers and Quality Assurance staff.

Implement policies and procedures for Subcontract Implement policies and procedures for Subcontract Management.Management.

Capture and support high-value processes for the Capture and support high-value processes for the organization (such as the SAP Implementation organization (such as the SAP Implementation Process).Process).

Implement a Skills Assessment system to drive the Implement a Skills Assessment system to drive the training and resource allocation functions.training and resource allocation functions.

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Typical Recommendations from Typical Recommendations from SEI CMM Assessments for SEI CMM Assessments for

a Level 1 Organizationa Level 1 Organization

Strive for certified Project Managers to lead all Strive for certified Project Managers to lead all projects.projects.

Document the new way of doing business, Document the new way of doing business, explain it to the customers and obtain their explain it to the customers and obtain their concurrence.concurrence.

Benchmark internally on a periodic basis and Benchmark internally on a periodic basis and benchmark best internal process externally.benchmark best internal process externally.

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Application Development PracticesApplication Development Practices

"Software Capability Evaluations (based on "Software Capability Evaluations (based on SEI's Capability Maturity Model) will be used SEI's Capability Maturity Model) will be used to qualify all IT contractors on U.S. Federal to qualify all IT contractors on U.S. Federal Government projects by year end 2001 (0.8 Government projects by year end 2001 (0.8 Probability); however, widespread year 2000 Probability); however, widespread year 2000 damage will push regulated AD into the damage will push regulated AD into the privateprivate sectorsector, starting with applications that have , starting with applications that have public healthpublic health and and safetysafety implications."implications."

Gartner Group (11/16/98)

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So What?So What?

SEI CMM Level 1 Organizations will not be SEI CMM Level 1 Organizations will not be able to survive for very much longerable to survive for very much longer

Heroes leave (more rapidly now)Heroes leave (more rapidly now) Outside Service Providers are racing up the Outside Service Providers are racing up the

SEI CMM ladderSEI CMM ladder Can’t do business with the Government if not Can’t do business with the Government if not

at SEI CMM Level 3at SEI CMM Level 3

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The Sarbanes-Oxley ActThe Sarbanes-Oxley Act

During the past two years, a series of accounting and During the past two years, a series of accounting and management scandals within major companies undermined management scandals within major companies undermined investor confidence in corporations and others serving the investor confidence in corporations and others serving the capital markets. In response to the crisis, the U.S. capital markets. In response to the crisis, the U.S. Congress passed legislation, the Sarbanes-Oxley Act of Congress passed legislation, the Sarbanes-Oxley Act of 2002, that establishes many new requirements, including: 2002, that establishes many new requirements, including:

1. Composition/Responsibilities of Audit Committees 1. Composition/Responsibilities of Audit Committees

2. Adoption of Code of Ethics by Sr. Management2. Adoption of Code of Ethics by Sr. Management

3. Increased Financial Disclosures3. Increased Financial Disclosures

4. Audit Partner Rotation4. Audit Partner Rotation

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Enter PMI and QAIEnter PMI and QAI

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Some Background InformationSome Background Information

PMI began in 1969 with 5 members and now has PMI began in 1969 with 5 members and now has more than 150,000more than 150,000

Represented in over 125 countriesRepresented in over 125 countries

PMP Certification program established in 1984PMP Certification program established in 1984

Almost 100,000 PMPs as of recent countAlmost 100,000 PMPs as of recent count

PMBOK Guide now an American National StandardPMBOK Guide now an American National Standard

PMI Certification Program Department is ISO 9000 PMI Certification Program Department is ISO 9000 approvedapproved

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The PMBOK GuideThe PMBOK Guide

Core to the PMP Certification ProcessCore to the PMP Certification ProcessCurrent edition published in 2002Current edition published in 2002Focuses on 5 Process Groups Focuses on 5 Process Groups Process Groups govern 9 Knowledge AreasProcess Groups govern 9 Knowledge AreasProject Management a la PMIProject Management a la PMINew 2004 version to be officially adopted New 2004 version to be officially adopted

as of October 2005 as of October 2005

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Initiating Processes - Initiating Processes - Recognizing that a project or Recognizing that a project or phase should begin and committing to do so. phase should begin and committing to do so.

Planning ProcessesPlanning Processes - Devising and maintaining a - Devising and maintaining a workable scheme to accomplish the business need that workable scheme to accomplish the business need that the project was undertaken to address. the project was undertaken to address.

Executing Processes - Executing Processes - Coordinating people and other Coordinating people and other resources to carry out the plan. resources to carry out the plan.

Controlling Processes -Controlling Processes - Ensuring that project objectives Ensuring that project objectives are met by monitoring and measuring progress and taking are met by monitoring and measuring progress and taking corrective action when necessary. corrective action when necessary.

Closing ProcessesClosing Processes - Formalizing acceptance of the - Formalizing acceptance of the project or phase and bringing it to an orderly end.project or phase and bringing it to an orderly end.

