ibm program management office (pmo) - · pdf file · 2011-10-24keys to success...

IBM Program Management Office

(PMO)

October 2nd, 2009

© Copyright IBM Corporation 2009Confidential | IBM Rational Worldwide PMO | 10/02/2009

An effective PMO provides value contributes to the success of the

Program

Establishing Standard Development Processes and Tools, Discipline and Ease-of-Use in Implementation

Providing Rigor and Integrity in Project Tracking, Monitoring and Reporting

Ensuring Linkage and Synchronization of Solution Development and Business Processes

Facilitating Organizational Change Management

Facilitating Definition of and Compliance to Enterprise Architecture and Policies

Measuring and Tracking of Costs and Benefits

Providing Independent Review and Assessment of Status and Progress

Making sure that the Program and Projects are Defined Right, Started Right

and Executed Right with minimum or no waste and maximum benefits, by:


IBM Best Practice incorporates 12 key activities under the management of

Program Management Office

Program Sponsor

&

Steering Committee

Program Management Office

- Program Leadership

- PMO Team

Init

iati

ve In

itia

tio

n

kic

k-o

ff

Initia

tive C

lose

Individual Initiatives - Initiative Owners, Leaders & Users

TrackDefine Setup Plan Transition

Consolidated

Initiative

Progress

Reporting

Individual

Initiative

Progress

Reporting

& Deliverables

Requirements,

Services,

Documentation

Initiative Priorities/Guidance

Planning &

Monitoring

Comm. &

Reporting

Issues

Management

Change

Control

Contract &

Fin. Mgmt.

Resource

Management

Document

Management

Infrastructure

Management

Quality

Management

Risk

Management

Benefits

Management

Knowledge

Management

Run


Define project outputs or deliverables

and desired timeframes

Establish resource requirements

and overall impact of desired

timeframes

Establish program

Interdependencies

Benefits

Program Sequencing plan

Phase 1

Phase 2

Phase 3

Phase 4

Project 1

- Product A

- Product B

Project 2

- Product A

- Product B

-Product C

Project 3

-Product A

Resources

Review impact and adjust

variables as required to

achieve an acceptable plan

• Project outputs

• Timeframe

• Resources including cash

Program

Project 1 Project 2 Project 3

Define projects as part of program

1

2

3

Workplan

Planning and Monitoring Approach

Program charter

Scope definition

Current project inventory

Customer requirements

Future capabilities of

relevant projects

Current operational

performance levels

To-be performance targets

New opportunities

Gather key inputs

Program Management OfficePlanning &

Monitoring

Issues

Management

Change

Control

Contract &

Fin. Mgmt.

Resource

Management

Document

Management

Infrastructure

Management

Quality

Management

Risk

Management

Benefits

Management

Knowledge

Management

Comm. &

Reporting


Monitoring

Issues

Management

Change

Control

Contract &

Fin. Mgmt.

Resource

Management

Document

Management

Infrastructure

Management

Quality

Management

Risk

Management

Benefits

Management

Knowledge

Management

Comm. &

Reporting


Communications Content

Start-up

- Provide many structured,

specific communications

using a variety of media

- Create channels for two-

way communication

- (Remember, this is a high

visibility time for the

project, and

communications sent

during this period will set

the tone for expectations

of behavior)

Staying the Course

- Conduct periodic

communication

assessments to evaluate

the effectiveness of

communication efforts

- Step up communication

efforts that will provide

the organization and the

team with positive

feedback

- Increase individualization

of message

Closure

- Highlight project

successes

- Document and share

successes and

“lessons learned”


Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


The issue management process enables delivery teams

- Issues are

identified and

documented in

program

collaboration tool

- Issues are

prioritized as

high, medium, low

based on overall

impact to project

objectives and

degree of urgency

- An action plan is

developed by the

program teams

- A contingency plan

is also developed

for critical issues

- The action plan is

reviewed in status

meetings to

monitor progress

- Issues are closed

once action plan is

complete and the

issue is resolved

- Issues are

reviewed and

evaluated in the

PMO status

meetings

- Decisions are

made to resolve or

escalate the issue

- The program

teams are

responsible for

tracking all issues

in a standard

database or tool

- The issue tracking

database or tool

will be updated

before status

meetings by the

program teams

- Issues beyond the

control of the

program teams are

escalated to the

PMO, Initiative

Leader, &

Executive

Committee

- Escalated issues

continue to be

tracked in the

database or tool

until final

resolution

Identification Evaluation Tracking ResolutionEscalation

(as necessary)

Program Management OfficePlanning & Monitoring

Issues Management

Change Control

Contract & Fin. Mgmt.

ResourceManagement

Document Management

InfrastructureManagement

Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting

Program Management OfficePlanning & Monitoring

Issues Management

Change Control

Contract & Fin. Mgmt.

ResourceManagement

Document Management

InfrastructureManagement

Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Controlling changes will be a constant task for the project and program manager.

No matter how well planned your programs unforeseen events will impact on the

scope, timeframes and resources originally anticipated.

Change Control


Monitoring

Issues

Management

Change

Control

Contract &

Fin. Mgmt.

Resource

Management

Document

Management

Infrastructure

Management

Quality

Management

Risk

Management

Benefits

Management

Knowledge

Management

Comm. &

Reporting

There are four basic steps for managing program change

Incorporate

AgreeAssess

Register

Change

Request

Reject

• Register

• Assess impact

• Agree or reject

• Incorporate

into baseline

plan

.... ripple factor

The level at which approval is required depends upon the impact of the change

Within project

Within the program

Outside the program

Impact Who agrees

Project Manager

Program Manager

Program Sponsor/Steering Group


Resource Management Approach

Develop

Program Org

Structure

Program charter

Program/project

definition

Organizational skill

inventory

Assess Skill

Gaps

Update Program

Sequencing

Develop

Resource Plan

Understand

Constraints

Key Inputs Define Skill

Requirements


Monitoring

Issues

Management

Change

Control

Contract &

Fin. Mgmt.

Resource

Management

Document

Management

Infrastructure

Management

Quality

Management

Risk

Management

Benefits

Management

Knowledge

Management

Comm. &

Reporting


Monitoring

Issues

Management

Change

Control

Contract &

Fin. Mgmt.

Resource

Management

Document

Management

Infrastructure

Management

Quality

Management

Risk

Management

Benefits

Management

Knowledge

Management

Comm. &

Reporting


Produce Program

Quality plan

Produce Project

Quality plans

Perform Program

and project reviews

to ensure

adherence to

quality plans

Update procedures from

review findings

It is important that Quality control and assurance processes are defined at the start of the

Program and then monitored throughout the whole lifecycle. Without these procedures in

place there would be no defined standards for documents, or for Program reviews. This

could lead to some of the most basic Program quality functions not being met i.e. regular

reviews at a project and Program level.

Quality Management


Monitoring

Issues

Management

Change

Control

Contract &

Fin. Mgmt.

