PMO and Leadership Pitfalls to Avoid - pmi-milwaukee.org€¦ · Project-Specific PMO/Project...

PMO and Leadership

Pitfalls to Avoid

Wale Elegbede, PMO Manager | Senior Project Manager

Mayo Clinic

Disclosures

Financial: Wale Elegbede is a full-time salaried employee at Mayo Clinic Rochester where he is a PMO Leader and Senior Project Manager at the Center for Regenerative Medicine. Wale owns Unique Data Solutions, a software consulting company and is co-owner of E-team Consulting. Wale is a member of the board of directors of the People’s Food Cooperative, and receives some board compensation. He receives honorarium for continuing education courses and seminars, including this one.

Nonfinancial: In addition to his salaried position, Wale Elegbede is a non-salaried member of the PMI La Crosse- Rochester Chapter, La Crosse Interfaith Shoulder to Shoulder Network (LISSN), and People’s Food Cooperative.

Learning Objectives

At the conclusion of this session, participants will be able to:

Recognize challenges and major pitfalls PMOs and leaders should avoid as they manage their project management offices.

Identify some techniques that can be used to overcome PMO and Leadership challenges.

Agenda

Introduction

Personal Background and Professional Experience

Mayo Clinic

Pitfalls and Solutions

Conclusion

18+ years’ experience in project portfolio

management.

Industries: Information technology, consulting

and business start-ups, software development,

e-commerce, supply chain and manufacturing,

retail, healthcare

Board of Directors: Vice President of the La

Crosse – Rochester Project Management

Chapter, People’s Food Cooperative (La

Crosse & Rochester, Founding Board Member

of Shoulder to Shoulder La Crosse

Wale Elegbede

Education: B.S. in Information Systems,

Masters of Business Administration degree in

Leadership Emphasis

Certifications: Project Management

Professional, Certified Scrum Master. ITIL

Foundation Certificate in IT Service

Management., Agile Service Manager (CASM)

from the DevOps Institute

Wale Elegbede

Led multidisciplinary project team at Mayo Clinic to implement the first CAR T-cell therapy service line - new FDA-approved immunotherapy for adults with non-Hodgkin’s lymphoma. CAR- T is one of the most promising new areas of cancer treatment that studies have shown yields positive results with an objective response rate of 82%.

Started a small business software company and developed a lumber business management inventory system that increased sales by $30.3 million (INC 5000).

Developed manufacturing & production system for Miken Sports, Rawlings Sporting Goods.

Speaking ( E.g. PMI Global Conference, PMI PMO Symposium. PMI Projectified Podcast)

Some Achievements

9Ben Curtis / AP

Akingboye, O., A., & F. (2017, May 28). Violence against children: UNICEF lists Nigeria as

"Global Pathfinder". Retrieved from https://guardian.ng/news/violence-against-children-

Influence

the capacity to have an effect on

the character, development, or

behavior of someone or something,

or the effect itself.

(n.d.). Retrieved from https://www.merriam-

Strategy

“The essence of strategy is

often choosing what not

to do”

“A good competitive

strategy will result in

sustainably superior performance”

MAYOCLINIC

AN INSIDE LOOK AT

(n.d.). Retrieved from Mayo Clinic

PRIMARY VALUE

In its earliest days, one of Mayo Clinic’s founders, William J. Mayo, MD,

stated,

“The best interest of the patient is the only interest to be considered.”

That primary value — the needs of the patient come first — has guided

Mayo’s practice throughout its history and at every Mayo campus.

Mayo Clinic (2017, February 17). Mayo Clinic Face Transplant. Retrieved from https://www.flickr.com/photos/mayoclinic/sets/72157678243262502/with/32096697044/Copyright © Wale Elegbede. All rights reserved.

Mayo Clinic (2017, February 17). Mayo Clinic Face Transplant. Retrieved from https://www.flickr.com/photos/mayoclinic/sets/72157678243262502/with/32096697044/

Regenerative Medicine 2015Across ages and organs

PMO PRIMER

Five PMO Frameworks

Organizational Unit PMO/Business Unit PMO/Divisional

PMO/Departmental PMO

Project-Specific PMO/Project Office/Program Office

Project Support/Services/Controls Office or PMO

Enterprise/Organization-wide/ Strategic/ Corporate/

Portfolio/Global PMO

Centers of Excellence

In the 2013 Pulse of Profession, “survey respondents (53%)

said matched perfectly/very close to the actual functions

of the PMO in which they work. Another 43% said the PMO

descriptions somewhat describes the functions, whereas only 4% said there was not a good description ”

PMO Structure

A PMO is a management structure that standardizes project-related governance processes and facilitate sharing of resources, methodologies, tools and techniques.

Generally there are 3 PMO Models

Supportive

Controlling

Directive

PMO Models

Supportive PMO Controlling PMO Directive PMO

• Low degree of influence

and control over projects.

• Moderate degree of

control.

• Extremely high degree of

control

• Consulting role to projects

and project teams.

• Templates, best practices,

training, access to

information, and lessons

learned”

• Supporting and

requires Compliance

• Project management

frameworks, methodologies,

templates, forms and tools,

• Conformance to

governance”.

