Building pmo from start w. culture and knowledge gap
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Transcript of Building pmo from start w. culture and knowledge gap
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Finn Olsen
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Agenda ◦ A guided tour of a real project starting a PMO
◦ Covering countries and cultures
◦ In an organization with little Project Management knowledge
In this presentation there should be takeaways on ◦ How to start your PMO
◦ Requirements for internal marketing and branding
◦ Running projects in a Virtual environment
◦ How to keep your sponsors motivated and strong
◦ And what not to do….
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Company & Role ◦ Intergraph – International Software Company – Something with Maps
◦ Manager of PMO for the European, Middle East and Africa
Education / Certifications
◦ MS E (Master of Science, Engineering)
◦ IPMA B,C and D, (International Project Management Association, Senior Project Manager)
◦ PRINCE2, P3O (UK based project certification. Project, Program and Portfolio Office) ScrumMaster, (Agile project execution)
◦ EQM Quality Manager and Auditor (Quality Assurance mainly ISO 9000)
Past working areas
◦ Programme and Project Management, Quality Assurance Manager, Marketing Manager, Bid Manager
Project experiences
◦ Back office systems, Industrial design, Mechanical and Electronic design, Silicon design, Utilities, Public Safety. Contacts, Bids / Tender process, Arbitration / legal, Virtual teams, Quality systems, Project processes, Project finance.
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Where do you come from? ◦ Europe (Green)
◦ America (Red)
◦ Others (Orange)
PMO role? ◦ New to the role and is just started / going to
implement PMO (Green)
◦ Been here for a while, but will expand my area (Orange)
◦ Good PMO experience (Red)
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The start
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Intergraph ◦ Large international organization with sites in more
than 50 countries
◦ Head Quarter in Alabama
Europe, Middle East, Africa ◦ Business run by ”kingdoms” in countries
◦ Strong focus on financial data
◦ Old none-maintained Project Methodology
◦ No PM emphasis
External consultancy report ◦ Establish a PMO
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What is default PMO ◦ Read books
◦ Study the web
And within company ◦ Find stakeholders and history
◦ Identify Senior Management expectations
Convince Senior management ◦ I am capable!
Identified I had no budget ◦ Getting limits defined
◦ Getting team
◦ Both above failed.
=> One man job on my own
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Intergraph Office
RSP w/o Intergraph legal entity
Partner A
Partner B
Partner C
Partner D
No contract
My Location
Somalia
Niger Mauretanien
Algerien Libya
Sudan
Nigeria
Tunesia
Tschad
Mali
Äthiopia
Egypt
Namibia
Angola
Süd Afrika Lesotho
Swasiland
Madagaskar
Mosambik
Tansania
Botsuana
Simbabwe
Sambia
D.R. Kongo
Kenia
Z.R.Bangui
Uganda Kongo Gabun
Westsahara
Marokko
Burkina
Eritrea
Togo
Ghana
Kamerun
Senegal
Guinea
Sierra Leone
Liberia
Saudi Arabia
Djibouti
Oman
Quatar
Kuwait
Jemen
Iran Iraque
Syria
Jordan
Ivory Coast
Benin
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Main Intergraph Sites (SG&I) ◦ Copenhagen, Denmark
◦ Moscow, Russia
◦ Helsinki, Finland
◦ Stockholm, Sweden
◦ Swindon, UK
◦ Amsterdam, Netherlands
◦ Brussels, Belgium
◦ Paris, France
◦ Aix en Provence, France
◦ Barcelona, Spain
◦ Madrid, Spain
◦ Lisbon, Portugal
◦ Rome, Italy
◦ Zürich, Swiss
◦ Vienna, Austria
◦ Prague, Czech
◦ Warsaw, Poland
◦ Lotz, Poland
◦ München, Germany
◦ Frankfurt, Germany
◦ Bonn, Germany
Roughly 80 Project Managers
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Check Implementation Directions from Senior Management ◦ Almost None
Implement Enterprise Project Management tool
Request for Dashboard
Improve our projects
Establish PMO advisory board ◦ Strong stakeholders – 6 countries
◦ 3 day boot camp – Isolated place in snow storm
◦ Used the P3M3 Maturity Model for checking status
Range from 1-5. Result was approx average on 1,7
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Stage 1 / 2010 ◦ Analysis and provide information. Learn the landscape and find best
practices
◦ Setup training program. Internal and external certification
◦ Library and University. PMO Wikipedia, Checklist, Guides, Tool recommendations
◦ PM Networking
◦ Facilitate building local PMOs
◦ Bid procedures, incl. estimation, involvement , start-up
◦ EPMS, defining the concept and run pilots
Stage 2 / 2011 ◦ EPMS rollout
◦ Project models defined
◦ Checklist enforcements
◦ Audits and coaching.
