Building and Managing The Right PMO - 06feb2010v2

PROJECT MANAGEMENT INSTITUTE - AGC
Building & Managing the Right PMO

06 10 February 2010 Crowne Plaza Hotel Jeddah, Saudi Arabia
By Ibrahim Mahmoud Ibrahim, PMP, MBA
Introduction
The Instructor
The Participants
Name Job Information
Seminar Expectations
Starting Time, Breaks, and Adjourn Class Rules
Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM
Course Objectives
Learn the key concepts related to Project Management Offices as per the PMI standards Understand the different PMO Models Determine the right PMO model based on your organizational needs Understand where the PMO fits in the organizational context Design the right PMO Organization Learn how to define the PMO value proposition & PMO services
Course Objectives
Understand the concepts of portfolio management and program management as per the PMI standards Discuss and learn in a workshop environment how to build the right PMO (Case Study) Understand the Organizational Project Management Maturity Model Learn the secrets for maintaining a successful PMO
Get an overview of the current PMO tools in the market

Course Contents at a Glance

1
Understanding Key PMO Concepts The PMO Environment Implementing the Right PMO Understanding Program Management Conclusion Understanding Portfolio Management Conclusion
2
3 4 5
Course Contents at a Glance
6
7 8
Introduction to OPM3 Conclusion PMO Software Tools Sustaining a Successful PMO
Chapter 1
UNDERSTANDING KEY PMO CONCEPTS
What is a PMO?
P for Project or Program
M for Management
O for Office
Other interpretations
What is a Project?
PMI PMBOK defines a project as a temporary endeavor undertaken to create a unique product, service, or result
Temporary means have definite time frame Unique means the deliverables are somehow unique
Characteristics of Projects
What are the general characteristics of a project? Projects are non-routine (one-time) Have specific products (physical or intangible) Normally used as instrument of change Have limited time frame
Involves a sequence of activities demanding different resources and skills

Resources are grouped to achieve a particular aim Requires professional commitment (some one/agency is fully responsible for the project single point of responsibility)
10
What is Project Management?

Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements
11
Project Management Process Groups
Initiating
Planning
Monitoring & Controlling
Executing
Closing
12
Project Management Knowledge Areas

AS per the PMI PMBOK (2004)
Scope Management
Time Management
Risk Management
Procurement Management
HR Management
Integration Management
Communication Management
Quality Management
Cost Management
13
PROJECT SCOPE MANAGEMENT
SEQ
SCOPE MANAGEMENT PROCESSES
PM PROCESS GROUP
1 2 3 4
Collect Requirements Define Scope Create WBS Verify Scope
Planning Planning Planning Monitoring & Controlling
Control Scope
14
PROJECT TIME MANAGEMENT
SEQ
TIME MANAGEMENT PROCESSES
PM PROCESS GROUP
1
2
Define Activities
Sequence Activities
Planning
Planning
3
4 5 6
Estimate Activity Resources

Estimate Activity Duration Develop Schedule Control Schedule
Planning
Planning Planning Monitoring & Controlling
15
PROJECT COST MANAGEMENT
SEQ
COST MANAGEMENT PROCESSES
PM PROCESS GROUP
1
2
Estimate Cost
Determine Budget
Planning
Planning
Control Cost
16
PROJECT QUALITY MANAGEMENT
SEQ
QUALITY MANAGEMENT PROCESSES
PM PROCESS GROUP
Plan Quality
Planning
2 3
Perform Quality Assurance Perform Quality Control
Executing Monitoring & Controlling
17
PROJECT HR MANAGEMENT
SEQ
HR MANAGEMENT PROCESSES
PM PROCESS GROUP
1
2 3 4
Develop Human Resource Plan

Acquire Project Team Develop Project Team Manage Project Team
Planning
Executing Executing Executing
18
PROJECT COMMUNICATION MANAGEMENT
SEQ
COMMUNICATION MANAGEMENT PROCESSES
PM PROCESS GROUP
Identify Stakeholders
Initiating
2
3 4 5
Plan Communications
Distribute Information Manage Stakeholders Report Performance
Planning
Executing Executing Monitoring & Controlling
19
PROJECT RISK MANAGEMENT
SEQ
RISK MANAGEMENT PROCESSES
PM PROCESS GROUP
1
2 3 4 5
Plan Risk Management

Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses
Planning
Planning Planning Planning Planning
Monitor & Control Risks
20
PROJECT PROCUREMENT MANAGEMENT
SEQ
PROCUREMENT MANAGEMENT PROCESSES
PM PROCESS GROUP
1
2 3 4
Plan Procurements
Conduct Procurements Administer Procurements Close Procurements
Planning
Executing Monitoring & Controlling Closing
21
PROJECT INTEGRATION MANAGEMENT
SEQ
INTEGRATION MANAGEMENT PROCESSES
PM PROCESS GROUP
Develop Project Charter
Initiating
2
3 4 5 6
Develop Project Management Plan

Direct and Manage Project Execution Monitor & Control Project Work Perform Integrated Change Control Close Project or Phase
Planning
Executing Monitoring & Controlling Monitoring & Controlling Closing
22
Defining Project Management Office

Project Management Office (PMO) is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project
23
What is a Program?
A programs is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program.
Program
Programs
Projects
Other Work
Examples of other Work?
Project
Projects
24
What is Program Management?

Program Management is the centralized coordinated management of a program to achieve the programs strategic objectives and benefits
25
What is Program Management Office?

Program Management Office (PMO) is the centralized management of a particular program or programs such that corporate benefit is realized by the sharing of resources, methodologies, tools & techniques, and related high-level project management focus.
26
Dont Judge a Book by its Title

Other names given to the PMO entity includes:
Project Support Office Project Office Enterprise Project Office Project Management Center of Excellence
Strategic Project Office

Project Management Competency Center
Studies show that existing PMOs vary significantly in their structure, roles assumed, and the perceived value
27
When Do We Need a PMO?

Large number of projects performed but few are completed
Projects are not aligned with business strategy

We celebrate project completion and reward project team members even if the project did not deliver the full scope, exceeded the budget, exceeded the deadlines, and compromised the quality Same problems recur in most projects
28
When Do We Need a PMO?

