Strategic PMO Implementation تأسيس وتشغيل مكتب إدارة المشاريع الإستراتيجي

THE BIG 5 SAUDI 2018
Strategic PMO Implementation
By: Abdelrahman Elsheikh Seedahmed
PMOC,PMP,SP,RMP,ACP,EVM,CBAP,CPRE,KPI-A

Abdelrahman Elsheikh Bio
+14 experience as Strategic PMO Director, Strategy Execution Consultant, PMO Consultant, Project Manager, Business Analyst and
Software Engineer.
Master Degree in Software Engineering.
Project Management Office Certification (PMOC).
Certified Project Management Professional (PMP).
Agile Certified Practitioner (PMI-ACP).
Risk Management Professional (PMI-RMP).
Schedule Professional (PMI-SP).
Certified Business Analyst Professional (CBAP).
Microsoft Certified IT Professional (MCITP).
Key Performance Indicator Associate (KPI-A).
OCP and OCA.
Certified Professional for Requirement Engineer (CPRE).
Certified Tester Foundation Level (CTFL).
Earned Value Project Management (EVM).
ISO/IEC 20000 Foundation.
ISO/IEC 27002 Foundation.
Certified ITIL Foundation Level.

Agenda
• PMI pulse of the profession 2017.
• Conflicts between PMO and SMO.
• Strategic PMO.
• Strategic PMO and benefits realization.
• Strategic PMO Setup.
• Strategic PMO Operation.

PMI pulse of the profession 2017
• In the report, PMI surveyed 3,234 global project management practitioners and leaders from various
industries.

• The report found companies that restructured their
project management offices (PMOs) as strategic
enterprise-wide project management offices (EPMOs)
to align all project, portfolio, and program
management initiatives with company-wide goals
have seen 38% more of their projects meeting with
overall business intent.
• Further, their failure rates were 33% less.

• The big win for businesses came as a result of a large shift in companies seeing and utilizing project
management as a "strategic competency for success."

• PMOs are well placed to be the Channel for execution an organization’s portfolio of projects and strategic
Initiatives.

• Among organizations that have a PMO, half have an EPMO.
• And those align their EPMO to Strategy report:
• 38 % more projects meet their original and business intent.
• 33 % fewer projects deemed failures.

Conflicts between PMO and Strategic Management Office (SMO)

Conflicts between PMO and SMO

Conflicts between PMO and Strategic Management Office (SMO)
SPMO
PMO SMO

Agenda
• PMI pulse of the profession 2017.
• Conflicts between PMO and SMO.
• Strategic PMO.
• Strategic PMO and benefits realization.
• What is the Strategic PMO
• Strategic PMO Operation.

Strategic PMO
• The Strategic PMO serves as the critical link between executive vision and the work of the enterprise.
• A strategic PMO goes beyond the traditional project management categories, with an expanded role that
links strategic objectives to individual projects and portfolios.

Strategic PMO
Vision
Strategic
Objective
Strategic
KPI
Initiative
Operational
Objective
Operational
KPI
Operational
KPIOperational
Objective
Initiative
Strategic
KPI
Strategic
Objective
Strategic
KPI

Strategic PMO
• It often includes but not limited to:
• Responsibility for aligning the project portfolio to organization strategy.
• Monitoring progress and optimizing delivery of strategy.
• Navigate risks.
• Driving benefits realization.
• Enhancing governance and accountability.
• Managing talents.

Strategic PMO and benefits realization
• Projects focus value benefits realization more than the triple constraint.

Strategic PMO Setup

Strategic PMO Setup
1. Organization Knowledge
2. Organization Strategic Plan
3. Organization Assessment
1. Gap Analysis
2. Road Map
4. Strategic PMO Charter
5. Strategic PMO Services
6. Strategic PMO Governance
7. Strategic PMO Processes Manual for PMO staff
8. Projects, Programs and Portfolios Processes Manual for PMs
9. EPM Tool
10. Training
11. Strategic PMO Operation Plan
12. Strategic PMO Change Management Plan

1. Organization Knowledge

2. Organization Strategic Plan

3. Organization Assessment

4. Strategic PMO Charter

5. Strategic PMO Services
• Portfolios Management
• Information Warehouse
• Support
• Control
• Governance

6. Strategic PMO Governance

7. Strategic PMO Processes Manual for PMO staff

8. Projects, Programs and Portfolios Processes Manual for PMs

9. Enterprise Project Management (EPM) Tool

10. Training
• Strategy Management.
• Balanced Scorecard.
• KPI Development and Monitoring.
• PMO Processes.
• PMs Processes.
• Project, Program and Portfolio Management.
• Business Analysis
• EPM, Scheduling and Reporting Tools.
• Risk management.
• Change Management.
• Leadership.
• Business.
• Soft Skills.
• Etc..

11. Strategic PMO Operation Plan

12. Strategic PMO Change Management Plan

Strategic PMO Operation

Strategic PMO Operation
1. New or Update the Strategic Plan.
2. Strategic PMO Model Constraints.
3. Strategic PMO Changes Initiative.
4. Strategic PMO Operation Options.
5. Strategic PMO Concurrent Operation Plans.
6. The Project Manager Role in Strategic PMO

1. New or Update the Strategic Plan

2. Strategic PMO Model
• Is It:
• Support
• Control
• Directive

2. Strategic PMO Model
• Or is It:
• Project Repository Model (A low or no value model).
• Coach Model (A tactical model, that can provide some value for a short time).
• Enterprise Model (A strategic model, oriented to central control of all major projects.
• Deliver Now Model (A high value strategic model, focused on Throughput, delivery acceleration and
choosing the right projects)

3. Strategic PMO Changes Initiative

4. Strategic PMO Operation Options
• Selection the right of:
1. Strategic PMO Processes Manual for PMO staff.
2. Projects, Programs and Portfolios Processes Manual for PMs.
3. Strategic PMO Services.

5. Strategic PMO Concurrent Operation Plans
• New Initiatives.
• Current Projects, Programs and Portfolios on:
• Initiating and Planning phase.
• < 50 % Execution phase.
• > 50 % Execution phase.

• The project manager is, nowadays, seen by the senior executive as strongly oriented to execution and,
therefore, is not recognized as important party in strategy formulation.
• To change this context, it is important that the project manager understands how projects and programs
are related to business strategies.
• The balanced scorecard supplies the adequate structure to eliminate this lack of connection between
strategy and project execution.

• Communication between project managers and senior executives must occur in a business context.
• The biggest concerns for the project manager when communicating with senior management should be:
• Speaking in proper language to communicate with business executives.
• Clarifying projects' benefits to all stakeholders.
• Building a project plan that covers strategic risks.
• Guaranteeing the best use of company's resources.
• Understanding how projects bring value to their company.

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