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By Jeff Burklo, Director

Program Management Office. By Jeff Burklo, Director. Typical Areas Where Project Management Resides Within a Company. Within an Engineering Group Within Information Technology In a Centralized Group where all Projects Report In a Group that Concentrates Management of High-Priority Projects

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By Jeff Burklo, Director

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  1. Program Management Office By Jeff Burklo, Director

  2. Typical Areas Where Project Management Resides Within a Company • Within an Engineering Group • Within Information Technology • In a Centralized Group where all Projects Report • In a Group that Concentrates Management of High-Priority Projects • Within a Support Area that Provides Scheduling and Control Assistance • Within a Staff Group Charged with Spreading the Word On Project Management • On a Specific Project

  3. Why PMO Is Critical To Success A Program Management Office (PMO) provides centralized management of decentralized project execution through cross-functional coordination and support implementing common standards, guidelines, tools, and methodology facilitating systems development aligning with Corporate strategy. Benefits of PMO: • Provides centralized management implementing Corporate strategy • Defines and prioritizes projects aligned with the vision,mission & goals • Provides consistent / common standards and guidelines • Provides consistent / common methodology for online and back-office • Provides single point for status of projects to executives and makes adjustments, as required • Provides a single focus for all executive issues and decisions • Provides standards, guidelines, tools, and support for project execution • Provides senior technical support • Manages changes to project execution

  4. The PMO Will Add Value In Four Specific Areas • Project Alignment • Resources stay focused on strategic priorities • Stronger visibility and management of cross-project dependencies • Quality Management and Process Improvement • Continuous learning, capability building and performance improvement PMO • Project Execution • More consistent success in launching projects • On time execution that delivers intended value • Project Tracking and Reporting • Stronger leadership and stakeholder visibility to work progress • ”Early warnings” of major challenges

  5. The PMO Will Play Four Broad Roles To Deliver Value • Project Alignment • Understand WDPRO development priorities, and manage the process to evaluate and initiate new projects and to ensure they remain “on-strategy” • Help ensure that the portfolio of projects is organized and scheduled to maximize progress toward strategic priorities, and return on investment • Identify and resolve conflicts in program/project priority, resource allocation, andintegration, involving Leadership Team as appropriate • Coordinate execution of WDPRO project portfolio with those of other Disney development organizations • Project Definition and Execution • Provide criteria and tools for project definition, scoping, and budgeting • Define methodologies and tools for project delivery • Identify risks and help Leadership Team to manage them • Provide senior project management capacity, as needed, to work on major projects • Project Tracking and Reporting • Manage enterprise status reporting system • Manage change control process • Monitor overall schedule and progress of project portfolio; support Leadership Team in identifying potential interventions • Facilitate communications of project status with key stakeholders • Quality Management and Process Improvement • Oversee process improvement programs, including sharing of best practices and post-project reviews • Conduct quality assurance reviews on programs/projects • Coordinate project management training

  6. PMO - Components Program Management Office - The PMO by nature comprises the functions of the PSO and PMCOE. The activities performed by the PMO include: strategy implementation, project prioritization, project alignment, project reporting, standards, methodology and project management process, accountability, change management, and project coordination. PMO Program Support Office- Provides senior technical services to “kick-start” various projects simultaneously. These services include: architecture, hardware, software, processes, tools, methodology, and strategic interface expertise. PMCOE PSO Program Management Center of Excellence Gathering point of expertise, but does not assume responsibility for project results. The primary purpose of the PMCOE is to raise the organizational competence and maturity level of the enterprise. These include: training, process standardization, internal consulting, competency enhancement, best practices, prioritization, tool definition and standardization.

  7. Project 1B Project 1.. Project 1A Project 2.. Project 2A Project 2B Project 3.. Project 3A Project 3B Project n.. Project n..A Project n..B PMO Portfolio Management of Projects Mission Goals Vision Project Alignment Strategy Standards Project Priority Program Management Office Methodology Guidance Area A Area B Area ..

  8. PMO - Project Strategic Alignment STRATEGIC PROJECTS PRODUCT & MARKETING-RELATED PROJECTS Company Strategy Projects Execution Project C Project D Company Strategy Project B Project E Project Definition Product Targets Interfacing Company Strategy Market Oppt’y Company Objectives Project Alignment Project Prioritization Project A Project F Corporate Strategy Create Product Portfolio Mission & Vision Stakeholder Mgmt Strategic Planning Operational Goals Risk Analysis Procurement Team Mobilization Project L Project G Multi-Disciplined Teams Team Mobilization Organizational Overview Logistics Resources Project K Project H Project J Project I OPERATIONAL PROJECTS CAPITAL EXPANSION PROJECTS

  9. PMO - Success Criteria • Executive Sponsorship - commitment by corporate executive level to create a standard and consistent approach to project implementation ensuring completion of strategic direction • Authority& Control- within the company power structure • Corporate Priority - implementation of corporate strategy to project implementation • Enterprise-wide Reach - providing consistent standards, guidance, and direction, and reporting of projects via standard mechanism and format • Key Resources - commitment of executive level to provide dedicated resources for technology direction and standardization • Methodology & Tools - commitment to identify, implement, and adhere to a standard methodology, tools, and architecture (platform and development)

  10. PMO - Leadership As the trend for more cross-functional & complex projects continues, more companies are calling upon top executives for high-level oversight of multiple projects and major programs. Enterprise-oriented companies must have a politically savvy, project-wise, system-literate executive facilitator. This facilitator’s responsibilities include: • Communicating with Executive leadership • Involvement in business decisions resulting in new projects • Strategic project planning • Setting project priorities • Oversight of strategic project implementation • Implementation of an enterprise-wide project management system • Development of Project Management awareness and capability throughout the organization • Periodic project reviews and change management • Top-level stakeholder accountability, sponsorship, facilitation, and mentoring

  11. PMO - Leadership Responsibilities Strategic Project Planning Stakeholder Accountability and Interfacing Business Decisions New Projects PMO - Leadership Project Priorities & Resources Project Reviews Oversight of Strategic Projects Project Management Training & Awareness Oversight ofEnterprise-wide Project Management System

  12. PMO Implementation • Establish PMO • Determine PMO Members • Interview Key Stakeholders • Create / customize Charter • Define roles and responsibilities • Refine PMO • Define PMO Guidelines • Mentor Stakeholders on concept, implementation and deliverables • Accept feedback & refine • Obtain Stakeholder concurrence • Identify and select methodology • Execute & Operate PMO • Identify and align current projects to Corporate strategy • Define requirements of current / future projects • Identify application business objectives • Deliverables • PMO Charter • PMO Organization • PMO Roles & Responsibilities • PMO Detailed Implementation Plan • Deliverables • PMO Guidelines • PMO Issue / Risk Procedure • PMO Change Management Procedure • PMO Reporting Guidelines • Deliverables • Statement of Business Objectives • Inventory of Current Projects • Inventory of Future Projects • Alignment and Prioritization of Projects • Risks / Issues on Current Projects

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