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The Role of the PMO in Enhancing The Role of the PMO in Enhancing The Role of the PMO in Enhancing The Role of the PMO in Enhancing
Organizational QualityOrganizational QualityOrganizational QualityOrganizational Quality
Sunday 27/12/2015
Saudi German Hospital, Jeddah
Saudi Quality Council (SQC)
By
Eng. Saadi Adra, PhDc, OPM3
Professional, PMP, PgMP, PfMP, RMP, SP,
EVP
CEO, Advisors SAL
OutlineOutlineOutlineOutline
I.I.I.I. Some Some Some Some PMO Factors for PMO Factors for PMO Factors for PMO Factors for PMO Success PMO Success PMO Success PMO Success / / / / FailureFailureFailureFailure
II.II.II.II. Understanding Understanding Understanding Understanding the Contextual the Contextual the Contextual the Contextual ConstraintsConstraintsConstraintsConstraints
III.III.III.III. Aiming Aiming Aiming Aiming for the Strategic for the Strategic for the Strategic for the Strategic ObjectivesObjectivesObjectivesObjectives
IV.IV.IV.IV. Case Study: PMO for Managing QualityCase Study: PMO for Managing QualityCase Study: PMO for Managing QualityCase Study: PMO for Managing Quality
Part I: Some Some Some Some PMO Factors for PMO PMO Factors for PMO PMO Factors for PMO PMO Factors for PMO
Success / Success / Success / Success / FailureFailureFailureFailure
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Year 1 Year 2 Year 4
PMO Failure
PMO Success
Can PMO failure be Prevented?Can PMO failure be Prevented?Can PMO failure be Prevented?Can PMO failure be Prevented?
1.1.1.1. LackLackLackLack ofofofof executiveexecutiveexecutiveexecutive supportsupportsupportsupport
2.2.2.2. IneffectiveIneffectiveIneffectiveIneffective andandandand overoveroverover----burdensomeburdensomeburdensomeburdensome
projectprojectprojectproject managementmanagementmanagementmanagement methodologiesmethodologiesmethodologiesmethodologies
3.3.3.3. PMOPMOPMOPMO viewedviewedviewedviewed asasasas templatetemplatetemplatetemplate policepolicepolicepolice
ratherratherratherrather thanthanthanthan helpfulhelpfulhelpfulhelpful totototo businessbusinessbusinessbusiness
4.4.4.4. PMOPMOPMOPMO doesdoesdoesdoes notnotnotnot havehavehavehave enoughenoughenoughenough
decisiondecisiondecisiondecision makingmakingmakingmaking authorityauthorityauthorityauthority totototo ensureensureensureensure
successsuccesssuccesssuccess
5.5.5.5. ValueValueValueValue ofofofof thethethethe PMOPMOPMOPMO notnotnotnot understoodunderstoodunderstoodunderstood
Lack of executive supportLack of executive supportLack of executive supportLack of executive support
Business Business Business Business AcumenAcumenAcumenAcumen
LeadershipLeadershipLeadershipLeadershipTechnical
Project
Management
TimeTimeTimeTime
CostCostCostCost
Technical Technical Technical Technical Project Project Project Project
ManagementManagementManagementManagement
ScopeScopeScopeScope
Ineffective and overIneffective and overIneffective and overIneffective and over----
burdensome project burdensome project burdensome project burdensome project
management methodologiesmanagement methodologiesmanagement methodologiesmanagement methodologies
PMO viewed as template police rather than PMO viewed as template police rather than PMO viewed as template police rather than PMO viewed as template police rather than
helpful to businesshelpful to businesshelpful to businesshelpful to business
I’m convinced that if the rate of change inside the
organization is less than the rate of change outside, theend is in sight. The only question is the timing of theend.
