Download - ERSG Project Management Office Presentation (PMO) …projectmanagement.ersgltd.com/pdf/other/ERSG-Project-Management... · PMO Implementation Strategy Phase I – Establish the Foundation

ERSG Project Management Office(PMO)

Enterprise Risk Solutions Group (ERSG)

Troy O’Connor – Operations Manager12 May 2012

ERSME Introduction1

PMO Strategy2

Management & Staffing - Project Team

Processes / Methodologies4

3

Transfer of Knowledge & Tools5

Operational Plan6

Relevant Experience7

Agenda

ERSME Introduction

• Easy Risk Solutions Pty Ltd was incorporated inAustralia in 2006 with offices in the MiddleEast:

Easy Risk Solutions Middle East Co.شركة ایزي ریسك سولیوشنز الشرق األوسط

CR 2051041348

GCH Business CentreFifth Floor, Al-Falak Building,King Abdulaziz Street, 31952

Kingdom of Saudi Arabia

Prepared by the Office of ERS

Pty Ltd

Initials/Date – MD_________________________

Initials/Date-OD___________________________

Initials/Date-BDM__________________________

Initials/Date-______________________________

Easy Risk Solutions Pty LtdCEO: Troy O’Connor

HEAD OFFICE: AUSTRALIAERS TRAINING ACADEMY

[PARTNER HAZID RESOURCING –RTO NO.9180 ]

Last Revised: 26/03/12

Enterprise RiskSolutions Group Ltd

[Hong Kong]

Easy Risk Solutions MiddleEast Ltd

[Saudi Arabia – Al-Khobar]

ERS / IRCC RiskAssociation

[China - Beijing]

ERSME SOFTWAREDIVISION

Derek Hitchman

ERSG PROJECTMANAGEMENT DIVISION

Director: Neil Watson

ERS/IRCC BUSINESSDEVELOPMENT DIVISION

Director: Zhang Yong

ERSME BD DIVISION

Troy O’Connor

ERSME PROJECTMANAGEMENT DIVISION

Darren Miller

ERSME RISK PROJECTMANAGEMENT DIVISION

Wayne Basson

ERSME SBC DIVISION

Prof. Petri Schutte

ERSG BUSINESSDEVELOPMENT DIVISION

Director: Troy O’Connor

ERSME Introduction Cont…

ERSME Introduction Cont…• Work Areas:

– ERSG has 3 main streams of business:• Risk Management• Project Management• Management Software

• Geographic Scope:– ERS operates in 47 countries covering most of the Pacific Rim,

Gulf countries and the America’s

• Management and Staff:– ERSG employs over 400 professionals worldwide

• Financial performance:– Annual turnover: 2010 / 2011 financial year was $A361mil

• Awards:– All of ERSG’s support programs are ISO 9001 certified. ERS is

also AS/NZS4801 certified for Safety and Health– ERSME is a registered Aramco vendor

ERSME Introduction Cont…• Project sites:

– In conjunction with Bovis wehave delivered PMO basedsolutions at the followingprojects:

• Sample Client Listing• Adventist Health System• Alegent Health• Ascension Health• Baptist Health South Florida• Baptist Memorial Health

Care• Bay Medical Center• Beth Israel Medical Center• Blythedale Children’s

Hospital• Bon Secours Health System• Carolinas HealthCare System• Carroll Hospital Center

• Catholic Healthcare West

• Centura Health

• Cleveland Memorial Hospital

• Community Health System

• Deaconess Health System

• Duke University MedicalCenter

• Easton Memorial Hospital

• Emory University

• Franklin Square HospitalCenter

• Gaston Memorial Hospital

• Greenville Hospital System

• Health ManagementAssociates

ERSME Introduction1

PMO Strategy2



3


Operational Plan6


Agenda

PMO Strategy

The ERSME Project Management Office:

An effective PMO operates as a centralized authority to oversee and

coordinate single or multiple projects and or multiple initiatives. It flags

conflicts in timing, resources, staffing, or information that can

jeopardize the ultimate completion and cost of complex projects.

The PMO’s authority goes beyond problem identification, however, to

create problem-solving forums among the owners or, if needed, refer

problems to those with the authority to act. Importantly, the PMO

ensures that issues that can jeopardize the timing and success of the

project are resolved so that the critical path for the project is protected

PMO Strategy

A PMO can be one of three types from an

organizational exposure perspective:

1. Enterprise PMO

2. Organizational (departmental) PMO, or

3. Special–purpose PMO.

PMO Strategy

The typical ERSG strategy will be to setup the department in the form

of a Project Management Office (PMO) that defines and maintains the

standards of process, generally related to project management, within

a Company. This will normally include all related projects:

Building Situation Space (M 2) Value (Almost)