PROJECT MANAGEMENT PROCESS GROUPSPROJECT MANAGEMENT PROCESS GROUPS

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Links Among the Process Groups in a Links Among the Process Groups in a Project PhaseProject Phase

InitiatingProcesses

Planning Processes

Controlling Processes

Executing Processes

ClosingProcesses

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Project Management Knowledge AreasProject Management Knowledge Areas

Project Integration ManagementProject Integration Management Project Scope ManagementProject Scope Management Project Time ManagementProject Time Management Project Cost ManagementProject Cost Management Project Quality ManagementProject Quality Management Project Human Resource ManagementProject Human Resource Management Project Communication ManagementProject Communication Management Project Risk ManagementProject Risk Management Project Procurement ManagementProject Procurement Management

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Another Assessment NeededAnother Assessment Needed

Project Management and PMI….Project Management and PMI….– http://www.pmi.orghttp://www.pmi.org

Assess Project Managers’ SkillsAssess Project Managers’ Skills– ““it’s not your daddy’s PM anymore”it’s not your daddy’s PM anymore”

Bring everyone to the same levelBring everyone to the same level– huge resistance to change!huge resistance to change!– love to hate accountability love to hate accountability

PMP Certification not an optionPMP Certification not an option– Project Management is “almost” a professionProject Management is “almost” a profession

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Another Assessment NeededAnother Assessment Needed

Programs available to make it happenPrograms available to make it happen– Extensive and a bit painful...Extensive and a bit painful...

Ditto for IT Managers…Ditto for IT Managers…– Pioneers are a thing of the pastPioneers are a thing of the past– ““Unconscious Incompetence”Unconscious Incompetence”– Love to reinvent all known wheelsLove to reinvent all known wheels

Ditto for Quality Assurance SpecialistsDitto for Quality Assurance Specialists– http://www.qaiusa.com/http://www.qaiusa.com/

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The Quality Assurance InstituteThe Quality Assurance Institute

Based in Orlando, FloridaBased in Orlando, Florida Promotes quality in software development and Promotes quality in software development and

support activitiessupport activities Provides quality related training coursesProvides quality related training courses Offers Certified Quality Analyst (CQA) and Offers Certified Quality Analyst (CQA) and

Certified Software Testing Engineer (CSTE) Certified Software Testing Engineer (CSTE) programsprograms

Certification programs available through the local Certification programs available through the local Society for Software Quality (SSQ)Society for Software Quality (SSQ)

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An Enterprise Project Management Maturity Model

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OPM3OPM3

PMI’s answer to the plethora of Project PMI’s answer to the plethora of Project Management Maturity Models is OPM3 Management Maturity Models is OPM3 – Organizational Project Management Maturity ModelOrganizational Project Management Maturity Model– Comprised of three general elementsComprised of three general elements

Knowledge – content of the standard Assessment – method for comparison with the

standard Improvement – setting the stage for

organizational changes

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Organizational Project Management Organizational Project Management Processes – the DomainsProcesses – the Domains

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OPM3 Stages of MaturityOPM3 Stages of Maturity

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Where’s the Bang for the Buck?Where’s the Bang for the Buck?

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Observed SEI CMM BenefitsObserved SEI CMM Benefits

Estimated impact for 200,000 LOC Software Project(from Sematech publication ‘Communique”)

Maturity Level

Calendar Months

Person Months

Defects Found

Defects Shipped

Total Cost

1 29.8 593.5 1348 61 $ 5,440,000

2 18.5 143 328 12 $1,311,000

3 15.2 79.5 182 7 $728,000

4 12.5 42.8 97 5 $392,000

5 9.0 16 37 1 $146,000

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Project Management Certification –Project Management Certification –BenefitsBenefits

Consistent Project Management approach within the Consistent Project Management approach within the organization and improved interface mechanisms with all organization and improved interface mechanisms with all customerscustomers

Certification requires continuing education in the Project Certification requires continuing education in the Project Management field, which leads to more effective Project Management field, which leads to more effective Project Managers over timeManagers over time

Project Management Certification thoroughly supports the Project Management Certification thoroughly supports the findings and recommendations of most benchmarking effortsfindings and recommendations of most benchmarking efforts

Combination of Project and Process Management has the Combination of Project and Process Management has the potential of reducing project development costs by potential of reducing project development costs by 30%30% a a year (Gartner Group)year (Gartner Group)

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Project Management Certification –Project Management Certification –Is It Worth It?Is It Worth It?

By 2004, By 2004, 70%70% of successful projects will have certified project of successful projects will have certified project managers, while managers, while 90%90% of failed projects will not of failed projects will not(0.7 probability).(0.7 probability).

By 2002, employees with Project Management Professional By 2002, employees with Project Management Professional (PMP) certification will receive salaries (PMP) certification will receive salaries 20%20% higher than those of higher than those of project managers without PMP certificationproject managers without PMP certification(0.7 probability).(0.7 probability).