Jack Welch
PMO does not have enough decision PMO does not have enough decision PMO does not have enough decision PMO does not have enough decision
making authority to ensure success making authority to ensure success making authority to ensure success making authority to ensure success
Governance Governance Governance Governance / Accountability / Authority / Delegation / Responsibility/ Accountability / Authority / Delegation / Responsibility/ Accountability / Authority / Delegation / Responsibility/ Accountability / Authority / Delegation / Responsibility
Value of the PMO not understoodValue of the PMO not understoodValue of the PMO not understoodValue of the PMO not understood
• IsIsIsIs thethethethe PMOPMOPMOPMO staticstaticstaticstatic orororor dynamicdynamicdynamicdynamic inininin nature?nature?nature?nature? DoesDoesDoesDoes thethethethe PMOPMOPMOPMO havehavehavehave aaaa
permanentpermanentpermanentpermanent organizationorganizationorganizationorganization orororor temporarytemporarytemporarytemporary organization?organization?organization?organization?
• WhatWhatWhatWhat isisisis thethethethe PMOPMOPMOPMO MandateMandateMandateMandate ???? ControllingControllingControllingControlling orororor FacilitatingFacilitatingFacilitatingFacilitating ////
TransformativeTransformativeTransformativeTransformative orororor Stabilizing?Stabilizing?Stabilizing?Stabilizing?
PART IIPART IIPART IIPART II: PMO Context: PMO Context: PMO Context: PMO Context
• BackgroundBackgroundBackgroundBackground
• IndustryIndustryIndustryIndustry
• Internal Politics, Influences and PowerInternal Politics, Influences and PowerInternal Politics, Influences and PowerInternal Politics, Influences and Power
• Culture, Heritage and HistoryCulture, Heritage and HistoryCulture, Heritage and HistoryCulture, Heritage and History
• Geography and Enterprise Environmental FactorsGeography and Enterprise Environmental FactorsGeography and Enterprise Environmental FactorsGeography and Enterprise Environmental Factors
• Organizational Process AssetsOrganizational Process AssetsOrganizational Process AssetsOrganizational Process Assets
• Pains and WeaknessesPains and WeaknessesPains and WeaknessesPains and Weaknesses
BackgroundBackgroundBackgroundBackground
• OrganizationOrganizationOrganizationOrganization providesprovidesprovidesprovides publicpublicpublicpublic
servicesservicesservicesservices
• PMOPMOPMOPMO hashashashas beenbeenbeenbeen
implementedimplementedimplementedimplemented andandandand failedfailedfailedfailed inininin
samesamesamesame andandandand otherotherotherother similarsimilarsimilarsimilar
organizationsorganizationsorganizationsorganizations –––– duedueduedue totototo
mysteriousmysteriousmysteriousmysterious reasons!reasons!reasons!reasons!
• PMOPMOPMOPMO isisisis thoughtthoughtthoughtthought totototo bebebebe thethethethe
AladdinAladdinAladdinAladdin LampLampLampLamp forforforfor allallallall
projectsprojectsprojectsprojects andandandand programsprogramsprogramsprograms totototo
magicallymagicallymagicallymagically succeedsucceedsucceedsucceed withinwithinwithinwithin aaaa
month!month!month!month!
Industry / Type of WorkIndustry / Type of WorkIndustry / Type of WorkIndustry / Type of Work
• ServiceServiceServiceService / Trade / Manufacturing/ Trade / Manufacturing/ Trade / Manufacturing/ Trade / Manufacturing
• Private / Public / Government / Private / Public / Government / Private / Public / Government / Private / Public / Government /
NGONGONGONGO
• Labor Intensive versus Labor Intensive versus Labor Intensive versus Labor Intensive versus Knowledge Knowledge Knowledge Knowledge
WorkWorkWorkWork
• Competitive versus Competitive versus Competitive versus Competitive versus MonopolyMonopolyMonopolyMonopoly
• Agile versus Agile versus Agile versus Agile versus BureaucraticBureaucraticBureaucraticBureaucratic
Internal PoliticsInternal PoliticsInternal PoliticsInternal Politics
Culture, Heritage and HistoryCulture, Heritage and HistoryCulture, Heritage and HistoryCulture, Heritage and History
• Profit versus Profit versus Profit versus Profit versus Quality & Quality & Quality & Quality &
