project management office (anna maria felici)

1

Introduzione alle tematiche del Project Office

Bolzano

mercoledi, 24 marzo 2010,

Dott AnnaMaria Felici PMP CMC

e-mail felici.annamaria@fastwebnet.it

2

Definizioni

3

� Project: A temporary endeavor undertaken to create a unique product, service or result.

� Program: A group of related projects managed in a coordinated way to obtain benefits not available when managing them individually.� Source: A Guide to the Project Management Body of

Knowledge (PMBOK® Guide), 3rd Ed 2004 © Project Management Institute, p 368

� Project: A complex effort, usually less than three years in duration, made up of interrelated tasks performed by various organizations, with a well-defined objective, schedule and budget.

� Program: A long-term undertaking that is usually made up of more than one project.� Source: Archibald, Russell D., Managing High-Technology

Programs and Projects, 3rd ed. 2003, John Wiley & Sons, p 24

Lo schema

settembre 2009 4

Modern project management

� Professional approach

�Focus on individual capabilities

�Project Manager Dual role � Technical expert

� Business leader

�Project Management� Oversight, Control and Support the Project

PMO

�They needs an Organizational entity asbusiness integrator to encompass�People

�Processes

�Tools

�That manage or influence project performances

PMO

�Help Project Managers and the relevantorganization to understand and applyprofessional practice of project Management and to adapt and integratebusiness interest into to project management environment with which isintegrated

� Gerard M Hill The complete Project Management Office Handbook

Sommario

1. Strategic Project Management

2. Operational Project Management

3. PPM

4. PMO8

Strategic Project Management

�Best organizations will integrate strategic management, project management, and operationsmanagement through project portfolio management

9

Strategic Project Management

�Portfolios link corporate strategy with project management

� ‘Portfolio steering group’ holds responsibility

�Must implement an integrated project portfolio management process

�Various types/categories of project portfolios

10

Project Categories/project Portfolios

�Combe and Githens (1999) identify three general types of project portfolios: �Value-Creating: Strategic or enterprise projects.

�Operational: Projects that make the organization more efficient and satisfy some fundamental functional work.

�Compliance: “Must-do” projects required to maintain regulatory compliance.

11

Total Life-Cycle Management

�Total life cycle management:�Including early conceptual & ‘after’ phases

�Portfolio PM links corporate strategy with conceptual life-cycle phase

�Include realization of project benefits as part of PM discipline

12

STRATEGIC PLANNING

MANAGEMENT OF OPERATIONS

MANAGEMENT BY PROJECTS

PROJECT

MANAGEMENT

PROCESSES

TOOLS METRICS

PROGRAM

MANAGEMENT

PORTFOLIO MANAGEMENT

ORGANIZATIONAL GOVERNANCE

ORGANIZATIONAL GOVERNANCE

Portfolio Management

� Il Portfolio IT è� un insieme di asset (hw,sw, persone, progetti, processi) � mappati in strategie di investimento (basate su tolleranza al

rischio e obiettivi di business) � secondo un mix ottimale (la percentuale o il range di

investimenti fatti in ciascuna area) � basato su assunti di performance future (aspettative di

crescita strategiche e tattiche dell’Organizzazione) � al fine di massimizzare il rapporto valore/rischio (assicurando

che gli investimenti IT selezionati abbiano come risultato il livello desiderato del valore per i costi ed i rischi coinvolti)

� per ottimizzare i ritorni organizzativi dati dagli investimenti IT

� META Group inc 2002

PM Systems, Tools and Practices

�PM software more specialized to fit project categories or types

�Web-enabled PM used by all; virtual teams

�Wireless everywhere

�PM software vendors will begin consolidation

16

PM Discipline and Individuals

�Best practice: Project and Operations management will be integrated through corporate-wide Project/OperationsPlanning and Control System 17

19

Kertzner – Project Management pp. 737

OPERATIONAL PROJECT MANAGEMENT

Operational Project Management

� All the processes described in the PMI PMBOK� All the specific practices, systems and methods to be

used for authorizing work packages, planning, and controlling projects and multi-project programs

� These operational responsibilities include –for each project and program within each project portfolio:� Select and assign project and program managers� Design/select/apply the best project life-cycle models for

each project category� Select & implement the specific project planning, scheduling,

executing, and controlling methods and software tools to be used.

21

Strategic management

22

PPM

�Project portfolio management is fundamentally the integration of �the strategic project management processes and

�responsibilities with the well known operational PM processes and responsibilities.

�PPM provides the bridge between strategic and operational project management

23

PMO

The arm of Senior Management to help them to meet their strategic goals byproviding them with a single point of knowledge

24

PMO

�VALUE PREPOSITION: The set of qualities of a good or service that allowsit to fulfil the customer's needs and desires, as opposed to simply benefitingthe seller

�MISSION STATEMENT: is a formalshort written statement of the purposeof a company or organization.