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Road Tour ◦ PMO is the new in business and not defined before
◦ Propaganda on mission statement
◦ Training
Based upon audience level
From project basics
Upto detailed discussion on Scrum vs Kanban
Define sponsor role
Marketing ◦ Internal web site – and get it known
◦ Newsletter – targets, current actions and results.
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Sponsor Role ◦ Management focus on incentive driven parameters.
◦ No defined Project Sponsor nor Initiation support.
PM Role ◦ Technical guys, now with PM hat on
◦ With no (local) PSO support
◦ Eager to meet customer technical expectations
Reluctance ◦ Had not knowledge to move one
◦ No external guidance
◦ Kingdoms feels safe
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Your organizations maturity? ◦ Well defined methodology and optimized project
execution. Level 3 and up (Green)
◦ Have some methodologies, but working on getting it improved. Approx level 2 (Orange)
◦ Really needs improvements. Level 1 (Red)
Are the PMO a known factor? ◦ Yes, PMO is clearly defined and known for its
organizational actions and targets (Green)
◦ PMO established but is not enjoying management or employees focus (Orange)
◦ The PMO is our next step (Red)
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The execution
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Use the Scandinavian openness
Have the German reporting and strictness in mind
In France we speak French. Define a PM Language.
Russian 5 years central plan
Awareness whom you are dealing with..
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Training ◦ Reason for success, show methods
Changes ◦ Use of experts from elsewhere.
◦ Use of eastern labour, and the need of work packages
◦ Uneven project wins and larger deals – work with one resource pool and skill matrix.
Calls for ◦ New management principles
◦ Communication ground rules
◦ Implementing virtual teams
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Marketing needs ◦ Request for normal certifications: PMP, Prince2,
IPMA
Internal certification ◦ Project Execution
◦ Finance
◦ Contracts
Team work defining above with General Administration
Human resources
Contract / Legal
PMO office in NA and APAC
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Method
◦ Two fairly equal positions
Usually never meet each other before
Project Managers, Project Support Staff..
◦ Meeting by web/phone conference
Presentation 15-30 min
Review by the other party
Mid term, roles change
PMO only facilitating – draws a conclusion
Email the day after for learning’s
Result
◦ Finds comfort in often equal issues
◦ Understands culture.
◦ Train presentation of project
◦ Good ideas and techniques to be used
◦ PMO to learn capabilities
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Project Managers are lacy ◦ Human nature – why report when none cares
◦ The reviews do care
The project view ◦ Normal management view is daily tasks
◦ Forces to do the healthy helicopter view
Actions & Targets ◦ Actions for the project it selves
◦ Targets for project managers
◦ Impediments for PMO to chase
◦ Report out to VP
Does not like what he reads, but appreciate actions
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Project Health ◦ Define KPIs
◦ Use simple Earned Value
◦ Remember the Agile KPIs
◦ Train organization on these
Project Controlling ◦ Train G&A in Projects
◦ Make PMs financial responsible
◦ Work out new incentives
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Senior Management Presence ◦ Use PMO is staff function to VP
◦ Inform Management Group on targets and they are part of it
◦ Call for new PM hiring foundations. Instruct Managers and HR
◦ Repeat the statement on Project Sponsorship
◦ Point out financial discrepancies – use their world
◦ Provide implementation support, like portfolio management capabilities
Remove the impediments as a joint effort
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Conclusions
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Organization ◦ Now happy change is on the Agenda
Requests ◦ Demand for processes
Tender/Sales process
Methodologies supporting
Waterfall
RUP
Scrum
Customer and Prime Contract systems
Training and certification
Using the positive wave ◦ Yet - Overly optimistic on achievements
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Culture and Betribsrat
Use the momentum
Be visible
Do not under estimate personal presence vs. Emails
Use advisory board. Threat throwing inactive staff out
Address inefficiencies at Managers and support them for changes
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Your Targets
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Learned something new? ◦ I’ve made a few notes for targets (Green)
◦ Difficult to relate to my environment but a few items for consideration (Orange)
◦ Not really. Same stuff new packaging (Red)
Contact information ◦ Finn Olsen
◦ Cell +45 52141536