Flow Chart Junkie does the PMO: Unifier as it applies to different PMO profiles
Transcript of Flow Chart Junkie does the PMO: Unifier as it applies to different PMO profiles
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Flow Chart Junkie does the PMO: Unifier as it applies to different PMO profiles
Prepared by:
Cari Stieglitz, PMP
Global Delivery Lead
Faithful+Gould
Creating a business driven Unifier implementation based on the benefits and needs driven by your end users.
Session ID#:
@caris1122
Agenda
■ Business Value
■ Governance & Setup
■ PMO Profiles
■ People, Process & Tools
■ Case Studies
■ Success & Failure
What drives a PMO / Unifier Implementation?
Stakeholder Need
“Let me check my spreadsheet and get back to you.”
“My resources keep telling me they are too busy,
but I have no oversight to what they work on.”
“My staff is working so hard, but I am worried that 40% or more of their time is spent
on redundant busy work. They can’t be proactive when they are always catching up.”
“I never know where my projects are at or if we are spending our
money wisely. We try to keep track but with so many projects and
people, spreadsheets just aren’t working anymore.”
“I spend so much of my time just
reconciling to what Finance says.”
“It seems like I don’t have the right
information to make the decisions I
need.”
“We have grown so much, what used to be
in people’s heads now takes forever to find.”
“I know I have a problem, but I am not sure where to start.”
Business Value
“I know what my organization expects me to do when I manage a project.”
“My resources proactively alert
me to trends on projects.”
“Using dashboards and reports, staff have greater
visibility across all levels of the portfolio.
“At any point, I can see a forecasted view
of where I will spend my money.”
“Information is in one location and tells
the same story.”
“We have standardized and auditable
processes.”
“I know I am moving toward a solution.”
PMO Governance
Portfolio
Project Sub-Portfolio
Project
Operations
Program
Project
Project
STRATEGIC
TACTICAL
Portfolio Management
Framework &
Methodology Portfolio
Processes
Portfolio
Selection and
Termination
Infrastructure &
Support
Project Value
Legal &
Regulatory
Communication
& Performance
Coach
Less resources to
maintain / light touch
Educates on high
level methodology
Project chooses level
of support
Flexible, “vanilla”
configurations and
light KPI’s
Workflow is short and
flexible, choice of
how it is used
Business processes
are not tied together
Cop
More resources
dedicated
Audits projects for
compliance
Define and report on
project KPI’s &
performance
More complex
solution that requires
use to pass audit
Stage gate driven
processes
Enforced use to drive
measured activities
Co-op
PMO provides project
managers or runs
with business
Single “department”
through which all
projects are run
Portfolio standards,
KPI’s & performance
Consistent processes
and policy, enterprise
compliance
Pre-populated
templates, consist
stakeholders
Multiple levels of
reporting and
standards
People = Users, Groups and Security
System
System
Program Manager
Owner
Contractor A
Subcontractor B
Subcontractor A
Contractor C
Project Manager B Project Manager A
Su
bco
ntr
acto
r C
on
trac
tor
Pro
ject
Sta
ff
Ow
ner
Owner’s systems
Subcontractor A
System
Manual Data
Entry
($$,errors)
SMALL PROJECT LARGE PROJECT
Process does not equal workflow
Medium Public Transportation Agency (County)
• People: Internal and External staff not restructured, just participated in large program. Mix of consultants and contractors on one team.
• Process: All processes built into Unifier and help files, no additional process discussion, robust workflow based on pre-existing processes changed over 5 year course
• Tools: P6, Unifier, BIM
■ Benefits: Full program collaboration across all major stakeholders, Passed 3 audits by giving logins
Mid-Stream Energy Organization
• People: Centralized Project Controls Office under corporate, Divisions that managed Capital and O&M projects. Multiple states/regions for delivery/assets
• Process: Robust training manual that explained “why” and change management close to roll out (three years to create), Full lifecycle for Capital, Business Case for Operations. Reporting through data warehouse, compliance with NERC/FERC and all internal processes
• Tools: Unifier, P6, Maximo, PowerPlant
■ Benefit: Five year capital and O&M spend across regions, justification for rate increases
Global Airline’s CRE Group
• People: Centralized Large Project Office in process of being established. Light numbers in core PM staff. Contractors used for Programs.
• Process: Development of process manual that is tool agnostic, high level and easy to read, understand.
• Tools: Unifier, Excel
■ Benefit: Further consistency in project delivery. Centralized portfolio reporting in process of being automated.
Global Energy Joint Venture
• People: Joint venture for major program, mixed stakeholders with distinct needs
• Process: Compromise of processes, need to output data in two different ways to work with two separate company systems, emphasis on cost controls
• Tools: Unifier
■ Benefit: Clear understanding of JV costs, both companies pursuing Unifier separately
Large Real Estate Organization
• People: Corporate Real Estate with lease, work order management as “customers” to the corporate function. Helped large projects with project management services.
• Process: Breakdown per region, lease space. Focus on project roles, space, lease and small projects. Moved towards one template for project management.
• Tools: Unifier
■ Benefit: Moved manual processes online for auditing and better understanding
Why would you fail?
■ Lack of executive support
■ Become policeman & auditors
■ Overburden staff with process and documentation
■ No demand management or resource management
■ Benefits capture is not done
Why will you succeed?
■ Run a PMO implementation like a project
■ People drive successful projects
■ Value driven purpose
■ Crawl, walk, run
■ “No process for process sake”
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