Resource

Management

Document

Management

Infrastructure

Management

Quality

Management

Risk

Management

Benefits

Management

Knowledge

Management

Comm. &

Reporting


Performance can be assessed using the seven

keys to success (reporting, quality)

Process: Seven Keys to Project Success

• Scope is Realistic and Managed (description, requirements,

timeframe, resources/cost)

• Team is High-Performing (contact list, project managers,

resources, identification of SMEs, cross-functional team-

members, defined roles and responsibilities)

• Work & Schedule are Accurately Determined (project plan,

high-level milestones by date, detailed approach with

corresponding activities, status tracking & reporting, issues log,

action plan)

• Stakeholders are committed (stakeholder assessment, who

will this impact, are they committed, communication plan)

• Delivery Organization’s Benefits are Realized (project team’s

goals)

• Business Benefits are Realized (alignment with organization’s

strategy, alternatives considered, measuring and tracking of

specified project benefits, project post-mortem)

• Risks are Mitigated (risk assessment and monitoring,

assumptions to be validated, checkpoints to evaluate progress)


Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Risk and Issue Management and Mitigation

is a Key to Program Success

Implement Mitigation

Project Risk Management ProcessAssessAssess

Identify Risks/

Assign Risk

OwnerAnalyze Risks

Baseline Risks

PlanPlan

Develop Mitigation

Plans

Develop Contingency

Plans

Develop Mitigation

Plans

Develop Contingency

Plans

ControlControl

Monitor Risk Status

Plans

Conduct Risk Review

Meetings

Monitor

Contingency Plans

ReRe--evaluate Risksevaluate Risks Risk MaterializesRisk Materializes

Send to Issue

Management

Close out Risk

Significant

Risk

Minor

Risk

Minor

Risk

Major

RiskSignificant Risk

Minor

Risk

Maximum

Risk

Major

Risk

Significant Risk

Low Medium High

PROBABILITYRisk will Materialize

Lo

wM

ed

ium

Hig

h

IMP

AC

To

n P

rog

ram

if R

isk M

ate

ria

lize

s

The PMO should leverage a comprehensive Risk

Management Process to Manage Risks and Issues

Risks and Issues will be Identified,

Classified and Prioritized


Monitoring

Issues

Management

Change

Control

Contract &

Fin. Mgmt.

Resource

Management

Document

Management

Infrastructure

Management

Quality

Management

Risk

Management

Benefits

Management

Knowledge

Management

Comm. &

Reporting


Benefits Realization Approach

Secure Benefits Ownership

Establish and Track Benefits Measures

Test Benefits Strength

Build Business / Benefits Case

Realize Results

ExecuteBenefitsDelivery

Realizing cost benefits and sustaining them over time requires the incorporation

of a benefits realization and tracking mechanism to understand change, measure

it and communicate its impact throughout the organization.

Key Activities include:

• Identify benefits

• Create benefits case

• Define benefits owners

• Build action plans

• Create metrics

• Build a tracking mechanism

• Measure and monitor


Monitoring

Issues

Management

Change

Control

Contract &

Fin. Mgmt.

Resource

Management

Document

Management

Infrastructure

Management

Quality

Management

Risk

Management

Benefits

Management

Knowledge

Management

Comm. &

Reporting


Day 1 Day 5 Day 10 Day 15 Day 20 Day 25 Day 30

DEFINE COMPLETION

CRITERIA & SCOPE2

DEFINE COMPLETION

CRITERIA & SCOPE2

IDENTIFY DEPENDENCIES4a IDENTIFY DEPENDENCIES4a

INITIATE PLANNING3 INITIATE PLANNING3

SEGMENT THE WORK4 SEGMENT THE WORK4

DEVELOP STRUCTURE &

GOVERNANCE 5

DEVELOP STRUCTURE &

GOVERNANCE 5

PREPARE STAFFING

PROFILES5a

PREPARE STAFFING

PROFILES5a

PREPARE PMO

PROCESSES & TOOLS6

PREPARE PMO

PROCESSES & TOOLS6

1 DEFINE THE CHARTER1 DEFINE THE CHARTER

SECURE RESOURCES5b SECURE RESOURCES5b

CONDUCT PMO KICK-OFF7 CONDUCT PMO KICK-OFF7

ENABLE EFFECTIVE TEAMS8 ENABLE EFFECTIVE TEAMS8

Quick-Start – 30 Days to Kick-Off


Monitoring

Issues

Managemen

t

Change

Control

Contract &

Fin. Mgmt.

Resource

Managemen

t

Document

Managemen

t

Infrastructu

re

Managemen

tQuality

Managemen

t

Risk

Managemen

t

Benefits

Managemen

t

Knowledge

Managemen

t

Comm. &

Reporting


Key Point: The charter should reflect the organization’s motivation for initiating this

work and the business value to be realized.

Key Point: The charter should reflect the organization’s motivation for initiating this

work and the business value to be realized.

Identifying the high-level business problems will provide a focus for the

overall program. Before initiating the project, the executive sponsor(s)

and PMO must:

• Identify and prioritize the most critical business issues

• Estimate the high-level benefits to be realized by resolving the business issues

• Specify the goals to be achieved along the following dimensions:

To Do…

Identify high-level business problems

Define program goals/objectives

aligned with each business problem

Document a statement that clearly

articulates the business probems,

program objectives and potential

benefits to be realized

People and organization: The culture (values and behaviors), skills, communication,

training, and human resource management in the enterprise. The people, their roles and

responsibilities, their performance measures, the organizational structure, and the business

units.

Processes: The business processes and events that exist within the enterprise.

Data and information: The current data and information used in the enterprise and how

that data and information is managed and secured.

Information systems: The information systems in the enterprise or in development, how

those information systems work together, and how they support the business processes.

Infrastructure: The current facilities and physical assets, including their geographies and

locations.

What is the problem statement?

What are we setting out to achieve?

What will success look like?

Charter

Goals,

objectives,

metrics, etc.


Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting

1. Define the Charter:

Objective: Prepare a charter that states the business problems to be solved and the

value proposition.

Why is this Important?: It is essential to clearly articulate the objectives and

benefits that are expected to be realized prior to initiating project planning activities.


Translate the charter into discrete, measurable achievements,

deliverables and results.

Key Point: Proper definition of the completion criteria will largely define the scope - what

is in-scope and what is out-of-scope - and the parameters of the work effort.

Key Point: Proper definition of the completion criteria will largely define the scope - what

is in-scope and what is out-of-scope - and the parameters of the work effort.

How will key deliverables be managed?

What are the factors that will contribute to success?

How will we know we are done?

Completion Criteria refers to the baseline requirements for

successful project completion. This includes descriptors such as:

• strategies, policies, programs, processes or structures

• technology design, development, integration or implementation

• analysis, design or implementation

• recommendations or detailed plans

• organizational unit (e.g.enterprise-wide, functional or

department)

• geography (e.g. global, regional or domestic)

Critical Success Factors represent the „enablers‟ that ensure

attainment of completion criteria. Examples include:

• executive sponsorship

• speed/quality of decision-making

• stakeholder-management

• availability of requisite resources/expertise

To Do… Define the requirements for project

completion

Define the metrics to evaluate and

quantify project success

Confirm project‟s critical success

factors, completion criteria and metrics

with project sponsor

Completion Criteria

• -----------• -----------• -----------

• -----------• -----------• -----------

Charter

Goals,

objectives,

metrics, etc.

