PMO 101
- 1. PMO 101 Shail Sood PMO 101 1 Shail Sood
- 2. Why Is Project Management Needed? A lot of the knowledge needed to deliver projects is unique to the application area of the project. However successful projects have to combine specialized knowledge with general management practices and most importantly with sound project management practices. • Work Breakdown Structure Generally Accepted Project Management • Gantt, etc. Knowledge and • Resource plan Practice • Scope management • Industry groups (Healthcare, construction, • Communication financial,…) Management General Application Area • Functional (Revenue Cycle, • Change leadership Management Knowledge and marketing, logistic, etc.) • Effective teams Knowledge and Practice Practice Why Project management? • Guide Project Execution • Manage the risk/quality of the project • Deliver to a documented set of requirements on time and on budget • Facilitate the project communication PMO 101 2 Shail Sood
- 3. PMO Definitions and Evolution: Project, Program, Portfolio The pyramid model describes the value added from a project view to a portfolio view. As the number and complexity of initiatives increase, managing them as separate, independent projects is not sufficient. The focus should be on better management of Time, Cost and Scope as well as better coordination between the different initiatives Project View Program View Portfolio View Portfolio Management Office (PMO) Program Management Office (PMO) Business Strategies Project Management Office (PMO) Program Program Program Program 1 2 1 2 Project Project Project Project Project Project Project Project Project Project Project Project Project Project Project A B C D E A B C D E A B C D E Business Sponsorship Focus Areas • Time • Coordination • Portfolio Return • Cost • Communication • Portfolio Risk • Quality (Scope) • Sequencing • Resources PMO 101 3 Shail Sood
- 4. PMO Maturity Levels Level 1 – Supports One Project Level 2 – Supports Several Projects in a Program Level 3 – Supports a Division/Department Level 4 – Supports the Entire Organization Level 5 – Supports Business Strategy and Enterprise Resource Allocations The PMO at Level 5 The organizational structure, methodologies, processes, procedures, controls, tools, people, training, and other components serve to integrate existing projects, manage the portfolio, control functions, and successfully deliver the organization’s business objectives PMO 101 4 Shail Sood
- 5. Project Management Framework Process Groups Initiating Planning Executing Controlling Closing Knowledge Area 1. Project integration 1.1 Project Charter 1.3 Project Plan 1.4 Direct & Manage 1.5 Monitor & Control 1.7 Close Project 1.2 Project Scope Development Project Execution Project Statement 1.6 Change Control 2. Project Scope 2.1 Scope Planning 2.4 Scope Verification Management 2.2 Scope Definition 2.5 Scope Control 2.3 Create WBS 3. Project Time 3.1 Activity Definition 3.6 Schedule Control Management 3.2 Activity Sequencing 3.3 Activity Resource Est. 3.4 Activity Duration Est. 3.5 Schedule Dev. 4. Project Cost 4.1 Cost Estimating 4.3 Cost Control Management 4.2 Cost Budgeting 5. Project Quality 5.1 Quality Planning 5.2 Quality Assurance 5.3 Quality Control Management 6. Project Human 6.1 Human Resource 6.2 Acquire Project Team 6.3 Manage Project team Resource Planning Management 7. Project 7.1 Communications 7.2 Information 7.3 Performance Communications Planning Distribution Reporting Management 7.4 Manage Stakeholders 8. Project Risk 8.1 Risk Management 8.6 Risk Monitoring and Management Planning Control 8.2 Risk Identification 8.3 Qualitative Risk Analysis 8.4 Quantitative Risk Analysis 8.5 Risk Response Planning 9. Project 9.1 Plan Purchase & 9.3 Request Seller 9.5 Contract 9.6 Contract Closure Procurement Acquisition Responses Administration Management 9.2 Plan Contracting 9.4 Select Seller PMO 101 5 Shail Sood
- 6. PMO Functions Project Focused Enterprise Oriented – Consult – Promote – Mentor – Archive – Augment – Practice – Train Project Areas of Assistance Enterprise Areas of Assistance – Standards for managing projects – Estimating – Standardized report forms – Project selection – PM software – Data integration – Reward and recognition – Proposal development methodology – Project audits – Project start-up assistance – Communication facilitation – Charters and scope statements – Customer satisfaction – Kickoff meetings – Project risk assessment – Project visibility room – Project requirements changes – Project workbook or library – Timesheets – Administrative assistance – Project reviews – Issue resolution – Project closeout support PMO 101 6 Shail Sood
