Steps to a Successful Program Management Office

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