PMO 2.0 - Building PMO Capabilities
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The document outlines the mission and vision of the Project Management Office (PMO), emphasizing an enterprise-wide approach to technology initiatives aligned with strategic goals. It details the PMO's progress since June 2013, including project closures, financial tracking, and the implementation of best practices, while also proposing a multi-phase action plan to enhance project management capabilities. Additionally, it discusses the maturity levels of PMOs and the need for streamlined tools and enhanced reporting for effective resource management.
PMO 2.0 - Building PMO Capabilities
- 1. ~Author Unknown Different isn’t always better, but better is always different.
- 2. PMO 2.0
- 3. Mission 3 To provide an enterprise-wide approach to identify, prioritize, and successfully execute a technology portfolio of initiatives and projects that are aligned with our strategic goals and key results. The Project Management Office is responsible for establishing and implementing best practices for the benefit of OUR COMPANY in a way that encourages collaboration, standardization, and overall improvements.
- 4. Vision 4 • Build project management maturity at the organiza6onal level • Source of project management leadership and exper6se • Promote best prac6ce standards, quality, and methodologies into a project management discipline • U6lize PMBOK-‐based methodology and ITIL Framework as well as support "best fit" approach for project management • Provide a consistent channel of communica6on for project status, financial health, and mi6ga6on of issues, risk, and dependencies across projects, departments, and/or divisions • Guide key IT projects from implementa6on through a successful conclusion
- 5. Accomplishments 5 Since June 2013…* • Closed - 20 projects • In Flight - 23 projects Milestones Jun ’13 - Established PMO process and templates Oct ’13 - Began monthly financial tracking and forecasting in Clarity Jan ’14 - Finance 101 with Finance team Mar ’14 - Began monthly status reporting - Executive and All views Apr ’14 - Implemented Design ACE process in conjunction with Strategy, Architecture, Product Development Ongoing Activities • Identified and resolved issues with financial tracking systems (Peoplesoft, Clarity) • Implemented ad hoc status tracking for PO/Invoice tracking, ACE readiness, etc. • Continued to identify roles & responsibilities with Strategy, Architecture, and Product Development teams • Participation, engagement in ORGANIZATION-wide Program Management initiatives • Clarity Business User Group participant • Routine meetings with Delivery Partners
- 6. 6 1 2 3 4 5 Ad- Hoc Abbrev -iated Organ- ized Man- aged Optim- ized Functional PMO • Unpredictable, poorly controlled, reactive. • No standardized tools, processes. Support PMO • Standardized processes, but PMO lacks management, oversight, communication about projects. • Standardized tools, methodology, templates. Informational PMO • PMO collects, consolidates, summarizes, and distributes project information. • Coordination and integration amongst groups. Strategic PMO • Project metrics Used by Management to make decisions. Identifies resource utilization and conflicts. Enterprise PMO • Focus on process improvement CMMI Maturity Model Project Management Office Capability Maturity Model Integration Goal June 2013 Today Aug 14 June 2015
- 7. How do we get there? 7
- 8. 8 We are requesting Executive Support and Approval of the following action plan for the PMO. Phase&1&& Q3&2014& • Update'Project'Landing'Pages'in'new' template' • Beta'Test'Weekly'Project'Status' Updates' • Pilot'Weekly'Status'Updates' • Update'TeamGan='with'High'Level' AcBviBes,'Resources' • Validate'finances'reporBng/'data' Phase&2&& Q4&2014& • Pilot'Issue/'Risk'ReporBng' • Create'SLT'Status'Page'' • Schedule'Management' • Finance'201' • Tech'Strategy'with'Clarity'team'for' PMO'tools' • Document'financial'reporBng' requirements' Phase&3& Q1&2015& • Pilot'Financial'reporBng'' • Implement'addiBonal'clarity'reports' (Program(and(Project(Level)( • Validate financial data sources and capture / implement requirements for financial reporting (Clarity, Qlikview) • Report project status more frequently/ weekly (Confluence) • Manage and publish project schedules and roadmaps (TeamGantt) • Launch issue/risk reporting (Confluence) • Identify stakeholders, requirements and strategy for resource management (system TBD)
- 9. 9 Recommend streamlining tools based on the following recommendation in the short term (next 6 months). Pending technology enhancements, our long term goal is to leverage the Project/Program/Portfolio Management capabilities in Clarity. Centralize Toolsets Financial' Status' Issue/'Risks' Schedule' Resource' Confluence( !' !' Clarity((( !' !' !' !' TeamGan2( !' !' TPAS( !' Peopleso8( !' JIRA( !' Various( !' Stakeholders and requirements need to be defined for the PMO to determine where Resource Management should be managed. We will manage resources in 2 tools until we have further identified requirements.