Difficulty in tracking project progress
Poor project documentation

Lack of unified project management methodology
Fire fighting mode and management by crisis approach (i.e. urgent issues takes priority over important issues)
29
Is PMO a Panacea?
According to a Forrester report (2003), PMOs are on the rise but their effectiveness is dubious Studies show that departmental PMOs has little acceptance outside their span of influence A PWC survey (2004) conducted on 10640 projects valued at $ 7.2 billion across a range of industries showed that only 2.5% of global businesses achieved 100% project success and over 50% of the projects fail
The relevance or even the existence of the PMO has been seriously questioned in recent years in 42% of organizations surveyed by PMI in 2006
30
PMO Models
Models allow us to envision, in advance, what the final outcome will be. It also allow us to exchange ideas, conversations, and debate if the model is suitable for usage or not The PMO literature is full of high level PMO classifications or categorizations called PMO models
31
PMO Models
Full Control PMO
PM reports to PMO Full responsibility of deliverables Assign resources Enforce discipline
Full Control versus Advisory Board
Awareness Training Newsletters Guidelines
Advisory PMO
32
PMO Models
The easy to visualize model
Control Tower
Establish standards Educate Standards Enforce Standards Improve Standards
Weather Station
Report progress status to the executives (budget, risk, issues, progress) Track events without influencing them
Resource Pool
Supply of project managers Experts are hired in the pool Internal clients normally pay for the service
33
PMO Models
The How Good Can We Be Model
Based on number of project management processes applied and level of sophistication Basic PMO Advanced PMO Center of Excellence PMO
34
PMO Models
The Where to Focus Model
Strategic Tactical
How We Do Things Model

Supportive: Train, Coach, and Rescue
Controlling: Monitor, Audit, and Report Directive: Share some responsibility (plan, manage, and provide resources)
35
PMO Models
The Organizational Chart Model
Enterprise Level PMO Departmental PMO Project Control Office
36
Gartner PMO Models

The Repository Model
Serves as a repository for information on project management methodology and standards Some staff are assigned formal, part-time roles for maintaining the repository Suitable for organizations with weak central governance or empower distributed, business-centric project ownership Does not provide project oversight within organization
37
Gartner PMO Models

The Coach Approach
Builds on the repository approach Best practices are documented and shared by the PMO Project performance is actively monitored. Poor performing project managers are trained and coached The office is permanently staffed. The office has some supervisory & reporting responsibility for most of the projects The office act as a trainer, consultant, and information provider on project processes
38
Gartner PMO Models

The Enterprise Approach (Manager Model)
Builds on the repository and coach models Concentrates project management capabilities and responsibilities within the PMO. Project managers are staffed within the shared services and assigned to projects as needed May provide direct management of selected projects (act as a contracted project manager) Sometimes called PM Center of Excellence
39
Gartner PMO Models

What are the perceived advantages & disadvantages of each of the three Gartner PMO models?

40
PMO Competency Continuum

Strategic Alignment Business Maturity Process Support Process Control
Project Oversight
Stage 4 Advanced PMO

Apply integrated & comprehensive project management capabilities to achieve business objectives PMO Director Dedicated PMO technical & support staff
Stage 5 Center of Excellence

Manage continuous improvement and cross departmental collaboration to achieve strategic business goals Multiple programs VP or Director of Project Management Enterprise wide support staff
Stage 1 Project Office

Achieve project deliverables and objectives for cost, schedule & resources. 1 or more projects 1 Project Manager Source: Hill (2008)
Stage 2 Basic PMO

Provide standard and repeatable PM methodology Multiple Projects Multiple Project Managers Program Manager Part time PMO Support Staff
Stage 3 Standard PMO

Establish capability and infrastructure to support and govern a cohesive project environment Multiple Projects Multiple PMs Program Mngrs Full time& part time PMO Support Staff
41
PMO Models
Which is the best model for your organization?
What are the factors that help in deciding the right PMO model?
What if my organizational needs are not covered by the general PMO models?
42
Which Model is the Best?

Model Selection tips
Who is the main customer of the PMO? What is the maturity level of the project management community? What is the level of cooperation and teamwork at the executives level? Where is the greatest pain? Will the PMO be funded and sourced sufficiently by the executives to address opportunities and threats? What is the level of support for a strong PMO role?
43
Chapter 2
THE PMO ENVIRONMENT
44
The PMO Stakeholders

A stakeholder is any one whose interests may be positively or negatively impacted by the PMO establishment project (i.e. has something to gain or lose by implementing the PMO) Key stakeholders include CEO, CIO, CFO and other corporate executives, project managers, customers, PMO project sponsor, PMO team members, project team members, vendors, owners, fund providers, and sellers
45
The PMO Stakeholder Expectations

Stakeholder Expectations
Accurate, relevant & timely reports and views on projects and portfolios to support the decision making process and to facilitate the selection of the right investments (projects) that give sustained competitive advantage or improve the market share More advanced and stable processes for planning and managing projects. Improved methods to track their project participation and lower conflict between projects & their operational duties. Enhanced project delivery, improved quality, lower project budgets, and gain competitive advantage
Executives Project Managers Team Members Business Managers
46
PMO & the Organizational Context

CEO
Corporate Level Business Unit or Regional Office Level

IT PMO
CIO
EPMO VP Marketing
COO GM Production
Marketing PMO
GM IT Solutions
GM IT Operations
Operation Mgr
Logistics Mgr
Mission Critical Project Level
ERP PMO
Product A PMO
Product B PMO
47
Golden Rule: The PMO should be located near the main customer of the PMO
PMO & the Organizational Context

The closer the PMO to the top, the higher its level of autonomy, authority, and responsibility
Lower resistance Strategic nature
48
Exercise 1
Who are the major stakeholders in your organization?
Where should the PMO be placed in your organization? Why?
49
Important Environmental Factors
Sponsorship Organization Structure
Personalities
Culture
50
Factors to Consider: Sponsorship

Dont start a PMO initiative without executive sponsorship Does management provide tangible support or just some lipservices? (talk the talk but do not walk the walk) The higher the level of the sponsor, the less work required to overcome obstacles Again: Dont start a PMO without a strong executive sponsorship
51
Factors to Consider: Culture

What is the organizational culture? How success is defined in the organization?
Does it reward team work or the super heroes?
Does it promote cooperation? Or does it encourage competition?

Does it support process-oriented initiatives?
dont tell me how to do my job environment requires extra communication effort from the PMO
52
Factors to Consider: Culture

The culture the PMO should promote is one of
Cooperation Teamwork Shared success Process orientation
Doing it right the first time, rather than doing it over
A research by BIA conducted on 750 PMO organizations showed that 60% of the PMOs are not supported by their corporate culture
53
Factors to Consider: Organization

What is the organizational structure?
Weak Matrix or Functional Strong Matrix Projectized
54

ORGANIZATION STRUCTURE TYPE
AUTHORITY
PROJECTIZED
PROJECT MANAGER
BALANCED MATRIX WEAK MATRIX
FUNCTIONAL
AUTHORITY
55
FUNCTIONAL MANAGER
STRONG MATRIX

PMO placement
PMO leadership
Project management maturity of the organization
Where do all the project managers go?

