PMO 2.0 - Building PMO Capabilities

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  • ~Author Unknown

    Different isnt always better, but better is always different.

  • \

    PMO 2.0

  • Mission

    3

    To provide an enterprise-wide approach to identify, prioritize, and successfully execute a technology portfolio

    of initiatives and projects that are aligned with our strategic goals and key results.

    The Project Management Office is responsible for establishing and implementing best practices for the benefit of OUR

    COMPANY in a way that encourages collaboration, standardization, and overall improvements.

  • Vision

    4

    Build project management maturity at the organiza6onal level

    Source of project management leadership and exper6se

    Promote best prac6ce standards, quality, and methodologies into a project management discipline

    U6lize PMBOK-based methodology and ITIL Framework as well as support "best fit" approach for project management

    Provide a consistent channel of communica6on for project status, financial health, and mi6ga6on of issues, risk, and dependencies across projects, departments, and/or divisions

    Guide key IT projects from implementa6on through a successful conclusion

  • Accomplishments

    5

    Since June 2013* Closed - 20 projects In Flight - 23 projects

    Milestones Jun 13 - Established PMO process and templates Oct 13 - Began monthly financial tracking and forecasting

    in Clarity Jan 14 - Finance 101 with Finance team Mar 14 - Began monthly status reporting - Executive and

    All views Apr 14 - Implemented Design ACE process in conjunction

    with Strategy, Architecture, Product Development

    Ongoing Activities Identified and resolved issues with financial tracking systems (Peoplesoft, Clarity) Implemented ad hoc status tracking for PO/Invoice tracking, ACE readiness, etc. Continued to identify roles & responsibilities with Strategy, Architecture, and Product

    Development teams Participation, engagement in ORGANIZATION-wide Program Management initiatives Clarity Business User Group participant Routine meetings with Delivery Partners

  • 6

    1

    2

    3

    45

    Ad-Hoc

    Abbrev-iated

    Organ-ized

    Man-aged

    Optim-ized

    Functional PMO Unpredictable, poorly controlled, reactive. No standardized tools, processes.

    Support PMO Standardized processes, but PMO lacks management,

    oversight, communication about projects. Standardized tools, methodology, templates.

    Informational PMO PMO collects, consolidates, summarizes, and

    distributes project information. Coordination and integration amongst groups.

    Strategic PMO Project metrics Used by Management to

    make decisions. Identifies resource utilization and conflicts.

    Enterprise PMO Focus on process improvement

    CMMI Maturity ModelProject Management Office

    Capability Maturity Model Integration

    Goal

    June 2013

    TodayAug 14

    June 2015

  • How do we get there?

    7

  • 8

    We are requesting Executive Support and Approval of the following action plan for the PMO.

    Phase&1&&

    Q3&2014&

    Update'Project'Landing'Pages'in'new'template'

    Beta'Test'Weekly'Project'Status'Updates'

    Pilot'Weekly'Status'Updates'

    Update'TeamGan='with'High'Level'AcBviBes,'Resources'

    Validate'finances'reporBng/'data'

    Phase&2&&

    Q4&2014&

    Pilot'Issue/'Risk'ReporBng'

    Create'SLT'Status'Page''

    Schedule'Management'

    Finance'201'

    Tech'Strategy'with'Clarity'team'for'PMO'tools'

    Document'financial'reporBng'requirements'

    Phase&3&

    Q1&2015&

    Pilot'Financial'reporBng''

    Implement'addiBonal'clarity'reports'(Program(and(Project(Level)(

    Validate financial data sources and capture / implement requirements for financial reporting (Clarity, Qlikview)

    Report project status more frequently/ weekly (Confluence) Manage and publish project schedules and roadmaps (TeamGantt) Launch issue/risk reporting (Confluence) Identify stakeholders, requirements and strategy for resource management

    (system TBD)

  • 9

    Recommend streamlining tools based on the following recommendation in the short term (next 6 months). Pending technology enhancements, our long term goal is to leverage the Project/Program/Portfolio Management capabilities in Clarity.

    Centralize Toolsets

    Financial' Status' Issue/'Risks' Schedule' Resource'

    Confluence( !' !'Clarity((( !' !' !' !'TeamGan2( !' !'TPAS( !'Peopleso8( !'JIRA( !'Various( !'

    Stakeholders and requirements need to be defined for the PMO to determine where Resource Management should be managed. We will manage resources in 2 tools until we have further identified requirements.