ReputationReputationReputationReputation
• TeamingTeamingTeamingTeaming----Up Versus Up Versus Up Versus Up Versus
Competitive BiddingCompetitive BiddingCompetitive BiddingCompetitive Bidding
• Collaboration Versus Collaboration Versus Collaboration Versus Collaboration Versus
Bureaucracy Bureaucracy Bureaucracy Bureaucracy
Geography and Enterprise Environmental Geography and Enterprise Environmental Geography and Enterprise Environmental Geography and Enterprise Environmental
FactorsFactorsFactorsFactors
• One LocationOne LocationOne LocationOne Location
• HeadHeadHeadHead----office and Branchoffice and Branchoffice and Branchoffice and Branch
• Multiple Locations, Multiple Locations, Multiple Locations, Multiple Locations,
Centralized OperationsCentralized OperationsCentralized OperationsCentralized Operations
• Multiple Outlets, Multiple Multiple Outlets, Multiple Multiple Outlets, Multiple Multiple Outlets, Multiple
Operations Operations Operations Operations –––– DecentralizedDecentralizedDecentralizedDecentralized
• National National National National / Regional / / Regional / / Regional / / Regional /
InternationalInternationalInternationalInternational
• Market / EconomyMarket / EconomyMarket / EconomyMarket / Economy
• Availability of ResourcesAvailability of ResourcesAvailability of ResourcesAvailability of Resources
Knowledge Management AssetsKnowledge Management AssetsKnowledge Management AssetsKnowledge Management Assets
• Lessons LearnedLessons LearnedLessons LearnedLessons Learned
• Past Project ArchivesPast Project ArchivesPast Project ArchivesPast Project Archives
• Methods / ProcessesMethods / ProcessesMethods / ProcessesMethods / Processes
• Tools & Techniques Tools & Techniques Tools & Techniques Tools & Techniques ---- PMIS / DashboardsPMIS / DashboardsPMIS / DashboardsPMIS / Dashboards
Pains and WeaknessesPains and WeaknessesPains and WeaknessesPains and Weaknesses
• Resource Management HurdlesResource Management HurdlesResource Management HurdlesResource Management Hurdles
• Lack of Visibility / Cosmetic Lack of Visibility / Cosmetic Lack of Visibility / Cosmetic Lack of Visibility / Cosmetic
Reporting Reporting Reporting Reporting
• Balancing Supply and Demand Balancing Supply and Demand Balancing Supply and Demand Balancing Supply and Demand
InvestmentsInvestmentsInvestmentsInvestments
• Weak Corporate Decision MakingWeak Corporate Decision MakingWeak Corporate Decision MakingWeak Corporate Decision Making
• Not meeting TimeNot meeting TimeNot meeting TimeNot meeting Time----Critical or Critical or Critical or Critical or
seasonal Milestonesseasonal Milestonesseasonal Milestonesseasonal Milestones
• Budget ConstraintsBudget ConstraintsBudget ConstraintsBudget Constraints
Pains and WeaknessesPains and WeaknessesPains and WeaknessesPains and Weaknesses
Part III: Aiming Aiming Aiming Aiming for the Strategic for the Strategic for the Strategic for the Strategic ObjectivesObjectivesObjectivesObjectives
and you will discover the WHAT!
19
Answer the KEY question “WHY?”
PMO StrategyPMO StrategyPMO StrategyPMO Strategy
• StrengthsStrengthsStrengthsStrengths andandandand CompetitiveCompetitiveCompetitiveCompetitive EdgesEdgesEdgesEdges
• NemawashiNemawashiNemawashiNemawashi
• AskingAskingAskingAsking thethethethe fundamentalfundamentalfundamentalfundamental questionsquestionsquestionsquestions
• DefiningDefiningDefiningDefining thethethethe PMOPMOPMOPMOMandateMandateMandateMandate
• DevelopingDevelopingDevelopingDeveloping PMOPMOPMOPMO RoadmapRoadmapRoadmapRoadmap
Strengths and Competitive EdgesStrengths and Competitive EdgesStrengths and Competitive EdgesStrengths and Competitive Edges
Strengths and Competitive EdgesStrengths and Competitive EdgesStrengths and Competitive EdgesStrengths and Competitive Edges
• IdentifyIdentifyIdentifyIdentify youryouryouryour ““““HedgehogHedgehogHedgehogHedgehog ConceptConceptConceptConcept””””
• WhatWhatWhatWhat cancancancan youryouryouryour PMOPMOPMOPMO benefitbenefitbenefitbenefit fromfromfromfrom
youryouryouryour CompetitiveCompetitiveCompetitiveCompetitive Edges?Edges?Edges?Edges?
