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  • Leading

    Successful

    PMOs

    Peter Taylor

    www.leadingsuccessfulpmos.com

    http://www.leadingsuccessfulpmos.com/

  • Peter Taylor

    Experience: Creativity: Motivation

    Author Speaker Workshops - Coaching

  • Leading Successful PMOs

    Leading Successful PMOs is a book to

    guide all project based organisations,

    and project managers who contribute to

    and benefit from a PMO (Project

    Management Office), towards

    maximising their project success.

    Imprint: Gower Published: Oct 2011 Format: 234 x 156 mm Extent: 160 pages Binding: Hardback ISBN: 978-1-4094-1837-5

  • Quick Quiz

    What does PMO mean to you?

  • The PMO is ...

    The Project Management Office (PMO) in a

    business or professional enterprise is the

    department or group that defines and maintains

    the standards of process, generally related to

    project management, within the organization

    The PMO strives to introduce economies of

    repetition in the execution of projects

    The PMO aims to reduce project risk through

    common practice and quality assurance

    The PMO links business strategy to project based

    execution of that strategy

  • PMOs

  • What is meant by a PMO?

  • What is meant by a PMO?

  • And the right strategy

    You know, what I love is having people

    who look after our business for me and

    who help me drive our strategies

    forward the PMO does both, which

    isnt what all my departments do....

  • And the right strategy

    Again from The State of the PMO 2010

    report

    64% of the PMOs advise their executives

    62% of the PMOs participate in some form

    of strategic planning

    And nearly 60% of PMO Directors/Leaders

    report in to the EVP level or above

  • Types of PMOs

    A PMO can typically be one of 5

    types from an organizational

    perspective:

    A Departmental PMO

    A SpecialPurpose PMO

    An Outreaching (Supplier) PMO

    An Customer (External) PMO

    An Enterprise PMO

  • Models of PMO

    Supportive

    Aid

    Empower

    Share

    Controlling

    Standards

    Risk Mgt

    Profiling

    Directive

    Ownership

    Guarantee

    Unit

    Blended PMO combining elements of all three models

  • And is it real?

  • All PMOs are not equal

    Level 1 Ad Hoc

    Few formal definitions

    PMO is a trouble shooter

    Level 2 - Defined

    Project discipline in place repeatable behaviour

    Standards and Method and simple Measures

    Level 3 - Controlled

    Aligned with business goals

    PMO is governing, reporting and correcting

    Level 4 Measured

    Quantitative goals set

    PMO KPIs in place

    Level 5 Optimized

    Continual improvement

    PMO drives innovative changes

  • PMO Acid Test

    Get the PMO leader to call your

    CEO and then count the

    number of seconds before he

    recognizes their name...

  • PMO Acid Test

    When was the last time that a

    project manager contacted

    your PMO asking for some

    form of help? ...

  • PMO Acid Test

    Do people ask why they should

    use the PMO and do they

    know what your PMO does...

  • PMO Acid Test

    What happens when you call

    up a PM, do you get straight

    through or do they adopt an

    avoidance strategy...

  • PMO Acid Test

    Do people ask many times over

    where they should go for

    project information or project

    help...

  • Now

    Established project

    management offices result in

    projects with higher quality and

    business benefits

    PWC: Insights and Trends: Current Portfolio, Programme, and Project Management Practices

  • Now

    Building a Project Management

    Office (PMO) is a timely

    competitive tactic

    Gartner Research

  • Now

    With projects in many

    organizations becoming global,

    involving multiple business units

    and locations, the benefits of

    PMO are more visible

    2012 KPMG report - Business Unusual: Managing projects as usual

  • The Book

    Research

    Peter Taylor

    www.leadingsuccessfulpmos.com

    http://www.leadingsuccessfulpmos.com/

  • Support

    Training

    Career

    Process

    Project Quality

    Project Success

    Personal Satisfaction

    Being part of a PMO

    Much improved Better No change Worse Much worse I have always worked in the PMO

  • The PMO Leaders said:

