© 2011 Trissential. All Rights Reserved. © 2011 Trissential. All Rights Reserved. 1 PMO: What Does Great Look Like? Steve Beise 08.09.2011
© 2011 Trissential. All Rights Reserved.© 2011 Trissential. All Rights Reserved.
1
PMO: What Does
Great Look Like?
Steve Beise
08.09.2011
© 2011 Trissential. All Rights Reserved.
2
Good - Great - Exceptional
Identify PMO Current State
Ways to Improve
Take Your PMO to Great
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7
Essential Business Model©
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PPM Context
Project Management Execution
Project
Management
Office
Product Lifecycle
Governance
8
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Sample Maturity Model
Source – ESI Horizons
5
Optimizing
4
Comprehensive
3
Integrated
2
Consistent
1
Adhoc
Typical
Experience
9
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Lack of Skills
People
Process
Process
People
Tools
Tools
PPM Maturity
Governance
Teams
Unwillingness
Fear
No Standard
Too Many
Improper
None
Config
Training
Lack of Collaboration
Lack of Information
Unreal Expectations
No Support
No Discipline
No Value
None
No Reqs
Training
10
Negative Forces
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Typical PMO Implementation
Project Office
Managers Directors
Project Resources & Teams
Executives
Typical Goals
Center of Excellence
Org PM Maturity
Central PM Staffing Org
EPM Tool Administration
Organizational Training
Typical Approach
Waterfall rollout big of
heavy PM & SW
templates, methodologies
and EPM tool
Goal: Enterprise Adoption
12
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Typical PMO Implementation
Managers Directors
Project Resources & Teams
Executives
Typical Outcomes
Lack of Influence
Viewed as Bottle Neck
Incomplete Adoption
ROI Questions
Keeper of Templates/Admin
Incomplete Adoption
About One Year Later
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Trissential PMO Approach
Project Office
Managers Directors
Project Resources & Teams
Executives
Tactical (90 Day) Goal
Improve Measurement & Control
Improve Budget & Est. Process
Enable key organizational goals
Manage Executive Portfolio
Outcomes
Measurable ROI early
Mitigate Org. Risk
Success Stories
Executive Support
Supplemental PM
Maturity
Begin organization change
and adoption
A Better Way
Pick one, rollup sleeves, do it better, provide objective information and
solidify sponsorship14
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PMO Mission Statement
The purpose of the PMO is to enable business strategies and IT project execution by improving project management capability.
Business Strategy
Project Execution
Project Management Capability
Project
Alignment
Performance
Reporting
Methods,
Process, ToolsMeasurement
Controls
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Improvement Roadmap
•Continue Education &
Training
•Stabilize and Refine
•Define Continuous
Improvement Model
Foundation
Extension
Increment 1
•Revamp PMO Brand &
Create PMO “Roadshow”
•Implement PM Process
•Implement Portfolio
Architecture
•Enhance Job
Descriptions
•Define Roles &
Responsibilities
•Stabilize and Refine
•Implement Program
Management
•Initiate PMO
Performance Metrics
•Initiate PPM project
•Continue Education &
Training
•Stabilize and Refine
Continuous
Improvement
Increment 2 Increment 3
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End to End Framework
Practice Overview Process Workflow
Process OverviewTemplate
17
Universal Life Cycle
Idea Initiating Planning Executing Closing
Go
vern
an
ce G
ate
s
(Gre
en)
TR
B (
Re
d)
EA
(B
lue)
Op
tion
al
SD
LC
-
Solu
tion
Dev
Life
cycl
e
Str
ate
gy
&
Ope
ratio
n
(BS
LT
)
Strategic & Operations Planning Strategy & Operations Change Managment
Pro
gra
m
Mgm
nt
Program
Initiation
Program Setup
Program Monitor & Control
Arc
hiti
tect
ure
Po
rtfo
lio
Mg
mnt
(PM
O)
Pro
ject
Mg
mnt
Indentification / Categorization /
Evaluation / Selection / Prioritization
Authorization
Portfolio Reporting
Portfolio Balancing
Monitoring & Controlling
Pre-Progam
Program DeliveryProgram
Closure
Monitor & Control
Initiating
Executing ClosingPlanning
Approval to
Investigate
Approval to
Initiate
Approval to
Plan
Solution
ApprovalApproval to
Proceed
Approval to
Implement
<
<
P
O
R
T
F
O
L
I
O
>
>
P
R
O
J
E
C
T
If >$5M CEO Apprvl
If >$25M Board Apprvl
Assess
IdeaStrategic Roadmapping
Application Portfolio Management Support & Maintain
TestHigh Level
DesignImplement
Scope
DefinitionBuild
Solution
Direction
Requirements
AnalysisDetail Design
21 3 4 5
Update Architecture
StandardsApply Architecture Standards, Technology Monitor & Control
IR SDR HDR DDR TCR
Co
st
Est
imatin
g
Acc
ura
cy
Gu
ide
line -10% to +30%-15% to +50%-20% to +100% -5% to +20%
US
ED
FO
R
TR
EN
DIN
G
ON
LY
TRB Review Legend
IR - Initiation Review
SDR - Solution Definition Review
HDR - High-Level Design Review
DDR - Detail Design Review
TCR – Technical Closure Review
Universal Life Cycle
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It’s About the Journey
Leadership
Pioneer
Patience
Flexibility
Critical Thinking
Commitment
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It’s About the Journey
Crucial Conversations
Pioneer
80 / 20 Rule
Collaboration / Team Work
Continuous Improvement
Organizational Change
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Thrive
22
People
Process
Tools
AssessPlan
Improvement
Execute
Improvement
A l i g n m e n t
© 2011 Trissential. All Rights Reserved.
25
Thank You
Stephen Beise
952.595.7970
trissential.com