Outpatient

clinics

Tumors

Neurological

Sciences

Laboratories

PMO Strategy: Planning

• Objectives and Milestones

• Specific

• Measurable

• Realistic

• Time-Constrained

PMO Implementation Strategy

Phase I – Establish the Foundation

Phase II – Startup with Short-Term Initiatives

Phase III – Rollout with Long-Term Solutions

Phase IV – Support and Improvement

PMO Strategy

Ten Keys to Successful Deployment of PMO1. Keep it Simple2. Communicate3. Make Sure Expectations and Goals are Shared4. Focus on Value5. Support Project Managers6. Take Time to Understand the Organizational Problems

from vvarious Points of View7. Conduct Pilot Tests8. Establish Incremental Goals9. Involve the Right People Up Front10. Plan

ERSME Introduction1

PMO Strategy2



3


Operational Plan6


Agenda

PMO Strategy

Ten Keys to Successful Deployment of PMO1. Keep it Simple2. Communicate3. Make Sure Expectations and Goals are Shared4. Focus on Value5. Support Project Managers6. Take Time to Understand the Organizational Problems

from vvarious Points of View7. Conduct Pilot Tests8. Establish Incremental Goals9. Involve the Right People Up Front10. Plan

Processes / MethodologiesSome of the specific responsibilities of the ERSME PMO will includethe following:• Communicates the prioritization of initiatives and projects to all

constituencies• Monitors change requests with timing implications across initiatives• Monitors work plan variances• Tracks progress and outcomes across initiatives, actively working to

ensure realization of the expected benefits• Creates and presents project-level status reports to executives based

on initiative-level reports• Sets the standards for use of automated project management tools

and coordinates training on tools• Approves change requests with time or budget implications• (with leadership committee involvement for significant changes)• Facilitates communication flow between and among initiatives.• Generates ad hoc financial analysis (determinations of productivity

or non-labour budget variances)

Management and Staffing:

Management and Staffing

Management and Staffing: Infrastructure

While the specific structure of the PMO must reflect theCompanies individual requirements, there are roles andresponsibilities that must be undertaken for all situations.

The PMO operates as a central communication, monitoring,and control hub for the clinical transformation project. It hasa reporting relationship to the leadership team, which inturn exercises overall direction for the project, andrecommends actions to the board of directors.

For the PMO to function effectively, certain roles andfunctions must be staffed. Large projects typically requirethree to six full-time employees for the duration of theeffort.


PMO manager:The PMO manager is typically a seasoned individualwith significant knowledge of the health system and itsreporting structure who is assigned full time to thiscentral role for the duration of the clinicaltransformation project.This position assumes direct responsibility for alldeliverables and for monthly monitoring or progress forall initiatives within the overall project. It is the PMOmanager’s responsibility to maintain communicationand provide key updates and information to both theleaders of individual initiatives and the health systemleadership.


Progress-tracking team manager:The progress-tracking team manager should have afamiliarization with health system financial andmanagement reports or accounting processes.The role of this position is to assume responsibility forthe collection, analysis, and reporting of financialprogress toward targets as well as monthly qualityindicator reports. On larger projects, this positionoversees the work of the scheduler and value trackersto create reports on each project initiative for reviewand integration by the PMO manager.


Service team manager:The service team manager reports to the PMO managerand is responsible for ensuring that the project hasappropriate human resources and administrativeassistance, as well as appropriate communicationsefforts with constituencies.Such activities might include consistency and adequacyof staff on the various initiatives, as well as overseeingany contracts needed by the initiatives team to supporttheir work. On larger projects, this position wouldoversee the work of the communications coordinatorand the knowledge and training co-ordinator.

Management and StaffingName Professional

BackgroundProfessionalQualifications

Experience inSimilarProjects

Key Area ofExpertise

Neil Watson Project Management(PMO Manger)

Masters PM 25 years in projectmanagement

Project Management

Troy O’Connor Risk & Training(Knowledge &Training Coordinator)

MBA 25 years in riskmanagement andtraining – currentprojects at Aramco

Risk ManagementTrainingProject ManagementOperations

Dr. George Lockey Journalism(CommunicationCoordinator)

PhD 23 years in Journalism ManagementJournalism

Hisham M. Awad CPA(Cost Controller)

CPA 20 years in projectfinance

Finance

Syed Ali Value Tracker B-Degree 15 years – currentprojects at SINOPECin KSA

FinanceTrainingProjects

Derek Hitchman Planning and IT(Scheduler)

Masters IT 8 years in IT - currentprojects at Aramco

ITProject Management

Wayne Basson Management(Services TeamManager)