- 10. ~Shigeo Shingo Improvement usually means doing something that we have never done before. 10
- 11. Appendix 11
- 13. 13 1 2 3 4 5 Ad- Hoc Abbrev- iated Organ- ized Man- aged Optim- ized Functional PMO • Unpredictable, poorly controlled, reactive. • No standardized tools, processes. Support PMO • Standardized processes, but PMO lacks management, oversight, communication about projects. • Standardized tools, methodology, templates. Informational PMO • PMO collects, consolidates, summarizes, and distributes project information. • Coordination and integration amongst groups. Strategic PMO • Project metrics Used by Management to make decisions. Identifies resource utilization and conflicts. Enterprise PMO • Focus on process improvement CMMI Maturity Model Project Management Office Capability Maturity Model Integration time
- 14. 14 CMMI Maturity Model Project Management Office Level 1: Functional PMO Level 2: Support Project Office Level 3: Information Project Office Level 4: Strategic Project Office Level 5: Enterprise Project Office People. Located throughout the organization. Organization. Organized by function. Project Managers are part- time with other functional responsibilities. Processes. Unpredictable, poorly controlled, reactive. Tools. No standardized tools, processes. Success is based on heroics. People. Have PM background. Organization. Weak Matrix. Project Managers have limited authority. Processes. Standardized, but PMO lacks management, oversight, communication about projects. Tools. Standardized tools, methodology, templates. People. Hold credentials or certifications, e.g., PMP-certified. Organization. Organization. Weak/ Balanced Matrix. Project Managers are full-time resources with low/ moderate authority. Processes. PMO collects, consolidates, summarizes, and distributes project information. Coordination and integration amongst groups. Improved cost and schedule performance. Tools. Templates, collaboration tools. People. PMP, PgMP certified. Organization. Balanced/ Strong Matrix.Project Managers are full- time resources with moderate/ high authority. Processes. Project metrics Used by Management to make decisions. Identifies resource utilization and conflicts. Tools. PPM/ EPM tools. People. PMP, PgMP certified. Processes. Focus on process improvement Tools. PPM/ EPM tools.
- 15. Where we started from… Focus Areas Level 1: Functional PMO Level 2: Support Project Office Level 3: Information Project Office Level 4: Strategic Project Office Level 5: Enterprise Project Office Financial Status Schedule Issue/ Risk Resource June2013 15 Progress
- 16. Where we are today… Focus Areas Level 1: Functional PMO Level 2: Support Project Office Level 3: Information Project Office Level 4: Strategic Project Office Level 5: Enterprise Project Office Financial Status Schedule Issue/ Risk Resource June2014 16 Progress
- 18. Project Financials • Data validation for current processes • Finance 201 to better understand project cost to Client, allocations, etc. • Define requirements with Clients, Finance & SSO for Financial Reporting June 2015 Goal: Level 3 TPAS Clarity Invoice List 18 Tech Strategy: Automate project financials. This can be done via several alternatives, including via Qlikview reporting with SSO, better integration of CART into Wiki, other solutions TBD.
- 19. Status Reporting 19 June 2015 Goal: Level 3 Tech Strategy: Leverage Confluence for real-time status reporting. With increased reliance on Confluence, need to confirm resiliency and failover with Tools. • Report status more frequently for teams and executive stakeholders. • Create real-time status dashboard for all projects. Identify other dashboards and metrics as required.
- 20. Schedule Management • TeamGantt to manage and publish project schedules, activities, and dependencies. • Coordination with project teams for changes to schedules and progress. 20 June 2015 Goal: Level 3
- 21. Issue / Risk Management • Report Key Issues/ Risks on status dashboards. • Include Issue/ Risk log on Project Landing pages for ongoing issue/ risk management. Issue/ Risk Log Link from Landing Page 21 June 2015 Goal: Level 3
- 22. Resource Management • Add Resources to TeamGantt to view resource allocations across projects. • Availability forecasting for resources. 22 June 2015 Goal: Level 3 Tech Strategy: Need to understand all of the requirements related to Resource Management to recommend a strategic tool. In the short term, the PMO will manage teams within Clarity and TeamGantt.