    PMO Leaders said:

    1 One size doesnt fit all, flexibility is key

    2 Balance well between people and process

    3 Never be afraid to promote your PMO and your projects

    4 Act like a business leader but have a continued passion for

    projects

    5 Track the benefits of what you are doing

    6 And be a strong leader

  • The Managers said:

    Managers of PMO leaders said:

    1 Communicate well

    2 Negotiate fairly and strongly

    3 Be an agent of change

    4 Demonstrate self-managing capability

    5 Believe in the business and the projects

    6 And know the project world

  • Recruiters said:

    0 5 10 15 20 25 30 35 40 45 50

    Method/Methodology

    Negotiation Skills

    Change Management/Agent of Change

    Self Managing/Organised

    Communication Skills

    Previous PMO experience

    Risk Management Capability

    Quality Assurance

    Strategically Competent

    Stakeholder Management Skills

    Project Management experience

    Recruitment Skills: PMO Leaders

    Asia USA Europe

  • Competency Framework

    Business Leadership

    Technical Personal

    Project Management

  • PMO Key Competencies

    Business Leadership

    Technical Personal

    Project Management

    Be passionate about projects

    Be strong in communication

    Negotiate well

    Be enthusiastic about leading

    change

    Dont be afraid to be unique

  • It is your PMO...

    Don't let anyone tell you that you

    have to be a certain way. Be

    unique. Be what you feel you

    need to be

  • The Future

    of PMOs

    Peter Taylor

    www.leadingsuccessfulpmos.com

    http://www.leadingsuccessfulpmos.com/

  • Consistency

    The best PMOs have

    consistent, repeatable PM

    practices across the

    enterprise. All projects are held

    to the same standards and

    requirements for success. They

    have also eliminated

    redundant, bureaucratic PM

    practices that have slowed

    down projects.

  • Consistency

    The best PMOs have the most

    experienced PMs in place and

    have a program underway to

    recruit the best PMs, develop

    their existing PMs into the best

    and to maintain this level of

    quality and experience.

  • Transparency

    The best PMOs have clear

    visibility into the progress and

    cost of all projects. They also

    know exactly how resources

    are being used. They openly

    share this information to all the

    appropriate stakeholders

    throughout the enterprise.

  • Flexibility

    The best PMOs adapt to the

    enterprise's strategic

    expectations and know how

    to operate effectively within

    the corporate structure and

    culture. And they are not rigid

    in their own structure and

    focus in order to adapt and

    adopt quickly.

  • Educational

    The best PMOs sponsor training

    and facilitate communities of

    practice to promote PM best

    practices in their organizations.

    Such communities of practice

    provide PMs with a forum to

    share their knowledge and

    share experiences.

  • Methodology

    The best PMOs are the

    custodians of a dynamic

    framework of method to assist

    PMs in the delivery of projects.

    This includes not only process

    but also templates and

    guidance.

  • Assurance

    The best PMOs ensure that

    quality assurance actually

    delivers quality.

  • Future Progress

    1. PMO leaders will continue to build

    better relationships with executive

    management

    2. Improvements in performance

    measurement will make it possible for

    PMOs to more accurately measure

    project health

    3. As PMO leaders strive to define their

    organizations role, they will move to a

    menu of PMO features and capabilities

  • The Case

    Study

    Peter Taylor

    www.leadingsuccessfulpmos.com

    http://www.leadingsuccessfulpmos.com/

  • Siemens

    Siemens 80 billion euro

  • Siemens

    Industry Automation 38

    billion euro

  • Siemens

    PLM Software 1 billion euro

  • Siemens

    Me

  • The Projects

  • Why a PMO?

    300

    360

    115

    13

  • The PMO 5 Ps

    PMIS

    PM Information Systems

    Promotion

    Internal Communications External Communications Marketing Success Stories

    Performance Project Profiling

    Project Reporting

    Dashboard KPIs Scorecard Funding ROI Esc