• HowHowHowHow cancancancan youryouryouryour PMOPMOPMOPMO provideprovideprovideprovide addedaddedaddedadded
valuevaluevaluevalue totototo youryouryouryour CompetitiveCompetitiveCompetitiveCompetitive Edges?Edges?Edges?Edges?
Why the PMO?Why the PMO?Why the PMO?Why the PMO?
"Perception"Perception"Perception"Perception isisisis strongstrongstrongstrong andandandand sightsightsightsight
weakweakweakweak.... InInInIn strategy,strategy,strategy,strategy, itititit isisisis importantimportantimportantimportant totototo
seeseeseesee distantdistantdistantdistant thingsthingsthingsthings asasasas ifififif theytheytheythey werewerewerewere
closeclosecloseclose andandandand totototo taketaketaketake aaaa distanceddistanceddistanceddistanced viewviewviewview
ofofofof closeclosecloseclose thingsthingsthingsthings....““““
MiyamotoMiyamotoMiyamotoMiyamoto MusashiMusashiMusashiMusashi ((((1584158415841584----1645164516451645),),),),
legendarylegendarylegendarylegendary JapaneseJapaneseJapaneseJapanese swordsmanswordsmanswordsmanswordsman
NemawashiNemawashiNemawashiNemawashi ((((根回根回根回根回しししし))))
WHY PMO By ConsensusWHY PMO By ConsensusWHY PMO By ConsensusWHY PMO By Consensus
TheTheTheThe ToyotaToyotaToyotaToyota----WayWayWayWay:::: ManagingManagingManagingManaging withwithwithwith aaaa
longlonglonglong----viewviewviewview ratherratherratherrather thanthanthanthan forforforfor shortshortshortshort----termtermtermterm
gaingaingaingain....
NemawashiNemawashiNemawashiNemawashi encouragesencouragesencouragesencourages thoroughthoroughthoroughthorough
considerationconsiderationconsiderationconsideration ofofofof possiblepossiblepossiblepossible solutionssolutionssolutionssolutions
throughthroughthroughthrough aaaa consensusconsensusconsensusconsensus process,process,process,process, withwithwithwith
rapidrapidrapidrapid implementationimplementationimplementationimplementation ofofofof decisionsdecisionsdecisionsdecisions
onceonceonceonce reachedreachedreachedreached....
Asking the fundamental questionsAsking the fundamental questionsAsking the fundamental questionsAsking the fundamental questions
• WhyWhyWhyWhy dodododo youyouyouyou wantwantwantwant totototo setupsetupsetupsetup aaaa PMO?PMO?PMO?PMO?
• WhereWhereWhereWhere dodododo youyouyouyou wantwantwantwant totototo implementimplementimplementimplement thethethethe PMO?PMO?PMO?PMO?
• WhatWhatWhatWhat areareareare thethethethe functionalitiesfunctionalitiesfunctionalitiesfunctionalities youyouyouyou needneedneedneed youryouryouryour PMOPMOPMOPMO totototo
conclude?conclude?conclude?conclude?
• WhoWhoWhoWho areareareare thethethethe majormajormajormajor stakeholdersstakeholdersstakeholdersstakeholders forforforfor settingsettingsettingsetting upupupup thethethethe
PMO?PMO?PMO?PMO?
• WhenWhenWhenWhen dodododo youyouyouyou wantwantwantwant youryouryouryour PMOPMOPMOPMO totototo bebebebe operational?operational?operational?operational?
• HowHowHowHow dodododo youyouyouyou wantwantwantwant totototo establishestablishestablishestablish thethethethe same?same?same?same?
Why PMO? Think Outside the Box!Why PMO? Think Outside the Box!Why PMO? Think Outside the Box!Why PMO? Think Outside the Box!
