pm o presentation

8/10/2019 Pm o Presentation

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Karl Knapp, MBAAmerUs Group / Indianapolis Life

Building a PMO from the Ground Up



Agenda

Steps to Building & Maintaining a PMO:

Step 1: Assessment

Step 2: Approach Step 3: Application

Step 4: Repeat

Case Study

Step 1: Assessment

Step 2: Approach Step 3: Application

Results

Revised Approach

Questions & Answers



The Greatest Tool For a PMO

Common Sense



Step 1: Assessment

History

Culture

Perceptions of PM

PM Maturity

PM Talent Review

Mission & Vision

Gap Analysis



Historical Assessment

A historical assessment of the company allows you

to understand where the company came from, what

path it has traveled and how it has gotten to where itis currently at.



Cultural Assessment

The culture of the company has a major impact on

the approach to take implementing a PMO.



Perceptual Assessment

The perception of project management in the

company will GREATLY affect the right approach

to implementing a PMO.

Find out about project failures. Drill down into why

the happened, who got hurt, and who might be

harboring ill thoughts about project management. Find out about process successes, and drill down

into these.



Maturity Assessment

At the outset of establishing a PMO, assess the

project management maturity of the organization.

This early assessment will:

Guide the areas of focus for the PMO

Establish the baseline to track improvement in the project

management maturity level of the organization.



Talent Assessment

The level of available project management talent in

the organization is another key indicator of the

approach to take.

Identify experienced and influential individuals.

Involvement of project managers throughout the

organization is a key to success.



Mission Assessment

The mission answers the question, “why do weexist? ”. The mission should:

Provide a sense of timelessness

Involve both “ends” and “means”

Appeal to all stakeholders

Address all four basic needs (physical/economic,social/emotional, mental/ intellectual, &spiritual/holistic)

Be developed and owned at all levels



Vision Assessment

Vision communicates the future desired state andanswers the questions, "Where are we going?

Where do we want to be one year from now? Five

years from now? Twenty years from now? “

Qualities of Vision: Is challenging, inspiring, and energizing

Creates purpose, direction and commitment

Goes beyond individual self-interest

Becomes an integral part of the culture

In uncomplicated, concise, easy to understand, andsimple to communicate



GAP Assessment

Given where you are &,

Where you want to be

Identify the gaps as

potential areas for

development



Step 2: Approach

Given the results of theAssessment , determinethe Approach that fitsorganizational: History

