LR 1

PMOStrategic Model & Concepts( A XXI Century Overview )

Leonardo ReyesStrategic PMO.PMP® ITIL® Cloud Computing® Digital Transformation® IoT® BPM® Scrum® DevOps® & MBM in Continuous Evolutionhttps://es.linkedin.com/in/leonardoreyestorres@leoreyes71

September 2016

LR 2

1. Project Management Office & Governance Overview

2. Risk, Issue & Scope Management Plan Overview

3. Schedule Management Plan Overview

4. Resource Management Plan Overview

5. Performance Management Plan Overview

6. Supplier/3P Management Plan Overview

7. Quality Management Plan Overview

8. Financial Management Plan Overview

9. Communication Management Plan Overview

10. Document Management Overview

PMO General Concepts OverviewPresentation Model Proposal

Business Strategy Alignment

Professional/Organizational Development

ResourceManagement

Collaboration &Knowledge Mgmt

Project/Program Visibility and Coordination:Issues, Risks, Schedule, Costs, Quality…

IT Governance Enterprise/CorporateMethodology & Process Consistency

PMO_Business Unit / Country (Methodology & process consistency)

1. Plan 2. Implement 3. Manage

1. Project Management Office & Governance Identify Core Services Needed to Achieve Goal

LR3

LR 4

1. Project Management Office & Governance Roadmap

1. Plan 2. Implement 3. Manage

1. Purpose & Goals

2. Scope & Maturity

3. Service Offering

4. Service Metrics

5. Business Processes

6. Governance, Stakeholders & Team Structure

7. Timeline/Milestones

8. Charter Document (summary of above)

1. Job Descriptions & Hiring

2. Project Portfolio Inventory & Analysis

3. Methodology and Standards Definition

4. Skills Assessment and Development

5. PPM System Plan

1. Project Reviews

2. Project Management and Monitoring

3. Working with Governance

4. Re-Validation with Senior Leadership

5. Maturity Assessment and Development

LR 5

1. Project Management Office & Governance Functions, Roles & Definitions

1. Plan 2. Implement 3. Manage

1. PMO Purpose & Goals• Concise statement of purpose and goals

2. PMO Scope and Focus• Definition of the scope and focus of the

PMO and target maturity level if applicable

3. Service Offering & Metrics• Definition of service offerings (aligned with

PMO scope and target maturity)• Service success criteria and metrics• High-level timeline of key service delivery

milestones

4. PMO Processes

• Description of how the PMO processes will be managed and delivered

5. PMO Organization Structure

• Description of organization structure and communications flow

• List of key personnel including PMO Sponsor(s) and stakeholders

6. PMO Authority• Statement of PMO authority• List of sponsor and key stakeholder

signatories and/or charter approvers

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2. Scope, Risk & Issue Management Define PMO Business Processes & Maturity

1. Plan 2. Implement 3. Manage

Portfolio/Program Mgmt

Coordination of business and IT projects, program/portfolio planning, change/risk mgmt, coordination of project delivery and results measurement

Project Mgmt PM training, mentoring, coaching; budgets, scheduling, resources deliverables, scope, risks and metrics.

1 Reactive 2 Repeatable 3 Pro-active 4 Measured 5 Continuously Improved

Potential Service Example Scope, Focus Target Delivery Mechanism

Business Strategy Alignment • Alignments to corporate strategies • PPM system delivers strategy alignment functionality using listings, reports, and dashboards

Methodology and process consistency

• Focus is on standards and methodologies for • project execution, risk identification, issue

resolution• Methodology expertise and knowledge transfer delivered via

training services

• Consistent delivery enforced by PPM system

Collaboration and knowledge management

• Best practice projects, tools and templates• Globally accessible web-based knowledge base leveraging PPM

system document repository

Resource management• Resource management will initially focus on

resource assignment visibility and basic resource utilization

• Core function of PPM software solution

LR 7

Organization Maturity

Level

* Example current starting point and goals

3. Schedule Management Define PMO Scope & Target Maturity

Portfolio/Program

Mgmt

Project Mgmt

1 Reactive 2 Repeatable 3 Pro-active 4 Measured5 Continuously Improved

Methods undocumented;Delivery, budgets, schedules uncontrolled

Processes not consistently used, projects regularly exceed budgets, schedule

Commitment to documented standardized PM and delivery process company-wide

KPIs specified and monitored regularly, predictable and controlled delivery.