• TransformTransformTransformTransform andandandand ChangeChangeChangeChange
• SustainSustainSustainSustain thethethethe BusinessBusinessBusinessBusiness
• ControlControlControlControl ResultsResultsResultsResults
• SelectSelectSelectSelect andandandand DirectDirectDirectDirect
PMO MandatePMO MandatePMO MandatePMO Mandate
ControllingControllingControllingControlling
DirectingDirectingDirectingDirecting
TransformativeTransformativeTransformativeTransformative
SustainabilitySustainabilitySustainabilitySustainability
Functional
PMO
TransformationalPMO
CorporatePMO
Project
Control
Office
Strategic
Excellence
Office
Operational
Excellence Office
Purple: Permanent organizational structurePurple: Permanent organizational structure
Grey: Temporary organizational structureGrey: Temporary organizational structure
Case Study:Case Study:Case Study:Case Study:
PMO for Managing Quality PMO for Managing Quality PMO for Managing Quality PMO for Managing Quality
In a Public OrganizationIn a Public OrganizationIn a Public OrganizationIn a Public Organization
• The organization elected to work withthe quality control consultant to achievethe required project objectives.
• This project is considered the first of itskind in KSA
• it exceeded the idea of building a standalone PMO to build a fully integratedmanagement entity
• It combined PM experts withengineering teams to manage, controland enhance actual work progress on site
Quality Control ProjectQuality Control ProjectQuality Control ProjectQuality Control Project
PMO
GIS
Roads
Utilities
Floods
Design
Number of Projects Being Controlled Number of Projects Being Controlled Number of Projects Being Controlled Number of Projects Being Controlled
Number of existing and ongoing Number of existing and ongoing Number of existing and ongoing Number of existing and ongoing projects: projects: projects: projects: 465465465465
The value of existing projects: The value of existing projects: The value of existing projects: The value of existing projects: 8729 8729 8729 8729 ((((million Saudi million Saudi million Saudi million Saudi riyals)riyals)riyals)riyals)
Value of Value of Value of Value of Projects Being Controlled Projects Being Controlled Projects Being Controlled Projects Being Controlled
The following steps are required to achieve our objective of The following steps are required to achieve our objective of The following steps are required to achieve our objective of The following steps are required to achieve our objective of having having having having
a a a a successful successful successful successful Corporate Corporate Corporate Corporate PMO:PMO:PMO:PMO:
Project Management OfficeProject Management OfficeProject Management OfficeProject Management Office
مراجعة التصاميم
Design Design Design Design
ReviewReviewReviewReview
GISGISGISGIS
PMOPMOPMOPMO
SupervisionSupervisionSupervisionSupervision----
Mega ProjectsMega ProjectsMega ProjectsMega Projects
SupervisionSupervisionSupervisionSupervision----
FloodsFloodsFloodsFloods
SupervisionSupervisionSupervisionSupervision
----
UtilitiesUtilitiesUtilitiesUtilities
1. Building and deploying
PMO processes &
procedures.
2. Preparing and implementing
the PMO electronic systems.
3. Preparing and implementing
a comprehensive training for
the dissemination of Quality
and PM culture.
4. Building a coherent
Governance system.
Western
Coast
General
DepartmentsTechnical
DepartmentsConsultants Contractors
Quality
Control TeamPMO TeamDesigners
Train
Control Recommends
Deploy
Text in here
Quality Quality Quality Quality
Dep.Dep.Dep.Dep.
Quality Quality Quality Quality
Dep.Dep.Dep.Dep.Quality Quality Quality Quality
Dep.Dep.Dep.Dep.
Quality Quality Quality Quality
Dep.Dep.Dep.Dep.
TrainingsTrainings ProceduresProcedures AutomationAutomation Contract
Development
Contract
Development
Centralized Database
Reports
Transmittals
Issues
Duties
Dashboards:
Quality Indicators
Health & Safety Indicators
% Complete Indicators
Financial Indicators
Train
Control Recommends
DeployTrain
Control Recommends
Deploy
Quality Quality Quality Quality Guide Manuals Guide Manuals Guide Manuals Guide Manuals
• PMO Processes and Procedures Guideline دلیل إجراءات م�تب إدارة المشار�ع
• PMIS Users Training Guideline دلیل التدر�ب على إستخدام النظام اإللكتروني
• Quality in Projects Guideline للمشار�عدلیل الجودة
• Project completion guideline دلیل اإلنجاز
• Health, Safety and Environment regulation guideline
أنظمة الصحة والسالمة والبیئةدلیل
• Top Priority Projects Guideline دلیل المشار�ع ذات األهم(ة
• Design methodology Guideline مراحل إعداد التصام(م والدراسات
• Design Review Checklists Guideline قوائم مراجعة التصام(م والدراسات
• In this project, the Supervision Team made over 2145site visits which contributed significantly to improve the
performance, quality of work in all work sites.