2. Define the Completion Criteria and Scope:


Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting

Objective: Translate the charter into a series of measurable completion criteria that

will indicate successful performance of the program.

Why is this Important?: This ensures that the project achieves its goals and

objectives and will deliver the expected business value.


3. Initiate PlanningProgram Management Office

Planning &

Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting

Milestones represent the key decisions points between the beginning

and end of a project and typically have three elements:

What do we need in place by when to achieve the exit criteria?

What is most important on the path?

What are the key inter-dependencies?

Key Milestones

Key Point: Milestone planning should be a group activity that tests the feasibility of

the completion criteria and scope - this exercise will serve to bind the participants

into a committed project team.

Key Point: Milestone planning should be a group activity that tests the feasibility of

the completion criteria and scope - this exercise will serve to bind the participants

into a committed project team.

Leverage the documentation

prepared in Step #1 - Define the charter

and Step #2 - Define Completion

Criteria & Scope to define:

interim or partial goals and

accomplishments

criteria for measurement

estimated target dates

• a state to be achieved (general

description)

• the criteria necessary to achieve this

desired state (specific & measurable)

• an estimated target date (to be

refined during the next iteration of

planning)

To Do…

Validate that the milestone

plan accurately represents

the following:

• expected achievements and

results at specific points during the

project lifecycle

• interim goals on the route to the

goal

• interdependencies between and

among related program initiatives

Completion Criteria

• -----------• -----------• -----------

• -----------• -----------• -----------

Charter

Goals,

objectives,

metrics, etc.

Objective: Translate charter and completion criteria into a preliminary milestone

plan for assigning resources, monitoring progress and reporting status.

Why is this Important?: It is essential to establish intermediate checkpoints (with

initial estimates of timescale) for reporting and progress checking and identify the

various states the project must pass through until completion.


Conduct a „top down‟ assessment of the overall scope that breaks down the

program into logical, manageable „buckets‟ of work:

Strategic, Operational or

Infrastructure

People, Process,

Technology or Structure

Deliverables & Timelines

Competencies

Project Mgmt

What are the objectives/goals of the work?

What are the approaches/interventions for accomplishing the stated objectives?

What & when are the expected outputs?

What expertise/skills are required to complete the work?

How will progress be managed?

Key Point: Workstreams are the basis for developing the overall program structure,

preparing milestone plans and assigning roles & responsibilities.

Key Point: Workstreams are the basis for developing the overall program structure,

preparing milestone plans and assigning roles & responsibilities.

To Do… Define specific objectives/goals.

Identify a proposed approach for

accomplishing each goal/objective.

Specify key milestones and

deliverables for each goal/objective

Evaluate for parallel or

complementary efforts

Assess potential for staffing & project

mgmt overlap

StrategyStrategy

PolicyPolicy

Program DesignProgram Design

Process DesignProcess Design

Technical ArchitectureTechnical Architecture

Application DevelopmentApplication Development

Application IntegrationApplication Integration

Organization DesignOrganization Design

CommunicationsCommunications

Mgmt of ChangeMgmt of ChangePrgm/Proj MgmtPrgm/Proj Mgmt

Assessment

Process:

Potential

Workstreams:

Objective: Break down the overall scope (reallocate the completion criteria) into

logical workstreams according to comparable objectives, deliverables, skill-

requirements or timelines.

Why is this Important?: Focuses attention/efforts on the most appropriate aspects

of the project and initiates more detailed project planning. This is the basis for

assigning accountability and avoiding misunderstandings, false starts, and rework.

4. Segment the WorkProgram Management Office

Planning &

Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

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Risk

Manageme

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Benefits

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Knowledge

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Comm. &

Reporting


October 11, 2001 Page 3

June July August September

ContentProduction

Handb ook

Version 1u 6/2 9

Illustrative Milestone Plan8/1 9/17/1 10/1

Handb ook

Version 2u 7/3 1

Handb ook

Version 3u 8/3 1

Handb ook

Release 1u 9/2 9

Conte nt

Version 1

u 6/2 9

Conte nt

Version 2

u 7/3 1

Conte nt

Version 3

u 8/3 1

Conte nt

Release 1

u 9/2 9

Conte nt

Version 2 .5

u 8/1 7

Conte nt

Version 3 .5

u 9/1 4

Prioritized

u 6/2 7

Comp le te

Inte rviews

u 7/1 3

Comp le te

Docume nts

u 7/2 0 Reviewedu 7/2 5 Appro ve d

u 7/2 7 Publishedu 7/3 0

Prioritized

Published

Prioritized

Published

Prioritized

Published

Prioritized

PublishedPublishedu 6/2 8

Fe edbackAnalysis

u 7/6Comp le ted

Requir ement s

u 7/1 1 Designed

u 7/1 8Built and

Te sted

u 7/2 7 Deployedu 7/3 0

Fe edback

Analysis

Deployed

Fe edback

Analysis

Deployed

HandbookProduction

OperationsDelivery

Communication

PilotsAppro ach and

Fe edback

Process

u 7/6

Define Appr oachand Feed back

Process

u 7/1 3

Fe edback In fo.

Collected

u 7/3 0

Refined

Appro ach and

Participan ts

Fe edback

Refined

Appro ach and

Participan ts

Fe edback

Define

Comm unicationand Tra in ing

Appro ach

u 7/1 3

Comp le te Initial

Tr aining

Mat erialsu 7/3 0

Practice T raining

u 8/1 7Comp le teTr aining

Schedule

u 8/3 1

Updat e Tra ining

Mat erialsu 8/2 4

Comp le te

Tr ainingu 9/2 9

Comp le te Initial

Comm unicationu 9/2 2

Comp le teComm unication

Info rmation

u 9/1 5

Comp le te Initial

Deploym ent

Planning

u 7/3 0

Comp le te InitialSuppor t

Readin ess

Assessment

u 8/3 1

Comp le te Fina l

Assessments

and Plan s

u 9/2 2

Comp le te

pr actice

dep lo yment 1

u 8/1 7

Comp le te

pr actice

dep lo yment 2

u 9/1 5

Deployu 9/2 9

Publish con tent twice a mon th

starting in Au gust

Update Handbo ok appl ication

at the end of every mo nth

Use feedback to improve Handb ook

Develop commun ications and training

Practice deployment befo re first release

FunctionalRisk

Project Risk

Executive Risk

Organizational

Risk

Technical Risk

Resource Risk

FunctionalRisk

Project Risk

Executive Risk

Organizational

Risk

Technical Risk

Resource Risk

To Do… Validate that the milestone plan

accurately reflects all workstreams.

Leverage the documentation

prepared in Steps #1 - #4 to identify:

assumptions

critical path

interdependencies

program risks

Key Point: There is a much higher probability for effective risk mitigation when the

interventions are proactive rather than reactive.

Key Point: There is a much higher probability for effective risk mitigation when the

interventions are proactive rather than reactive.

Assumptions - factors or conditions that are

generally considered to be highly predictable or

constant.

Interdependencies - integration points or

dependencies which may or may not be directly

controlled or influenced, however, which may

substantially impact the ability to achieve the

completion criteria and overall objectives.

Critical Path - an essential subset of activities or

dependencies that must be satisfied or achieved

in order to move ahead.

