Steps to a Successful Project Management Office
Submi8ed by: Terry Holtz EVP, Project Services TBO InternaEonal www.tbointl.com Copyright © 2009-2104 TBO International, LLC. All rights reserved.
Program Management Office Steps to a Successful PMO
Define Define Need for PMO
Ques<ons to consider: • Is a process for project approval and iniEaEon consistently applied? • Do you have a widely accepted porKolio of approved prioriEzed projects? • Do you need to build be8er management support for approved projects? • Once approved are project roles , required approval authority , and escalaEon well understood? • Does a mechanism exist to authorize and track project spending? • Do project managers have standard training and qualificaEons? • Is the demand for and availability of project resources well understood? • Do projects use standard terminology? • Do projects have standard approval points? • Is project status reported in a consistent manner? • Are project histories and lessons learned collected, stored, and made available for reference?
Measure Collect Data and Baseline Typical Project Data: • Past project (s) performance
Analyze Analyze and Ac<on
Determine Organiza<on Op<ons and Major Implementa<on Milestones: • Current project (s) status • Proposed project expectaEons • Project management capability Common op'ons include: • Program and Project delivery and maturity • Project Repository • Lessons learned • Project Coach
Key Organiza<on Data: • Strategy & roadmap • Sponsor Contracts • Past people-‐related implementaEon history • Post-‐implementaEon accountability • OrganizaEon structure and culture to include: • Project governance model • Roles and responsibiliEes • Leadership actudes towards PM discipline
Milestones may include: • Approval of design & governance • Staff assignment • Approval of PM tools • Development of project porKolio management plan Determine Appropriate Products: Typical products include: • Repository of project arEfacts (project plans, templates, esEmaEng model) • Standards (methodologies, tools, architecture) • Best PracEces • Project metrics • Management of porKolio • Project delivery • Project manager evaluaEons
Improve Plan and Execute
Project Execu<on: • Develop mission statement and charter • Develop internal processes and measures of success • IdenEfy roles, organize posiEons, select and hire/staff • Lock-‐in an organizaEon opEon & product set • IdenEfy reporEng requirements and implement reporEng including reporEng against authorized business case Organiza<on Execu<on: • IdenEfy and commit a sponsor & governance structure • Coach senior leadership on roles • Manage organizaEon mood • IdenEfy and communicate with stakeholders • UElize tools & processes required to interact with stakeholders • Execute communicaEon plan and feedback loops
Copyright © 2009-‐2104 TBO InternaEonal, LLC. All rights reserved.
Control Track and Report
Key Repor<ng • Provide weekly updates • Deliver monthly execuEve briefings • Conduct Phase gated reviews • Escalate as appropriate • Transfer and sign-‐off by operaEons • Review final report Take Ac<on and Improve • Conduct semi-‐weekly project meeEng for status, integraEon, and improvements • Facilitate senior leadership parEcipaEon as part of their governance role