Project Management Office (Anna Maria Felici)

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Introduzione alle tematiche del Project Office

Bolzano

mercoledi, 24 marzo 2010,

Dott AnnaMaria Felici PMP CMC

e-mail [email protected]

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Definizioni

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� Project: A temporary endeavor undertaken to create a unique product, service or result.

� Program: A group of related projects managed in a coordinated way to obtain benefits not available when managing them individually.� Source: A Guide to the Project Management Body of

Knowledge (PMBOK® Guide), 3rd Ed 2004 © Project Management Institute, p 368

� Project: A complex effort, usually less than three years in duration, made up of interrelated tasks performed by various organizations, with a well-defined objective, schedule and budget.

� Program: A long-term undertaking that is usually made up of more than one project.� Source: Archibald, Russell D., Managing High-Technology

Programs and Projects, 3rd ed. 2003, John Wiley & Sons, p 24

Lo schema

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Modern project management

� Professional approach

�Focus on individual capabilities

�Project Manager Dual role � Technical expert

� Business leader

�Project Management� Oversight, Control and Support the Project

PMO

�They needs an Organizational entity asbusiness integrator to encompass�People

�Processes

�Tools

�That manage or influence project performances

PMO

�Help Project Managers and the relevantorganization to understand and applyprofessional practice of project Management and to adapt and integratebusiness interest into to project management environment with which isintegrated

� Gerard M Hill The complete Project Management Office Handbook

Sommario

1. Strategic Project Management

2. Operational Project Management

3. PPM

4. PMO8

Strategic Project Management

�Best organizations will integrate strategic management, project management, and operationsmanagement through project portfolio management

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Strategic Project Management

�Portfolios link corporate strategy with project management

� ‘Portfolio steering group’ holds responsibility

�Must implement an integrated project portfolio management process

�Various types/categories of project portfolios

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Project Categories/project Portfolios

�Combe and Githens (1999) identify three general types of project portfolios: �Value-Creating: Strategic or enterprise projects.

�Operational: Projects that make the organization more efficient and satisfy some fundamental functional work.

�Compliance: “Must-do” projects required to maintain regulatory compliance.

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Total Life-Cycle Management

�Total life cycle management:�Including early conceptual & ‘after’ phases

�Portfolio PM links corporate strategy with conceptual life-cycle phase

�Include realization of project benefits as part of PM discipline

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STRATEGIC PLANNING

MANAGEMENT OF OPERATIONS

MANAGEMENT BY PROJECTS

PROJECT

MANAGEMENT

PROCESSES

TOOLS METRICS

PROGRAM

MANAGEMENT

PORTFOLIO MANAGEMENT

ORGANIZATIONAL GOVERNANCE

ORGANIZATIONAL GOVERNANCE

Portfolio Management

� Il Portfolio IT è� un insieme di asset (hw,sw, persone, progetti, processi) � mappati in strategie di investimento (basate su tolleranza al

rischio e obiettivi di business) � secondo un mix ottimale (la percentuale o il range di

investimenti fatti in ciascuna area) � basato su assunti di performance future (aspettative di

crescita strategiche e tattiche dell’Organizzazione) � al fine di massimizzare il rapporto valore/rischio (assicurando

che gli investimenti IT selezionati abbiano come risultato il livello desiderato del valore per i costi ed i rischi coinvolti)

� per ottimizzare i ritorni organizzativi dati dagli investimenti IT

� META Group inc 2002

PM Systems, Tools and Practices

�PM software more specialized to fit project categories or types

�Web-enabled PM used by all; virtual teams

�Wireless everywhere

�PM software vendors will begin consolidation

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PM Discipline and Individuals

�Best practice: Project and Operations management will be integrated through corporate-wide Project/OperationsPlanning and Control System 17

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Kertzner – Project Management pp. 737

OPERATIONAL PROJECT MANAGEMENT

Operational Project Management

� All the processes described in the PMI PMBOK� All the specific practices, systems and methods to be

used for authorizing work packages, planning, and controlling projects and multi-project programs

� These operational responsibilities include –for each project and program within each project portfolio:� Select and assign project and program managers� Design/select/apply the best project life-cycle models for

each project category� Select & implement the specific project planning, scheduling,

executing, and controlling methods and software tools to be used.

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Strategic management

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PPM

�Project portfolio management is fundamentally the integration of �the strategic project management processes and

�responsibilities with the well known operational PM processes and responsibilities.

�PPM provides the bridge between strategic and operational project management

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PMO

The arm of Senior Management to help them to meet their strategic goals byproviding them with a single point of knowledge

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PMO

�VALUE PREPOSITION: The set of qualities of a good or service that allowsit to fulfil the customer's needs and desires, as opposed to simply benefitingthe seller

�MISSION STATEMENT: is a formalshort written statement of the purposeof a company or organization.