Extend processes to external entities, state-of-the art collaboration.

Next Level When

Methodology defined for project tracking scheduling, time, tracking, resource assignments, project oversight, support

Automated project budgeting; risk, issue, requirements tracking; resource management

Automation of other functions such as financial management, business process modeling

An Innovative process improvement culture is evident

N/A

Initial Point*

Measurable timeline

1. Plan 2. Implement 3. Manage

Goal 1 Goal “N” +1

Goal “N” +1

Final Objective

Goal “N” +1

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3. Schedule Management Scope - Create Timeline and Identify Key Milestones

Charter

Initial Staff On-board

Project Inventory & Analysis

Methodology, PPM Solution,Skills Assessment

Project Reviews and Reporting

Revalidation with senior leadership

Implement

TIMELINE

Plan

Manage

1. Plan 2. Implement 3. Manage

LR 9

Identify direct reporting relationship and dotted-line sponsors/champions (i.e. PMO customers)

Define organizational structure and responsibilities

Solicit and track stakeholder agreement

4. Resource Management Team & Reporting Structure

IT Governance Enterprise/CorporateMethodology & Process Consistency

Business Strategy Alignment

Enterprise/Corporate PMO Cross Entity / CIO / CTO

PMO Director Business Unit / CIO / CTO

PMO Mgr. Infrastructure

PMO Mgr. Comms

PMO Mgr.Apps

Supplier/3Ps Program

Managers

Supplier/3Ps Project Managers

Supplier/3Ps Program

Managers

Supplier/3Ps Project Managers

PMO Mgr. Desktops

3Ps Program Managers

3Ps Program Managers

Inform/Report/Consult

Manage/Consult

Report/Manage/Consult

Business Strategy Alignment

1. Plan 2. Implement 3. Manage

PMO Analyst.1

PMO Analyst..N

PMO Analyst.2

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4. Resource Management Roles/Job Descriptions

PMO Director

Job Description: Sets strategic direction. Defines, manages to and reports KPIs. Creates and maintains tool, templates, best-practice and methodology documentation.

PM Manager/Support

Job Description: Manages the PM resources and provides PM coaching and mentoring. May serve as PM resource for strategic projects. Tracks organization-wide resource capacity and utilization recommending optimal allocation.

PMO Analyst

Job Description: Maintains PMO dashboard and reports. Assists project teams with reporting and tracking. Provides systems support and administration (project inventory database, knowledge repository, collaboration platform, etc.).

A simple statement of purpose and goals should serve as a guide for the PMO team and as a core communications platform to stakeholders. Potential goals include:

Better alignment of project activity and business strategy and investments

Implement a more consistent project management process and methodology

Facilitate better collaboration and knowledge and best-practice sharing

Ensure resource pool is trained and competent to meet evolving IT and business needs

Better manage resource utilization and capacity

Provide executive visibility to project, program and portfolio-level status, issues, risks, costs, etc.