Culture

PM Maturity Available PM Talent

PM Mission & Vision

Gaps & Opportunities

Current Situation



Steps in Developing an Approach

1. Given your organizational history, culture, and

available talent, choose the proper spot on a

Continuum of Approaches

2. Given your mission, vision, and available talent,

choose the initial, and eventual Menu of Services

3. Target specific opportunities for success. BuildVisible Wins.



PMO Continuum

Continuum of Approaches

Control InfluenceOversight

• PMO At Highest Level

• Priori tization Leadership

• I nformation Ownership

• Project Managers Report

• Project Staff May Report

• Projects Run By PMO

• Strict Standards

• PMO System Reporting

• Education Standardized

• Certi f ication Standardized

• PMO At High Level

• Prioritization Participation

• I nformation Coordination

• Project Managers Dotted

• Project Staff Affiliated

• Projects Coordinated

• Standards Co-Developed

• System Co-Selected

• Education Of fered

• Certif ication Supported

• PMO At Any Level

• Prioritization Input

• Limited Information

• Project Manager Members

• Project Staff Separate

• Projects Not Coordinated

• Standards Recommended

• Systems Recommended

• Education I s Key

• Certif ication Encouraged



Develop a Menu of Services

Portfolio Management

Project Selection

Project Prioritization

Project Scheduling

Project Closure

Standards &Information

Project Dashboard Project Status

Project RecordsManagement & Archive

Benchmarking Forecasting

Lessons Learned




Consulting Services

Project Scope

Project Estimation

Project Planning

Full Lifecycle Project

Management

Mentoring

Tools PM Information

Systems

ProfessionalOrganizations

PMI MembershipEncouragement

PMI Membership FeeReimbursement

Host Chapter Meetings




Education & Training

Curriculum Design

Course Design

Course Delivery

Tuition Reimbursement

Certification

Internally Developed

PMP Encouragement

PMP Reimbursement



Opportunities for Success

Actions speak louder than words

Demonstrate the positive effect of good project

management practice

Find a runaway project to rein in

Better yet, find a visible project, choose your best project

manager and let them execute



Step 3: Application

Implementing a PMOis implementing

change. Use the eight steps to

successfully leadingchange proposed by

John Kotter in his 1996 book, LeadingChange.

http://www.amazon.com/exec/obidos/tg/stores/detail/-/books/0875847471/reader/2/104-5139458-7834367



8 Steps to Leading Change (Kotter)

Step 1: Establish a sense of urgency

Step 2: Create the guiding coalition

Step 3: Develop a vision & a strategy

Step 4: Communicate the change vision

Step 5: Empower employees

Step 6: Generate short-term wins Step 7: Consolidate wins & produce more change

Step 8: Anchor new approaches in the culture



1: Establish a Sense of Urgency

Build awareness of project management with thecorporate management team

Highlight the results of good examples of projectmanagement

Highlight the need for project management inrunaway projects

Compare the speed and effectiveness of your firmin others in your industry. Can you execute as welland as fast as your competition?



2: Create the Guiding Coalition

Identify the key influential stakeholders

For senior managers, pick one of their key projects

as a pilot project (choose low-hanging fruit)

Create a project management counsel, steering

committee or board of directors

Involve key project managers in the development ofthe PMO and in the determination of standards



3: Develop a Vision & Strategy

After creating the initial vision and strategy, refine

it along with the guiding coalition

Have the key project managers involved in refining

the mission, vision and strategy

Get the feedback of the project management

counsel (senior management) on the mission, visionand strategy



4: Communicate the Vision

COMMUNICATE, COMMUNICATE,COMMUNICATE!

Communicate the mission, vision and strategy tothe organization

Package your message well

If possible, ask for help in designing professionallooking logos to spruce up the presentation

Use town hall meetings, newsletters and thecompany Intranet to communicate



5: Empower Employees

Support or supply project management training

Support PMI membership

Support project management certification (PMP)

Supply project management tools

Create an environment for success - set realistic

goals

Supply information



6: Generate Short-Term Wins

Pick low-hanging fruit (VERY IMPORTANT)

High visibility, FUNDED project as a pilot

Runaway projects (more negative but quick)



7: Consolidate Wins

Win Friends and Influence People

Build on project successes

Highlight project successes outside of the PMO for

good examples of project management

DEMONSTRATE SUCCESS TO SENIOR

MANAGEMENT AND BUILD Once the ball is rolling, GO GO GO!



8: Anchor New Approaches

Involve more and more people in projectmanagement

Train project participants in the basics of projectmanagement

Embed project planning into organizational planning

Prioritize, schedule and fund projects

Project management should be embedded in everyorganizational change



Reevaluate and Repeat

Evaluate lessons

learned

Reevaluate mission and

vision

Reevaluate the menu of

services



Summary

Assessment

Approach

Application



Case Study



Grass-Roots PMO

Larry Halbach – Sr. VP of Planning & eBusiness 25% Business Planning

eBusiness Strategy Project Management Organization

Karl Knapp – Executive Consultant 50% Balanced Scorecard

Executive Consulting

Project Management Organization

Colleen O’Brien – Project Manager (Part-Time) 100% Program Manager – Demutualization

