PMO Proposal For Global Sales Operations

© 2004 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

HP SoftwareGlobal Enablement

Project Management Office ProposalMay 26, 2009

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Project Management Office Value

PMO Overall Goal- Manage or facilitate management of all major project based aspects of the Global Enablement program to ensure successful implementation of GE Plan of Record

PMO Major Objectives- Ensure Project structures, processes and tools are in place- Ensure education / enablement of targeted project managers in GE- Help Manage program portfolio of projects on time and within budget

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Why a PMO?

• Acts as an agent for management providing advice, coordination and oversight of key projects−PMO is an operation function not a decision

making one

• Accountable for execution of the target project portfolio

• Provides a focal point for project managers to access and learn common templates, tools and practices

• Provide a master plan overview of all key projects and their status and interactions

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PMO Processes

Project Management Office usually focuses on 3 main themes:

1. Project life-cycle management

2. Project portfolio management

3. Support functions

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1 - Project life-cycle management

• PMO & Project Formulation & Deployment• Project Management Structure• PMO Team Relationships• Consistent Project Management Approach in

GE• Project Control via QS & Templates usage• PMO Summary for lifecycle

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PMO & Project Formulation & Deployment

Request for New Project / Major Change to Existing Project.PMO helps PM to:•Establish Scope•Work Approach•Duration•Effort Required•Other Business Questions Answered

Management review •Project Charter•Decision whether to approve Project•If approved Project moves into Implementation

Project Execution and Management•PMO helps with Work breakdown structure•Helps Monitor Risk and Scope•Acts as Advisor and Oversight •Ensure proper closure and retrospectives•Recognition for team

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Project Management Structure

Structure Plan Control Conclude

•Work Breakdown Structure•Resource Plan

•Project Charter/PDS/ Scope•Risk ID’ing•Templates•Project Launch•Lifecycle

•Status Reporting•Issues/Decision Log •Parking Lot•Scope control

•Retrospective•Feedback for future improvements

Standard processes & deliverables can be used with any kind of project: • Software development• Process development• Marketing Program development• Building a house

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PMO Team Relationships

PlanningTeam

HP-IT

PMO

GE Management

PMO & Project teams:

• PMO provides guidance, templates, tools, processes to Project teams.

• Gets feedback from teams on those tools etc. to make improvements

• Could provide overview roll-up of key project progress etc. for management

Planning : Plan of Record, Roadmap validation, Coverage for key projects

GE management : Updates via Staff meetings and overall updates

HP-IT : Quicksilver Enhancements / Changes

Project Sponsor : Escalation decisions, Project Plan signoff, Status reports

External Stakeholders : Business Units, Regional Enablement involved in creation and execution

Project Sponsors

External External StakeholdersStakeholders

Project teams

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Consistent Project Management Approach Needed in GE

PM has End to end responsibility of a project (includes all BU and regional communications and coordination)

Manages project plan creation and execution Reports into the PMO and adheres to PMO processes and procedures

(e.g. Standard Life Cycle process, reporting standards) Provides resource estimates and gaps Manages issues and escalation Enforces change control processes Provides schedule updates Performs risk management Provides communication within and outside project team

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Project Control via QS & Templates usage

Structure

Project Control File (PCF)Project Templates

Work breakdown structure (WBS) in larger projects

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PMO Summary

• Leads: Tony Hinojosa• Activities

– Manage overall program project portfolio on time within budget– Ensure program tools and processes are developed and evolved

• Core Members: To Be Determined• Extended Members: TBD• Stakeholders: Global Enablement teams and management

Major activity: Reports – Monthly Weekly and as needed

PMO

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2 - Project Portfolio management

•Operational vs Portfolio Status Reporting

•“Tollgate” Reviews

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Operational vs Portfolio Status Reporting

PMO Monthly Portfolio Reports

Project team members

Team Leads

PM for IntegrationStrategy

Project team members

Team Leads

PM for R3.0

Project team members

Team Leads

PM for R4.0

Project team members

Team Leads

PM for R2.1

Sponsors Stakeholders

PM Template

Control

Weekly Operational Reports

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“Tollgate” Reviews*

Purpose: Decide whether to continue project, kill it or change it. Reviewed from at least 3 perspectives:•Business Need•Progress•Cost

Example of Questions to be asked at Reviews:• Are the justifications for project still valid?• Is Project making expected progress?• Are solutions appearing faster than problems or vice-versa?• Are resources (people, money) being used efficiently• What is final total cost to complete?