Ability to move towards a strong matrix or projectized organization
56
Factors to Consider: Personalities

What are some of the dominant personalities of both the people leading the effort of creating the PMO and of the key stakeholders?
Start with your self Diversity is not only dealing with people of different cultures, ethnic backgrounds, religions, but also with people with different styles, skills and strengths If you want to get out of the box thinking, you might need to have people who are not in the box
57
The Purpose of the PMO

Speed up project delivery time without impacting quality (doing projects right) Facilitate choosing the right project mix (doing the right projects) Track & report progress to the executives Provide technical support for project management tools Focus efforts on corrective actions Provide or manage project management training Manage project portfolios
Provide project management methodology

58

Mentor project managers
Help projects in trouble

Keep project archives in one place (i.e. maintains lessons learned)
Help desk services
59

A survey on PMO implementation varieties - Hobbs (2006) published at PMI website revealed the following:
PMO Function
Report status to upper management Develop & implement standard methodology Monitor & control project performance Develop competency of personnel including training Implement & operate Project Information System Provide advice to upper management Coordinate between projects Develop & maintain project scorecard
% of PMOs where important 83%

76% 65% 65% 60% 60% 59% 58%
60

PMO Function % of PMOs where important 55% 50% 49% 49% 49% 48%
Promote PM within organization

Monitor & control performance of PMO Participate in strategic planning Provide mentoring for project managers Manage one or more portfolios Identify, select & prioritize new projects
Manage archives of project documentations

Manage one or more programs Conduct project audits
48%
48% 45%
61
Exercise 2
What are the main purposes of the PMO in your organization & why?
62
The PMO Environment

Support Functions HR Admin Legal Training
Request Support Data Feedback Mentoring
Purchase
Program / Project Managers
Project Portfolio Processes / Methodologies Resource Portfolio Asset Portfolio
Scorecards / Dashboards Knowledge / Change Mgmt Vendor Management Project Delivery

Feedback/ Direction
Solution Vendors
Data
PMO
Senior Management
Information
Direction (Strategy) Direction (Governance)
Information
Governance Board 63
The PMO Environment

What information the PMO delivers to the Governance Board?
What type of support Legal, Purchasing, and HR provide to PMO?
64
Chapter 3
IMPLEMENTING THE RIGHT PMO
65
High Level Implementation Roadmap

Operate to achieve the required maturity level
PMO Tool Implementation Build the PMO (phase 1)
Specify Priorities
PMO Organization
PMO Team Setup
PMO Services
PMO Value Proposition

Assess Current Situation Project Charter
Project Selection Business Case

66
Maturity Takes Time
Manage
PMO: Stage 4
Enhance Manage
Transition
PMO: Stage 3 PMO: Stage 2 Manage PMO: Stage 1
67
Example: Phased Implementation

High Level Implementation Plan PM Processes
Stage 1
Define standard methodology to manage scope, time, HR, communications, and risk -
Tool Support
Install MS EPM Automate forms, templates, and some processes -
Skills Development
Conduct Project management Concepts Training Conduct PMO awareness sessions -
Portfolio Management
Governance Setup & Project Management Maturity Plans
Establish electronic project repository Design initial dashboard & webbased reporting Design repository update mechanism
Stage 2
Define standard methodology to manage procurement, quality, cost, and integration
MS EPM Coaching MS EPM first level Support
Conduct Project management Concepts Training Conduct PMO awareness sessions Conducts MS EPM Training
Maintain project repository Finalize dashboard & web-based reporting Design resource portfolio analysis & reporting
68
Phased PMO Implementation

Q: Which approach is better: implement the PMO tool before operating the first phase of the PMO or at a later stage when the PMO role is accepted by all parties and automation requirements are more precise?
69
The PMO Project Charter

The charter should include the following elements:
PMO objectives High level business justification High Level Business Requirements High level deliverables Major Stakeholders Assumptions & Constraints Summary Milestones Summary Budget Name of the Assigned Project Manager
70
Assess the Current Situation

Where are the major pain areas?
Assess the project environment

Organization & People Assessment Process Assessment
Delivery Assessment
71
Organizational assessment
Organization type (projectized, strong matrix, weak matrix, functional) What resources are working in what projects? Which business unit has more projects, which region, & which time of the year? What resources can work as PMO champions?
72
Process Assessment
Identify the organizational processes that are in place for project selection, initiation, planning, monitoring & controlling, and closeout Identify gaps in project management knowledge areas
Plan to achieve targeted project management maturity using phased approach
73
Process Assessment
Example: Assessing Scope Management Processes Statement
1 2 3 4 5 6
A Project Scope Statement is created for every project. Project Scope Statements are prepared with customer input throughout the development process. Management and the customer reviews all project progression alternatives and recommendations. Potential changes to the SOWs are processed according to a documented Change Control Procedure. Approved changes to the Scope Statement are communicated to the project team and the customer. The Statement of Work (SOW) contains all deliverables and is reflected in the Project Plan.
74
Process Assessment
Example: Assessing Time Management Processes Statement 1 2
1 2 3 4 5 6 The projects WBS and resource estimate are used to develop the projects baseline schedule. The project schedule identifies schedule constraints driven by the customer, technology, suppliers, or management. Project schedules are updated on a regular basis with progress status updates, which are measured against the baseline plan. All project schedule work elements have dependencies, effort, and resources assigned. A critical path analysis is performed on the project schedule during each progress update cycle. Schedules are optimized to conform to contract requirements.
75
Delivery Assessment
Cost Are we delivering on budget?
Time Are we delivering on time?

Customer Satisfaction How satisfied are our customers? Are we measuring their satisfaction level regularly? How?
76
Getting Executive Approval

Face to Face presentation
Distribute the slides a head of time to allow for constructive discussions
Set the right expectations

The PMO Setup will follow a phased implementation approach All deliverables & business objectives will not be delivered in phase- 1 Explain current project management challenges Present the PMO opportunities What resources required to do the job & when do you need them (high level) Initial Budget High level milestones and project duration Present the PMO value proposition
77
The PMO Value Proposition

Clearly specify the expected benefits by establishing the PMO
Life before and after the PMO What problems and pain areas will be addressed by the PMO How the PMO will expedite the delivery process Be realistic, show how the PMO will function to meet its obligation
Specify the timeframe required for building the PMO
78
PMO Services: Defining the Right Mix

Provide Standardization
Develop a unified project management methodology based on PMI PMBOK Process Standardization (templates, policies, procedures) Document best business practices Benchmarking
79

Report Status to Management
Provide insight / analysis on resource utilization , availability, and performance in all projects
Project Scorecards at periodic executive meetings Detailed performance analysis at major milestones Monthly Resource Utilization Analysis Report
Project Health Check
80

Participate in Resource Management
Monitor resource performance Ensure proper staffing in all projects
Re-assignment External Scanning / Sourcing
Outsourcing versus In-sourcing criteria Project selection and project funding
81