Project Management Organization



PMO Members

Part-Time Focus

Other „jobs‟ were primary

Well respected

Well qualified

Belief in importance of project management



Assessment

History

Culture

PM Perceptions

PM Maturity

PM Talent Review

Mission & Vision

GAP Analysis



Assessment - Culture

Management Low morale

Heavy politics Uncertainty

Management versus Project

Management

Unrealized potential for

synergy

Ownership concerns

Lack of accountability

Organizational Multiple Project

Organizations High maintenance

Distribution complexity

IT disconnected from the

business

Multiple uncoordinated IT

organizations



Assessment –

Perceptions/Maturity Perceptions

Have not completed projects

within specifications, time or budget

Don‟t know performance

Don‟t track performance

Expenses high

Runaway projects

PM Maturity Inconsistent analysis of

alternative approaches Varying methodologies

Varying tools – no effectiveutilization

No standards

No tracking of performancevs. budget

No communication across business units

Lack of prioritization

Don‟t track internal costs



Assessment – Mission

Promoting consistent use of basic project management

standards, reporting procedures, and tools

Providing a clearinghouse for critical project information

across the enterprise

Enabling senior officers to prioritize strategic projects by

analyzing project commitments and results

Educating employees on leading project management

methodologies

Providing the organization with a nucleus of project

managers who can run projects



Assessment – GAP Analysis

Area Current State Desired State

MethodsVarying methods, no

standards

Standards, reports, tools,

guidelines & prioritization

Training Minimal training, seat of

the pants

Standard classes (tools, soft

skills, methods), PMI

Consulting None available internally Project reviews, mentoring,

manage projectsSupport Multiple tools, no political

support

Standard tools, templates &

documentation

Managers Only a few trained, no

PMPs, no focused PMs

All PMP certified, career

paths, sponsorship



Approach

Continuum of

Approaches

Menu of Services

Visible Wins



Approach - Continuum

Key Determinates:

Lacked a „mandate‟

Uncertain support from senior management

Needed to show rationale for project management and

demonstrate success

Approach Selected:

Influencing the Organization



Approach – Menu of Services

Prioritization Assistance

Summary major project status report

Prioritization process consulting

Standard PM Templates & Forms

Training Classes (Initiation & Planning class)

Project Management (pilot project)

PMP Reimbursement (anyone passing exam)



The Project Center Is Born



Approach – Visible Wins

Manage Large, Visible Project

Demutualization

Put best project manager in charge of the project

Involved from the planning process forward

Assist Prioritization Committee Information – bi-weekly summary status report

Process – facilitated design of prioritization process



Application

Sense of urgency

Guiding coalition

Vision & strategy

Communicate vision

Empower employees

Generate short-term wins Consolidate wins

Anchor new approaches

http://www.amazon.com/exec/obidos/tg/stores/detail/-/books/0875847471/reader/2/104-5139458-7834367



Reevaluation & Repeat

Accomplishments

Lessons Learned

Mission & Vision

Menu of Services



Reevaluation - Accomplishments

Expanded the consistent use of project managementstandards, reporting procedures & tools

Adopted the Project Management Institute (PMI) body of knowledgeas our basis

Extended the Project Center to include key project managersthroughout the organization in a Project Management Counsel

Created a Project Management Handbook including new projectmanagement forms & processes

Reported critical project information Provided bi-weekl y status and resource projection reports to the

prioritization committee on key projects

Deployed a web-based project dashboard for executives



Reevaluation - Accomplishments

Grew the base of Project Management knowledgeand experience throughout the company

Conducted two „town hall‟ meetings on project management, Designed, developed and implemented two classes covering the five

PMI processes - 20% of enti re employee base trained

Developed job descriptions for two levels of Project Manager

F ive PMP certified project managers

Provided the organization with a nucleus of projectmanagers, focused on the key corporate projects Demutualization project ($15M) completed meeting strenuous

regulatory & quality goals, on schedule, exceeding cost by 15%

Variable project ($5M) completed one month late, 7% under budget



Approach – “Virtual” Project

Center

The “Virtual”

Project Center

LH

CO KK

Project

Management

Council

Dept.

PM

Dept.

PM

Dept.

PM PM

Dept.

PM PM

Dept.

PM PM

PO



CHANGE

Merger with AmerUs

Group

Senior managementcombined

Loss of guiding coalition

and sponsorship

The Project Center movedto the IT Department

What to do?



Of Course!

Assessment

Approach Application

Reevaluation & Repeat



Open Discussion

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