september 2012 chapter meeting

Making project management indispensable for business results.®

The Strategic Project Management Office Diane White, MA, SCM, PMP, 2012 PMI Board of Directors Presented to: PMI Central Indiana Chapter 20 September 2012

PMI Membership At-Large

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PMI Envisioned Goal

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Worldwide, organizations will embrace,

value, and utilize project

management and attribute their

success to it.

PMI Envisioned Goal

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Worldwide, organizations will embrace, value, and utilize project management

and attribute their success to it.

Strategic Plan

Program Plan and Budget

PMI 2012 Selected Program Highlights

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Regional Strategies

Government

Corporate

Volunteers

Communities

Research & Publications

Strategic PMOs

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The Strategic Project

Management Office

Many Companies Have PMOs

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3 of 5 organizations have an enterprise PMO

Different mandates

Varying structures

Source: 2012 PMI Pulse of the Profession survey

Adapting to Fit Needs

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PMOs often transform every few years

PMOs Ensure That an Organization’s Projects Align to Business Strategy

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The Roles of the PMO Are Diverse

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Source: PMI Pulse of the Profession, 2012

72%

62%

52% 52% 50%

42% 45%

34%

83%

66%

57% 59%

48%

40%

50%

44%

79%

70%

61% 57% 55%

50% 48% 46%

78%

66%

54% 54%

48%

42%

49%

43%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90% 2006 2008 2010 2011

PM Standard-

ization

Monitor project success metrics

Program Mgmt.

Develop core PM competencies

Provide PMs

Mgmt. of project resource

allocation

Training Portfolio Mgmt.

Strategic Roles for PMOs

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Project Management Maturity

Talent Management Portfolio Management

Talent Management

Project Management

Maturity

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A PMO’s Three Strategic Roles

Portfolio Management


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Do your organization’s projects complement and reinforce each other??


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Forecast benefits

Decide which projects and programs to approve

Allocate resources

Set and communicate expectations

Evaluate progress against strategy

Adapt to conditions and strategy

Portfolio Management in Practice

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Examines how each project aligns with the goals of the organization—and how it specifically delivers critical strategic functions to the organization

Moves resources from low-priority projects to crisis

response, and there is a communication and response

plan in place before an event occurs


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Project Management

Maturity

Talent Management



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Project Outcomes by PMO Status

65%

57% 54%

60%

51%46%

Met goals/intent In budget On time

Have a PMO No PMO


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Capture and accumulate experience

Share knowledge

Foster solid practice

IBM: Becoming a Project-Based Enterprise

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IBM: From Products to Solutions – via Projects

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Interconnected project teams using technology to leverage assets and common processes

Intelligent practitioners who grow their competency through education, experience, recognition and mentoring

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The Value of Project Management to IBM

• Project engagement value

• Business unit value

• Corporate value

Project Management

Maturity


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Talent Management

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The Role of a PMO in Talent Development

Organizations will renew their focus on Talent Development as they look to grow and gain competitive advantage in new markets

of organizations now have a career path for those engaged in project or program management

Source: PMI Salary Survey – Sixth Edition

Importance of Complexity Skills and Behaviors

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83% Align Team to Vision

80% Exemplify Integrity

Influence Stakeholders 80%

75% Negotiate Successfully

73% Inspire the Team

73% Establish Vision

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Talent development: The Next Generation Project Manager

Scope

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Talent development: The Next Generation Project Manager

Strategic / Management

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Project Management

Maturity

Talent Management


Supporting the Strategy and Envisioned Goal

Worldwide, organizations will embrace, value, and utilize project management and attribute their success to it.

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© 2012 Project Management Institute

Questions

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Thank you

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