Participate in Cost Management
Vendor Management Purchasing Monitor and report on project cost performance
82

Project Portfolio Management
Participate in project selection process to ensure alignment with business strategy Provide key stakeholders with timely assessment of portfolio and components performance Participate in program and project reviews Measure the value of the portfolio through ROI, NPV, or any other quantitative or qualitative technique
83

Training & Mentoring - Leverage the skills of the staff in project management through
Training Coaching Certification
Project Reviews
84

PMO Tools Support
Ensures the integrity of all data captured through the PMO tool Ensures that all staff involved in project management are capable of utilizing the PMO tool to the maximum through coaching and formal training Trouble-shooting (first level support) Dashboard & Reporting Support Maintain corporate-wide project repository (project documentation) Tool Administrator
85
The PMO Team

PMO Director Project Portfolio Administrator Project Management Methodology Consultant Project planners/Schedulers Project Administrators/Coordinators Technical PMO Tool Support Resource Analyst
86
The PMO Team

Project Management Training Officer
Contract Management Administrator

Legal Advisor
Financial Analyst
Librarian / Documentation Specialist
87
Selling the PMO Value Proposition

Awareness & Marketing Sessions (why should everybody support the PMO?)
Which group should be addressed first & Why?
Executives Project Managers Team Members Business Managers
Be a spokesman
88
Selling the PMO Value Proposition Be passionate about the potential
Engage upper level management

Show examples of successful PMO implementations
89
Exercise 3
Read the case study then work on groups to identify the following:
The most suitable PMO model The PMO value proposition PMO position in the organization structure
The PMO organization structure (roles & responsibilities)

The PMO Services to be delivered Implementation Phases (PMO stages) and what to be delivered in each phase
Do we need more than one PMO? Where?
90
Chapter 4
Program Management
91
Role of the Program Manager

Responsible for the coordinated planning, management, and execution of a program which is defined as multiple, related projects directed towards strategic business benefits & objectives Ensure program management processes enable the component teams to successfully complete their work Ensure proper integration of project deliverables into programs end product. Ensure projects are organized and executed in a consistent manner fulfilling established standards
92
Important Program Management Themes

Benefits Management
Program Stakeholder Management

Program Governance
93
Benefits Management
The definition and formalization of the expected benefits a program is intended to deliver
The benefits are normally identified & formalized at portfolio level before being delegated to the program for realization Some programs deliver incremental benefits to the organization. Others deliver all of the benefits at the very end of the program. Examples?
Benefits Management includes

Definition of each benefit and how to realize it Mapping of benefits to program outcomes
Metrics and procedures to measure benefits

Roles, responsibilities, and Communication plan for benefit management How to sustain the benefit at the end of the program (on-going operation)
94
Program Stakeholders Management

Defines the individuals and organizations whose interests may be affected by the program outcome
Stakeholders can either help or hinder the program depending on the opportunity or threat they see Proper communication skills are required to manage stakeholders
Stakeholders include Program Director, Program Managers, Program Sponsor, PMO, Program Team Members, Program Governance Board, Suppliers, and Consumers
95
Program Governance
The process of developing, communicating, implementing, monitoring, and assuring the policies, procedures, organizational structures, and practices associated with a specific program Program governance should fit within the wider picture (corporate governance)
A governance board (or Steering Committee) is the forum where issues related to the program are discussed.
The Governance Board controls the investment and monitor the delivery of benefits as the program progresses
96
Program Governance
Functions of the Governance Board include:
Initiating the program Approvals of program plans and authorizes deviation from the plans (when needed) Review programs progress, benefits delivery, and cost Problem solving in issues the Program Manager cannot solve. Ensure compliance with corporate and legal policies, procedures, and requirements
97
Program Lifecycle
1. PreProgram Preparation
GR1
2. Program Initiation
GR2
3. Program Setup
GR3
4. Delivery of Program Benefits

GR: Gate Review
GR4
5. Program Closure
98
Program Lifecycle & Benefits Management

Program Governance
PreProgram Preparation Program Initiation Program Setup Delivery of Program Benefits Program Closure
Benefit
Identification
Benefits Analysis & Planning
Benefit Realization
Benefits Transition
Identify & qualify business benefits
Derive & prioritize components Define benefit metrics Define benefit realization plan & monitoring Map benefits to program plan
Monitor components Maintain benefits register Report benefits
Consolidate benefits Transfer the ongoing responsibilities
99
Phase 1: Pre-Program Preparations

The main objective of this phase is to establish a firm foundation of support and approval for the program Activities include:
Understanding the strategic value of the proposed business change Study expectations of the key decision makers and stakeholders Define program objectives and their alignment with business strategic objectives Conduct feasibility / justification study (also answer the question: why program approach is better than individual projects)
Passing the selection process by the portfolio review board

Developing Program initial Plan including check points to ensure the program is on track
100
Phase 2: Program Initiation

Defines detailed program roadmap on how the program is to be structured & managed and defines program key deliverables i.e. the focus is on program-level planning processes The main outcome is an approval authorizing execution of the program charter
Justification Vision Strategic Fit Outcomes Scope Benefit Strategy Assumptions & Constraints Components Risks & Issues Timeframe Resources Stakeholders Program Governance High-level Roadmap
101
Phase 3: Program Setup

The purpose of this phase is to progressively elaborate the program charter and establish an infrastructure that will support the program and its constituent projects The desired outcome is approval authorizing execution of the program plan
The program management plan should answer the following:

What are the deliverables and when they will be ready How much will it cost? What are the risks and issues? What are the dependencies, assumptions, and constraints included? How will the program be managed? What are the other services required?
102
Phase 4: Delivery of Program Benefits

The purpose of this phase is to initiate the component projects of the program and manage the development of program benefits
This phase is iterative in nature ends only when all planned benefits of the program have been achieved
Activities at this phase include:
Ensure program governance is in action Initiate projects Ensure project deliverables meet the program requirement Measure benefits realization Analyze progress to the plan
103
Phase 4: Delivery of Program Benefits

Activities at this phase include (Cont.):
Communicate with stakeholders Manage dependencies and shared resources Manage program level risks and issues Ensure adherence to methodologies, polices, and procedures Manage transition from current as-is state to required to-be state Review change requests and approve as appropriate
104
Phase 5: Program Closure

Ensure proper closing of program organization and infrastructure when all work is completed and benefits are realized. Activities include:
Document lessons learned Archive program repository Manage transition to operations Disband the program organization Provide feedback and recommendations on changes identified during the program lifecycle
105
Program Management Knowledge Areas

Program Integration Management Program Communication Management
Program Scope Management