• As a result 2145 detailed Site Progress reports has been
issued stating the projects’ problems and the
recommended solutions.
Site Site Site Site VisitsVisitsVisitsVisits
Number Number Number Number of sites visits: of sites visits: of sites visits: of sites visits: 2145214521452145
NonNonNonNon----Conformance Reports NCRConformance Reports NCRConformance Reports NCRConformance Reports NCR
• During site visits, 673
major and minor NCRs
were issued
• From these NCRs, 547
were successfully closed,
leading to correct
irregularities and to avoid
negative impacts on
projects.
Number of Number of Number of Number of NCRs issued NCRs issued NCRs issued NCRs issued 673673673673
0
100
200
300
400
500
10660
428
79
Electronic System Quality of Work Schedule Health & Safety
Determine
Locations using GIS
Determine
Locations using GIS
Health & Safety
Requirements.
Health & Safety
Requirements.
PMO
Requirements
PMO
Requirements
Preserving the
Environment
Preserving the
EnvironmentDisability
Requirements
Disability
Requirements
Audit designs and
Review BOQ
Audit designs and
Review BOQ
Contracts Contracts Contracts Contracts RequirementsRequirementsRequirementsRequirements
• In this regard, more than 500 CVs were evaluated and 340 candidates
were interviewed.
50
16%
267
84%
% of the candidates complying to % of the candidates complying to % of the candidates complying to % of the candidates complying to
contractscontractscontractscontracts’ ’ ’ ’ requirementsrequirementsrequirementsrequirements
غير مطابق مطابق
51%
22%
27%
Total InterviewsTotal InterviewsTotal InterviewsTotal Interviews’ ’ ’ ’ ResultsResultsResultsResults
مناسب غير مناسب أشهر 3تحت االختبار لمدة
Evaluate ConsultantsEvaluate ConsultantsEvaluate ConsultantsEvaluate Consultants’ ’ ’ ’ TeamsTeamsTeamsTeams
Non- Complying
ComplyingProbation for 3 monthsAccepted Not Accepted
Collect InfoCollect InfoCollect InfoCollect Info
Build Database Build Database Build Database Build Database
Prepare Prepare Prepare Prepare Process and Process and Process and Process and ProceduresProceduresProceduresProcedures
Provide Provide Provide Provide Training Training Training Training SessionsSessionsSessionsSessions
Implement Implement Implement Implement Process and Process and Process and Process and ProceduresProceduresProceduresProcedures
Control the Control the Control the Control the Electronic Electronic Electronic Electronic SystemSystemSystemSystem
Suggest the Suggest the Suggest the Suggest the Corrective Corrective Corrective Corrective ActionsActionsActionsActions
Working MethodologyWorking MethodologyWorking MethodologyWorking Methodology
(PMO)(PMO)(PMO)(PMO)
PMO MethodologyPMO MethodologyPMO MethodologyPMO Methodology
Training & Dissemination of PM CultureTraining & Dissemination of PM CultureTraining & Dissemination of PM CultureTraining & Dissemination of PM Culture
Prepare Prepare Prepare Prepare Templates & Templates & Templates & Templates & ProceduresProceduresProceduresProcedures
Train the Train the Train the Train the Supervision Supervision Supervision Supervision TeamTeamTeamTeam
Train the Train the Train the Train the ConsultantsConsultantsConsultantsConsultants
Train the Train the Train the Train the Organization's Organization's Organization's Organization's Employees Employees Employees Employees
The PMO has developed, automated and implemented group of
process and procedures to control quality in all projects such that:
• Project Handover Procedure
• Site Delivery Procedure
• Site Visits Procedure
• NCRs Procedure
• RFIs Procedure
• Suspend & Resume Projects Procedure
• Follow-up Stalled Projects Procedure
• Consultants’ Bills Approval Procedure
• Control Project Schedules Procedure
Develop & Develop & Develop & Develop & Automate Automate Automate Automate ProceduresProceduresProceduresProcedures
• The PMO team has developed an automated electronic system
that contains 93 dashboard windows to support in decision-
making.