By 2002, leading-edge project management outsource vendors By 2002, leading-edge project management outsource vendors will have at least will have at least one out of fiveone out of five contracted staff team members contracted staff team members who are PMP-certifiedwho are PMP-certified(0.7 probability).(0.7 probability).

Gartner Group - November 16, 1999

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How Can We Do Things Right...How Can We Do Things Right... And Fast? And Fast?

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Where Do the Slick Tools Fit? Where Do the Slick Tools Fit?

Depends on the outcome of the assessment of Depends on the outcome of the assessment of the organizationthe organization

Depends on the outcome of the assessment of Depends on the outcome of the assessment of the individualsthe individuals

No tools until the knowledge is thereNo tools until the knowledge is there– ““A fool with a tool is still a fool”A fool with a tool is still a fool”

No tools without the right support in placeNo tools without the right support in place– TrainingTraining– Process Management Function (PMO)Process Management Function (PMO)

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The Need For Process Management The Need For Process Management And Project Management ToolsAnd Project Management Tools

Process Management too complex to implement Process Management too complex to implement without effective toolswithout effective tools

Process Management and Project Management Process Management and Project Management tools must be integratedtools must be integrated

Tools must be able to produce reliable measures Tools must be able to produce reliable measures for Process and Project Managementfor Process and Project Management

Process Management tools are now industrial Process Management tools are now industrial strengthstrength

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Define the Define the ProcessProcess

Define the Define the ProcessProcess

Control the Control the ProjectProject

Control the Control the ProjectProject

Plan the Plan the ProjectProject

Plan the Plan the ProjectProject

Do the Do the ActivityActivity

Do the Do the ActivityActivity

Improve the Improve the ProcessProcess

Improve the Improve the ProcessProcess

Process And Project ManagementProcess And Project Management

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The New Shape of ProcessesThe New Shape of Processes

From This...From This...

Process LibraryProcess Manager

DeveloperProject Manager

Workflow Model

Work/Activity Model

TechniquesTools

Roles

Deliverables/ProductsMetrics

To This...To This...

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A Word about ToolsA Word about Tools

Many to choose from!Many to choose from! Start small and grow as the organization Start small and grow as the organization

maturesmatures Master the use of MS Project for schedulingMaster the use of MS Project for scheduling Purchase Web-based team collaboration tools Purchase Web-based team collaboration tools

to support CMM Level 2 processesto support CMM Level 2 processes Implement more mature tools to support CMM Implement more mature tools to support CMM

Level 3 processesLevel 3 processes

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A Word about ToolsA Word about Tools

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A Word about ToolsA Word about Tools

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A Word about ToolsA Word about Tools

Project Information

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A Word about ToolsA Word about Tools

Project Information

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A Word about ToolsA Word about Tools

Project Information

Project Management Template

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Project Information

PMO Implementation Template

A Word about ToolsA Word about Tools

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Work Breakdown StructureWork Breakdown Structure

Step(s)

Task(s)

Produces major end products for major end of stage assessment

Well-defined chunk of activity which can be planned in detail (2-3 months)

Development milestone where performance against plan can be assessed

Produces major deliverables (component parts of stage end products)

Lowest level of work defined (<10 days) Provides basis for estimating effort, allocating

resources, and controlling progress Produces minor deliverables

Stage(s)

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Work Breakdown StructureStage

StepTasks

ScopeQualityProcurementCommunicationHuman ResourcesTimeCostRisk

Plan Manage

Project Plans

Project Integration ManagementProject Integration Management

Planning and Managing at the Task LevelPlanning and Managing at the Task Level

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Enterprise Project ManagementEnterprise Project Management

Leading EPM Software Tools:Leading EPM Software Tools:– Artemis (Artemis (www.artemisintl.comwww.artemisintl.com))– Changepoint (Changepoint (www.changepoint.comwww.changepoint.com))– Evolve (Evolve (www.evolve.comwww.evolve.com))– Kintana (Kintana (www.kintana.comwww.kintana.com))– Niku (Niku (www.niku.comwww.niku.com))– Pacific Edge (Pacific Edge (www.pacificedge.comwww.pacificedge.com))– Planview (Planview (www.planview.comwww.planview.com))– Primavera (Primavera (www.primavera.comwww.primavera.com))– Prosight (Prosight (www.prosight.comwww.prosight.com))– Systemcorp (Systemcorp (www.systemcorp.comwww.systemcorp.com))

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How Do We Manage This Whole How Do We Manage This Whole Thing?Thing?

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What’s a Project Office?What’s a Project Office?