Program Time Management Program Cost Management
Program Risk Management

Program Procurement Management Program Financial Management
Program Quality Management Program Human Resource Management Program Stakeholder Management Program Governance
106
Program Management Process Groups

Program
Initiating
Program Monitoring & Controlling Planning
Program Executing
Program Closing
107
Initiating Process Group
Initiate Program
Planning Process Group
Establish Program Financial Framework
108

Initiating Process Group Initiate Program Monitoring & Controlling Process Group Define Goals & Objectives Plan & Establish Governance Structure Develop Management Plan Plan for Audits Develop Program Infrastructure Develop Program Requirements Identify Program Risks Develop Program Architecture Develop Program WBS Analyze Risks Plan Risk Responses Executing Process Group Closing Process Group Plan Program Quality Plan Communications Plan Risk Management
Identify Program Stakeholders Plan Stakeholders Management
Develop Program Schedule
Develop Program Financial Plan Estimate Program Costs
Plan Program Procurement Budget Program Costs
109
Executing Process Group
Direct & Manage Program Execution
Manage Program Resources
Engage Program Stakeholders
Distribute information
Conduct Program Procurements
Manage Program Architecture
Approve Component Initiation
Manage Component Interfaces
Monitoring & Controlling Process Group
110

Initiating Process Group
Monitor & Control Program Performance Manage Program Issues
Monitor & Control Program Scope Planning Process Group Monitor & Control Program Schedule Monitor & Control Program Financials Manage Stakeholder Expectations Monitor & Control Program Risks Administer Program Procurement
Monitor & Control Program Changes Report Program Performance Provide Governance Oversight
Manage Program Benefits
Closing Process Group
111
Closing Process Group
Close Program
Approve Component Transition
Close Program Procurements
112
Skills of the Effective Program Manager

High communication and relationship-building skills Excellent risk and conflict management Has strategic vision and broad organizational management skills
Political People Leadership
Has excellent project management skills Ability to conduct effective questioning

113
Project Management & Program Management What are the similarities and differences between program management and project management?
Program Management
Business & Technical in nature Aligned to strategic objectives of the business Focuses on interdependencies among projects and feasibility of delivery Handle program level risks Broad range of business, leadership, and management skills required Focus on consistent usage of common processes among projects
Project Management
Technical in nature Aligned to program objectives Focus on milestone, deliverables of a single project Focus on project level risks In-depth project management skills required Focus on effective usage of processes in a single project
114
Role of the PMO in Program Management

The role of the PMO in program management varies depending on several factors. What are these factors? A standard PMO supports the Program Manager by
Providing the Program Manager with accurate and timely information to make the right decisions Providing administrative support in managing schedules, budgets, risks, issues, procurement and human resource
115
Exercise 4
Q: What type of services a Program Management Office (PMO) can provide to the Program Manager?
Define the program management processes that will be followed Manage schedule and budget at the program level Define the quality standards for the program and its components
Provide document configuration management

Provide centralized support for managing changes and tracking risks and issues Provide central repository for all program deliverables
116
Chapter 5 Project Portfolio Management
117
Q: Have you ever cancelled a project that is on-time and on-budget? Why?
118
Defining Project Portfolio

A collection of projects and/or programs and other work that are grouped together to facilitate the effective management of that work to meet strategic business objectives. The projects and programs within a portfolio may not be interdependent or directly related
119

A portfolio represents a view the organizations set of active programs, projects, sub-portfolios, and other work at a specific point of time A portfolio represents the work selected to be done, but not necessarily the work that should be done
Common features of portfolio components include:

They represent investments made or planned by the organization They are aligned with the strategic goals of the organization They can be measured, ranked, and prioritized
Are portfolios temporary like projects and programs?

120
Portfolio
Portfolio
Projects
Programs
Program
Projects
Program
Projects
Other Work
Projects
Projects
Projects
121

Give an example of a portfolio ?
Portfolio Name
122
Defining Project Portfolio Management

The centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work to achieve specific strategic business objectives. The focus of portfolio management is to ensure that the organization is doing the right work rather than doing work right
123
The Organizational Context of PPM

Vision Mission Organizational Strategy & Objectives High-Level Operations Planning & Management Project Portfolio Planning & Management
Management of On-going Operations

(Producing Value)
(Increasing value production capabilities)
Management of Authorized Programs & Projects
Organizational Resources
124
The Organizational Context of PPM

Vision, Mission, Strategy, and Objectives help defining organizations performance targets Portfolio Planning & Management establish distinct initiatives required to achieve the organizations performance targets PPM ensures that the critical organizational resources are consumed in achieving high priority initiatives.
125
PPM & Organizational resources

Some project managers are frustrated by lack of resources or by other groups stealing their resources
These frustrations are symptoms of an unbalanced (or unacknowledged) project portfolio. The frequent complaint of "not enough resources," is simply another way of saying that there are too many projects! Someone should be sorting them out, prioritizing them, and "killing" the projects that aren't high priority.
PPM can help project managers have enough resources to accomplish projects that are perceived to be valuable and enjoy plenty of support throughout the organization
126
Exercise 5
Compare project management, program management, and portfolio management.
127
Portfolio Management Process Groups

Aligning Process Group
1. 2. 3. 4. 5. 6. 7. 8. Identify components Categorize components Evaluate components Select components Identify portfolio risks Analyze portfolio risks Prioritize components Develop portfolio risk responses 9. Balance portfolio 10. Communicate portfolio adjustment 11. Authorize components 1. 2. 3.

Monitor & control portfolio risks Review & report portfolio performance Monitor business strategy changes
128
Portfolio Management Process Groups

Strategic Planning Process Output
Component Processes
Current strategic Plan Goals Definition Key performance criteria Capacity Definition
Identify Components Categorize Components Evaluate Components Select Components Identify Portfolio Risks Analyze Portfolio Risks
Prioritize Components
Develop Portfolio Risk Responses

Balance Portfolio Communicate Portfolio Adjustment Authorize Components
Monitor & Control Portfolio Risks Portfolio Reporting & Review Monitor Bus. Strategy Changes No
Component Execution & Reporting
Strategic Change Yes
129

Identify Components To create an up-to-date list, with sufficient information, of ongoing and new components that will be managed through portfolio management Categorize Components To group identified components into relevant business groups to which a common set of decision filters and criteria can be applied for evaluation, selection, prioritization, and balancing.
Hint: Components in each group relate to a common strategic goal
130

Evaluate Components To gather necessary information to evaluate components with the purpose of comparing them in order to facilitate the selection process
Qualitative & quantitative information Iterative process until you reach the required accuracy and coverage level Graphs, charts, documents, and recommendations are produced to support the selection process
131

