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The PMO as a Driver ofChange
PMSA Pretoria11 September 2013
www.pwc.com
Ninéll Robinson
PwC
Content
Align on terminology
Why is this important?
Our view on the maturity journey
The role of the PMO
Case study
Questions
PwC
Let us align on terminology…
Our definitions
PortfolioPortfolio
ProgrammeProgramme
Project 1Project 1
Project Office
PO
Project Office
PO
Project 2Project 2 Project nProject n
ProgrammeOffice
PgO
ProgrammeOffice
PgO
Portfolio Office
(PfO)
Portfolio Office
(PfO)A temporary, flexible organisation created to
co-ordinate, direct and oversee theimplementation of a set of related but
separate projects to deliver specific businessoutcomes and benefits
A temporary organisational entity to provide arange of support functions to the Programme
Manager to coordinate and enable theprojects within the programme and providean independent view on programme status
A short term, temporary organisation set upto deliver one or more outputs in accordance
with a specific business case. A particularproject may or may not be part of a
programme.
A portfolio refers to a collection ofprogrammes, projects and other work thatare grouped together to facilitate effective
management thereof to meet strategicbusiness objectives
An organisational entity to provide a range ofsupport functions to the Portfolio Manager tocoordinate and enable the programmes and
projects within the portfolio
A temporary organisational entity to provide arange of support functions to the PM to
ensure consistency, quality of deliverables,and an independent view on project status
PwC
Our definitions
Business Project Community
The PMO is an organisational entity established to enable effective and efficient
management of projects. It is responsible for the implementation of sound project,
programme and portfolio management principles, practices, methodologies, tools, and
techniques; and owns the organisation’s journey towards greater project management
maturity.
PwC
Why is it important?
PwC
Why is this important?
According to a report by the Intelligence Unit of the Economist,published earlier this year:
In the last three years an average of just 56% of strategic
initiatives have been successful.
65% of companies employing a structured approach to
project management report much better financialperformance than their peers.
PwC
Our view on the maturity journey
PwC
The history of PPPM
PwC
The PwC maturity framework
Enablers: systems & tools
Project Community
Best Practice: methodology, processes People: roles, education, performance
Level 4: Strategically Aligned
Level 3: Integrated
Level 2:Standardised
Level 1:Ad Hoc
KeyDrivers
Org
anis
ationalP
ositio
nin
g
Leaders
hip
&C
ulture
PM
OF
unction
&M
andate
Org
an
isati
on
PwC
Our view
Maturity = PPPM becomes astrategic capability
A strategic capability is a set ofcapacities, resources, and skillsthat an organization can apply tocreate a long-term advantagein a competitive environment(Business Dictionary)
“Advancing maturity has thepotential to distinguish successfulorganizations in the marketplace”PMI Pulse of the Profession, 2013
PwC
The role of the PMO
PwC
The PMO Role
No centralPMO exists
The PMO plays asupporting role by
providing methodology,tools and templates and
coordinating training
The PMO plays a keyrole in driving benefits
realisation andcontinuous
improvementinitiatives across
business divisions andall projects.
The PMO is the keydriver of businesschange initiatives,
enabling optimisation ofproject portfolios inalignment with thebusiness strategy.
PwC
PMO Role
PwC
PMO Role
PwC
PMO’s aspire to become next-generation PMO’s but continue tostruggle to make the transition from bureaucratic entities drowning
in document overkill to strategic visionaries driving portfoliochange while removing barriers to delivery.
Today’s PMO must transform to become a changeagent for business technology, taking advantage of new
opportunities by stripping away inessentials and creating aframework of practices that promote total transparency.
Are You Ready To Transform Your PMO?Margo Visitacion, Forrester Research, Inc., 2011
PwC
PMO Role
The SP3O is all about CHANGE!
PwC
Managing change
Appropriate roles tosuccessfully drive
change
Appropriate roles tosuccessfully drive
change2
A structured approachto achieving change
objectives
A structured approachto achieving change
objectives1Understanding the
management of change
PwC
A structured approach to achieving change(= moving organisation to next level of maturity)
Increaseurgency
Buildguidingteam
Shape thevision
Communi-cate vision
Empoweraction
Celebratequick wins
Consolidateand buildon gains
Makechangestick
PwC
Understanding change management roles
ChangeLeadsChange
Agents
Change Sponsor
ChangeIntegrators
ChangeGovernance
Board
ChangeRecipients
PwC
Understanding potential barriers
Poor vision Lack ofsponsorship
Negative cultureUnderestimation
of the time it takes
Not understandingand measuring the
benefits
Organisation notready
PwC
A Case Study
PwC
Case study
The challenge
Low maturity levels:insufficient planning;undefined processes;lack of visibility onproject status;inexperienced projectmanagers; general lackof discipline qualityissues; over budget;late delivery; underexpenditure of capital
The usual solution
More training;
More governance &controls;
etc
Our approach
Understanding it isabout change
PMO Time-Out tocreate strong case forchange and mandatePMO
Clear action plan toaddress changebarriers, createexecutive sponsorshipand drivetransformation
Questions?
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Contact details:
Ninéll Robinson
Cell: +27824542000
E-mail: [email protected]