*An effective tollgate process which can tell ‘bad’ from ‘good’ projects and terminates ‘losers’ is a key difference between ‘best-in-class’ organizations an others

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Tollgate Process

Evaluate Business Need

Evaluate Project Progress

Evaluate Resources Used

Project charter

Toll gate Decision

Terminate project

Cannot pass tollgate

Business case still valid

Terminate projectCannot pass tollgate

Progress adequate

Cannot pass tollgate

Terminate project

Pass tollgate

Business Climate

Strategic Direction

Stakeholders input

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3 - Support functions

Success of Project Management and the PMO rests on the existence of common processes and tools

• Common vocabulary• Understood processes and improvement−Measurement− Improvement

• Information Systems Support• Change management• Quality Assurance• Human Resource considerations

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Common Vocabulary Needed• Necessary for all PMO groups to have an

agreed upon vocabulary• Example: Sponsor is a manager who

supplies money and/or people for a project and acts as the decision maker on scope changes

• Example: Milestone is a key break point for a set of deliverables in a project work break down structure

• ACTION: create and maintain glossary for PMO

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Processes Understood and Documented

• More mature organizations not only understand their key processes but−Continually measure−Continually improve−Continually monitor need for key processes

• Lack of Process understanding can slow the ability to implement key projects−Lack of understanding of project affect on process−Lack of ability to measure impact of project on

overall organizational process output−Mis-allocation of resources due to in-efficient

processes

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Systems Map Exercise• DEFINITION: A system is an interdependent group of items,

people, or processes working together toward a common purpose− Driver processes: processes that "drive" the mainstay of

the organization; usually associated with the need that the organization intends to fulfill (from the mission statement of the organization). Examples: customer feedback, planning, research, development, budgeting, etc. These processes get the organization ready to "match the need" when performing its mainstay processes.

− Mainstay processes: the primary activities that describe the business of the organization

− Support processes: processes necessary to support the mainstay processes. Examples: for a manufacturing organization are accounting, maintenance, hiring, traveling, handling communications, etc.

19 April 7, 2023

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Program Mgmt/ Strategy

Community Mgmt & Support

Stakeholder Mgmt

Customer NeedsPlanning & Review

GTE S

take

hold

ers

-

Part

ners

, Pre

sale

s, P

SO

, S

aaS

, S

up

port

)

Budget Planning

Develop & Manage

Strategic Plan

Develop & Manage

Business Plan

Manage Stakeholder Satisfaction

GTE Systems Map – Linkage of Processes – DRAFT 09/10/08

Manage Demand

Coordinate & Deliver

Communication

Stakeholder Tools & Infra

Provide Tools, Processes &

Infrastructure (sandbox, LMS, POC,

curricula UI, large file

download)

Align w/GTM & Revenue Plan

Manage Product Lifecycle (i.e. NPI)

Manage New Solution

Introduction (Beat BMC)

Align w/ Stakeholder Workforce

Plans (On-boarding)

Develop & Manage Regional

Stakeholder Plans

Manage Stakeholder Constraints

Report Key Metrics

Manage Procurement

Coordinate Training

Logistics?? Manage Demand/

Project Mgmt (QuickSilver)

Manage Budget

Manage Communicati

on(Newsletter)

Manage IT Infra & Asset

Mgmt(GTE: OVSC,

Surgient, Portal)

Internal/Partner Training

Develop Content &

Assessments

Deliver Scalable Training

Deliver On-boarding

Training

Manage Virtual

Communities

Manage Field Escalation

(SW Consult)