A Project Office is a company’s source A Project Office is a company’s source of project management expertise and of project management expertise and serves as the guardian of project serves as the guardian of project management standards, a central point management standards, a central point for process and project management for process and project management tools, best practice reuse and process tools, best practice reuse and process librarylibrary

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Evolution of the Project OfficeEvolution of the Project Office

Early 30s: Empire State Building sets record for large Early 30s: Empire State Building sets record for large construction using “fast tracking” and centralized project construction using “fast tracking” and centralized project control office.control office.

Late 50s: Military “System Program Offices” established to Late 50s: Military “System Program Offices” established to support major program/project managers. Polaris support major program/project managers. Polaris Submarine…Submarine…

Early 60s: Advent of computerized project scheduling Early 60s: Advent of computerized project scheduling techniques leads to Project Offices staffed with programmers.techniques leads to Project Offices staffed with programmers.

Mid 70s: User-oriented/controlled project management Mid 70s: User-oriented/controlled project management software leads to Project Offices staffed with systems software leads to Project Offices staffed with systems engineers to run mainframe PM software. Artemis support...engineers to run mainframe PM software. Artemis support...

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Evolution of the Project OfficeEvolution of the Project Office

Early 80s: Development of user-friendly, sophisticated Early 80s: Development of user-friendly, sophisticated scheduling software creates interest in project management scheduling software creates interest in project management and leads to the demise of the Project Office concept. “Let the and leads to the demise of the Project Office concept. “Let the technical managers do the project management.” Harvard technical managers do the project management.” Harvard Project Manager...Project Manager...

Early 80s thru early 90s: Proliferation of scheduling software Early 80s thru early 90s: Proliferation of scheduling software with the expectation that technical or administrative team with the expectation that technical or administrative team members would use it.members would use it.

Early to mid 90s: Recognition that projects need professional Early to mid 90s: Recognition that projects need professional project managers, supported by other specialists. Project project managers, supported by other specialists. Project management training emphasized. Awareness of the need for management training emphasized. Awareness of the need for Project Office resurfaces.Project Office resurfaces.

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Evolution of the Project OfficeEvolution of the Project Office

Mid 90s to the present: Emergence of Enterprise Project Mid 90s to the present: Emergence of Enterprise Project Management, where the Project Office plays a crucial role. Management, where the Project Office plays a crucial role. Realization that enterprise-wide projects require broader Realization that enterprise-wide projects require broader definition of the Project Office role and leadership. The definition of the Project Office role and leadership. The Project Management Institute experiences exponential Project Management Institute experiences exponential growth.growth.

The Future: Project Offices will grow in size, reflecting The Future: Project Offices will grow in size, reflecting increased organizational commitment to conducting work increased organizational commitment to conducting work through project management. Evolution of the Project through project management. Evolution of the Project Office to equivalent functional department status. Project Office to equivalent functional department status. Project Management Certification will no longer be an option.Management Certification will no longer be an option.

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Why Do We Need a Project Office?Why Do We Need a Project Office?

“ “Through 2004 and beyond, Information Through 2004 and beyond, Information Services organizations that establish Services organizations that establish enterprise standards for project management, enterprise standards for project management, including a Project Office with suitable including a Project Office with suitable governance, will experience half the major governance, will experience half the major project cost overruns, delays and cancellations project cost overruns, delays and cancellations of those that do not.” of those that do not.”

Gartner Group, 1999Gartner Group, 1999

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What Does a Project Office Do?What Does a Project Office Do?

Ensures executive sponsorship, leadership, and Ensures executive sponsorship, leadership, and continued involvementcontinued involvement

Selects the “right” project office modelSelects the “right” project office model Selects the “right” team structure, roles, and Selects the “right” team structure, roles, and

responsibilitiesresponsibilities Supports training requirements and activitiesSupports training requirements and activities Establishes executive-level, top-down planning Establishes executive-level, top-down planning

techniques that align financial objectives to projects techniques that align financial objectives to projects from a project portfolio perspectivefrom a project portfolio perspective

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What does a Project Office What does a Project Office reallyreally do? do?

A Project Office establishes a set of stable, A Project Office establishes a set of stable, predictable, repeatable, reusable, and reliable predictable, repeatable, reusable, and reliable management techniques and processesmanagement techniques and processes– planningplanning- standardize estimating techniques, - standardize estimating techniques,

prioritization techniques, and project management prioritization techniques, and project management processes for small, medium, and large projects, etc. processes for small, medium, and large projects, etc. aligned with PMI’s PMBOKaligned with PMI’s PMBOK

– controlscontrols - establish change management standards, - establish change management standards, project measurements, and metrics, etc.project measurements, and metrics, etc.

– communicationcommunication - develop a library for processes, - develop a library for processes, templates, project files, etc. aligned with the SEI CMMtemplates, project files, etc. aligned with the SEI CMM

– toolstools - project planning, scheduling and management, - project planning, scheduling and management, project data repository, JAD, etc. project data repository, JAD, etc.

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What is Joint Application What is Joint Application Development (JAD)?Development (JAD)?

