2011 pmo symposium enhancing the pmo partership final
Post on 25-Jun-2015
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DESCRIPTIONThis presentation primarily targets an Enterprises business architecture and how this architecture impacts, constrains, supports and guides the work that a PMO will undertake. Business architecture will also help in determining the types of PMOs which are needed and at what levels they will be needed in order to achieve Enterprise objectives.
- 1. Achieve Business Results with Business Architecture
2. Business Architecture People and the PMO Process and the PMO Systems and the PMO Data and the PMOTake it to the next level 3. Knowledge workersProject Workers 4. Knowledge workersEMBRACE AVOIDShort term targeted usage Too many on one projectIncreased skill level Mismatching skill setsProject workersEMBRACEAVOIDPMO shared resources Overloading great PMsContinuing Education Mismatching work skills 5. Value $ saved on hiring $ saved on efficient use of workers Increased skill levels, increasing successful future programs & projects Effective use of workers (resource leveling) 6. Enterprise processProgram & Project processEngagement process 7. Enterprise ProcessEMBRACE AVOIDCross-functionalLone rangerCommon taxonomy 8. Program & Project ProcessEMBRACEAVOIDIndustry Standards Police stateProcess efficiency Fire Drills 9. Engagement ProcessEMBRACEAVOIDHaving one Ad hoc requestPrioritization No sponsorshipMeasurements 10. Process Value Strategic program value, market share $ saved from consistency and alignment Time saved from common taxonomy $ saved by not working on misaligned projects 11. Financial systemsPolitical systems CLMInfrastructure systemsCulture systemsChange systems 12. System Value Funding to complete the programs Realistic scrutiny of testing & schedules Appropriate management of stakeholders to accept change $ saved from accurately monitoring the systems 13. Data and the PMO Horizon and value metrics Risk Analysis 14. PMO DataEMBRACEAVOIDClear ownershipRedundant dataClear definitionsDisparate dataSingle Source of Truth Owning everything 15. Horizon and Value MetricsEMBRACEAVOIDFramework for review Change w/o dataTrending (slip)Boring & repetitiveFuture views 16. Risk and ContingencyEMBRACEAVOIDRisk Management Plan Lack of RMPRisk validation data Unused planRisk tracking 17. Data Value Ability to provide information to make critical Enterprise decisions $ saved or gained as a result of effective risk management Trust! 18. Never the sameGame ChangersProcess Evolution