B-Degree Business 28 years – currentprojects at Ramu Nico

BusinessSafetyRiskEnvironment

ERSME Introduction1

PMO Strategy2



3


Operational Plan6


Agenda

Processes / Methodologies

In itiation CompletionExecution

ProjectRequest

ProjectScope

ProjectApproval

ProjectScheduling

ID AdditionalW ork

FinalAcceptance

ProjectSetup

TaskM anagem ent

IssueM anagem ent

R iskM anagem ent

ProjectCom m unication

Docum entationM anagem ent

IndividualS tatus & Tim e

BudgetManagem ent

MeetingM anagem ent

Quality/R iskReview

BenefitsRealization

M ethodologyReview

BudgetC losure

In itiation CompletionExecution

ProjectRequest

ProjectScope

ProjectApproval

ProjectScheduling

ID AdditionalW ork

FinalAcceptance

ProjectSetup

TaskM anagem ent

IssueM anagem ent

R iskM anagem ent

ProjectCom m unication

Docum entationM anagem ent

IndividualS tatus & Tim e

BudgetManagem ent

MeetingM anagem ent

Quality/R iskReview

BenefitsRealization

M ethodologyReview

BudgetC losure

Processes / Methodologies

ERSME Introduction1

PMO Strategy2



3


Operational Plan6


Agenda

Transfer of Knowledge & ToolsThe following covers the 6 ways ERSG help structure workable, effectiveknowledge sharing agreements with the client:

1. Specify. Once we have defined the scope and required outcomes of acontracting project, we specify in writing exactly what skills or knowledgeyou need us to pass on to staff within your organisation.

2. Identify. Map out who needs to know what so that we don’t waste timeteaching the wrong staff. At the same time, be flexible. We will also tapinto our experience and advise who within your team is the mostappropriate and best equipped to pick up new skills.

3. Prepare. Show how we plan to achieve the knowledge transfer. Does thisrequire formal training time, regular meetings or a room in which to sitand discuss the project with other staff? Will knowledge transfer workbest if you ‘apprentice’ a staff member to us for sections of the project?We then discuss the requirements and agree on an approach that worksbest for both parties.

4. Communicate. Communicate the knowledge transfer expectations to staff.If you want employees to pay attention and learn certain skills, they needto be aware of them and know that you are serious.

Transfer of Knowledge & Tools Cont…

5. Enable the transfer. Even if it is affected purely through casualobservation and questioning, knowledge transfer will add to thetime we needs to spend with your organisation. Remember tomake an allowance for this when defining the contract period.

6. Document. Finally, to avoid confusion and miscommunication, it’salways best to document what we agree on. While this doesn’tnecessarily have to be part of your formal contract, it shouldprovide clear confirmation of both parties’ knowledge sharingobligations.

By making these steps a standard part of our engagement, projectmanagers who are on contract will take on new life within yourorganisation. Rather than just filling the need for another set of hands,you’ll find the business benefiting through the introduction of newideas, new expertise and increased knowledge transfer betweenpermanent and contract staff.

Transfer of Knowledge & Tools Cont…

Transfer of Knowledge & ToolsERSG will apply Oracle's Primavera products(TOOL) as they are the leadingenterprise project portfolio management (EPPM) solutions.

• Whatever the size of a project, Primavera enterprise project portfoliomanagement solutions enable organizations to do the following:

• Effectively manage time, costs, resources, contracts, and changes in a singlesolution

– Improve operational efficiency

– Provide enterprise project and portfolio management visibility

– Reduce performance risk

• Owners: Whether you're managing capital facilities budgets, contractors,resources, or risk, the Primavera solutions will help you ensure higher andconsistent capital project success rates on an ongoing basis.

• Engineering and Construction Firms: Primavera solutions enables you toleverage an integrated collaborative EPPM solution for proactively managingeach project, avoiding surprises, and protecting slim margins.

ERSME Introduction1

PMO Strategy2



3


Operational Plan6


Agenda

Operational Plan

ERSME Introduction1

PMO Strategy2



3


Operational Plan6


Agenda

ERSME / Bovis Relevant Experience

Medical Facility (PMO / Construction) Value

Adventist Health US$12.1 mil

Alegent Health US$6.2 mil

Ascension Health US$9.5 mil

Baptist Health US$11.9 mil

South FloridaBaptist Memorial Health Care

US$14.3 mil

Bay Medical Center US$86.8 mil

Carroll Hospital Center US$75.9 mil

The following represents a sample of projects:

Thank you

To contact a representative from the ERS Group ofcompanies please use the following detail:

• Enterprise Risk Solutions Group Ltd (Hong Kong)

• Easy Risk Solutions Middle East Co. (Al-Khobar)

• Easy Risk Solutions Pty Ltd (Brsibane)

Operations Director: Troy O’Connor

Mobile (KSA): 0558769379

Mobile (Aus): +61 (0)41813-0661

Download - ERSG Project Management Office Presentation (PMO) …projectmanagement.ersgltd.com/pdf/other/ERSG-Project-Management... · PMO Implementation Strategy Phase I – Establish the Foundation

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