JAD is a structured meeting, conducted by a JAD is a structured meeting, conducted by a neutral facilitator, designed to extract high-neutral facilitator, designed to extract high-quality information from the meeting quality information from the meeting participants, using a compressed time frame participants, using a compressed time frame and a workshop environment to enhance the and a workshop environment to enhance the process.process.

JAD strongly complements, but does not JAD strongly complements, but does not replace, analytical methodologies.replace, analytical methodologies.

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Strategic Business Planning

Business Process

Reengineering

Strategic I.T. Planning

Project Scope Definition

Process and Data Modeling

Structured Walkthroughs

Acceptance Testing

I.T. Project Portfolios

The Power of JAD in Lifecycle The Power of JAD in Lifecycle ManagementManagement

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Lessons LearnedBenefits of JAD

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Project Office ModelsProject Office Models

Repository Model - Model 1Repository Model - Model 1– source of information on project methodology source of information on project methodology

and standardsand standards Repository-Coach Model - Model 2Repository-Coach Model - Model 2

– coordinates sharing of best practices across coordinates sharing of best practices across business functionsbusiness functions

Repository-Coach-Manager Model - Model 3Repository-Coach-Manager Model - Model 3– direct management of projects and project direct management of projects and project

managersmanagers

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Drill Down Capability

ExecutiveManagement Project Portfolio

Database

ProcessLibrary

ResourcePool

ContractorDatabase

Business Units

PPM Tools

Training

PPM OperationsGuide

PROJECTOFFICE

• Program Status• Program Forecasting• Schedule Performance• Project Funding• Resource Analysis and Allocation• Projects Disposition• Issues/Resolutions• Overtime Reporting• Cost Overrun• Business Function/ Program Evaluation

• Contract Analysis• Program Exception Analysis• Budget Analysis• Problem Analysis

StandardReporting

Requirements

PolicyVisionStrategyBusiness TrendsDirection

Projects

Status

Approvals/Adjustments/StatusBudget ProposalsBusiness CasesProject Justification

Project Office OverviewProject Office Overview

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Project Office MissionProject Office Mission

Processes, Standards and MethodologiesProcesses, Standards and Methodologies Process and Project Management Tools Process and Project Management Tools

Project SupportProject Support– Planning, Scheduling, Risk ManagementPlanning, Scheduling, Risk Management

Consulting and MentoringConsulting and Mentoring Facilitated WorkshopsFacilitated Workshops TrainingTraining

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Project Office MissionProject Office Mission

Software Quality AssuranceSoftware Quality Assurance Software Configuration ManagementSoftware Configuration Management Certified Project ManagersCertified Project Managers Subcontract Management Subcontract Management BenchmarkingBenchmarking Strategic Planning Strategic Planning Project Portfolio ManagementProject Portfolio Management

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Staffing the Project OfficeStaffing the Project Office PMO should report to the CIO and later to the CEOPMO should report to the CIO and later to the CEO One to three percent of development staffOne to three percent of development staff The right skills neededThe right skills needed

– Application development and support experience– Certified Process and Project Management professionals– Knowledge of Strategic Planning– Trained JAD facilitators– Knowledge of the SEI CMM and CMM assessments– Knowledge of Process and Project Management tools– QA and Configuration Management experience

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Staffing the Project OfficeStaffing the Project Office

Project Office Director Project Managers Project Mentors Project Controllers Project Planners Methodology Experts Estimators Librarian/Documentation

Specialist

Administrative Support Coordinator

Communications Coordinator

Issue Resolution and Change Control Coordinator

Risk Management Coordinator

PM Software Guru

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Project Office CSFsProject Office CSFs

Unwavering Management SupportUnwavering Management Support Motivated, Enthusiastic and Motivated, Enthusiastic and

Knowledgeable Project Office StaffKnowledgeable Project Office Staff Availability of External Skills, Knowledge, Availability of External Skills, Knowledge,

Processes and ToolsProcesses and Tools Effective Change Management Strategy Effective Change Management Strategy Project Office Implementation Managed at Project Office Implementation Managed at

least at SEI CMM Level 2 least at SEI CMM Level 2

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Developing a PMO implementation planDeveloping a PMO implementation plan

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An Implementation ApproachAn Implementation Approach

Project Initiation and Planning Project Initiation and Planning Project Office Establishment Project Office Establishment Project Office Infrastructure Project Office Infrastructure Organization-Wide Standards Development Organization-Wide Standards Development Rollout and Training Preparation Rollout and Training Preparation Breakthrough StageBreakthrough Stage Operations StageOperations Stage Project ClosureProject Closure

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Project Initiation and Planning StageProject Initiation and Planning StageMajor DeliverablesMajor Deliverables

Project Charter and ObjectivesProject Charter and Objectives Project OrganizationProject Organization Project ScopeProject Scope Project PlanProject Plan Project Standards and Control ProceduresProject Standards and Control Procedures Business Case Business Case Project BudgetProject Budget