Risks - factors or circumstance with a high

probability to negatively affect the ability to

achieve the completion criteria and overall

objectives.

Objective: Identify interdependencies - both internal (within/across workstreams)

and external (outside the program) and assess the integration required with relevant

initiatives, programs, stakeholders, partners, customers, employees, etc.

Why is this important? The PMO must anticipate and plan accordingly for

circumstances and timelines - both internal and external to the program - that may

impact the achievement of program objectives/goals.

4a. Identify DependenciesProgram Management Office

Planning &

Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

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Document

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ure

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ntQuality

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Risk

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Benefits

Manageme

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Knowledge

Manageme

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Comm. &

Reporting


Monitoring

Issues

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Change

Control

Contract &

Fin. Mgmt.

Resource

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Document

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ure

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Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Prepare a complete map of the Project's organizational structure depicting the high

level functional responsibilities and reporting relationships.

• Define structure based on project objectives, workstreams and the need to assume an efficient/effective deployment

of resources

• Define project governance in terms of leadership, management, reporting relationships and implementation

– Define decision-making authority

– Develop reporting and jurisdictional structure

Global PMOGlobal PMOGlobal PMOGlobal PMO

OperationsOperationsOperationsOperations CommunicationsCommunicationsCommunicationsCommunications Business HRBusiness HRBusiness HRBusiness HR

• Business HR VPs

• BU-Leads

• Site HR Leads

• Corporate Communications

• HR Communications

• Regional/Business Communicators

• Regional HR Operations

• Global & Local Business Partners

• Legal (including outside counsel)

• EWD & Strategic Change Mgmt

PWC• Business/Site Coordinators

• Communications Center

• Regional Coordinators

• Notification Planning

• PMO

• Communications

Executive CouncilExecutive CouncilExecutive CouncilExecutive Council

To Do… Align project structure with project

objectives

Establish project structure

Define high-level functional roles and

responsibilities

Establish role accountabilities, and

project governance (meetings,

communications, reporting and conflict

management)

Illustrative

Only

Key Point: The bigger and more complex the intervention, the stronger the need for

effective governance to clarify direction, accelerate decision-making and reinforce a

consistent approach.

Key Point: The bigger and more complex the intervention, the stronger the need for

effective governance to clarify direction, accelerate decision-making and reinforce a

consistent approach.

Objective: Determine how the project will be structured and governed in terms of

leadership, reporting relationships, decision-making and implementation.

Why Is It Important?: Designates clear functional accountabilities and enables work

to be accomplished in a defined manner.

5. Develop Structure & Goverance Program Management Office

Planning &

Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


To Do…

Role Planning and Developing:

• Develop high level job functional description

• Develop duties and responsibilities based on project scope

• Assess the required knowledge, skills and abilities to accomplish project‟s objectives

• Identify the correct level of relevant experience required to attain the project‟s objectives and

complete deliverables

• Identify the necessary competencies and personal attributes** to be part of the work team,

i.e. decisive, organized, structured, assertive, etc.

• Write profiles and begin to search for appropriate skills within the organization

Illustrative Only:

Executive Sponsor

Champion the effort

Ensure resources for

team including at least

one fully dedicated to the

Project

Generate support for the

effort exerting influence

and impact

Break down

organizational barriers

Communicate objectives

and progress across hp

Project Manager

Manage details

of project(s)

Coordinate

team activities

and track

progress

Provide knowledge of

process and customer

requirements

Provide data necessary

for analysis

Complete the analytical

activities

Act as change agents in

their functions

Participate in Project

sessions

Evaluate processes

Subject Matter Expert

Team Lead

Lead Project to

achieve targets and

objectives

Communicate

progress and

solutions to Sponsor

and other

stakeholders

Schedule work

sessions

Manage project

activities to plan

Identify broad job functions to

perform work stream requirements

Write role descriptions

Identify the critical skills to perform

each high level function for the

project/team

** See AppendixKey Point: Project success is highly dependent upon identifying and aligning the the

right people.

Key Point: Project success is highly dependent upon identifying and aligning the the

right people.

Objective: Determine the roles and responsibilities of each functional group. Takes

into account required leadership, planning, reporting, issue resolution,

implementation, and follow-up responsibilities

Why is this Important?: Identifies the necessary knowledge, skills, and abilities to

meet the project‟s objectives and establish its deliverables

5a. Prepare Staffing ProfilesProgram Management Office

Planning &

Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


5b SECURE RESOURCES

The process for locating and securing project resources will include a

combination of the following steps:

1. Identify the skills and responsibilities desired for the project

2. Identify potential team members and determine their availability

3. Interview candidates to ascertain skill levels and project commitment

4. Discuss project with potential members and their managers

5. Secure commitment of resources across the organization and assure

release from current roles and responsibilities

6. Attempt to get broad representation of skill sets and diverse backgrounds

and skill sets across the organization

7. Assess the prospective members‟ ability to team with other team

members

8. Assess the team members‟ ability to deal with project‟s reporting

relationship including matrix management

9. Conduct on-board meetings with each project member

To Do… Informally socialize, role descriptions

Discuss candidates applicable

required knowledge, skills, and abilities

and experience

Match skills and requirements

against staff

Assure commitment of matched staff

and their supervisors

Key Point: Make sufficient time to properly evaluate candidates, establish

expectations and secure the commitment required for the prospective role. Seek a

balance of leaders, team players and a diversity of thought in assembling the team.

Key Point: Make sufficient time to properly evaluate candidates, establish

expectations and secure the commitment required for the prospective role. Seek a

balance of leaders, team players and a diversity of thought in assembling the team.

Objective: To locate and secure the most qualified resources to achieve the project‟s

objectives and goals.

Why is this Important?: The best resources are usually in high-demand and short-supply.

5b. Secure ResourcesProgram Management Office

Planning &

Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Key Point: PMO processes/tools should be defined and available for the kick-off

meeting, but will continue to evolve and be refined throughout the program’s lifecyle.

Key Point: PMO processes/tools should be defined and available for the kick-off

meeting, but will continue to evolve and be refined throughout the program’s lifecyle.

• What is the process for issue

escalation - how will issues be

logged, assigned & resolved - who

are the key points of contact?

Prepare Briefing 3PM

Topics Meeting8:00-11:30AM

Roll-up Reporting

(continued)

PMO Review

10AM-12PM

Issue Meeting1:00-3:00

Roll-up Reporting

7:00PM

Business Units

3:30-5:30

EC Briefing via TeleConference

7AM PT

Mon Tues Wed Thur Fri

AM

PM

Prepare Briefing 3PMPrepare Briefing 3PM



Roll-up Reporting

(continued)

PMO Review

10AM-12PM

Issue Meeting1:00-3:00

Roll-up Reporting

7:00PM

Roll-up Reporting

7:00PM

Business Units

3:30-5:30

Business Units

3:30-5:30


7AM PT


7AM PT

Mon Tues Wed Thur Fri

AM

PM

• What is the weekly meeting

schedule, purpose of each meeting

and expected attendees?