1. Plan 2. Implement 3. Manage

LR 11Establish a Project Monitoring and Management Model

Qualify/ QuantifyResolve/ Mitigate

Reporting• Issues• Risks• Costs• Resources

• Quality• Time• Change

Communicate/ Escalate

Monitor/ Detect

5. Performance Management Plan Monitoring and Management Model

Executive_Steering_Committee

Operations_Steering_Committee

1. Plan 2. Implement 3. Manage

PMO_Management_Committee

LR 12

For every active and proposed project, the PMO should gather:

Actions: Evaluate and select a PPM

system in consultation with stakeholders

Portfolio Dashboard with Project Health/Status

Easy integration with installed systems

Integrated knowledge base for best practices, tools and docs

Portfolio Alignment

Rollups and Variances

Project Name, Description and Scope Alignment (BU, program, portfolio, strategy, etc.) Project Type Project Personnel (PM, project sponsor, project team) Requestor and Internal Priority Dates Financials (budget, costs, ROI, approved changes) Outstanding Issues

Analyze project inventory to: Understand potential issues and opportunities that exist right

now

Generate baseline metrics for future trend & comparative analytics

5. Performance Management Plan Monitoring and Management Model

1. Plan 2. Implement 3. Manage

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6. Supplier/3P Management Monitoring & suppliers performance issues

Conduct periodic project and program reviews that focus on: For Projects

Consistent project planning, delivery and reporting Ensuring the project is focused on scope and objectives Task assignment and reporting process and results Issues and changes Project communication effectiveness

For programs Master schedule and rollup of issues/costs Project dependencies being met and reported

For both: Assess team skills and offer training as needed

Conduct periodic project and program reviews that focus on:

For Projects Consistent project planning, delivery and reporting Ensuring the project is focused on scope and objectives Task assignment and reporting process and results Issues and changes Project communication effectiveness

For programs Master schedule and rollup of issues/costs Project dependencies being met and reported

For both: Assess team skills and offer training as needed

1. Plan 2. Implement 3. Manage

LR 14

Maturity Level Key Process Area Concentrations

Strategic Focus

Effective Span Next Phase when…

5Integrated

• Value, Procurement, Outsourcing, and Contract Management

• Business Continuity Planning • PM Center of Excellence

Integration with Business

Enterprise / Industry – Strategy Execution

A whole new paradigm for Enterprise PPM and governance is invented.

4Managed

• Program Process, Supplier/3P, Project Integration, and Staff Performance Management

• PM Career Path• Best practices dissemination• Enterprise-wide resource planning/mgmt

Dynamic Micro-Level Change, Continuous improvement

Multiple SBUs – Strategic Alignment

Project success is the norm and little PMO resource goes to crisis management. PMO established as focal point for optimizing project execution performance enterprise-wide

3Defined

• PM Methodology • Skills, Risk, Staff/Environment Resource,

Change, Conflict/Issue Management• PM Training and Consulting• Knowledge Management

Static Macro-Level Change

Multiple Programs or Portfolios

PMO viewed as an important link between IT project/program delivery and the business. PMO takes lead in objective setting and performance monitoring.

2Stable

• Planning, Tracking, Estimating, Risk Identification, Schedule, Scope, Budget/Cost, and Progress Reporting Skills

Stabilize Performance, Standardize processes

Multiple Projects (Portfolio or Program)

PMO now viewed as Program or Portfolio Management Office

1Initial

• Basic tools/techniques, methodologies, services, roles, standards established (underlying disciplines may not be understood or consistently followed)

Success Stories, Low-hanging fruit

Individual Projects

Start to see initial “pull” for PMO services and info.

7. Quality Management Mature of the PMO

1. Plan 2. Implement 3. Manage

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8. Financial Management Monitoring & suppliers performance issues

Tracking actual spend and forecasting future costs while navigating a company’s internal billing and reconciliation procedures can often be a full time role within the PMO. Reporting cost variances and adjusting program forecasts based on change control is a critical function for fiscal success.