• PMO is accountable for the

project management

function and responsible for

providing program and

project management

resources to run projects.

PPM Maturity Model

Pitfalls and

Solutions

Pitfall #1

We don’t focus on delivering what is important to our stakeholders.

Solution #1

Big Hairy Audacious Goals (BHAGs)

(n.d.). Retrieved from http://countingcoins.co.za/why-you-and-your-business-need-a-big-hairy-audacious-goal/

https://www.partycity.com/biggest-afro-wig--ever-175933.html

Wildly Important Goals (WIGs)

Project

“Projectum”

“Proicere” means

Before An Action

Back to the Roots

Center for Regenerative Medicine PMO

Track clinical trial projects

Track investigational new drug (IND) projects

Track investigational device exemption (IDE) projects

Keep Business Case in Mind

Center for Regenerative Medicine PMO

Track projects by PMI phases and other business unit specific phases.

Ensure projects are completed on time, on budget, within scope and with quality.

Working on the right projects

Fail Fast and not Fail Big

Keep Business Case in Mind

Critical Success Factors

Provide Value to the Center and Institution

Agile and Flexible

Organizational Culture

Team Collaboration & Communication

Executive Buy-in

Continuous Improvement (Standards and Processes)

Transparency and Visibility

Leveraging existing infrastructure tools

Pitfall #2

We don’t earn credibility before we

push down other important initiatives.

Pitfall #2 - We don’t earn credibility before we push down other important initiatives.

Treat your PMO as a project. We need to

constantly be top of mind, dependable,

professional, and a strategic business partner.

Don’t create PMO for the sake of it.

Assessments,

Strategy, JustificationPlanning Execution

Continuous

Improvement

Business Case

Dept Support

Project Governance

ModelsFunding

Assemble Project

Managers

Documentation of Processes

Monitor and

Improve

• Understand Current State• Understand Business drivers• Gaps Analysis• Department Buy in• Gain Exec Leadership• Sell the Plan

• Identify Project Managers for Focus areas• Establish Governance Models• Define Process• Identify Supporting Tools• Secure Funding and Staffing• Assemble Team

• PMO is established*• PM’s assigned to

projects• Resource Allocation• Execution of

processes

• Monitor and continuously improve

PMO Roadmap and Journey

Mistakes

Happen

FAIL FAST, LEARN, AND MOVE FORWARD

(n.d.). Retrieved from https://www.youtube.com/watch?v=7bZXRWl7N6c

Solution #2

Be Patience (Earn Credibility First).

PMO PROJECT

HIGHLIGHTS

CAR T-Cell Therapy

Understanding Chimeric Antigen Receptor (CAR) T-Cell Technology

Short 2 min video of Car- t

RECLAIM

Trial of REcycled CartiLageAuto/Allo IMplantation for the Treatment and Repair of Focal Knee Cartilage Defects

• New technology specifically developed at Mayo Clinic that is being tested right now

• Recycle cartilage from the patients knee, combine it with stem cells from donor bank, and within one surgery and fix cartilage in the patient, so that patients can get back to their daily lives and even sports

Pitfall # 3

We don’t focus on our team.

Schwartz, T. (2013, November 12). What Would Make You More Satisfied and Productive at Work?. https://hbr.org/2015/12/engaging-your-employees-is-good-but-dont-stop-

We don’t focus on our team

For your PMO to lead, and achieve

extremely high efficiency, you need to

inspire your team, and not simply satisfy

and engage them.

Schwartz, T. (2013, November 12). What Would Make You More Satisfied and Productive at Work?.

Solution #3

Take care of your Team and PMO.

Servant Leadership Model

(n.d.). Retrieved from https://www.modernservantleader.com

Investors

Customers

Employees

Leader

Employees

Customers

Investors

Servant Leadership, Defined

Robert K. Greenleaf: The servant leader is servant first.. It begins with the natural feel that one wants to serve first. Then conscious choice brings one to aspire to lead….”

James Hunter: “ Real servant leaders are committed to the growth and renewal or all with whom they come into contact… Leadership in every phase of your life can only happen if others like what they see in you, respect you, and want to achieve what you are asking them to be and do”

Greenleaf, R. K. (1970). The servant as leader. Robert K. Greenleaf Publishing Center.Batten, J. (1998). Servant leadership: A passion to serve. John Wiley & Sons, New YorkCopyright © Wale Elegbede. All rights reserved.

PMO Maturity Model

Servant Leadership, Best Test

“The best leaders are clear. They continually light the way, and in the process, let each person know what they do makes a difference. The best test as a leader is: Do those served grow as persons; do they become healthier, wiser, freer, more autonomous, more likely themselves to become leaders?”

- Robert K. Greenleaf

Greenleaf, R. K. (1970). The servant as leader. Robert K.

BOND WITH YOUR TEAM

Thank you!

Questions

Contact Wale

@waleelegbede

welegbede@gmail.com

@welegbede

PMO and Leadership Pitfalls to Avoid - pmi-milwaukee.org€¦ · Project-Specific PMO/Project...

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