WFR

Program

EMEA - Country Progress Tracking and PMO Assessment (by group and reduction targets)

Wednesday, 22/08/01

Gr o u p C o u n tr y Plan

d r afte d

Plan

ap p r o ve d

No tif icat io n

lis t availab le

No tif icat io n

lis t ve r if ie d

an d f in aliz e d

Star t

n o tif icat io n

Plan n e d

d ate 50%

o ff p ayr o ll

Plan n e d

d ate

100% o ff

p ayr o ll

Fin al tar g e t A ctu al

n u m b e r

to d ay

A ctu al

p e r ce n tag e

to d ay

PM O

as s e s s m e n t

G 1 S W IT Z E R L AN D Y Y 1 6 -Au g 1 1 -S e p 3 0 -N o v 3 1 -D e c 7 9 0 %

G 1 T U R K E Y Y Y 1 6 -Au g 2 2 -Au g 2 4 -Au g 0 7 -S e p 1 6 0 %

G 1 R U S S IA Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 1 -O c t 1 1 0 %

G 1 C Z E C H R E P U B L IC Y Y 1 6 -Au g 2 3 -Au g 0 1 -O c t 3 0 -N o v 1 0 0 %

G 1 IS R AE L Y Y 1 6 -Au g 2 8 -Au g 2 8 -S e p 2 8 -O c t 1 0 0 %

G 1 H U N G AR Y Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 0 -N o v 8 0 %

G 1 E C E * In d iv id u a l N /A 1 6 -Au g 2 8 -Au g 3 0 -N o v 3 0 -N o v 3 0 %

G 1 P O R T U G AL Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 1 -O c t 3 0 %

G 1 G R E E C E Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 0 -S e p 2 0 %

Group 1 11 8 8 142 0%

C o u n tr y Plan

d r afte d

Plan

ap p r o ve d

Pr o p o s e d

A p p r o ach

Pr o p o s al

Statu s

Star t

p r o g r am to

e m p lo ye e s

Plan n e d

d ate 50%

o ff p ayr o ll

Plan n e d

d ate

100% o ff

p ayr o ll


n u m b e r

to d ay

A ctu al

p e r ce n tag e

to d ay

PM O

as s e s s m e n t

G 2 U N IT E D K IN G D O M Y Y V o l,M a n A p p r o v e d 0 3 -S e p 0 9 -N o v # # # # # # # 4 2 9 0 %

G 2 F R AN C E Y V o l,M u t 2 1 5 -N o v 3 1 -M a r-0 2 # # # # # # # 4 1 5 0 %

G 2 G E R M AN Y Y V o l 2 1 7 -S e p 3 1 -M a r-0 2 # # # # # # # 3 4 2 0 %

G 2 N E T H E R L AN D S Y V o l,C o ll 3 0 1 -S e p 3 1 -D e c # # # # # # # 7 2 0 %

G 2 S P AIN TB D 1 0 1 -O c t 3 1 -J a n -0 2 # # # # # # # 7 1 0 %

G 2 IR E L AN D Y M a n ,V o l,M u t,PM 3 3 1 -Au g 3 1 -D e c # # # # # # # 5 6 0 %

G 2 IT AL Y Y V o l 1 0 1 -S e p 3 1 -D e c # # # # # # # 5 1 0 %

G 2 B E L G IU M V o l,C o ll 1 0 3 -S e p 3 1 -O c t # # # # # # # 4 7 0 %

G 2 S O U T H AF R IC A Y V o l, ( M a n ) 3 2 4 -Au g 3 0 -S e p 3 1 -O c t 3 2 0 %

G 2 N O R W AY Y M u t 3 2 4 -Au g 3 1 -Au g 3 0 -N o v 3 1 0 %

G 2 AU S T R IA Y Y M u t A p p r o v e d 1 0 -S e p 3 1 -D e c # # # # # # # 2 8 0 %

G 2 S W E D E N Y M u t 3 2 8 -Au g 3 1 -O c t 3 1 -O c t 2 7 0 %

G 2 D E N M AR K Y Y M a n A p p r o v e d 2 4 -Au g 3 1 -O c t 3 1 -O c t 1 7 0 %

G 2 F IN L AN D Y M a n ,M u t 2 0 5 -O c t 3 1 -D e c # # # # # # # 1 7 0 %

G 2 P O L AN D Y Y M a n ,M u t A p p r o v e d 2 7 -Au g 3 0 -N o v 3 0 -N o v 1 3 0 %

Group 2 15 13 4 1648 0%

Tota l 26 21 12 1790 0%

* EC E...Ea s te r n & C e n tr a l Eu r o p e - C r o a tia , R o m a n ia , S lo v a k ia ( r e d u c tio n ta r g e t 1 e m p lo y e e p e r c o u n tr y )

V o l…(m a n a g e d ) v o lu n t a ry s e v e ra n c e

M a n …m a n d a t o ry s e v e ra n c e

C o ll…c o lle c t iv e d is m is s a l

M u t …m u t u a l a g re e m e n t s

P M …p e rfo rm a n c e m a n a g e m e n t

1 …A p p ro a c h t o b e d e fin e d

2 …A p p ro a c h t o b e d e t a ile d

3 …A p p ro a c h a p p ro v e d , s e v e ra n c e d e t a ils t o b e re s o lv e d

WFR

Program


Wednesday, 22/08/01


d r af te d

Plan

ap p r o ve d

No t if icat io n

lis t availab le

No t if icat io n

lis t ve r if ie d

an d f in aliz e d

Star t

n o t if icat io n

Plan n e d

d ate 50%

o ff p ayr o ll

Plan n e d

d ate

100% o ff

p ayr o ll


n u m b e r

to d ay

A ctu al

p e r ce n tag e

to d ay

PM O

as s e s s m e n t










Group 1 1 1 8 8 1 4 2 0 %

C o u n tr y Plan

d r af te d

Plan

ap p r o ve d

Pr o p o s e d

A p p r o ach

Pr o p o s al

Statu s

Star t

p r o g r am to

e m p lo ye e s

Plan n e d

d ate 50%

o ff p ayr o ll

Plan n e d

d ate

100% o ff

p ayr o ll


n u m b e r

to d ay

A ctu al

p e r ce n tag e

to d ay

PM O

as s e s s m e n t
















Group 2 1 5 1 3 4 1 6 4 8 0 %

Tota l 2 6 2 1 1 2 1 7 9 0 0 %

* EC E...Ea s te r n & C e n tr a l Eu r o p e - C r o a t ia , R o m a n ia , S lo v a k ia ( r e d u c t io n ta r g e t 1 e m p lo y e e p e r c o u n tr y )









WFR

Program

Group 1

Switzerland Green Yellow Yellow Green

Turkey Green Green Green Yellow

Russia Yellow Green Green Green

Czech Republic Green Yellow Green Yellow

Israel Green Green Green Green

Hungary

ECE Red Red Green Green

Portugal

Greece

Group 2

UK Green Green Green Green

France Yellow Yellow Green Yellow

Germany Yellow Yellow Green Yellow

Netherlands Yellow Yellow Yellow Yellow

Spain

Ireland

Italy Yellow Yellow Yellow Green

Belgium Yellow Red Green Yellow

South Africa Green Yellow Yellow Yellow

Norway Yellow Yellow Green Yellow

Austria Red Green Red Green

Sweden Yellow Yellow Yellow Yellow

Denmark Yellow Red Green Red

Finland Yellow Red Yellow Yellow

Poland

Preparedness for

ImplementationIssues & Decisions Communication

& Change ManagementPlan

EMEA - Country Detail As Reported by Country HR Managers(by group and reduction targets)

Wednesday, 22/08/01

Where no assessment is indicated: Dashboard for the country is missing.