- 7. PMO High Level Plan Project Portfolio Methods & Resource Training & Rollout Management Governance Standards Management Mentoring PMO Install Timing 1.0 Project Management 1.1 Finalize Vision Week 1 & 2 1.2 Finalize scope Week 1 & 2 1.3 Finalize project plan Week 1 & 2 2.0 Portfolio Governance 2.1 Governance committee process Week 3 & 4 2.2 Prioritization processes Week 3 & 4 2.3 Change management process Week 3 & 4 2.4 Project Dashboard (Red/Yellow/Green) reporting Week 5 & 6 2.5 Project review process Week 5 & 6 2.6 Other reports Week 5 & 6 2.7 Governance Committee in place Week 7 & 8 3.0 Methods and Standards 3.1 Status reporting Week 3 & 4 3.2 Standard project deliverables Week 3 & 4 3.3 Project initiation processes Week 5 & 6 3.4 Estimating processes Week 5 & 6 3.5 Project plan templates Week 5 & 6 3.6 Project milestone standards Week 5 & 6 3.7 Scope management processes Week 5 & 6 3.8 Change management processes Week 5 & 6 3.9 Project acceptance process Week 5 & 6 4.0 Resource Management 4.1 Time recording system Week 5 & 6 4.2 Resource forecasting system Week 5 & 6 4.3 Resource management process Week 7 & 8 5.0 Training and Mentoring 5.1 tools and processes Week 7 & 8 5.2 Project level tools, templates, and processes Week 7 & 8 5.3 Time capture and resource forecasting Week 7 & 8 6.0 Rollout 6.1 tools and processes Week 7 & 8 6.2 Project level tools, templates, and processes Week 7 & 8 PMO 101 7 Shail Sood
- 8. PMO Success Factors Success Factor Key Questions to Ask Clear Vision Does your vision meet Vision the SMART (Specific, Measurable, Achievable, Realistic, and Time-Bound) criteria? Clear Leadership Who will be leading the project? Is there one decision maker clearly in charge or do decisions get made by committee? Clear Expectations What will be different after the PMO plan has been executed? Defined Risk What may prevent the project from meeting its objectives? Clearly Defined Roles & Are roles and responsibilities for the PMO plan clearly defined? Are the right resources doing the right things at the right time? Responsibilities Clear Approach Is the plan strong enough or clear enough for the project team members to support and embrace? Change Management What happens if something changes? What is the project team’s ability to absorb and manage change? Is there a predefined change methodology already in place? If so, can it be used to support the objectives of the project? PMO 101 8 Shail Sood
- 9. Appendix PMO 101 9 Shail Sood
- 10. PMO Charter Sample PMO Deliverable PMO Charter VP of Projects Phone Fax Email Director, PMO Phone Fax Email Objectives Scope Assumptions Constraints Major Risks Major Milestones Approvals PMO 101 10 Shail Sood
- 11. PMO Roles & Responsibilities Sample PMO Deliverable Determine where in the organization the PMO should report. List advantages, disadvantages, challenges and critical success factors associated with each option. Discuss and negotiate options with the sponsoring executive. PMO 101 11 Shail Sood
- 12. PMO Processes & Tools Sample PMO Deliverable Describe tools the PMO will use for it’s processes and knowledge areas. Processes & Knowledge Areas Tools Planning & Execution Risk & Issue Management Scope Management Communication Management Quality Management Change Management Schedule Management Financial Management Supplier Management Document Management PMO 101 12 Shail Sood
- 13. PMO Resource Estimation Sample PMO Deliverable Cost of PMO setup Promote Archive Practice Train Consult Mentor Augment Scope Cost Quality Schedule Risk Contract Integration Reporting Communications Team Relations Client Relations Vendor Relations PMO 101 13 Shail Sood
- 14. Weekly Status Reporting Cycle Sample PMO Deliverable Monday Tuesday Wednesday Thursday Friday Submit Status Participate in Team Leads Reports to the Participate in 1:1 Status Meetings Team Lead PMO by Noon Meetings Review Status Conduct PMO/Team Lead 1:1 Status Reports; Identify Review Meetings; Prepare Executive discussion Team Dashboard and Agenda points/ideas PMO Conduct PMO & PMO Dashboard Team Lead Meeting Meetings Review Executive Dashboard & Team Address Escalated Issues PMO 101 14 Shail Sood