Project Management Office

� The spectrum of possible Project Management Office services is very broad. Typical service offerings include:� Administrative Support– offloads documentation tasks from

project managers, including management reporting.� Consulting & Mentoring– provides guidance and consulting to

project managers, project participants, and management team.

� Resource Management– ensures resources are effectively allocated across projects to avoid overloads, conflicts, and disruptions.

� Process Standards & Methods Development– documents project management procedures and in-house lessons learned.

� Software Standards & Support– selects and/or creates software tools for project management.

� Education & Training– selects and schedules, or creates and delivers, project management training courses.

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PMO

Stages and functions

Stage 1

�Project Office�Achieve project deliverables and objectivefor cost, schedule and resource utilization

�1 or more project

�1 Project Manager

Stage 2

�Basic PMO�Provide a standard and repeatable PM methodology for use across all projects

�Multiple projects

�Multiple Project Managers

Stage 3

�Standard PMO�Establish capability and infrastructure tosupport and govern a cohesive project environment

�Multiple projects

�Multiple Project Managers

�Program Manager

�Part time PMO Support Staff

Stage 4

�Advanced PMO�Apply and integrate a comprehensiveproject management capability to achievebusiness objectives

�Multiple projects�Multiple Project Managers�Program Managers�PMO director�Dedicated PMO Technical and SupportStaff

Stage 5

�Center of excellence�Manage continous improvement and cross-department collaboration to achieve strategicbusiness goals

�Multiple programs

�Vice president or director of Project Management

�Dedicated PMO Technical and Support Staff

�Enterprise-wide support staff� Gerard M Hill The complete Project Management Office Handbook

PO FUNCTIONS

�Development Functions�Recruiting project managers from within the organization.

�Hiring project managers externally.�Defining a project manager training path and ensuring that it is followed.

�Providing mentors for novice project managers.�Establishing a mutual assistance program for project managers.

�Conducting project reviews to determine if a project manager needs help.

�Evaluating project managers at the completion of each project and recommending steps for improvement.

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PO FUNCTIONS

� Support Functions� Providing an escalation path for project issues.� Developing procedures to help project managers who are also team

participants balance the demands on them.� Providing assistance to project managers who are required to

manage multiple projects.� Providing a central source of data gathering for costs and time.� Producing standard reports on the status of projects such as

performance against budget or schedule.� Establishing standards for initiating and closing projects.� Providing a mechanism for managing changes to project scope.� Establishing a process to define priorities among projects.� Helping project managers negotiate for needed resources.� Implementing project management tools such as software or

methodologies.� Providing a forum for mediation when a project manager and a

customer dispute aspects of the project such as scope changes� Providing templates for project management deliverables such as

the project charter or project plan.

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PO FUNCTIONS

�Control Functions�Providing line management for project managers.

�Assigning project managers to projects.

�Defining mandatory project requirements such as status reports, team meetings, or project plans.

�Reviewing project management deliverables to ensure that they are produced and to validate their quality.

�Establishing project management standards.

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PMO Functions

�Progetti in corso

The value of a common project management process

� Reduced cycle time� Reduced delivery costs� Improved quality of project deliverables� Early identification of project issues, budget,

scope, & risks� Knowledge leverage & reuse� Improved accuracy of estimates� Improved perceptions of IS organization by

clients� Improved people and resource management� Reduced time to get up to speed on new

projects

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Pitfalls

�The PMO did not define its value preposition�The PMO is not perceived as impactingproject delivery abilities

�The PMO is seen as a threat – most often tooauthoritative

�The PMO is too low in the management reporting structure

�The PMO does not have buy-in from the senior functional managers

�The PMO initiatives are unnecessary overhead�The PMO try to control every project directly

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BUILDING A PMO

� UNDERSTAND THE ORGANIZATION� UNDERSTANDING THE GOAL� DEFINE THE VALUE PREPOSITION� DEFINING THE CHANGE� PILOT� CUSTOMER MOTIVATION� RESOURCE GATHERING� CULTURE & STRUCTURE BUILD/CONNECT� RUN/DEMONSTRATE� MANAGE STAKEHOLDERS/NEGOTIATE OUT CONFLICTS� COMMUNICATE/INCENTIVE/MANAGE CHANGE� TRANSITION� ASSIST

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Cinque standard

PMCDF: The Project Manager Competency Development Framework

2002 standard per la formazione e lo sviluppo dei Project Manager

PMBOK®Guide—Third Edition

Standard per la gestione progettiII ed

II ed

IV ed II ed

II ed

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Cinque standard

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Contatti

Dott AnnaMaria Felici PMP CMCPrograms&professional Development DirectorPMI Rome Italy Chapter -Coordinatrice territoriale APCO LAZIO

Cell.: +39-335-246215Tel : +39-06-42272059fax +39 06 97257288e-mail [email protected]