Select Components To select components based on the evaluation process. Produces a list of categorized, evaluated, and selected components. Also recommendation report of accepted and rejected components is produced Identify Portfolio Risks To identify portfolio risks and determine which risks could affect the portfolio and document their characteristics. The impact of a risk on different portfolio categories vary Analyze Portfolio Risks To prioritize the identified risks for further action based on their probability of occurrence and their impact on portfolio performance or objectives such as ROI
132

Prioritize Components Rank components within each strategic or funding category, investment time frame, risk versus return, and organizational focus according to established criteria Develop Portfolio Risk Responses To develop options and determine action to enhance the opportunities and reduce threats to the portfolio objectives. Risk response planning includes assigning risk owners and inserting resources and activities into the budget, schedule, and portfolio management plan.
133

Portfolio Balancing Develop the portfolio component mix with the greatest potential to collectively support the strategic initiatives and achieve strategic objectives
includes the following activities:
Add new components that have been selected and prioritized for authorization
Eliminating components to be suspended, reprioritized, or terminated based on the review process

Identifying components that are not authorized based on the review process
Selecting the right mix to achieve the desired returns should take into consideration: interdependencies, similarities, and synergies that exist between components
134

Communicate Portfolio Adjustments Communicate portfolio changes to the stakeholders to provide clear understanding of the impact of the change on portfolio performance goals and the larger business strategies Authorization To formally allocate financial and human resources to either develop business case or execute selected components and to formally communicate portfolio-balancing decisions to stakeholders
Starting and / or terminating decisions Budget and resource reallocation for inactive and terminated components
135

Monitor & Control Portfolio Risks To determine if:
Portfolio assumptions are still valid Risk, as assessed, has changed from its prior state Proper risk management policies and procedures are being followed Contingency reserves of cost or schedule are modified in line with the risks
136

Review & Report Portfolio Performance Gather and report performance indicators and review the portfolio at an appropriate predetermined frequency to ensure alignment with the organizations strategy and effective resource utilization
Each review cycle may contain several reviews with a different focus and depth of analysis. What is the ultimate purpose of the reviews?
Portfolio contains only the components required to support achieving the strategic objectives
What elements to be reviewed?

Scope, Risks, Resource Utilization, Financial Performance, policies &Standards, etc.
137

Monitor Business Strategy Changes To enable portfolio management to respond to changes in business strategy. A significant change in business strategic direction will impact component categorization or prioritization and this will require rebalancing the portfolio
138
Portfolio Management Knowledge Areas

PORTFOLIO MANAGEMENT PROCESS GROUPS Process Knowledge Area Aligning Process Group
Identify Components Categorize Components

Review & Report Portfolio Performance Monitor Business Strategy Changes Communicate Portfolio Adjustments
Portfolio Governance
Evaluate Components Select Components Prioritize Components Authorize Components Identify Portfolio Risks
Monitor & Control Portfolio Risks
Portfolio Risk Management
Analyze Portfolio Risks Develop Portfolio Risk Responses

139
Pipeline Management
The process of determining if and how a set of projects in the portfolio can be executed by a company in a specified time, given finite development resources in the company.
The organization should have the tools to estimate the efforts planned for each project
140
Role of the Portfolio Manager

Typically a senior manager or senior management team Provide stakeholders with timely assessment & timely communication of portfolio and component performance Participate in program and project support to reflect senior level support and leadership Re-evaluate portfolio components on regular basis
Performance review Benefit realization Strategic direction & priorities
141
The PMO as a Portfolio Manager

Project Portfolio Management is the responsibility of senior executives in the organization. PMO facilitates and coordinates the involvement of the executives in the project oversight Develop and implement processes and procedures for each project portfolio management activity based on the organizational maturity level Furnish executive management with reports indicating the organization portfolio overall health
How each component is performing against predefined KPIs Level of contribution of each component to achieving strategic objectives
Composite risk level of the portfolio

Resource capabilities and utilization Financial Performance
142
Example: Defining Business Priorities
143
Defining Business Priorities
144
Assess Competing Investments

Measure Strategic fit (how?)
Financial Return (how?)

Risks (how?)
Architectural fit (how?)

Operational Performance (how?)
145
Example: Measuring the Strategic Fit
146
Portfolio Management Success Factors

Does your organization have clear, communicated strategic goals & objectives? Does your organizations have the following symptoms?
No formal process to define goals & objectives Long-term planning is not as important as fire-fighting There is no measurement process to validate status Only those at the top know about the goals & objectives Goals & objectives are not qualified or quantifiable
Accountability to achieve the goals doesnt exist
147
Chapter 6 INTRODUCTION TO OPM3
148
Maturity Models
The term Maturity Model has become widely recognized with the advent of CMM (Capability Maturity Model) for software engineering in the late 1980s Maturity indicates capabilities grow over time to produce repeatable success
Without existence of mature processes, organizations are forced to use talent and heroic efforts alone to accomplish tasks
149
Defining OPM3
Organizational Project Management (OPM) is the alignment of an organizations projects, programs, and portfolios to its stated strategic goals Organizational Project Management Maturity Model (OPM3) is a standard developed by PMI designed to help organizations translate strategy into successful outcomes, consistently and predictably (PMI, 2003, p. ix)
150
Defining OPM3
OPM3 standard has three key elements:
Knowledge: Describes the organizational project management maturity Assessment: Methods, processes, & procedures that an organization can use to self-assess its maturity Improvement: A process for moving from current maturity to increased maturity
151
Defining OPM3
OPM3 focuses on alignment of projects, programs, and portfolio results with the organizational strategic objectives achieved by continuous improvement through the adoption and enhancement of best practices Other maturity models such as CMM focus on producing consistent products and consistent support for products OPM3 defines a continuum of maturity as opposed to discrete maturity levels
152
The OPM3 Cycle
The OPM3 Cycle

153
OPM3 Vs CMM
CMM model has five levels
Level 1: Initial ad-hoc processes employed based on the strength of individual team leaders Level 2: Repeatable basic processes are informally established Level 3: Defined documented processes are standardized and integrated into daily operations
154
OPM3 Vs CMM
Level 4: Managed process adherence is measured through established metrics and evolutions are based on these metrics
Level 5: Optimizing continuous process improvement is practiced and documented; organization culture is continuous improvement
155
OPM3 Domains
OPM3 model has three different domains
Project Domain Program Domain Portfolio Domain
156
Project Domain
The main responsibilities of the project manager in the project domain are:
Managing stakeholder expectations at a project level Managing project constraints Identifying inter-project contentions
Prioritizing Tasks
Ensure project objectives support program strategies
157
Program Domain
The main responsibilities of the program manager in the program domain are:
Managing stakeholder expectations at a program level Coordinating activities of multiple project managers & teams Managing conflicts among projects to achieve organizational goals
Prioritizing projects
Ensure program objectives support portfolio strategies
158
Portfolio Domain
The main responsibilities of the portfolio manager in the portfolio domain are:
Translating organizational strategies into specific initiatives or business cases that become the foundation for programs & projects Identifying and initiating programs and projects Providing, allocating, and reallocating resources to programs, projects, and other activities Maintaining a balanced project portfolio Supporting the OPM environment
159
Process Improvement Stages

