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Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.


  • 1. Developing Project Offices William Franklin

2. Objectives

  • Context for project, programme and portfolio management support structures and centres of excellence
  • Structure of portfolio, programme and project offices
  • Benefits of establishing a structured framework of support, standards and information sharing

3. Portfolio Management Project Management Programme Management Vision and Strategic Objectives Change Management Core Business Change activities Change activities 4. Responsibilities for best practice Accredited Training Organisation Owner of Best Management Practice Examining board 5. Integrated model PRIORITISATION COORDINATION COORDINATION Risk DELIVERY DELIVERY PORTFOLIO LEVEL PROGRAMME LEVEL PROJECT LEVEL INDIVIDUAL PROJECT & PROGRAMME SUPPORT Manages overall Risk exposure Decision enabling/delivery support model 6. Integrated model PRIORITISATION COORDINATION COORDINATION Risk DELIVERY DELIVERY Centre of Excellence 7. P3 and BAU

  • Portfolio The totality of an organisations investment (or segment thereof) in the changes required to achieve its strategic objectives.
  • Programme A temporary flexible organisation created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisations strategic objectives
  • Project A temporary organisation structure designed to deliver specific outputs over a defined period of time according to specified cost, quality and resource constraints
  • Business as usual Day to day work, with standardisation and limited changes. Based on a line management structure, where staff have certainty and stability over their work and are clear about their roles

8. Portfolio vs. Programme or Project Offices Portfolio Offices Programme and Project Offices Focused on doing the right changes Focused doing the change right and doing the change well Define right changes, those that best align with strategic objectives, at that particular time, attract acceptable risk, complexity, cost and impact on business as usual Support programme and project managers to delivery a specific change on time, within budget and to standard Usually permanent, aligned with corporate financial governance structures and decisions Temporary, aligned with Programme or Project governance structure arrangements Contact with Senior Management BoardContact with Programme or Project Board 9. Benefits by Business Impact Benefits - disciplined project selectionLots of initiatives, company is growing and investing in new directions Strategic Establishing new presence in new regionSpeculative Improving quality of delivery Operational Cost reduction and efficiency improvements Support Strategic Speculative Operational Support Importance to current organisation Importance to future organisation 10. Benefits quality standards

  • Enables implementation of quality management standards
  • Increases the number of project deliverables that are right first time
  • Enables implementation of international best practice in P3O:
    • Portfolio management
    • Programme management
    • Project management

11. Benefits efficient use of resources

  • Disciplined project selection process based on business benefits/value for money/strategic contribution
  • Enables one vision of all projects across the organisation, leading to focussed project activity

Project 1 Project 2 Available resources 12. Benefits information exchange PMO Project tolerances Project progress/exceptions Project Board Project Manager Team Manager Stage tolerances Stage progress/exceptions Work Package tolerances Work Package progress/issues

  • To PMO:
    • Project progress
    • Project level risks, issues and changes
    • Exceptional items
  • From PMO:
    • Decisions on priority in overall portfolio
    • Decisions on resource availability and allocation
    • Information on risks, issues and changes from other projects

Directing Managing Delivering 13. PMO responsibilities Support/Enabling Assurance/Restraining Provision of tools, techniques and resource database Information hub for senior management Central management of core project, programme and portfolio functions Verifying achievement towards planned outcomes Optimisation of portfolio to achieve successful implementation of change Ensuring viability of desired strategic outcome Level of business change Governance 14. Typical P3O roles

  • Management roles
  • PO Sponsor
  • Head of PO
  • Programme or project specialist (coach/mentor)
  • Programme or project officer (coordinator or administrator)
  • Functional roles
  • Benefits
  • Commercial (contract)
  • Communications & stakeholder engagement
  • Information/Config Mgt
  • Finance
  • Issue/Risk/Change
  • Planning
  • Quality assurance
  • Resource management
  • Reporting
  • Secretariat/administrator
  • Tools expert

15. P3O Sponsor

  • Ideally member of main board
  • Directs and champions establishment and evolving operation of the P3O
  • Committed to developing maturity of project management across the organisation
  • Has strong leadership and management skills
  • Understands wider objectives of the portfolio and programmes
  • Develops and maintains relationships with senior managers, programme and project teams and 3 rdparties

Maven Training 2009 Crown copyright 2008 16. Head of P3O

  • Establishes and runs permanent office
  • Develops and maintains robust relationships with business, programmes and projects
  • Understands wider objectives of the change, has credibility within environment to influence others
  • Provides strategic challenge, overview and scrutiny
  • May be a Strategic or Business Planning Manager or Director
  • Has significant experience of project management
  • Has understanding of programme and portfolio management

Maven Training 2009 17. P3O pitfalls

  • Not investing appropriately in the right skills
  • Investing too heavily in tools which the organisation is too immature to use effectively
  • Trying to do too much too quickly instead of a phased implementation
  • Unsupportive culture due to lack of senior management support
  • Lack of skilled programme and project managers
  • Lack of clarity in roles and responsibilities of individuals or of the Programme OfficeLack of integration of functions and services offered by P3O offices and the wider organization
  • Lack of buy-in of business owners into the need for project and programme discipline
  • Low level of understanding of the Senior Management role in sponsoring business change
  • Lack of appetite on the part of senior managers for decision support information

18. 19. 20. 21. Thank you