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Project Office Establishment Stage Project Office Establishment Stage Major DeliverablesMajor Deliverables

Project Office Communication PlanProject Office Communication Plan Project Office Documentation PlanProject Office Documentation Plan Project Office Facilities PlanProject Office Facilities Plan Project Office Organization StructureProject Office Organization Structure Project Office Staffing PlanProject Office Staffing Plan Project Office BudgetProject Office Budget

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Project Office Infrastructure StageProject Office Infrastructure StageMajor DeliverablesMajor Deliverables

Project Office Guidebook:Project Office Guidebook:– Software and Hardware ProceduresSoftware and Hardware Procedures– Security and Budget Control ProceduresSecurity and Budget Control Procedures– Communication and Staffing ProceduresCommunication and Staffing Procedures– Measurement and Exception Management ProceduresMeasurement and Exception Management Procedures– Operational Management ProceduresOperational Management Procedures– Projects Meeting and Reporting GuidelinesProjects Meeting and Reporting Guidelines– Projects Baselining ProceduresProjects Baselining Procedures– Standard Projects Justification CriteriaStandard Projects Justification Criteria– Projects Resource Allocation ProceduresProjects Resource Allocation Procedures– Project Office Interface StructureProject Office Interface Structure

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Organization-Wide Standards Organization-Wide Standards Development StageDevelopment Stage

Major DeliverablesMajor Deliverables

SEI CMM Level 2 Compliant Practices for: SEI CMM Level 2 Compliant Practices for: – Requirements ManagementRequirements Management– Project PlanningProject Planning– Software Project Tracking and OversightSoftware Project Tracking and Oversight– Software Subcontract ManagementSoftware Subcontract Management– Software Quality AssuranceSoftware Quality Assurance– Software Configuration ManagementSoftware Configuration Management

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Technical Tasks

Stage 1

Technical Tasks

Stage 2

Technical Tasks

Stage 3

Technical Tasks

Stage 4

Post-MortemReview

PM ProcessDiscipline-Specific Template(Web Dev., CSOO, Support, etc.)

Business Controls(Management)

Quality Controls(Technical)

- Product Quality- Technical Standards

- Resources- Schedule- Cost

T e c h n i q u e s

T o o l s

Project ManagementBusiness and Quality Controls

Stage 1, 2, 3, 4…(for example: Initiation, Development,Implementation, Closure)

= Compulsory End-Stage Assessment Meeting

= Quality Review Meetings (Scheduled as needed by Project Type, Activity Type, Deliverable Type

= Compulsory Quality Review Meeting

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Rollout and Training Preparation StageRollout and Training Preparation StageMajor DeliverablesMajor Deliverables

Rollout Approach:Rollout Approach:– Rollout Scope DocumentRollout Scope Document

Objectives Risks and Constraints List of Breakthrough Projects

Rollout IncrementsRollout Increments– Training StrategyTraining Strategy– Change Resistance StrategyChange Resistance Strategy

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Breakthrough StageBreakthrough StageMajor DeliverablesMajor Deliverables

Breakthrough Projects Managed at SEI CMM Breakthrough Projects Managed at SEI CMM Level 2Level 2

Project Office Support to Breakthrough Project Office Support to Breakthrough ProjectsProjects

Project Office Reports Based on Breakthrough Project Office Reports Based on Breakthrough Projects PerformanceProjects Performance

Breakthrough Projects Feedback and Process Breakthrough Projects Feedback and Process ImprovementsImprovements

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Operations StageOperations StageMajor DeliverablesMajor Deliverables

Process for Projects Assessment and Process for Projects Assessment and PrioritizationPrioritization– Ongoing ProjectsOngoing Projects– New ProjectsNew Projects

Project Office Reporting on ProjectsProject Office Reporting on Projects– Cost AnalysisCost Analysis– Time AnalysisTime Analysis– Performance AnalysisPerformance Analysis

Assessment of Project Office ActivitiesAssessment of Project Office Activities

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Project ClosureProject ClosureMajor DeliverablesMajor Deliverables

Maintenance Guide for Project Office Maintenance Guide for Project Office ActivitiesActivities

Action Plans for Remaining Open ItemsAction Plans for Remaining Open Items Project Performance MeasuresProject Performance Measures Lessons LearnedLessons Learned Process Improvement ReportProcess Improvement Report Project Closure MeetingProject Closure Meeting Celebration of Success!Celebration of Success!

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The PMO Lifecycle LoopThe PMO Lifecycle Loop

Strategic Business Planning

Business Process

Reengineering

Strategic IT

Planning

Project Portfolio

ManagementProjects

Project Management

Office

Maturity Models

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PMO of the Future?