S = Standardize: The organization uses the process across functional boundaries M = Measure: The process is standardized and measurements are taken
C = Control: A process is in control if all measurements are within the upper and lower boundaries
I = Improved: If the process is controlled and data is collected & used to improve the process
160
Best Practices
An optimal way currently recognized by industry to achieve a stated goal or objective. Best practices are incorporated into mature project management capabilities in organizations All BPs are categorized by stage & domain dimensions. OPM3 has around 586 OPM BPs
BP BP Name BP Domain Stage Process Number Description Project Scope Planning 1030 Project Standardize 5.1 Process Standardization Process Group Planning
161
Capability
Capability A specific competency that must exist in an organization in order to execute project management processes and deliver project management services and products. Capability is an element of BP. Every BP has several Caps.
OPM3 has around 3000 capabilities
162
Best Practices & Capabilities

BP Diagram with constituent and prerequisite Caps BP 1030 with constituent and pre-requisite Caps
BP 1030
BP 1000
Best Practice 1030 Project Scope Planning Standardization Constituent Cap 1030.10 Process Management Governing Body Prerequisite Cap 1000.10 Established Standardization Policies Constituent Cap 1030.20 Project Scope Planning Process Development Constituent Cap 1030.30 Standardized Project Scope Planning Process
Cap 1030.030
Cap 1000.030
Cap 1030.020
Cap 1000.020
Cap 1030.010
Cap 1000.010
163
Other Important OPM3 Terms

Outcome A tangible or intangible result of applying a capability. A capability may have one or more outcomes Key Performance Indicator (KPI) A criterion by which an organization can determine, quantitatively or qualitatively, whether the outcome associated with the Capability exists or the degree to which it exists. The difference between a Cap and an Outcome of a Cap is a demonstrated competency in the organization
164
Other Important OPM3 Terms

BP Diagram with Outcome and KPI BP 1030 Caps & Outcomes
BP 1030
Best Practice 1030 Project Scope Planning Standardization

Constituent Cap 1030.020 Project Scope Planning Process Development
Cap 1030.030
Outcome 1030.020.10 Documented Project Scope Planning Process

Outcome 1030.020.10 KPI
Cap 1030.020
Cap 1030.010
165
How Does OPM3 Work?

1. Standardize
2. Measure
3. Control
4. Improve
166
Standardize
The process is implemented and standardized in the organization
Documented (Caps, outcomes, policies, checklist, templates, guidelines, tools, etc.) Communicated Implemented consistently Governing body established
Use a formal process model for documentation such as:

SIPOC (Suppliers-Inputs-Process-Outputs-Customers) ETVX (Entry Criteria, Task, Verification, and Exit Criteria) IDEF (Integrated Definition) CIMOSA (Computer Integrated Manufacturing Open System Architecture)
167
Measure
Critical steps of the process and all inputs to the process are identified, mapped, and measured
Variations are identified

Quality Audit group measures performance of the process (attribute measurement & variable measurement)
Did the project team conduct kick-off meeting? Did the kick-off meeting had a clear agenda and minutes? Number of scope changes Cost Performance Index
QA produces Non Compliance Report (NCR) that PMO will investigate Metrics dashboards might be used in some organizations to highlight vital measurements
168
Control
A process is controlled when it stays within process specifications
A controlled process has predictable future performance based on past performance

A process is controlled in the organization if
a control plan for the process has been developed, in action, and
describes how it address variations The process has upper and lower limitations
Control tools include: control charts, Standard deviations Who controls the processes?
169
Improve
A series of actions taken to identify, analyze, and improve existing processes within an organization to meet new goals and objectives A process in control is the primary target for improvement An improved process has the following characteristics
Root causes for problems within the process are documented All parties participate in the improvement process The improvement is sustainable (enforced by PMO, training, procedure update, etc.)
170
Improve
Steps for process improvement are:
Evaluate current state value stream Study which capabilities from OPM3 best practices can improve the current state value stream
Attainability Strategic priority
Cost / benefit
Implementation techniques for the improvement include:

PDCA (Plan, Do, Check, Act) or Deming Cycle
DMAIC (Define, Measure, Analyze, Improve, Control) from Six Sigma

Feedback loops
171
The OPM3 Product Suite

Assessment Tools Provides certified OPM3 assessors with an effective tool to thoroughly assess project management maturity in an organization. The output of the tool is an actionable improvement plan Training Two types of training is offered
OPM3 Assessors course OPM3 Certified Consultant course
Globally accessible Online Registry of Service Providers
172
OPM3 Initiative Success Factors

Does your organization support process improvement initiatives? Does your organization support PMI PMBOK guidelines? Does your organization understand portfolio, program, and project management standards?
Do you have strong executive support?

Do you have dedicated resources for the implementation?
Are you ready to invest in tools & consultants?

173
Chapter 7
PMO Software Tools
174
Single Project Environment

MS Office Project and other desktop scheduling tools in the market can add a lot of value to the PMO. However they have there own limitations. Why these tools are not good enough for your PMO?
175
What tool is needed for the PMO?

Support multi-project environments (Enterprise Project Management tool) Has more coverage of PMI PMBOK Knowledge areas (time management, HR management, cost management, risk management, communication management, quality management, integration management, procurement management, and scope management) Support project portfolio management
176
Benefits of the EPM tool

Enhance visibility on project and resource performance
177

Establish a central repository of project information
Other Stakeholders
Bus. Managers Project Repository Project Managers IT Exec
PMO
Team Members
178

Support project management standards by offering process workflow capabilities and ready-to-use templates 2 3 4
Project Management Lifecycle

179

Enhance communication management
Better utilization of corporate resources

HR resource utilization Resource Availability
180
How to Choose the Right PMO Tool?

Look inside first. Identify your needs & priorities.
Size of the organization Level of project management maturity The need for portfolio management features PMO type (controlling, strategic, basic, coaching, enterprise, departmental, IT, etc). Company politics and culture PMO Services to be delivered at the start and in the future How the tool will help in delivering the PMO value proposition?
181
How to Choose the Right PMO Tool?

