Post on 28-Jun-2020
1
Dan Stuart, PMP
Bill Gundrum, PMP
December 9, 2010
Role of the CIO
Understand the Business Responsibility to executive management Enable technology to support the organization and
processes
Summary of AS Global CIO
Financial performance/measurements Strategic leadership Operation Improvements Organization Foundation elements
Why CIO’s Need PMO’s
◦ Manage Projects & Manage Resources Ability to monitor performance, optimize resources / costs For Exec Management – Ability to select high-value projects,
show performance status
◦ Portfolio & Cost Management Select high-value projects, try to maximize that investment,
optimize cost in support to deliver adequate service levels, minimize cost in low value work
Resources – Capacity, Availability, Efficient Utilization PM Processes, Standards
◦ AS PMO functions Functions – PM, BA, QA (progressive approach to include BA, QA; is
professing tight alignment to PM & BA, similar approach to PMI)
Assess
◦ Understand current & desired situation, identify gaps
Plan
◦ Plan and prioritize initiatives to fulfill
Implement
◦ Develop, install, execute, monitor
Resource to enable an organization to conduct projects effectively and consistently
Provides Some or All of:◦ Standards and Methods◦ Training◦ Consulting and Mentoring◦ Administrative Support◦ Deploy Project Managers◦ Resource Planning◦ Quality Assurance
Monitoring, Auditing, Measuring, Reinforcing◦ Portfolio Management◦ Other services suited to the organization
Inte
gra
ted
Syste
ms
Consulting,
Mentoring
Standards,
Methods
Training
Resource
Planning
Admin
Support
Project
Management
Quality Assurance:
Monitoring, MeasuringPortfolio Management
Inte
gra
ted
Syste
ms
Understand the Organization
Understand the PMO◦ Organizational Structure◦ Organizational Stature
Reporting Structure, Executive Support, Staffing◦ Services Provided◦ Staffing and Skills Project Delivery Capabilities, Ability
◦ Standards, Procedures Project Management, Product Management: SDLC
◦ Portfolio of Projects and Interdependencies◦ Current Performance
Initiation
Planning
Execution
Controlling
Closing
Processes
Procurement
Human
Resources
Time
Risk
Quality
Scope
Communications
Cost
Integration
Knowledge Areas
{Best Practices
MeasureStandardize ControlContinuously
Improve
Portfolio
Project
Program
OPM3
Standards, Methods
Training
Consulting
Monitoring
Admin Support
Project Managers
Portfolio Mgt
Other services…
PMO
Product Management
• Specific processes to develop the product
• IT Applications, IT Infrastructure,
Pharmaceuticals, Construction, etc.
Project Management - Project Management Institute (PMI)
• Project Management Body of Knowledge (PMBOK)
• Organization Project Management Maturity Model (OPM3)
Source: Project Management Institute
Interviews◦ Standard Interview Sheet to collect
Review Project Processes, Tools◦ Identify current processes
◦ Compare to PMBOK Guide and Best Practices
Analyze Gaps, Plan for Improvement◦ Scope and Services to Provide◦ Management and Measurement Systems◦ Processes and Tools◦ Staffing and Training◦ Process Flows and Responsibilities, “swim lanes”◦ Roadmap◦ Phased Approach for Basic and Advanced processes
Processes reside with the role responsible; other roles may participate
Strategy
& Planning
Initiate Service Request Steering
Committee
Review
Business Case:
Value, Feasibility
Risk Assessment
New ProjectsPMO
Review
Execute →
ProjectCharter (Project Definition)
Approved Projects
Executive Mgt/
Business
PMO
Project
Manager
Business
Analysis
Development
QA Testing
SSR
Strategies, Initiatives
Planning →
Objectives
Portfolio
Management
Project
Initiation
- New Process
Phase I Phase II
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Organization
Standards
Training
Project
Management
Systems
Portfolio
Management
PMO Oversight
Meetings
PM Instruction
Manual
Identify PMs
Assign All Projects
PM
Basics
MS
Project
Basic PM Controls
Advanced
PM
Enroll Executives, Stakeholders C o m m u n i c a t e P e r f o r m a n c e …
Change Control
Scheduling
Assess, Refine, Implement…
Performance Measures, Dashboards…
Advanced PM Controls
Plan Project Server
& Task Tracking
Project Time
Tracking
Project
Inventory
Install Project Server
Steering Committee
Monthly
Portfolio
Management…
Ongoing Professional DevelopmentSoft Skills
Analysis
Strategy Alignment
Business
Case Process Valuation &
Measurement
Strategy-Performance Scorecards
Testing
Issues Risks
Integrate
Project Server,
Task Tracking
Pilot Project Server,
Configure to W-S
Integrate
Quality Control
Project DefinitionProject Closing,
Surveys, Lessons
Status Reporting
Project
Server
OPM3 OPM3
Business Analysis Project Management Quality/Testing SDLC Microsoft Project, Project Server
◦ Metrics and Visibility to CIO and CIO’s peers
Annual Review◦ Compliance Challenges◦ Subsequent Changes◦ Re-alignment of Staff to Strengths and Skills
Corporate PMO◦ Portfolio and Project Management, Special Program
Global IT Projects completed within Time - 2010
(40% of projects completed on time)
“Not on Time” Category Descriptions:
Scope Change - scope changes made after requirements finalized; Technical Limitations / issues - hardware, software, or integration issues outside the control of IT resources;
External Vendor Issues - issues with products, services, or timely resolution of issues; Business Resource Constraint - business resources availability issues; IT Resource
Constraint - IT resources availability issues; Resource Technical Limitation (IT) - IT resources required to gain expertise while involved in project.
0
1
2
3
4
Jan-10 Feb-10
External Vendor Issues
Resource Technical limitation (IT)
IT Resource Constraint
Business Resource Constraint
Technical Limitations / Issues
Scope Change
Completed on time
Feb 2010 Projects:
Scope Change = SAP in Finland & Sweden
IT Resource Constraint = Salome Poland
Global IT Projects completed within Budget - 2010
(40% of projects within Budget)
"Not within Budget" Category Descriptions:
Scope Change - scope changes made after requirements finalized; Original Estimate unknown - original time estimated was not provided; Poor Estimating Process - limitations in
current estimating process (addressed after identification) or insufficient estimates gathered during estimating process; Technical Limitations / issues - hardware, software, or
integration issues outside the control of IT resources.
0
1
2
3
4
Jan-10 Feb-10
Original Estimate unknown
Poor Estimating Process
Technical limitations / issues
Scope Change
Completed within Budget
Feb 2010 Projects:
Scope Change = SAP in Finland & Sweden; Salome Poland
The Most Important Group on my staff