WFR

Program

Group 1






Hungary


Portugal

Greece

Group 2





Spain

Ireland









Poland

Preparedness for




Wednesday, 22/08/01


WFR

ProgramWorkforce Reduction Program - EMEA

Week of August 27th 2001

Preparedness for

Implementation

Communication

& Change

ManagementPlan

Green

Issues &

Decisions Yellow Green Yellow

ON PLAN

• New approvals of country plans

completed this week: RSA, Ireland,

Netherlands, Norway, and Germany.

• Spain proposal received as planned

• Spain and Italy discussion on August

29 in Geneva

• France plan discussed, working on

revisions

• Final approval on Sweden, Belgium,

Spain and France expected for

August 30

• Decision on Finland postponed due to

acquisition - discussion planned for

August 30

• Approval of Italy plan expected for

September 6

ISSUES

• Some finalization issues due to HPS

and HPC changes where replacement

was planned - final list and target date

closure expected for August 31

• Notification postponed due to this

change

OUTSTANDING

ON PLAN

• Open requisitions problem: HPC and

HPS are revising their targets to avoid

unnecessary high costs where rehiring

is planned

• Decision about future program tracking

and planning discussed and

communicated to country HR managers

• Decision of additional milestone plan

report underway

• Direct placement and group 2 list

generation process final

• Decision about last day at work made -

could be as late as last day of notice

period, default is that IT access stays

until it is requested to be shut down

• Decision that for those countries who

already notified (Hungary, Czech

Republic, Turkey), no changes to lists

can be done now

• Decision to postpone notifications until

lists and targets are final (planned for

August 31)

ISSUES

• Due to delay in notification, off the

payroll date might shift for as much as

a month (as the notification will only

start in September in many countries)

OUTSTANDING

• Question about moving forward not

resolved: how to deal with country

differences in timing of when

notifications are finished

ON PLAN

• Communication with worker’s council

started for most countries (France

• FAQ customization process set up and

communicated, countries working on them

with legal council, PMO and

communication

• Process of capturing employee questions

from coffee talks established, will be

communicated

• Post notification meetings for those

countries that have notified done

• Moving forward program material

communicated .

ISSUES

OUTSTANDING

ON PLAN

• Turkey, Czech Republic and Hungary have

already done their notifications and post

notification meetings - went well

• LHH services taken up by most notified

employees

• Daily and weekly report processes completed

for those countries who notified

• Additional LHH service offer specified and

approved for Group 1 countries

• Tracking of results by PMO defined and

presented

• UK training material for manager training

distributed as best practice for Group 2

country training

ISSUES

• Manager training needs to be adapted to

Group 2 countries - meeting with LHH set up

(September 3)

• UK changed outplacement service provider.

OUTSTANDING

• Final on-off lists to be finalized and sent to

global PMO to update the ‘old’ employee

database (planned for August 31)

• Waiting for the copy of the employee

database for Europe so we can start working

on it

WFR



Preparedness for

Implementation

Communication

& Change

ManagementPlan

Green

Issues &


ON PLAN






29 in Geneva


revisions



August 30



August 30


September 6

ISSUES






change

OUTSTANDING

ON PLAN




is planned





report underway










can be done now



August 31)

ISSUES





OUTSTANDING





ON PLAN






communication



communicated




communicated .

ISSUES

OUTSTANDING

ON PLAN





employees






presented



country training

ISSUES



(September 3)


OUTSTANDING






on it

• What are the tools for tracking

progress and what is the schedule

for status reporting?

WFR

Program


Wednesday, 22/08/01


d r afte d

Plan

ap p r o ve d

No tif icat io n

lis t availab le

No tif icat io n

lis t ve r if ie d

an d f in aliz e d

Star t

n o tif icat io n

Plan n e d

d ate 50%

o ff p ayr o ll

Plan n e d

d ate

100% o ff

p ayr o ll


n u m b e r

to d ay

A ctu al

p e r ce n tag e

to d ay

PM O

as s e s s m e n t










Group 1 11 8 8 142 0%

C o u n tr y Plan

d r afte d

Plan

ap p r o ve d

Pr o p o s e d

A p p r o ach

Pr o p o s al

Statu s

Star t

p r o g r am to

e m p lo ye e s

Plan n e d

d ate 50%

o ff p ayr o ll

Plan n e d

d ate

100% o ff

p ayr o ll


n u m b e r

to d ay

A ctu al

p e r ce n tag e

to d ay

PM O

as s e s s m e n t
















Group 2 15 13 4 1648 0%

Tota l 26 21 12 1790 0%










WFR

Program


Wednesday, 22/08/01


d r af te d

Plan

ap p r o ve d

No t if icat io n

lis t availab le

No t if icat io n

lis t ve r if ie d

an d f in aliz e d

Star t

n o t if icat io n

Plan n e d

d ate 50%

o ff p ayr o ll

Plan n e d

d ate

100% o ff

p ayr o ll


n u m b e r

to d ay

A ctu al

p e r ce n tag e

to d ay

PM O

as s e s s m e n t










Group 1 1 1 8 8 1 4 2 0 %

C o u n tr y Plan

d r af te d

Plan

ap p r o ve d

Pr o p o s e d

A p p r o ach

Pr o p o s al

Statu s

Star t

p r o g r am to

e m p lo ye e s

Plan n e d

d ate 50%

o ff p ayr o ll

Plan n e d

d ate

100% o ff

p ayr o ll


n u m b e r

to d ay

A ctu al

p e r ce n tag e

to d ay

PM O

as s e s s m e n t
















Group 2 1 5 1 3 4 1 6 4 8 0 %

Tota l 2 6 2 1 1 2 1 7 9 0 0 %










WFR

Program

Group 1






Hungary


Portugal

Greece

Group 2





Spain

Ireland









Poland

Preparedness for




Wednesday, 22/08/01


WFR

Program

Group 1






Hungary


Portugal

Greece

Group 2





Spain

Ireland









Poland

Preparedness for




Wednesday, 22/08/01


WFR



Preparedness for

Implementation

Communication

& Change

ManagementPlan

Green

Issues &


ON PLAN






29 in Geneva


revisions



August 30



August 30


September 6

ISSUES






change

OUTSTANDING

ON PLAN




is planned





report underway










can be done now



August 31)

ISSUES





OUTSTANDING





ON PLAN






communication



communicated




communicated .

ISSUES

OUTSTANDING

ON PLAN





employees






presented



country training

ISSUES



(September 3)


OUTSTANDING






on it

WFR



Preparedness for

Implementation

Communication

& Change

ManagementPlan

Green

Issues &


ON PLAN






29 in Geneva


revisions



August 30



August 30


September 6

ISSUES






change

OUTSTANDING

ON PLAN




is planned





report underway










can be done now



August 31)

ISSUES





OUTSTANDING





ON PLAN






communication



communicated




communicated .