Demo Solutions & Strategy

Design & Develop Demos

Maintain Demos

Manage IT Infra & Asset

Mgmt(HP-IT: LMS, TestCraft, Forums)

Align to Product &

Solution Plans

Provide Certification

Exams

Manage Enablement Programs

Manage Role-based

Curricula

DR

IVER

MA

INSTA

YSU

PPO

RT

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Information Systems Support• Need to have agreement and support from

IT systems and tools across the Organization• Example: Use of MS Project for smaller

projects• Example: Use of Quicksilver for larger

projects

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Issue TrackingWhy do we use QS?

•Provides visibility of issues that create risk against milestones•Cross functional issue/dependency tracking•Visibility into cross functional issues to eliminates duplicate work by verticals•Ability by the PMO to view constrained program resources •Issue escalation tool•Tool to log Bugs/Defects in Testing phase•Status reporting based on issues

What do we use QS for?

•Business Issues across all verticals•Future Enhancements/Requirements•Siebel Enhancements/Defects•Configuration Defects•Change Requests (Reqs/Design/Data Model changes after freeze date)

What is the process for tracking QS items?

•PMs are responsible for tracking items

•PMO herds and serves as an escalation point after the PM

https://ppm-quicksilver.saas.hp.com/itg/web/knta/global/Logon.jsp

Control Quicksilver Functionality

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Change Management Plans Needed

• Most Project and Process Improvements fail due to lack of organizational support

• Need to consider impact on day-to-day work of employees.

• Without good change management plans, organizational inertia will thwart success of many changes

+ =

GREAT IDEA EDUCATION AGREED CHANGE

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Quality Assurance• Project Audits

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Project Audits

Evaluates “true state” of a project conducted by a person not on the project team. Reasons for Audits:• Ensures work is being performed in accordance with established processes• Establish true condition of a project in terms of time, quality, scope, cost, customer satisfaction, and employee morale.Audits include:• Check on work processes, documentation and deliverables.• Interviews with customers, stakeholders, employees, vendors• Conduct root cause analysis• Report given to project team, management and fed back into PMO processes, tools, and documentation• Can be held anytime during a project

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Audit Process

Evaluate Work Products

Evaluate Process

compliance

Maintain quality findings

Work Products

Improvement action recommended

Go to Process evaluation

Improvement action recommended

Record work product and process findings

Re-work work products or processes

Project Audit

PMO office

Sponsor input

Processdefinitions

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Human Resource • Provide Skills training in PMO for PMs• Provide ‘coaching’ via PMO senior

members

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Overview of Global Enablement Project Management Enablement

Class Level Target AudienceHP L&D Project Management Project management professionals or

PMP certification

GE Series 200 Quicksilver work-plans

PMs who need to use QS to track and manage their work plans

GE Series 200 Project Charter PMs with larger longer term more complex projects

GE Series 200 Task Plan PMs with larger, longer term more complex projects

GE Series 100 Quicksilver Binder

Occasional PM w/smaller/shorter projects how to set up QS binder & use basic functionality

GE Series 100 Project Charter Occasional PM with smaller shorter projects

GE Series 100 Project Charter Occasional PM with smaller shorter projects

GE Series 100 Task Plan Occasional PM with smaller shorter projects

GE Series 100 Meeting Management

Everyone in GE who runs and manages meetings

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Global Enablement Model for PM training

Hierarchy of Enablement for Project & Meeting Management

GE Series 100 Project Charter, Task Plan, Quicksilver Binder

setup

GE Series 200 Project Charter, Task Plan,

Quicksilver work-plans

HP L&D Project

Management classes

Target 10% of GE personnel

Target 20% of GE personnel

Target 60% of GE personnel

Foundational - Meeting Management

Target 90% of GE personnel

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PMO Office Coaching

• For occasional PM’s who would like help in improving their skillsets outside of class

• Time from PMO senior staff to those who would like ‘coaching’ advice− Informal mentoring−Buddy system