The new Programme Management Office (PMO)Into the detail

Presentation by Muchemi Wambugu

April 2011

© 2011 Deloitte & Touche2

Background

The Facts

• Projects happen in two ways:

a) Planned and then executed or

b) Executed, stopped, planned, and then executed.

• Tasks progress quickly until they become 90 percent complete and then remain at 90 percent forever.

• Initial planning is the most vital part of a project. The review of most failed projects indicates the disasters were well planned to happen from the start.

• The most valuable and least used word in a project manager's vocabulary is "NO".

• Wrong decisions made early can be recovered from. Right decisions made late cannot correct them.

Murphy is alive and well - and working on your project.

Programme Management Office

© 2011 Deloitte & Touche3 Programme Management Office

Programme Management Office (PMO) Challenges

Technology Based

People Based

Process Based

© 2011 Deloitte & Touche4 Programme Management Office

What we are trying to avoid

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Results Management Office (RMO):The New PMO

Key Components

• Aligning program/organization objectives: Key to contribution

‒Engages stakeholders

‒Develops a vision to align to organizations objectives

• Enterprise Domain Knowledge: Key to integration

‒Delivering using the right resources at the enterprise level

• Organization readiness: Key to adoption

‒Change management; Stakeholder expectations

‒Sponsorship and Communications

• Enhanced PMO: Key to effective management

‒Focus on results rather than cost schedule and scope

‒Coordination of multiple projects

© 2011 Deloitte & Touche6 Programme Management Office

Difference between RMO and PMO

Traditional PMOResults Management Office

Why is RMO different?

Reactive Anticipatory and proactive Balances the role of traditional Program Management processes with a broader, flexible view to better plan for and respond to change

Primarily project management

Domain authority goes beyond project management

Links program objectives and technical execution by incorporating strategy, people, process, technology in business and technical decisions

Costs and milestone focused

Value and Results-focused Manages and monitors business benefits at all stages of the program

Output-focused Outcome-focused Focuses on the strategic results, going far beyond tracking, monitoring and reporting outputs

Administrative Strategic and Agile Monitors the operating environment continuously to increase agency speed and agility

© 2011 Deloitte & Touche7 Programme Management Office

How it works

Results

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What we are trying to avoid

Programme Management Office

Appendices

9 Programme Management Office

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How it works

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How it works

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How it works

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How it works

© 2011Deloitte & Touche.

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