T HE E FFECTIVE P ROJECT M ANAGEMENT O FFICE

1. THE EFFECTIVE PROJECT MANAGEMENT OFFICE Strategies For Building, Selling & Setting Up PMOs Mark E. Mullaly, PMP

2. The Continuing Challenges of Projects • Project Management Has Not Yet Fulfilled It’s Promise: • Projects Still Do Not Deliver On Time & Budget • Projects Live Outside Of The Organizational Management Process • Consistent Approaches & Common Processes Do Not Exist • The Role Of The Project Manager Is Not Recognized Or Defined • Senior Management Support Is Inconsistent Or Non-Existent

3. The PMO As An Organizational Unifier • Organizations Are Looking For PMOs To: • Act As A Focal Point For Projects • Create Consistency Of Practice • Provide Reassurance Of Status And Progress • Ensure Delivery Of Promised Results On Time And Budget • Insulate The Organization From The Project Process

4. Today’s Multi-Faceted Role Of The PMO ProcessDevelopment ToolSelection Mentoring/Coaching Resource Management ProjectManagement Reporting Training Audits Support Control The Nature & Magnitude Of The RoleVaries From Organization to Organization

5. Current Roles In Practice

6. The 4 Archetypes Of A PMO

7. A Direction For Defining The PMO • The PMO Will Play A Number Of Key Roles: • Process, Tool & Resource Development • Training, Coaching & Mentoring • Portfolio Planning & Facilitation • Resource Planning • Results Monitoring & Reporting • Library & Repository

8. Challenges Of PMO Implementation

9. Current Perception of PMO Value

10. Critical Success Factors • The Essential Dimensions Of Defining A PMO Are: • An Assessment-Based Approach To Defining The Direction • PMO Objectives Tied To Organizational Goals • A Clear & Compelling Case For The Proposed Change • A Detailed Plan For Project Management Improvement • Embracing The Principles Of Organizational Change

11. PMO Implementation Process

12. Assessment • Assessment Of PM Maturity Is A Critical First Step • Establishes A Baseline Against Which To Evaluate Progress • Provides A Framework For Improvement • Focusses Attention On Developing Best Practices • Provides Defensibility Of Improvement Plans • Assessment Purpose • Evaluate Performance Against A Standardized Model • Benchmark Capability Against Other Organizations

13. Assessment (continued) • Ideal Approach • Assessment • Survey-based • Validated by in-depth interviews, methodology reviews and audits • Identification Of Findings • Articulation Of Recommendations

14. Improvement Planning • Critical Inputs • Current Organizational Performance • Organizational Goals & Strategies • Approach • Establish A Vision For Project Management • Develop An Improvement Roadmap (Program-level definition) • Define Detailed Improvement Plan (Individual projects)

15. Improvement Planning (continued) • Critical Success Factors • Small, Focussed Improvement Projects • Incremental, Rapid Attainment Of Results • Leveraged Improvement • Smallest Effort For The Greatest Impact • Initiatives Support Attainment Of The 3 C’s • Consensus, Communication, Control • Objectives Are Tied To Assessment Findings

16. PMO Marketing & Awareness • Critical Inputs • Stakeholder Requirements • Needs, Concerns, Success Drivers • Strategies • Approaches, Impacts, Benefits • Approach • Define & Communicate Strategies • Validate & Negotiation Agreement • Visibly Respond To Feedback, Ideas & Concerns

17. PMO Marketing & Awareness (continued) • Critical Success Factors • Communicate With All Stakeholders • Frequently, Often, Diversely • Gain Support & Approval Early • From Senior Management To Front Line Project Managers • Manage Expectations • Timelines, Scope, Involvement & Impacts • Respond Proactively To Concerns & Criticism

18. Capability Development • Dimensions • PMO Structure, Roles & Responsibilities • PMO Policies, Procedures & Processes • Project Processes, Guidelines & Methodologies • Tools & Software • Project Managers, PMO, Customers, Sponsors, Resource Managers • Training, Coaching & Mentoring • Communication, Reporting & Repository Capabilities • Approach • Manage As Individual Projects • Component Initiatives Within Overall Improvement Plan

19. Capability Development (continued) • Critical Success Factors • Capability That Is Useable & Used • Relevant • Customer-Focussed • Scaleable • Integrated With Organizational Management Processes • Incrementally Supportive Of Planned & Defined Objectives

20. Implementation • Support Transition To Project Culture • Organizational/Project Structures • Job Descriptions, Roles & Responsibilities • Career Development & Progression • Performance Evaluation & Feedback • Recognition, Reward & Compensation Strategies • Escalation Paths & Procedures • Dimensions • Project Managers & Teams • PMO Staff • Departmental/Resource Managers

21. Implementation (continued) • Critical Success Factors • Acceptance & Adoption By Organization • Better to ensure quality implementation of adequate process • Integration Of Project Framework Within Organizational Management • Tied to operational planning and processes • Resolution Of Organizational Issues

22. Continuous Improvement • Approach • Continue To Assess & Benchmark PMO/Project Management Capability • Continually Evaluate Effectiveness • Management of projects on time, on budget to specification • Quality and reliability of project results • Delivery and attainment of organizational benefits & outcomes • Involve The Organization • Post Implementation Reviews • Workshops, presentations, surveys and focus groups • Never Be Satisfied