EPMO – A Tool For The New Normal

1. EPMO – A Tool For The New Normal Robert Handler Vice President Gartner Research

2. Successfully Navigating the New Normal Requires an Adaptive Strategy Competitors Government, regulatory bodies Suppliers Levels of unemployment Economic climate Technology Globalization of trade Labor supply Internet Information systems Political ideology Financial institutions Taxes and tax revenue Markets, clients, customers

3. Slow and Steady Doesn't Win the Race Any More

4. The Future Requires Building the Adaptive Organization • Current approaches to work need to accelerate • Scanning (sensing) needs to become an art form • Context (what, why, how) becomes the GPS system for the enterprise • Understanding of capabilities becomes a lifeline for rapid response

5. The EPMO Enables The Adaptive Organization By 2015, 60% of the Fortune 1000 will establish an EPMO to improve the value created by investments in projects and programs. • Supporting the Strategic Planning Assumption: • With continued pressure on financial accountability, organizations will require enterprise-level visibility of where their money is going • Continued problems with project coordination across silos will further fuel the need for enterprise visibility and coordination of programs and investments Alternate position to the Strategic Planning Assumption: • Organizations have the structure that suits their real objectives. A strong PMO is often perceived as a threat to other senior managers. • Most PMOs are in IT — a weak PMO operating in a weak matrixed management environment allows the squeaky wheel to get greased.

6. Key Issues • What is an Enterprise Program/Portfolio Management Office? • Critical steps toward the EPMO? • Example case study

7. Defining the Enterprise PMO adding the word Enterprise Does not make you an EPMO If you are a PMO in IT

8. In Uncertain Times, Executives Often Require a Dedicated Staff Function to Help Navigate the Choppy Waters • Top Management becomes more involved when: • The current business model of the enterprise is under attack. • It's clear that long-term viability of the enterprise is in jeopardy. • Planned growth is so significant someone needs to keep an eye on things. • Top Management tends to leave well enough alone when the "outlook" is stable.

9. The Four Styles of Enterprise Program Management Offices Transformation Facilitating Controlling Stability

10. The Reporting EPMO (Facilitating Stability) • Supports executive needs for visibility of what is happening in the organization • Primarily fiduciary in orientation Mantra “We don't care how you do it – just tell us you are getting it done"

11. The Operational EPMO (Controlling Stability) • Centralizes ALL project and program execution across the enterprise • Generally has staff in the 100s • Focused on the "production of projects" Mantra “We only do one thing but we do it very well"

12. The Three Types of Strategy Top Down Middle Out Emergent

13. The Strategic EPMO (Facilitating Transformation) • Ensures that top down strategy gets executed • A small group of specialists that facilitate agreement about what to do and how to do it. Mantra "It's all about realizing the value of our strategy" BUSINESS SUCCESS MISSION STRATEGY RESOURCES TACTICS CHANGE MANAGEMENT COMMUNICATION

14. Business Transformation Office (BTO)(Controlling Transformation) • Facilitates the creation of a new "organization" or the evolution into a new market • Focused on building the "web" of relationships necessary to support change Mantra “This is how a caterpillar becomes a butterfly” Photo: Lancaster County Amish by it:Utente:TheCadExpert| CC 3.0 BY-SA

15. Key Issues • What is an Enterprise Program/Portfolio Management Office? • Critical steps toward the EPMO? • Example case study

16. Understand What is Driving the Need for an EPMO Adapting • Survival Induced Change • Strategy Induced Change External/Planned • Run the Business • Planned Improvements Internal/Reactive Stabilizing

17. Decide what the "P" in "EPMO" Stands For? • The “P” always stands for some form of Portfolio management (reporting or investment decisions) • In more mature environments EPMO the "P“ stands for "Program • At the highest level of organizational maturity "Project culture and an enterprisewide project capability is added

18. Build the Project Capability Center The Goal of the Project Capability Center is to ensure that the ability to successfully execute projects is a core capability of the enterprise • Skills • Methodology training • Performance- based competencies • Project management training (soft skills) • Methodology • Project methodology • Program methodology • Portfolio methodology • Resource management • Tools • Project scheduling • Project Web sites • Resource scheduling • Collaboration • Mentoring • Transforming project managers into project leaders • Creating high performing teams • Knowledge Management • Lessons Learned • Best Practices • Sharing tacit knowledge • Community • Building a project culture (performance, results, trust) • Sharing tacit knowledge

19. Key Issues • What is an Enterprise Program/Portfolio Management Office? • Critical steps toward the EPMO? • Example case study

20. Example case study - Fifth Third bank

21. Problem

22. Results

23. Final Thoughts • Understand your environment and pace of change • Consider the EPMO as a proven tool to embrace change in the new normal • Select a model that meets your needs • Ensure the basics exist with a project capability center

24. Recommended Gartner Research • Predicts 2013: PPM Leaders Must Embrace Constant Innovation and ChangeHandler, Fitzgerald, Light, Apfel, Mieritz, Olding & Hanford (G00239711) • Deciding Which of Four EPMO Styles Is Right for Your Organization Fitzgerald & Hanford (G00239503) • PMO Versus EPMO: Symbiosis or Open WarfareFitzgerald & Hanford (G00236018) • The Enterprise PMO: An Emerging Force in Strategy RealizationDonna Fitzgerald (G00200779) • Is Your Organization Ready for an Enterprise PMO?Donna Fitzgerald (G00219055)

25. EPMO – A Tool For The New Normal Robert Handler