the vital few - ipma-usa · pmo development model ©2010 line of sight, llc 17 . the pmo...

The Vital Few

Putting PMO Resources to the Highest Priority

www.line-of-sight.com

©2010 Line of Sight

Introductions

Tim Jaques, PMP

CEO, Line of Sight

Author, speaker

PM Practitioner

Doug Lapham, PMP

Executive Consultant, Line of Sight

Frequent speaker

Organizational Change Practitioner

2

This Is What We Sell

PM

Rocks!

Project Management

Process Reengineering

Organizational Change

This Is What We Do

Create Connect

Champion Deliver Just

Like

You!

A Simple Plan

Know Where You Are

Know Where You Are Going

Chart Your Course

©2010 Line of Sight, LLC 5

A You are

here

B You want to be here

A Simple Plan

Know Where You Are


Chart Your Course


A You are

here

B You want to be here

1. Know Where You Are


From Many Smaller Solutions . . .

8

Low Complexity High Complexity

Enterprise

Business

Unit

- Enterprise project

- Non-Enterprise project

To Fewer, More Complex Solutions . . .

9

Low Complexity High Complexity

Enterprise

Business

Unit

- Enterprise project

- Non-Enterprise project

Work Used To Be Simple, Orderly And Contained

10

Traditional

Organizations

(and PMOs)

ACME

Work Used To Be Simple, Orderly And Contained

11

Traditional

Organizations

(and PMOs)

ACME

Remember

the posting a

letter?

Today Information Can Flow Faster That We Can Process It

Modern

Organizations

(and PMOs)

Supplier

Client

Modern

Organizations

(and PMOs)

Supplier

Client

Can you say

that in 140

Characters?

Today Information Can Flow Faster That We Can Process It

PMOs Face Constant Demand

Increased business complexity

Distributed customer base

Breadth of functional offerings

Level of engagement within the organization


Demand will always exceed capacity!

Organization Layer Project Layer

Skeptical Customers – Business

units, division heads, contracting units, and others often don’t see the value of a PMO.

Lack of Authority – PMs cannot take

swift action to manage projects or implement practices without approval from Project Directors, Sponsors, or Executives.

Increasingly Complex Projects –

Especially true for IT, as organizations move toward enterprise solutions the level of complexity increases.

Conflicting Guidance – To PMs from

Sponsors and Project Directors, including competing priorities and inconsistent practices.

Economic Challenges – Businesses

face a 12-24 month recovery period.

“Matrixed” Resources – Team

members on loan, outside the PM’s organization or “chain-of-command”.

Multiple Agendas– Disparate business

units have different priorities that compete for scarse PMO resources.

Project Management “Overhead” – The practice is perceived as a burden. PMs and team forced to do projects over, instead of doing them right at the beginning.

15

We face greater challenges.

We have fewer resources.

How do we allocate our vital few?


Consider The Following PMO Development Model


The PMO Infrastructure Layer

PMO Management

Outreach and PR

Stakeholder Management

PMO Staffing

PMO Performance Measurement

©2010 Line of Sight 18

PMO Infrastructure

The PMO Foundation Layer

19

Methodology

Maintenance Automation

Competency

Development

Project

Management


PMO Infrastructure Infrastructure Includes: Management of Risks, Quality, Scope, Budget, etc.

The PMO Organization Layer

20

Methodology


Competency

Development

Project

Management

Resource

Management

Performance

Management Program


PMO Infrastructure

The PMO Value Layer

21

Methodology


Competency

Development

Project

Management

Resource

Management

Performance

Management Program

Benefits

Realization Portfolio


PMO Infrastructure

The PMO Strategic Layer

22

Methodology


Competency

Development

Project

Management

Resource

Management

Performance

Management Program

Benefits


Governance


PMO Infrastructure

Project Management

Services

On Site Project Management

Project Fast Start

Triage and Rescue

Audit/Review

Consultation

23 ©2010 Line of Sight

Key Decision Points

Competencies – What skills do we need?

Staffing – How many do we need?

Tools – What automation supports our business needs?

Customers – What is our relationship with them?

Co-location – How is the PMO positioned?

Process – How formal are our internal processes?


You Need To Set The Vision For The PMO In Your Organization


“If I had asked people what they wanted,

they would have said faster horses.”

Henry Ford

You Need To Set The Vision For The PMO In Your Organization


“If I had asked people what they wanted,

they would have said faster horses.”

The PMO Value Proposition

Achieve corporate strategy

Increase ROI

Build competitive advantage

Create new products

Increase sales

Decrease costs

Exploit unanticipated capabilities

Reduce time to market


Adapted from “Creating the Project Office; Englund, Graham, Dinsmore

How you structure, how you focus your PMO will

decide where you add value.