EPM tool features
Ease of use Ease of implementation and conversion Advanced scheduling features Advanced resource management features
Advanced portfolio management features

System connectivity (with MS Office Project, HR, GL) Web Enablement Document Library Out of the box support for PMI PMBOK Configurable process workflow
182
How to Choose the Right PMO Tool? Vendor Capabilities

Vendor Financial Status Cost of Training Local Customer Support Commitment to the tool
Vendor/Tool Customer Base
183
PPM Market Leaders
Source Gartner (June 2007)

184
PMO Tools Market Leaders

CA Clarity HP PPM MS EPM Planview Compuware Primavera
185
New Trends: IT Portfolio Management

A centralized view of all your IT investment and inter-related activities Make it easy for CIOs to make sure that their IT investments are well-balanced in terms of size, risks, projected pay-off, and resources. Covers Project Management, Asset Management, Application Management, and Resource Management
What IT section should take care of the IT Portfolio?
186
Chapter 8
Sustaining a Successful PMO
187
Why Do PMO Implementations Fail?

Insufficient buy-in from experienced project managers (i.e. Who are you to tell me how to do my job?) Failed to show value to executives; unclear purpose or mandate, high expectations, and fuzzy focus
Viewed as project management watch-dogs, report collectors, overhead & bureaucracy.

Politics and power struggle
188
Level of Support for the PMO

Has the relevance or even the existence of the PMO been seriously questioned in recent years?
Yes
58%
No
0% 10% 20% 30%
42%
40%
50%
60%
70%
Source: PMI (2006) Brian Hobbs & Monique Aubry
189

Keep it simple. Dont complicate things without a good reason
Dont force detailed methodology for small projects Dont make a lot of rules that everybody should follow
Communicate (make sure the expectations and goals are shared)
Involve stakeholders in the process of building the PMO

Focus on delivering value
190

Support project managers Establish incremental goals Do not proceed without executive sponsorship Create PMO metrics, measure progress against these metrics, and study improvements
191

Build a PMO metrics that focuses on measuring tangible and intangible benefits.
Did the PMO achieved the perceived values? To what extent? Are the stakeholders satisfied? To what extent? Level of acceptance of the PMO among project managers and team members? Can we quantify the delivered value? How?
Utilize internal best business practices (outside-in approach is not always the best)
192
Thank You
193
References
A Guide to the Project Management Body of Knowledge, Third Edition, PMI, 2004 The Standard for Program Management, PMI, 2006 The Standard for Portfolio Management, PMI, 2006 Organizational Project Management Maturity Model: Knowledge Foundation, PMI, 2003
Building Project Management Centers of Excellence, Dennis Bolles, PMP, AMACOM, 2002
The Complete Project Management Office Handbook, 2nd Edition, Gerard Hill, Auerbach Publications, 2008 Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed, Gerald Kendall, PMP and Steven Rollins, PMP, J. Ross Publishing, 2003
194
References
The Program Management Office: Establishing, Managing, and Growing the Value of a PMO, Craig Letavec, PMP, J. Ross Publishing, 2006
The Handbook of Program Management, James Brown, McGraw Hill, 2008

Advanced Project Management: Best Practices on Implementation, 2nd Edition, Harold Kerzner, Wiley, 2004 Every Organization Can Implement OPM3, J. Alan Northrup, Triple Constraint Press, 2007 Grow Up Already! An OPM3 Primer, Pete Matassa, PMI Global Congress Proceedings, 2006, Seattle Identifying the Structure that Underlies the Extreme Variety Found Among PMOs, Brian Hobbs, PMI, 2006 Implementing a PMO with an OPM3 Roadmap, DanielForgues, PMI Global Congress Proceedings, 2004, Anaheim, California
195
References
Next Generation PMO: The Secret of a Successful PMO, Jack Duggal, PMI Global Congress Proceedings, Seattle, Washington, 2006
The need for a PMO From a Consulting Companys Perspective, Victoria Kumar and Gary Evans, PMI Global Congress Proceedings, 2007, Hong Kong
Magic Quadrant for IT Project and Portfolio Management, 2007, www.gartner.com Evaluation Criteria for IT Project and Portfolio Management Applications, Matt Light, 2007, www.gartner.com Case Study: Project & Portfolio Management at Transport for London, Matthew Hotle, 2007, www.gartner.com Project Management Office: The IT Control Tower, Matt Light, Matthew Hotle, Daniel Stang, Jack Heine, 2007, www.gartner.com
196
References
Role Definition and Organizational Structure: Program and Portfolio Management, Audrey Apfel, Matthew Hotle, 2006, www.gartner.com How to Get Value Out of Project Management Office (PMO): Building a PMO that Executives love, White Paper, Gerald Kendall, and Steve Rollins, International Institute for Learning, 2002 The AtekPC Project Management Office, Warren McFarlan, Harvard Business School Publishing, 2007, www.hbsp.com
197
Useful Websites
www.pmi.org
www.gantthead.com
www.pmosig.org
www.pmousa.com
http://www.oracle.com/us/products/applications/primavera/in dex.htm
198
Hand-Outs
199

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PROJECT MANAGEMENT INSTITUTE - AGC

Building & Managing the Right PMO

By Ibrahim Mahmoud Ibrahim, PMP, MBA

Starting Time, Breaks, and Adjourn Class Rules

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

Get an overview of the current PMO tools in the market

Course Contents at a Glance

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

Course Contents at a Glance

Introduction to OPM3 Conclusion PMO Software Tools Sustaining a Successful PMO

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

Involves a sequence of activities demanding different resources and skills

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

What is Project Management?

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

Project Management Process Groups

Monitoring & Controlling

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

Project Management Knowledge Areas

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

PROJECT SCOPE MANAGEMENT

SCOPE MANAGEMENT PROCESSES

Collect Requirements Define Scope Create WBS Verify Scope

Planning Planning Planning Monitoring & Controlling

Monitoring & Controlling

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

PROJECT TIME MANAGEMENT

TIME MANAGEMENT PROCESSES

Estimate Activity Resources

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

PROJECT COST MANAGEMENT

COST MANAGEMENT PROCESSES

Monitoring & Controlling

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

PROJECT QUALITY MANAGEMENT

QUALITY MANAGEMENT PROCESSES

Perform Quality Assurance Perform Quality Control

Executing Monitoring & Controlling

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

Develop Human Resource Plan

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

PROJECT COMMUNICATION MANAGEMENT

COMMUNICATION MANAGEMENT PROCESSES

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

PROJECT RISK MANAGEMENT

RISK MANAGEMENT PROCESSES

Plan Risk Management

Monitor & Control Risks

Monitoring & Controlling

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

PROJECT PROCUREMENT MANAGEMENT

PROCUREMENT MANAGEMENT PROCESSES

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

PROJECT INTEGRATION MANAGEMENT

INTEGRATION MANAGEMENT PROCESSES

Develop Project Charter

Develop Project Management Plan

Building & Managing the Right PMO IBRAHIM MAHMOUD IBRAHIM

Defining Project Management Office