ppso sig autumn conference 20 – 21 september 2006 1 filling the gap john zachar principal...

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PPSO SIG Autumn Conference 20 – 21 September 2006 1 Filling the gap John Zachar Principal consultant How do PPSOs successfully provide services to other than projects?

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Page 1: PPSO SIG Autumn Conference 20 – 21 September 2006 1 Filling the gap John Zachar Principal consultant How do PPSOs successfully provide services to other

PPSO SIG Autumn Conference20 – 21 September 2006

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Filling the gap

John ZacharPrincipal consultant

How do PPSOs successfully provide services to other than projects?

Page 2: PPSO SIG Autumn Conference 20 – 21 September 2006 1 Filling the gap John Zachar Principal consultant How do PPSOs successfully provide services to other

PPSO SIG Autumn Conference20 – 21 September 2006

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“Standard” Definitions

Project A management environment (e.g. temporary grouping of

resources) created to deliver unique business products according to a specified business case within pre-specified timescales

Portfolio A group of projects gathered together to make them easier to

manage

Programme A group of projects, all focused on a common organisational

objective or outcome, gathered together to make them easier to manage

Page 3: PPSO SIG Autumn Conference 20 – 21 September 2006 1 Filling the gap John Zachar Principal consultant How do PPSOs successfully provide services to other

PPSO SIG Autumn Conference20 – 21 September 2006

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Our Definitions

Project

An office that supports projects with planning assistance, and maintains planning standards

A temporary management environment meant to solve a problem, and implement change by delivering relatively unique products within agreed timescales and based on a valid business case.

A group of projects, assembled under an umbrella, possibly within a silo, to ease their management by establishing priorities for common resources (classic portfolio constraint).

A group of projects assembled under an umbrella to ease their management, much like a portfolio, but unlike a portfolio, all the projects are focused on a common outcome.

Portfolio

Programme

PSO

Page 4: PPSO SIG Autumn Conference 20 – 21 September 2006 1 Filling the gap John Zachar Principal consultant How do PPSOs successfully provide services to other

PPSO SIG Autumn Conference20 – 21 September 2006

4Throughput

Project support office

Page 5: PPSO SIG Autumn Conference 20 – 21 September 2006 1 Filling the gap John Zachar Principal consultant How do PPSOs successfully provide services to other

PPSO SIG Autumn Conference20 – 21 September 2006

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Project Support(Basic)

What Collect data Keep the individual project scores Support individual projects Produce reports Acts as conduit for project information

Who Typically administrative types Generally passive in nature

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PPSO SIG Autumn Conference20 – 21 September 2006

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Project Support(More mature)

What Information rather than data Analyses and interprets Support individual projects Some authority Begins to report on the portfolio

Who Now includes functional specialists Interventionist (audits / review)

Page 7: PPSO SIG Autumn Conference 20 – 21 September 2006 1 Filling the gap John Zachar Principal consultant How do PPSOs successfully provide services to other

PPSO SIG Autumn Conference20 – 21 September 2006

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Project Support(Mature)

What Centre of excellence / agency of change Analyses and interprets Support projects and portfolios Provides training & support Manages PMs career paths

(may even ‘own’ PMs in terms of pay and rations)

Who Now staffed by process specialists Proactive & interventionist (reviews)

Page 8: PPSO SIG Autumn Conference 20 – 21 September 2006 1 Filling the gap John Zachar Principal consultant How do PPSOs successfully provide services to other

PPSO SIG Autumn Conference20 – 21 September 2006

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Project Support(Mature)

What Source of best practice (owns the method)

Maintains / manages PM capacity and capability

Involved in establishing strategic direction Who

Staffed by people capable / competent in PM (process specialists)

Represents PM at board levelThis is about establishing project predictability, and therefore

increasing the effectiveness of decision making!THINK PROJECT DELIVERY

Page 9: PPSO SIG Autumn Conference 20 – 21 September 2006 1 Filling the gap John Zachar Principal consultant How do PPSOs successfully provide services to other

PPSO SIG Autumn Conference20 – 21 September 2006

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Portfolio Support

Support projects and portfolios by creating portfolio (or umbrella) perspectives of: Risks & Issues Benefits Costs Resource utilisation Delivery / achievement Method success / evolution Lessons learned

This is about establishing organisational predictability, and therefore increasing the effectiveness of the PM community!

THINK THROUGHPUT

Page 10: PPSO SIG Autumn Conference 20 – 21 September 2006 1 Filling the gap John Zachar Principal consultant How do PPSOs successfully provide services to other

PPSO SIG Autumn Conference20 – 21 September 2006

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Project support office

Performance

Throughput

Programme support office

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PPSO SIG Autumn Conference20 – 21 September 2006

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Programme Support

Everything that has come before, both project and portfolio, AND

Support for the programme director Help to identify which projects to

commission(How to partition the implementation of the programme solution.)

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PPSO SIG Autumn Conference20 – 21 September 2006

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Programme Support

Benefits management Identification Quantification Tracking / realisation

This is about establishing organisational effectiveness, and therefore increasing the value of the PM community!

THINK PERFORMANCE

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PPSO SIG Autumn Conference20 – 21 September 2006

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Questions & Answers

John ZacharPrincipal [email protected] LimitedLovat Bank, 37 Silver Street,Newport Pagnell, Bucks., MK16 0EJ01908 283600www.citi.co.uk