The Delivery Model


Methodology


Competency

Development

Project

Management

Resource

Management

Performance

Management Program

Benefits


Governance

PMO Infrastructure

Focus on project management execution

Tactical orientation

Use of standards

Stable of PM’s

Projects Done Right

The Center of Excellence


Methodology


Competency

Development

Project

Management

Resource

Management

Performance

Management Program

Benefits


Governance

PMO Infrastructure

Focus on standards

Quality orientation

Builds PM Capabilities

Training

The Strategic PMO


Methodology


Competency

Development

Project

Management

Resource

Management

Performance

Management Program

Benefits


Governance

PMO Infrastructure

Focus on alignment

Investment orientation

High executive touch

Right Projects Done

Your Vision Guides The Design

Competencies Who is our next hire?

Staffing How many do we

need?

Tools What supports our

customers?

Co-Location Where should we be

located?

Customers Who are they? How do

they benefit?

Process How formalized should

our processes be?


3. Chart Your Course


Levels of Engagement

34

Managing • PM/PgM Role on Project/Program

• Enforces Use of Methodologies and Tools

• Owns Results

Directing • Formal, Non-PM Role on Projects

• Selective Mandatory Use of Methodologies and Tools

• Contributes to Results

Facilitating • Advisory Role on Projects

• Encourages Use of Methodologies and Tools

• Not Responsible for Project Results

Map the Functions Over Time

35

Method.

Mgmt Automation

Competency

Development

Resource

Mgmt. Perf. Mgmt Program

Benefits


Governance

Project

Initial Installation

Managing Directing Facilitating

36

Initial Installation Go-live + 180


Method.

Mgmt Automation

Competency

Development

Resource


Benefits


Governance

Project Method.

Mgmt Automation

Competency

Development

Resource


Benefits


Governance

Project


37

Method.

Mgmt Automation

Competency

Development Project

Resource


Portfolio

Governance


Benefits

Realization

Initial Installation Go-live + 180 Go-live + 360

Method.

Mgmt Automation

Competency

Development

Resource


Benefits


Governance

Project Method.

Mgmt Automation

Competency

Development

Resource


Benefits


Governance

Project


Key Decision Points

Competencies – What skills do we need?

Staffing – How many do we need?

Tools – What automation supports our business needs?

Customers – What is our relationship with them?

Co-location – How is the PMO positioned?

Process – How formal are our internal processes?


It’s All About Trade Offs


Strategic Transactional

Delivery Standards

Agile Waterfall

Relationships Process

Subject Matter Experts

Business Generalists

Follow A Formal PMO Development Methodology

Define Design Develop Deploy Sustain

Why What How When Evolve

Establish Champion

Form Initial Team

Justify PMO

Charter the PMO

Anchor the PMO

Identify Stakeholders

Survey Customers

Select Functions

Create Service Delivery Model

Define High-Level Requirements

Build Coalition

Identify Customer Segments

Develop Detailed Offerings

Develop Delivery Processes

Define Detailed Requirements

Engage Supporters

Deploy CRM

Roll Out Selected Offerings

Engage PMO Staff

Acquire Automated Tools

Refine Delivery Methods

Refine Automated Tools

Verify Value Proposition

Educate Customers

Refine Offerings

40

Deploy This Approach When…

Planning a new PMO

Re-chartering a failing PMO

Seeking to improve an existing PMO


Methodology


Competency

Development

Project

Management

Resource

Management

Performance

Management Program

Benefits


Governance

PMO Infrastructure

Benefits of this approach


This approach enables:

The creation of immediate value for your customers

The ability to focus on what is important NOW

A way to justify the approach taken

The development of a staffing profile

A balance between project work and PMO process development

Lessons From the Field (Part 1)

Be Effective. The PMO Director should plan to spend 0%-15% of her/his time managing projects. This is one of the major causes of PMO failure, from our experience. The temptation is to dive into project work, yet to be successful, the PMO needs a champion that is agile, not buried in project work. Project emergencies are not necessarily PMO emergencies.

Listen First. Consider engaging in “listening sessions” for key customers of the PMO. These can involve 1-2 hour sessions whereby the PMO presents its offerings and plans and asks for feedback. Face to face sessions are preferred. The PMO should be perceived as a “listening” and "learning’” organization more so than one that is telling people what to do.

Lessons From the Field (Part 2)

Focus on Relationships. PMO success depends more upon relationships than processes. It is important that someone attend staff meetings, reach out to key influencers and supporters early on. If these relationships are not cultivated, no amount of process will engender the necessary acceptance for the PMO to be successful.

Right People on the Bus. What makes for a good project manager does not necessarily make for a good staff member of the PMO. Select your staff wisely, and develop a sound staffing plan.


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Questions?

Saratoga Springs, NY

Ellicott City, MD

Contact us!

[email protected]


46

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http://www.line-of-sight.com





the vital few - ipma-usa · pmo development model ©2010 line of sight, llc 17 . the pmo...

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