Project Management Office

� The spectrum of possible Project Management Office services is very broad. Typical service offerings include:� Administrative Support– offloads documentation tasks from

project managers, including management reporting.� Consulting & Mentoring– provides guidance and consulting to

project managers, project participants, and management team.

� Resource Management– ensures resources are effectively allocated across projects to avoid overloads, conflicts, and disruptions.

� Process Standards & Methods Development– documents project management procedures and in-house lessons learned.

� Software Standards & Support– selects and/or creates software tools for project management.

� Education & Training– selects and schedules, or creates and delivers, project management training courses.

26

PMO

Stages and functions

Stage 1

�Project Office�Achieve project deliverables and objectivefor cost, schedule and resource utilization

�1 or more project

�1 Project Manager

Stage 2

�Basic PMO�Provide a standard and repeatable PM methodology for use across all projects

�Multiple projects

�Multiple Project Managers

Stage 3

�Standard PMO�Establish capability and infrastructure tosupport and govern a cohesive project environment

�Multiple projects

�Multiple Project Managers

�Program Manager

�Part time PMO Support Staff

Stage 4

�Advanced PMO�Apply and integrate a comprehensiveproject management capability to achievebusiness objectives

�Multiple projects�Multiple Project Managers�Program Managers�PMO director�Dedicated PMO Technical and SupportStaff

Stage 5

�Center of excellence�Manage continous improvement and cross-department collaboration to achieve strategicbusiness goals

�Multiple programs

�Vice president or director of Project Management

�Dedicated PMO Technical and Support Staff

�Enterprise-wide support staff� Gerard M Hill The complete Project Management Office Handbook

PO FUNCTIONS

�Development Functions�Recruiting project managers from within the organization.

�Hiring project managers externally.�Defining a project manager training path and ensuring that it is followed.

�Providing mentors for novice project managers.�Establishing a mutual assistance program for project managers.

�Conducting project reviews to determine if a project manager needs help.

�Evaluating project managers at the completion of each project and recommending steps for improvement.

33

PO FUNCTIONS

� Support Functions� Providing an escalation path for project issues.� Developing procedures to help project managers who are also team

participants balance the demands on them.� Providing assistance to project managers who are required to

manage multiple projects.� Providing a central source of data gathering for costs and time.� Producing standard reports on the status of projects such as

performance against budget or schedule.� Establishing standards for initiating and closing projects.� Providing a mechanism for managing changes to project scope.� Establishing a process to define priorities among projects.� Helping project managers negotiate for needed resources.� Implementing project management tools such as software or

methodologies.� Providing a forum for mediation when a project manager and a

customer dispute aspects of the project such as scope changes� Providing templates for project management deliverables such as

the project charter or project plan.

34

PO FUNCTIONS

�Control Functions�Providing line management for project managers.

�Assigning project managers to projects.

�Defining mandatory project requirements such as status reports, team meetings, or project plans.

�Reviewing project management deliverables to ensure that they are produced and to validate their quality.

�Establishing project management standards.

35

PMO Functions

�Progetti in corso

The value of a common project management process

� Reduced cycle time� Reduced delivery costs� Improved quality of project deliverables� Early identification of project issues, budget,

scope, & risks� Knowledge leverage & reuse� Improved accuracy of estimates� Improved perceptions of IS organization by

clients� Improved people and resource management� Reduced time to get up to speed on new

projects

37

Pitfalls

�The PMO did not define its value preposition�The PMO is not perceived as impactingproject delivery abilities

�The PMO is seen as a threat – most often tooauthoritative

�The PMO is too low in the management reporting structure

�The PMO does not have buy-in from the senior functional managers

�The PMO initiatives are unnecessary overhead�The PMO try to control every project directly

38

BUILDING A PMO

� UNDERSTAND THE ORGANIZATION� UNDERSTANDING THE GOAL� DEFINE THE VALUE PREPOSITION� DEFINING THE CHANGE� PILOT� CUSTOMER MOTIVATION� RESOURCE GATHERING� CULTURE & STRUCTURE BUILD/CONNECT� RUN/DEMONSTRATE� MANAGE STAKEHOLDERS/NEGOTIATE OUT CONFLICTS� COMMUNICATE/INCENTIVE/MANAGE CHANGE� TRANSITION� ASSIST

39

40

Cinque standard

PMCDF: The Project Manager Competency Development Framework

2002 standard per la formazione e lo sviluppo dei Project Manager

PMBOK®Guide—Third Edition

Standard per la gestione progettiII ed

II ed

IV ed II ed

II ed

41

Cinque standard

settembre 2009 41

42

43

Contatti

Dott AnnaMaria Felici PMP CMCPrograms&professional Development DirectorPMI Rome Italy Chapter -Coordinatrice territoriale APCO LAZIO

Cell.: +39-335-246215Tel : +39-06-42272059fax +39 06 97257288e-mail felici.annamaria@fastwebnet.it