- 15. Issue Management & Resolution Sample PMO Deliverable Process and Approach Executive Steering • Set direction and goals Committee • Go/No go decisions and recommendation • Address unresolved issues Central PMO • Prepare Steering Committee Communicate Recommendations Key Decisions • Facilitate inter-team decision making Program process Communicate Management Office Key Decisions (PMO) • Review & prioritize inter- team issues • Resolve company-wide/ Communicate policy level issues Key Decisions • Resolve intra-team Communicate issues Key Decisions Project Team Leads • Escalate un-resolved functional issues Key Elements of Approach Drive decision-making and issue resolution at the project team level Resolve issues that span teams or require policy/company level decisions at the PMO/Steering Committee level Manage and track issues escalated to the PMO/Steering Committee in the PMO issue log PMO 101 15 Shail Sood
- 16. PMO Issue Log Sample PMO Deliverable Issue Date Identified By Issue Responsibility Background/Progress Target Status Priority # Logged Resolution e.g. 1 Date on Insert name of Describe the issue Identify the team Progress in resolving the issue and Date The date which the Open/ 1 - Critical which issue program, project or member who is escalation history if applicable issue must be Closed/ 2 - High identified workstream responsible for resolved to keep Monitor 3 - Medium ensuring the issue is the team on track 4 - Low resolved 1 2 3 2 3 PMO 101 16 Shail Sood
- 17. PMO Program Milestone Plan Sample PMO Deliverable Design and Plan Month 1 Month 2 Month 3 Sales Model proposal 3/4 finalized – including Country trajectories 4/29 team ratios, cost completed HR Plans model MOC 2/15 developed by 3/15 framework region defined Regional Targets Build Sales Country by country guidance provided ? 3/15 sales model tactical Model deployment plan complete 3/15 Workforce assmt. & mgmt. guidance provided 1st version Coverage sales 2/18 revenue 2/28 Revenue preservation plan – 3/29 process defined, Seibel or other tool role definition preservation complete guidance Consolidated list of Prioritized list of 2/18 complete 3/4 capabilities created and Programs enabling each high capabilities created 4/8 best practices priority capability identified Tie-off meeting for documented Build 2/18 preliminary impact Training plan 4/29 assessment held Current state of defined Capabilities 3/15 high priority capabilities w/gaps 4/29 documented PO Mgmt Overall metrics Communications 3/29 2/28 Structure and defined 2/10 calendar posted to (Capabilities eRoom Governance in Phase 2 place and Coverage) 4/15 Project Plan complete Manage Communications Overall phase 2/18 document complete 2/28 Targets set 5/15 I project plan Communications Program complete 3/9 strategy and plan complete Metrics reporting 4/30 Intranet site process defined 2/18 complete Systems view of 5/1 sales roles Comp. 3/28 : Corporate lockdown Quota PMO 101 17 Shail Sood Deadlines for 5/1 Setting
- 18. Project Status Report – Page 1 Sample PMO Deliverable PMO 101 18 Shail Sood
- 19. Project Status Report – Page 2 Sample PMO Deliverable PMO 101 19 Shail Sood
- 20. Program Status Report Sample PMO Deliverable Project/ C* P* S* Prior Status Last Week This Week Risks/ Issues/ Initiative Achievements Objectives Comments/ Stakeholders Technology Roadmap, Strategy and Implementations Project 1 G H Scope, business Functional specs and TT Finalize UUBatch Q1’09 release with requirements screens are signed off scope, requirements reduced features documents are and file format complete STech continue to architect, Stakeholders: design, & develop Continue development Business, STech, SI Development underway STech hired OE Project 2 G H Completed BR, Continue to review and Go/No-Go decision Stakeholders: use cases, evaluate vendor bids Business, STech, SI wireframes, Accordingly start functionally development architected sol, and received bids from vendors Project 3 S M Discussed and Reviewed and signed-off XX to come up with YY initially agreed documented to-be business requirement cost estimates to implement at no stage document cost Documented High XX is delayed. Not level requirements likely to leverage it and got buy-in in 09 Stakeholders: Business, STech, SI Business & Tech Project 4 S M Documented high Reviewed and signed-off YY to come up with Same as above level mapping business requirement cost estimates requirements document Client X($300- 400MM) may need it Project 5 S H Refer previous Stated not likely to be a reports for details priority for 2009 PMO 101 20 Shail Sood
- 21. Project Plan (snapshot) Sample PMO Deliverable PMO 101 21 Shail Sood