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The Need for an Advanced PMO ModelThe Need for an Advanced PMO Model(for Effective Project Portfolio Management)(for Effective Project Portfolio Management)

Traditional PMO

Traditional PMO Next Generation PMOFocus mostly on tactical issues Focus on strategic and cultural issues

Science of project management Art and craft of project management

Emphasis on monitoring and control Emphasis on collaboration

Tools as a “map” Tools as a “compass”

Internal process focused Focus on end products and customers

“Heavy” methods and practices “Agile” methods and practices

Based on rules Based on guiding principles

Defined, repeatable, optimized practices Adaptive and innovative practices

Focus on efficiency Focus on effectiveness and innovation

Process leadership Thought leadership

Heavy management and governance Balanced management, governance and leadership

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Lessons LearnedLessons Learned

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Lessons LearnedLessons LearnedManagement SupportManagement Support

PMO Manager needs to secure many allies in the organizationPMO Manager needs to secure many allies in the organization PMO Manager must establish credibility as a professionalPMO Manager must establish credibility as a professional Need Management awareness, knowledge and understanding of Need Management awareness, knowledge and understanding of

issuesissues– Presentations on modern Project Management approachesPresentations on modern Project Management approaches– Certification at all levels of the organization, not just Project Certification at all levels of the organization, not just Project

ManagersManagers PMO Manager should spend 90% of his/her time soothing irritations PMO Manager should spend 90% of his/her time soothing irritations

and communicating! and communicating! Gain customer support for the PMOGain customer support for the PMO Fastest growth in law suits tied to poorly constructed and delivered Fastest growth in law suits tied to poorly constructed and delivered

softwaresoftware Strive for Project Portfolio Management Strive for Project Portfolio Management

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Lessons LearnedLessons LearnedManagement SupportManagement Support

The PMO must be an overhead functionThe PMO must be an overhead function– Cannot inflict “pain” and charge for it!Cannot inflict “pain” and charge for it!

Beware of reorganizations and loss of supportBeware of reorganizations and loss of support– If we don’t get rid of accounting, why do we get If we don’t get rid of accounting, why do we get

rid of the PMO?rid of the PMO? Don’t threaten executives with pending disaster or Don’t threaten executives with pending disaster or

righteous statementsrighteous statements Use the “Control Tower” analogy to explain the mission Use the “Control Tower” analogy to explain the mission

of the PMOof the PMO This is still PM 101 and a management responsibility This is still PM 101 and a management responsibility

that must be addressed by senior managementthat must be addressed by senior management

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Lessons LearnedLessons LearnedManage ExpectationsManage Expectations

Need overall strategic plan for implementing and growing Need overall strategic plan for implementing and growing the PMO the PMO – Can’t do it all in one iterationCan’t do it all in one iteration

Need to realize that the PMO evolution is a journey with Need to realize that the PMO evolution is a journey with manageable phasesmanageable phases– Each phase needs to deliver specific resultsEach phase needs to deliver specific results

Develop a clear Charter and Statement of Work for the Develop a clear Charter and Statement of Work for the PMOPMO

Develop a sound Business Case and positive ROIDevelop a sound Business Case and positive ROI Provide clear answers to the question of “What’s in it for Provide clear answers to the question of “What’s in it for

me?” (WIIFM) for all levels of the organizationme?” (WIIFM) for all levels of the organization The PMO is the “enabler” but senior management has to The PMO is the “enabler” but senior management has to

be the “driver”be the “driver”

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Lessons LearnedLessons LearnedStandard ProcessStandard Process

Develop a common Project Management process Develop a common Project Management process firstfirst

Impossible to adequately report project information Impossible to adequately report project information without a common processwithout a common process– Standard number of stages/phasesStandard number of stages/phases– Standard terminology for all stages/phases, major Standard terminology for all stages/phases, major

Project Management deliverablesProject Management deliverables

Management “dashboards” not very effective if Management “dashboards” not very effective if different project management processes are used different project management processes are used by different project managersby different project managers

Do not reinvent any “wheels”Do not reinvent any “wheels”

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Lessons LearnedLessons LearnedPMO SkillsPMO Skills

Need the right skills immediately!Need the right skills immediately! It takes too long to grow internal resources, It takes too long to grow internal resources,

if not already skilledif not already skilled PMO Manager should have experience in PMO Manager should have experience in

establishing and managing PMOs establishing and managing PMOs PMO Manager can hire consultants, but PMO Manager can hire consultants, but

should manage them effectivelyshould manage them effectively A balanced mix of new hires, internal A balanced mix of new hires, internal

resources and external consultants may be resources and external consultants may be acceptableacceptable

Quick hits and credibility require Quick hits and credibility require experienced resourcesexperienced resources

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Lessons LearnedLessons LearnedWhich SkillsWhich Skills

Strategic PlanningStrategic Planning Process Management (SEI Process Management (SEI

CMM)CMM) Project Management (PMBOK)Project Management (PMBOK) JAD FacilitationJAD Facilitation Quality Assurance (QAI)Quality Assurance (QAI) Configuration ManagementConfiguration Management Team ManagementTeam Management Software DevelopmentSoftware Development Project/Process Management Project/Process Management

