Flow Chart Junkie does the PMO: Unifier as it applies to different PMO profiles

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Flow Chart Junkie does the PMO: Unifier as it applies to different PMO profiles

Prepared by:

Cari Stieglitz, PMP

Global Delivery Lead

Faithful+Gould

Creating a business driven Unifier implementation based on the benefits and needs driven by your end users.

Session ID#:

@caris1122

Agenda

■ Business Value

■ Governance & Setup

■ PMO Profiles

■ People, Process & Tools

■ Case Studies

■ Success & Failure

Business Value

This is a subtitle or bulleted list

What drives a PMO / Unifier Implementation?

Stakeholder Need

“Let me check my spreadsheet and get back to you.”

“My resources keep telling me they are too busy,

but I have no oversight to what they work on.”

“My staff is working so hard, but I am worried that 40% or more of their time is spent

on redundant busy work. They can’t be proactive when they are always catching up.”

“I never know where my projects are at or if we are spending our

money wisely. We try to keep track but with so many projects and

people, spreadsheets just aren’t working anymore.”

“I spend so much of my time just

reconciling to what Finance says.”

“It seems like I don’t have the right

information to make the decisions I

need.”

“We have grown so much, what used to be

in people’s heads now takes forever to find.”

“I know I have a problem, but I am not sure where to start.”

Business Value

“I know what my organization expects me to do when I manage a project.”

“My resources proactively alert

me to trends on projects.”

“Using dashboards and reports, staff have greater

visibility across all levels of the portfolio.

“At any point, I can see a forecasted view

of where I will spend my money.”

“Information is in one location and tells

the same story.”

“We have standardized and auditable

processes.”

“I know I am moving toward a solution.”

Governance & Setup

This is a subtitle or bulleted list

Tool Driven vs Value Driven

People

Process

Tools

GOVERNANCE / POLICY

PMO Governance

Portfolio

Project Sub-Portfolio

Project

Operations

Program

Project

Project

STRATEGIC

TACTICAL

System Governance

Project Management Office

Standard

Methodology

Education

Coaching

Compliance

Portfolio

Management

Portfolio Management

Framework &

Methodology Portfolio

Processes

Portfolio

Selection and

Termination

Infrastructure &

Support

Project Value

Legal &

Regulatory

Communication

& Performance

PMO Profiles

This is a subtitle or bulleted list

Coach

Less resources to

maintain / light touch

Educates on high

level methodology

Project chooses level

of support

Flexible, “vanilla”

configurations and

light KPI’s

Workflow is short and

flexible, choice of

how it is used

Business processes

are not tied together

Cop

More resources

dedicated

Audits projects for

compliance

Define and report on

project KPI’s &

performance

More complex

solution that requires

use to pass audit

Stage gate driven

processes

Enforced use to drive

measured activities

Co-op

PMO provides project

managers or runs

with business

Single “department”

through which all

projects are run

Portfolio standards,

KPI’s & performance

Consistent processes

and policy, enterprise

compliance

Pre-populated

templates, consist

stakeholders

Multiple levels of

reporting and

standards

People, Process & Tools

This is a subtitle or bulleted list

People = Users, Groups and Security

System

System

Program Manager

Owner

Contractor A

Subcontractor B

Subcontractor A

Contractor C

Project Manager B Project Manager A

Su

bco

ntr

acto

r C

on

trac

tor

Pro

ject

Sta

ff

Ow

ner

Owner’s systems

Subcontractor A

System

Manual Data

Entry

($$,errors)

SMALL PROJECT LARGE PROJECT

Process does not equal workflow

Tools = requirements driven processes

Case Studies

This is a subtitle or bulleted list

Medium Public Transportation Agency (County)

• People: Internal and External staff not restructured, just participated in large program. Mix of consultants and contractors on one team.

• Process: All processes built into Unifier and help files, no additional process discussion, robust workflow based on pre-existing processes changed over 5 year course

• Tools: P6, Unifier, BIM

■ Benefits: Full program collaboration across all major stakeholders, Passed 3 audits by giving logins

Mid-Stream Energy Organization

• People: Centralized Project Controls Office under corporate, Divisions that managed Capital and O&M projects. Multiple states/regions for delivery/assets

• Process: Robust training manual that explained “why” and change management close to roll out (three years to create), Full lifecycle for Capital, Business Case for Operations. Reporting through data warehouse, compliance with NERC/FERC and all internal processes

• Tools: Unifier, P6, Maximo, PowerPlant

■ Benefit: Five year capital and O&M spend across regions, justification for rate increases

Global Airline’s CRE Group

• People: Centralized Large Project Office in process of being established. Light numbers in core PM staff. Contractors used for Programs.

• Process: Development of process manual that is tool agnostic, high level and easy to read, understand.

• Tools: Unifier, Excel

■ Benefit: Further consistency in project delivery. Centralized portfolio reporting in process of being automated.

Global Energy Joint Venture

• People: Joint venture for major program, mixed stakeholders with distinct needs

• Process: Compromise of processes, need to output data in two different ways to work with two separate company systems, emphasis on cost controls

• Tools: Unifier

■ Benefit: Clear understanding of JV costs, both companies pursuing Unifier separately

Large Real Estate Organization

• People: Corporate Real Estate with lease, work order management as “customers” to the corporate function. Helped large projects with project management services.

• Process: Breakdown per region, lease space. Focus on project roles, space, lease and small projects. Moved towards one template for project management.

• Tools: Unifier

■ Benefit: Moved manual processes online for auditing and better understanding

Success & Failure

This is a subtitle or bulleted list

Why would you fail?

■ Lack of executive support

■ Become policeman & auditors

■ Overburden staff with process and documentation

■ No demand management or resource management

■ Benefits capture is not done

Why will you succeed?

■ Run a PMO implementation like a project

■ People drive successful projects

■ Value driven purpose

■ Crawl, walk, run

■ “No process for process sake”

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