ISSUES

OUTSTANDING

ON PLAN





employees






presented



country training

ISSUES



(September 3)


OUTSTANDING






on it

WFR

Program


Wednesday, 22/08/01


d r afte d

Plan

ap p r o ve d

No tif icat io n

lis t availab le

No tif icat io n

lis t ve r if ie d

an d f in aliz e d

Star t

n o tif icat io n

Plan n e d

d ate 50%

o ff p ayr o ll

Plan n e d

d ate

100% o ff

p ayr o ll


n u m b e r

to d ay

A ctu al

p e r ce n tag e

to d ay

PM O

as s e s s m e n t










Group 1 11 8 8 142 0%

C o u n tr y Plan

d r afte d

Plan

ap p r o ve d

Pr o p o s e d

A p p r o ach

Pr o p o s al

Statu s

Star t

p r o g r am to

e m p lo ye e s

Plan n e d

d ate 50%

o ff p ayr o ll

Plan n e d

d ate

100% o ff

p ayr o ll


n u m b e r

to d ay

A ctu al

p e r ce n tag e

to d ay

PM O

as s e s s m e n t
















Group 2 15 13 4 1648 0%

Tota l 26 21 12 1790 0%










WFR

Program


Wednesday, 22/08/01


d r af te d

Plan

ap p r o ve d

No t if icat io n

lis t availab le

No t if icat io n

lis t ve r if ie d

an d f in aliz e d

Star t

n o t if icat io n

Plan n e d

d ate 50%

o ff p ayr o ll

Plan n e d

d ate

100% o ff

p ayr o ll


n u m b e r

to d ay

A ctu al

p e r ce n tag e

to d ay

PM O

as s e s s m e n t










Group 1 1 1 8 8 1 4 2 0 %

C o u n tr y Plan

d r af te d

Plan

ap p r o ve d

Pr o p o s e d

A p p r o ach

Pr o p o s al

Statu s

Star t

p r o g r am to

e m p lo ye e s

Plan n e d

d ate 50%

o ff p ayr o ll

Plan n e d

d ate

100% o ff

p ayr o ll


n u m b e r

to d ay

A ctu al

p e r ce n tag e

to d ay

PM O

as s e s s m e n t
















Group 2 1 5 1 3 4 1 6 4 8 0 %

Tota l 2 6 2 1 1 2 1 7 9 0 0 %










WFR

Program

Group 1






Hungary


Portugal

Greece

Group 2





Spain

Ireland









Poland

Preparedness for




Wednesday, 22/08/01


WFR

Program

Group 1






Hungary


Portugal

Greece

Group 2





Spain

Ireland









Poland

Preparedness for




Wednesday, 22/08/01


WFR



Preparedness for

Implementation

Communication

& Change

ManagementPlan

Green

Issues &


ON PLAN






29 in Geneva


revisions



August 30



August 30


September 6

ISSUES






change

OUTSTANDING

ON PLAN




is planned





report underway










can be done now



August 31)

ISSUES





OUTSTANDING





ON PLAN






communication



communicated




communicated .

ISSUES

OUTSTANDING

ON PLAN





employees






presented



country training

ISSUES



(September 3)


OUTSTANDING






on it

WFR



Preparedness for

Implementation

Communication

& Change

ManagementPlan

Green

Issues &


ON PLAN






29 in Geneva


revisions



August 30



August 30


September 6

ISSUES






change

OUTSTANDING

ON PLAN




is planned





report underway










can be done now



August 31)

ISSUES





OUTSTANDING





ON PLAN






communication



communicated




communicated .

ISSUES

OUTSTANDING

ON PLAN





employees






presented



country training

ISSUES



(September 3)


OUTSTANDING






on it

• What are the tools for tracking

progress and what is the schedule

for status reporting?

• How will the team be physically

situated - locations, systems,

applications and contact lists?

•Evaluate i mpact of program on HR poli cies /

initiati ves, ie, i mpact to next ranking, EWD trai ning

objecti ves, comp issues.

•Plan and support program i mplementat ion outside

the US

•Refine WFR methodolog y based upon results of

debrief and lessons learned

•Partnered with indi vidual Site H R Leads

•Assisted with the integration of project plans

across Corporate Communicati ons, Business Unit HR, Regional and Countr y HR Operati ons, Gl obal

HR functions and external contr actors

•Developed detailed notifi cation and communication processes

•Program management and issues resolution

•Partnered with business units to create project plans and tracking progress

against goals

•Partnered with R egional leads to devel op program ti meline and milestones

for indi vidual countries

•Partnered with C ommunications regarding strategy and messaging

PwC

Monitor and repor t headcount metrics•Monitored project milestones / headcount metr ics

•Wor ked w/ Regional HR leads r egarding program

policy modifications for countr y i mplementation

•Documented issues and decisions

•Built tools and process to track and monitor pr ogram

•On-going tracking of progress

•Developed agenda, reviewed ac tion items, and escalated concerns / issues for bi- weekl y E.C . teleconference.

•Integrated policy and procedure decisions and their i mplicati ons upon regional and/or countr y-specific project plans

•Supported business, operations and communi cation project teams.

GLOB AL PMO

•Program post- mortem, project debrief / learni ng's

•Report final program metrics

•WFM Program C onsultation

•Coordinated corporate business partners (IT,

security, payroll, f leet, EAP, EH &S, HR Ser vices)

to ensure smooth executi on of program

•Ensured consistent and thorough processes for

implementation throughout the US

•Provided functional leadership for WFM reduction effort to ensure that

restructuri ng objecti ves are met

•Provided advice and support to HR Lead teams / Busi nesses that wi ll help

them to i mplement structure and wor kforce reduction.

•Provided overall coordination for WFM program to ensure coordinat ion of

planning, program management and ti mel y infor mation regarding

implementation.

OPER ATIONS

•Own meeting reduction commitment

•Champion change / define future initiati ve

•Communi cate and moti vate

•Ensured goals ar e met by business

•Communi cated to Business Management &

employees

•Identified and escalated i ssues

•Deter mined business goals

•Owned sel ection and final business list, PRB 1 & 2, SPAR reductionsBUSINESS UNITS

•Continued project suppor t

•Going for ward communi cation

•Developed restructuring plan, initiati ve objecti ves

•Deter mined project charter, net reducti on and t i meline

EXECUTIVE

COUNCIL

PH ASE 3PH ASE 3PH AISE 2PH AISE 2PH ASE 1PH ASE 1OW NEROW NER




•Ensured goals were met by busi ness

•Communi cated to Business Management & employees

•Developed communicati ons processes to support implementation of the str ategy objecti ves


•Owned sel ection and final business list, PRB 1 & 2, SPAR reductionsCOMMU NIC ATIONS




•Project advisor, i ssue resolution

•Oversaw notificat ion and separation

training

•Provided outplacement counseli ng

•Project Advisor y, issue r esoluti on

•Partnered with Pr ogram Management Team to design “exit day” process,

program-training requirement

• What is the program structure, how have

roles/responsibilities been defined and how

might they evolve throughout the program?

