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CS2.1.3 PMO s Does One Size Fit All Gary Yorke

AIPM National Conference, Hobart Oct. 2007. PMOs ? Does one size fit all?. What is a PMO?Portfolios/Programmes/Projects (P3)Name doesn't matter as long as common understanding in organisation Focus on Strategic Function not P3 related activitiesOwning P3 Related Processes, Tools and Support (not

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CS2.1.3 PMO s Does One Size Fit All Gary Yorke

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    2. AIPM National Conference, Hobart Oct. 2007 PMOs – Does one size fit all? What is a PMO? Portfolios/Programmes/Projects (P3) Name doesn’t matter as long as common understanding in organisation Focus on Strategic Function not P3 related activities Owning P3 Related Processes, Tools and Support (not Policing) Governance Ensuring P3 aligned to Strategy

    3. AIPM National Conference, Hobart Oct. 2007 PMOs – Origins Solving the project delivery crisis

    4. AIPM National Conference, Hobart Oct. 2007 PMOs – Sharing the success? Combined research into Methodologies and Maturity Models CMM developed by SEI through 1980’s-1990’s into CMMI in 2000’s Coincided with Standish Group’s Chaos report 1995 Followed by Standish Group’s Unfinished Journeys report 1996

    5. AIPM National Conference, Hobart Oct. 2007 PMOs – Sharing the success?

    6. AIPM National Conference, Hobart Oct. 2007 PMOs – Delivering on the promise? Factors of failure and success identified Combine factors of success with maturity model and PM Methodology Create a PMO - Problem Solved!! So why didn’t Project delivery improve more significantly?

    7. AIPM National Conference, Hobart Oct. 2007 PMOs – Delivering on the promise? Lack of authority Resources Executive buy-in Governance Time to implement 3 years to realise full benefits Narrow remit IT Projects Reporting/Training Lack of skills/resources Implementing Maturity Model/Methodology Focus on projects Bottom up approach

    8. AIPM National Conference, Hobart Oct. 2007 PMOs – Lack of authority

    9. AIPM National Conference, Hobart Oct. 2007 PMOs – Narrow remit IT Projects How many projects only involve IT? Reporting/Training How is poor processes or compliance corrected? How is corrective action implemented? Limited range of skills/resources in PMO Constrained in ability to deliver? Maturity Models and Methodology How is compliance ensured? Policing? Focus on certification?

    10. AIPM National Conference, Hobart Oct. 2007 PMOs – Chasing the maturity dream? The levels described within the P3M3 indicate how key process areas can be structured hierarchically to provide transition states for an organisation wishing to set realistic and sensible goals for improvement. The levels facilitate organisational transitions from an immature state to become a mature and capable organisation with an objective basis for judging quality and solving programme and project issues.

    11. AIPM National Conference, Hobart Oct. 2007 P3 Management Maturity Model 4.3 Organisational cultural growth The purpose of organisational cultural growth is to recognise and address the perceived barriers to successful change in the organisation, by recognising the existing traits and organisational characteristics and norms that are compromising or limiting the realisation of benefits from existing change programmes. Organisational cultural growth is achieved by means of a strategic approach to ascertain the current organisational culture and determine the climate required to improve the effectiveness of change efforts.

    12. AIPM National Conference, Hobart Oct. 2007 PMOs – Does one size fit all? As a function to support and improve project delivery – No Size and structure depend on position in organisation As a function supporting strategy – Yes Clearly defined roles and responsibilities based on holistic view of maturity model – not incremental approach Involved in recommendation of programme/project prioritisation Tracking and reporting status at Executive level

    13. AIPM National Conference, Hobart Oct. 2007 PMOs – Supporting the strategy

    14. AIPM National Conference, Hobart Oct. 2007 PMOs – Supporting the strategy Report into Executive (CEO or CFO, not CIO) Complementary to operational (BAU) activities Does not need to be an Office But needs dedicated cross-functional resources Purpose to ensure P3s are aligned to strategy Provide P3 Governance Work with support functions Finance HR Facilities Leverage organisational strengths, don’t duplicate Build capabilities where they don’t exist

    15. AIPM National Conference, Hobart Oct. 2007 PMOs – Get the right authority

    16. AIPM National Conference, Hobart Oct. 2007 PMOs – Does one size fit all? Questions?

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