Building the Electronic SystemBuilding the Electronic SystemBuilding the Electronic SystemBuilding the Electronic System
• These dashboards are used to monitor and analyze project
status and distributed to:
1. Main Dashboard
2. RFI Dashboard
3. Site delivery and Project
Handover Dashboard
4. Quality Projects
Dashboard
5. Consultants’ Dashboard
• Training sessions relating to the electronic system and PM
requirements and processes has been conducted by PMO team
to include more than 326 trainee.
TrainingTrainingTrainingTraining
Additional workshops and lectures covered the following:
• PM Global standards
• Quality requirements
• Health and safety
requirements
• PMO electronic system requirements
0
50
100
150
200
128
198
• The Quality team has participated in the Site Delivery and
Project Handover missions.
Site Delivery and Project Handover
• Since the activation of these
procedures quality team has
completed 232 site delivery
missions and 89 project
handover missions.0
50
100
150
200
250
232
89
Quality ProjectQuality ProjectQuality ProjectQuality Project’’’’s Proceduress Proceduress Proceduress Procedures
Initiation Phase
Planning Phase
Executing and Controlling Phase
Closing Phase
• One of the main roles of the project quality teams is to
participate in developing the project management processes.
• The PMO has developed a
number of manuals and
templates based on both local
and international standards to
be used in all project phases.
Project Initiation PhaseProject Initiation PhaseProject Initiation PhaseProject Initiation Phase
Initiate New Project
Upload Project Documents
Site Delivery Procedure
• Initiating new projects based on the best practices and lessons learned is considered the first step of success in such projects.
• Quality project teams oversee the following procedures in this phase:
Project Planning Phase Project Planning Phase Project Planning Phase Project Planning Phase
Develop Project Schedule
Conduct InterviewsDevelop Project Quality Plan
Develop Project Health & Safety Plan
• This phase is the longest and one of the most important phases in the project cycle. Without proper planning, a project has a poor chance of success.
• Quality project teams oversee the following procedures in this phase:
Project Executing & Controlling PhaseProject Executing & Controlling PhaseProject Executing & Controlling PhaseProject Executing & Controlling Phase
Conduct Site Visits
Initiate NCR Reports
Update Schedule
Initiate RFITreat Troubled
ProjectsEvaluate the Consultants
• This phase is considered the most important and critical phaseit ensures project activities are properly executed andcontrolled.
• Quality project teams oversee the following procedures in thisphase:
Project Closing PhaseProject Closing PhaseProject Closing PhaseProject Closing Phase
Initial Project Handover
Upload all related documents
Conduct lessons learned
Final Project Handover
• The project close-out is typically the final phase of the
project when the proper handover procedures start to
ensure a smooth and effective delivery of all project
outcomes.
• Quality project teams oversee the following procedures
during this phase:
Process Development and AutomationProcess Development and AutomationProcess Development and AutomationProcess Development and Automation
• Each process was developed according to the following
steps:
– Develop Process Guideline
– Develop Process Chart
– Develop required template(s)
– Automate process (Build electronic template and workflow)
– Build electronic reports
– Develop or enhance custom dashboard
Request for Inspection Procedure Request for Inspection Procedure Request for Inspection Procedure Request for Inspection Procedure
NonNonNonNon----conformance Reports Procedureconformance Reports Procedureconformance Reports Procedureconformance Reports Procedure
Corrective Actions for Stalled ProjectsCorrective Actions for Stalled ProjectsCorrective Actions for Stalled ProjectsCorrective Actions for Stalled Projects
• Monitoring the stalled and
delayed projects has been given
a high priority in the PMO’s
daily tasks.
• A weekly meeting has been held
with the concerned stakeholders
to provide and implement the
necessary corrective actions.