Global PMOGlobal PMO

OperationsOperations CommunicationsCommunications Business HRBusiness HR

Executive CouncilExecutive Council

CommunicationsCommunications•Evaluate i mpact of program on HR poli cies /




the US










against goals




PwC










GLOB AL PMO















implementation.

OPER ATIONS






employees








EXECUTIVE

COUNCIL















training









the US










against goals




PwC










GLOB AL PMO















implementation.

OPER ATIONS






employees








EXECUTIVE

COUNCIL















training





• What is the program structure, how have

roles/responsibilities been defined and how

might they evolve throughout the program?

Global PMOGlobal PMO

OperationsOperations CommunicationsCommunications Business HRBusiness HR

Executive CouncilExecutive Council

CommunicationsCommunications

Global PMOGlobal PMOGlobal PMOGlobal PMO

OperationsOperationsOperationsOperations CommunicationsCommunicationsCommunicationsCommunications Business HRBusiness HRBusiness HRBusiness HR

Executive CouncilExecutive CouncilExecutive CouncilExecutive Council

CommunicationsCommunicationsCommunicationsCommunications

Define ti meline with flexi bility for shifting dates &

priorities

Complete and val idate BU selec tion lists

Complete adverse i mpact anal yses

Advise countries of headcount & cost reduction

goals

Countr y cost reduction i mplementation plans due

Reconcile SPAR decisions with countr y‟s

headcount & cost reducti on plans & communicate

cost/headcount reduction requirements to countries

Complete SPAR decisions and f inalize notification

lists

Complete prepar ation of communication and

training materials (LHH and HP)

Notification Traini ng - Functional Mgrs

Q3 Results Communicat ion

Notification Event

Intellectual Property Transfer - Post

Notification Event

Final Day On-Site for Notified Employees

Jul y 18th- 23rd

Jul y 23rd

Jul y 27th

Jul y 18th

Jul y 17th

Aug 1st

Aug 1st

Aug 1st - 4th

Aug 10th-17th

Aug 16th

Aug 21-22nd

Aug 24th

Aug 21-23rd

Aug 6th- 10th

Countr y GMs and HR Mgrs will define most

appropriate alternati ve to achieve headcount and

cost reduc tion goals

• What are the program‟s overall

goals & objectives, the associated

timeline and key milestones?Define ti meline with flexi bility for shifting dates &

priorities




goals






lists





Notification Event


Notification Event


Jul y 18th- 23rd

Jul y 23rd

Jul y 27th

Jul y 18th

Jul y 17th

Aug 1st

Aug 1st

Aug 1st - 4th

Aug 10th-17th

Aug 16th

Aug 21-22nd

Aug 24th

Aug 21-23rd

Aug 6th- 10th




Define ti meline with flexi bility for shifting dates &

priorities




goals






lists





Notification Event


Notification Event


Jul y 18th- 23rd

Jul y 23rd

Jul y 27th

Jul y 18th

Jul y 17th

Aug 1st

Aug 1st

Aug 1st - 4th

Aug 10th-17th

Aug 16th

Aug 21-22nd

Aug 24th

Aug 21-23rd

Aug 6th- 10th




• What are the program‟s overall

goals & objectives, the associated

timeline and key milestones?

To Do… Leverage documentation prepared in

Steps #1 - #5 to prepare:

team structure

roles & responsibilities matrix

program milestone plan

status reporting process & templates

meeting schedule

on-boarding logistics

issue escalation process & tool

Objective: Develop the PMO processes and tools for managing the program and

begin deployment to the team.

Why is this Important?: This is the first opportunity for the PMO to demonstrate

leadership, „set the tone‟ for the overall project and establish a common operating

platform for the integrated team.

6. Develop PMO Processes & Tools (ops manual)Program Management Office

Planning &

Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Key Point: The processes/tools introduced at the program kick-off will inevitably be

refined and augmented throughout the lifecycle of the the project.

Plan for the meeting:

Clearly define the purpose, the objectives and agenda

Carefully consider and identify the appropriate attendees (stakeholders, sponsors, team members, partners, etc.)

Prepare relevant supporting documentation as needed (consider sending some materials to attendees in advance)

Meeting objectives may include the following:

Orientation & Introductions

provide contextual background for this program and a high-level status update

accommodate a question and answer period

Overview of PMO Structure

introduce the PMO structure and individual members of the PMO, the business unit leads and our partners

from LHH and PwC

review high-level roles/responsibilities for the PMO, business units, regions, LHH and PwC

• Project Planning: Timeline, Phases and Milestones

review an integrated milestone plan and major phases

validate immediate and medium-term business objectives

PMO Tools & Processes

discuss PMO tools and processes (several of which are under construction)

To Do… Schedule meeting date/time, secure

meeting space and equipment

(projector, flip-charts, etc.)

Leverage the documentation,

prepared in Steps #1 - #6 to define:

meeting objectives & agenda

supporting documentation

Identify attendees and draft invitation

stating objective/agenda

Objective: Plan and conduct a „program kick-off‟ with the integrated project team to

provide an overall context and introduce the purpose, structure and members of the

project management office (PMO).

Why is the important: This is the first opportunity for the PMO to demonstrate

leadership with the integrated team and sets the tone for going-forward.

7. Conduct PMO Kick-OffProgram Management Office

Planning &

Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Establishing Effective Teams:

• Define team forming, storming norming and performing on-boarding exercises

• Develop warm-up and set-up times to execution. Assure the team meets these milestones

• Review team morale at periodic check-points but particularly at the start of the project

• Assess team dynamics and performance against expectations shortly after start of program

• Assess need for additional assistance in: transition management, team partnering, matrix

management, retention anxiety

• Assess need for further skill training: Microsoft applications, issues management, reporting,

platform/facilitation skills, etc.

Forming

Storming

Norming

Performing

Forming

Storming

Norming

Performing

To Do…

Develop team meeting schedule,

communications, and conflict resolution

process

Develop and incorporate guidelines

for the team assessments

Quickly assess team and skill

development process

Take immediate remedial action to

include training or staff replacement

Key Point: Team must follow the normal stages of development to be highly

effective, supplemented by infrastructure support of individual development needs

Key Point: Team must follow the normal stages of development to be highly

effective, supplemented by infrastructure support of individual development needs

Objective: Provide the necessary support to enable a high performing team.

Why is this Important?: Performance will suffer if team members do not have the

requisite competencies to satisfy their team and project role.

8. Enable Effective TeamsProgram Management Office

Planning &

Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


Monitoring

Issues

Manageme

nt

Change

Control

Contract &

Fin. Mgmt.

Resource

Manageme

nt

Document

Manageme

nt

Infrastruct

ure

Manageme

ntQuality

Manageme

nt

Risk

Manageme

nt

Benefits

Manageme

nt

Knowledge

Manageme

nt

Comm. &

Reporting


PMO Learned Keys to Success

Keep it simple to start and then evolve

Provide visibility to stakeholders and teams to encourage collaboration

Begin internal and external communications immediately and maintain

consistency

Plan for external influences or dependencies

Encourage standards but provide for feedback and flexibility

Be prepared and plan to mentor, train, educate

Iterative approach is key to PMO adoption

Plan for incremental successes and small wins

Follow your own standards and processes


Questions

ibm program management office (pmo) - · pdf file · 2011-10-24keys to success...

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