  • ~Shigeo Shingo

    Improvement usually means doing something that we have never done before.

    10

  • Appendix

    11

  • Appendix: CMMI - PMO

    12

  • 13

    1

    2

    34

    5

    Ad-Hoc

    Abbrev-iated

    Organ-ized

    Man-aged

    Optim-ized

    Functional PMO Unpredictable, poorly controlled, reactive. No standardized tools, processes.

    Support PMO Standardized processes, but PMO lacks management,

    oversight, communication about projects. Standardized tools, methodology, templates.

    Informational PMO PMO collects, consolidates, summarizes, and

    distributes project information. Coordination and integration amongst groups.

    Strategic PMO Project metrics Used by Management to

    make decisions. Identifies resource utilization and conflicts.

    Enterprise PMO Focus on process

    improvement

    CMMI Maturity ModelProject Management Office

    Capability Maturity Model Integration

    time

  • 14

    CMMI Maturity ModelProject Management Office

    Level 1: Functional PMO

    Level 2: Support Project

    Office

    Level 3:Information Project

    Office

    Level 4:Strategic Project

    Office

    Level 5:Enterprise Project

    Office

    People. Located throughout the organization.

    Organization. Organized by function. Project Managers are part-time with other functional responsibilities.

    Processes. Unpredictable, poorly controlled, reactive.

    Tools. No standardized tools, processes. Success is based on heroics.

    People. Have PM background.

    Organization. Weak Matrix. Project Managers have limited authority.

    Processes. Standardized, but PMO lacks management, oversight, communication about projects.

    Tools. Standardized tools, methodology, templates.

    People. Hold credentials or certifications, e.g., PMP-certified. Organization.

    Organization. Weak/ Balanced Matrix. Project Managers are full-time resources with low/ moderate authority.

    Processes. PMO collects, consolidates, summarizes, and distributes project information. Coordination and integration amongst groups. Improved cost and schedule performance.

    Tools. Templates, collaboration tools.

    People. PMP, PgMP certified.

    Organization. Balanced/ Strong Matrix.Project Managers are full-time resources with moderate/ high authority.

    Processes. Project metrics Used by Management to make decisions. Identifies resource utilization and conflicts.

    Tools. PPM/ EPM tools.

    People. PMP, PgMP certified.

    Processes. Focus on process improvement

    Tools. PPM/ EPM tools.

  • Where we started fromFocus Areas

    Level 1: Functional PMO

    Level 2: Support Project

    Office

    Level 3:Information

    Project Office

    Level 4:Strategic

    Project Office

    Level 5:Enterprise

    Project Office

    Financial

    Status

    Schedule

    Issue/ Risk

    Resource

    June

    201

    3

    15

    Progress

  • Where we are todayFocus Areas

    Level 1: Functional PMO

    Level 2: Support Project

    Office

    Level 3:Information

    Project Office

    Level 4:Strategic

    Project Office

    Level 5:Enterprise

    Project Office

    Financial

    Status

    Schedule

    Issue/ Risk

    Resource

    June

    201

    4

    16

    Progress

  • Appendix: PMO Detailed Recommendations

    17

  • Project Financials Data validation for current

    processes

    Finance 201 to better understand project cost to Client, allocations, etc.

    Define requirements with Clients, Finance & SSO for Financial Reporting

    June 2015 Goal: Level 3

    TPAS

    Clarity Invoice List

    18

    Tech Strategy: Automate project financials. This can be done via several alternatives, including via Qlikview reporting with

    SSO, better integration of CART into Wiki, other solutions TBD.

  • Status Reporting

    19

    June 2015 Goal: Level 3

    Tech Strategy: Leverage Confluence for real-time status reporting. With increased reliance on Confluence, need to confirm resiliency and failover with Tools.

    Report status more frequently for teams and executive stakeholders.

    Create real-time status dashboard for all projects. Identify other dashboards and metrics as required.

  • Schedule Management TeamGantt to

    manage and publish project schedules, activities, and dependencies.

    Coordination with project teams for changes to schedules and progress.

    20

    June 2015 Goal: Level 3

  • Issue / Risk Management Report Key Issues/

    Risks on status dashboards.

    Include Issue/ Risk log on Project Landing pages for ongoing issue/ risk management.

    Issue/ Risk Log

    Link from Landing Page