The corrective action plan will be implemented by the contractor
and controlled and managed by the consultant on a daily basis,
including:
• Project schedule
• Financial flows
• Resources availability
Implementing Implementing Implementing Implementing Corrective Actions for Stalled Corrective Actions for Stalled Corrective Actions for Stalled Corrective Actions for Stalled
and delayed Projectsand delayed Projectsand delayed Projectsand delayed Projects
In the absence of the contractor's commitment in implementing
the corrective action plan, the consultant has the authority to:
• Send oral or written warnings to the contractor.
• Terminate the project upon reaching 80% of work completed.
• Apply the contractual delay penalties on the contractor
• Make a recommendation to exclude some staff members
• Make the proper recommendations to replace the existing
contractor
Implementing Implementing Implementing Implementing Corrective Actions for Stalled Corrective Actions for Stalled Corrective Actions for Stalled Corrective Actions for Stalled
and delayed Projectsand delayed Projectsand delayed Projectsand delayed Projects
Prepare flow up Prepare flow up Prepare flow up Prepare flow up procedure for stalled procedure for stalled procedure for stalled procedure for stalled
projectsprojectsprojectsprojects
Publish the Publish the Publish the Publish the procedures and the procedures and the procedures and the procedures and the corrective action corrective action corrective action corrective action
plansplansplansplans
Prepare a list of the Prepare a list of the Prepare a list of the Prepare a list of the delayed and stalled delayed and stalled delayed and stalled delayed and stalled
projectsprojectsprojectsprojects
Make workshops to Make workshops to Make workshops to Make workshops to identify the causes & identify the causes & identify the causes & identify the causes & solutions for the solutions for the solutions for the solutions for the stalled projectsstalled projectsstalled projectsstalled projects
Prepare a detailed Prepare a detailed Prepare a detailed Prepare a detailed reports and reports and reports and reports and
corrective action corrective action corrective action corrective action plansplansplansplans
Review the Review the Review the Review the corrective actions by corrective actions by corrective actions by corrective actions by the quality team the quality team the quality team the quality team
Control the Control the Control the Control the corrective action corrective action corrective action corrective action plan during the site plan during the site plan during the site plan during the site
visitsvisitsvisitsvisits
Take the proper Take the proper Take the proper Take the proper actions by parties actions by parties actions by parties actions by parties concernedconcernedconcernedconcerned
Update the list of Update the list of Update the list of Update the list of the delayed and the delayed and the delayed and the delayed and stalled projectsstalled projectsstalled projectsstalled projects
Quality Quality Quality Quality Team Procedures in Dealing with Team Procedures in Dealing with Team Procedures in Dealing with Team Procedures in Dealing with
Stalled ProjectsStalled ProjectsStalled ProjectsStalled Projects
� During the project, 22222222 projects have been
identified as a stalled projects by the PMO.
� Upon implementing the necessary corrective
actions, 9999 projects were successfully removed
from the stalled projects list.
Corrective Actions for Stalled ProjectsCorrective Actions for Stalled ProjectsCorrective Actions for Stalled ProjectsCorrective Actions for Stalled Projects
• Establishing and “standardizing” project
management processes.
• Providing the Quality Assurance for all
projects.
• Coaching and training of Project
Managers and project team members
• Implementing a “centralized, integrated
system” of Project Management
knowledge, best practices and lessons
learned
Results & AchievementsResults & AchievementsResults & AchievementsResults & Achievements
Electronic Electronic Electronic Electronic workflows & workflows & workflows & workflows & ProceduresProceduresProceduresProcedures
Performance Performance Performance Performance IndicatorsIndicatorsIndicatorsIndicators
Integrated SystemIntegrated SystemIntegrated SystemIntegrated System Uniform Uniform Uniform Uniform StandardsStandardsStandardsStandards
PMOPMOPMOPMO
The PMO implementation in this organization had a great impact on the
projects’ performance indicators because of the following:
• Quality indicators rose from
60% to 84% (24% increase in
the Contractors’ commitment
in applying quality
Procedures).
• Health & safety indicators
rose from 41% to 78% (37%
increase in the Contractors’
commitment in applying
health & safety procedures).
Results & AchievementsResults & AchievementsResults & AchievementsResults & Achievements
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