ToolsTools CertificationsCertifications

People skills and the “right” personality are of fundamental importance

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Lessons LearnedLessons LearnedPMO Quick HitsPMO Quick Hits

Rescue visible projects that are in troubleRescue visible projects that are in trouble Work with those Project Managers who really care Work with those Project Managers who really care

about improving the situationabout improving the situation Use JAD Facilitation techniques Use JAD Facilitation techniques

– to compress the development lifecycleto compress the development lifecycle– to standardize process and deliverables across to standardize process and deliverables across

projectsprojects Help Project Managers produce time-consuming Help Project Managers produce time-consuming

project management deliverablesproject management deliverables

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Lessons LearnedLessons LearnedConsult EffectivelyConsult Effectively

Ineffective “consultants” will do more harm than goodIneffective “consultants” will do more harm than good– Credibility is constantly at stake Credibility is constantly at stake – Resistance to change will be rampantResistance to change will be rampant

Help Project Managers and project staffHelp Project Managers and project staff– Project Planning, Risk Management, etc.Project Planning, Risk Management, etc.

Use JAD Facilitation techniquesUse JAD Facilitation techniques– Project Planning, Scope Definition, Risk Management, Project Planning, Scope Definition, Risk Management,

etc.etc. JAD sessions promote the use of common JAD sessions promote the use of common

techniques and methods, through an impartial techniques and methods, through an impartial facilitatorfacilitator

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Lessons LearnedLessons LearnedKiss Principle!!!Kiss Principle!!!

Grow with a carefully planned and phased approachGrow with a carefully planned and phased approach Start with simple processes and simple toolsStart with simple processes and simple tools

– ““A fool with a tool is still a fool!”A fool with a tool is still a fool!” Start with simple project reportingStart with simple project reporting Provide hands-on support to project teams and “grant” permission to Provide hands-on support to project teams and “grant” permission to

fail!fail! Gradually bring projects under the PMO umbrella Gradually bring projects under the PMO umbrella

– cannot support all projects at oncecannot support all projects at once The more complex the approach, the harder to manage its The more complex the approach, the harder to manage its

implementation and the harder to control costimplementation and the harder to control cost Far-reaching solutions will overwhelm project teams and PMO Far-reaching solutions will overwhelm project teams and PMO

staffstaff

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Lessons LearnedLessons LearnedAdequate PMO ResourcesAdequate PMO Resources

One to three percent of the organization’s project staffOne to three percent of the organization’s project staff No more than one PMO consultant for every five or six No more than one PMO consultant for every five or six

projectsprojects Implement rotation processImplement rotation process

– Bring the experienced “believers” into the PMO Bring the experienced “believers” into the PMO – Send PMO staff to the trenches and avoid “ivory tower” syndrome Send PMO staff to the trenches and avoid “ivory tower” syndrome

Cut back on PMO resources once processes have become Cut back on PMO resources once processes have become institutionalized and are the natural way of doing business institutionalized and are the natural way of doing business

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Lessons LearnedLessons LearnedOrganization Change ManagementOrganization Change Management

Develop plan for managing culture changeDevelop plan for managing culture change Work with those opinion leaders who are respected in the Work with those opinion leaders who are respected in the

organizationorganization– Especially if they don’t like disciplined approachesEspecially if they don’t like disciplined approaches

Communicate, communicate, communicate!Communicate, communicate, communicate!– Newsletters, Web site, Presentations, etc.Newsletters, Web site, Presentations, etc.

Provide feedback mechanismsProvide feedback mechanisms Modify internal reward systemsModify internal reward systems Find success stories from other companiesFind success stories from other companies Get vendor assistance to drive changeGet vendor assistance to drive change

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Lessons LearnedLessons LearnedPMO ProjectPMO Project

Manage PMO implementation project the same way future projects will be Manage PMO implementation project the same way future projects will be managedmanaged

Capture lessons learned at every corner!Capture lessons learned at every corner! Use an approach based on the PMI Knowledge Areas or on the CMM Level 2 Use an approach based on the PMI Knowledge Areas or on the CMM Level 2

Key PracticesKey Practices There are no “silver” bulletsThere are no “silver” bullets Beware of “lip service” as the PMO implementation evolvesBeware of “lip service” as the PMO implementation evolves Assess the importance of Process and Project Management in your industry Assess the importance of Process and Project Management in your industry

and organizationand organization Realize when there is not enough support and it’s time to pack it in and move Realize when there is not enough support and it’s time to pack it in and move

on...on...

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Optimize Process and Project Optimize Process and Project Management through the PMOManagement through the PMO

Walter A. Viali, CSQA, PMPWalter A. Viali, CSQA, PMP

[email protected] [email protected] 713-252-9722

Enterprise Project Management Enterprise Project Management