Provide a financial overview of the organization’s project portfolio Coordinate financial forecasts from individual project managers Identify variances

1. Plan 2. Implement 3. Manage

LR 16

9. Communications Project Management Office Plan Management Committees

Committees Functions & Responsabilities TSB Attendees BS Attendees Frequency

Executive Steering

Committee

Management board responsible for monitoring the overall progress and performance of the BS_TSB Data Migration Programme

Reviews the issues/risks before escalating to the next level of BS_TSB Executive Programme Leadership

Monthly or upon request

by a Relationship

Manager

Operating Committee

Management Board responsible for Projects review

Reviews the issues/risks before escalating to the next level of Data Migration Executive Management

Monthly, or upon request

by a Relationship

Manager

PMOManagementCommittee

Responsible for the weekly review of the Project managed with PMO_TS_BS activities.

Reviews the issues/risks before escalating to the next level of Management.

Monthly(External)

Weekly (Internal)

PMO_PMManagement

Committee(Business Unit)

Responsible for the weekly review of the Project managed with Supplier/3Ps & 3Ps and for the operational planning of the future activities.

Reviews the issues/risks before escalating to the PMO.

Weekly and/or Biweekly,

(External)

1. Plan 2. Implement 3. Manage

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9. Communications Project Management Office Plan Management Committees Contacts List

Committees Scope Attendees Frequency

Supplier/3P “A”PgM / PMO / Chair:

Detail of projects & initiatives, enhancements and incidents. Budget, Time, Risks, Issues, Quality, Planning, Resources status review. Weekly/Monthly

Supplier/3P “B PgM / PMO / Chair:

Detail of projects & initiatives, enhancements and incidents. Budget, Time, Risks, Issues, Quality, Planning, Resources status review. Weekly/Monthly

Supplier/3P “N” PgM / PMO / Chair:

Detail of projects & initiatives, enhancements and incidents. Budget, Time, Risks, Issues, Quality, Planning, Resources status review. Weekly/Monthly

Operations Committee Chair:

initiaives projects and enhancements and incidents review. Budget, Time, Risks, Quality, Planning status review. BI-Weekly

Internal

PMO Committee Chair: initiaives projects and enhancements review. Budget, Time, Risks, Quality, Planning status review.

BI-Weekly Internal

PMO Committee Chair: initiaives projects and enhancements review. Budget, Time, Risks, Issues, Quality, Planning, Resources status review.

Monthly External

Operations Committee Chair:

initiaives projects and enhancements and incidents review. Budget, Time, Risks, Issues, Quality, Planning, Resources status review.

Monthly External

Executive Committee Chair:

Business initiatives projects review. Budget, Risks, Quality, Planning status review. Monthly

1. Plan 2. Implement 3. Manage

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10. Document Project Management Office Plan Resources and Collaborative Work

1. Plan 2. Implement 3. Manage

Enterprise-wide Portfolio and Resource Management

PMO_PPM (Jira, Clarity, MPS, etc … )

Document repository standards, rules &

methodology

Document configuration

management audits (internal/external)

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References & Links:

www.projectsatwork.com1. The PMO: Form and Function. Andrew Makar_IT Program Manager - May 17, 2007. http://www.projectsatwork.com/content/articles/236525.cfm2. A PMO In Action. Andrew Makar_IT Program Manager - May 17, 2007 http://www.projectsatwork.com/content/Articles/236758.cfm3. The Project Management Office: A Component Approach for Implementing a PMO. Bradford Neavear - February 27, 2012. http://www.projectmanagement.com/articles/283603/The-Project-Management-Office--A-Component-Approach-for-Implementing-a-PMO

www.projectmanagement.com1. Communication-Plan. http://www.projectmanagement.com/deliverables/1945/Communication-Plan2. Project Management Roles and Responsibilities. http://www.projectmanagement.com/deliverables/6042/Project-Management-Roles-and-Responsibilities

www.pmi.org1. Strategic PMOs Play A Vital Role In Driving Business Outcomes. Forrester Consulting - November 2013. http://www.pmi.org/learning/thought-leadership/series/pmo/strategic-driving-business-outcomes2. Why good strategies fail: Lessons for the C-Suite. The Economist - November 2013. http://www.pmi.org/learning/thought-leadership/series/pmo/c-suite-failing-strategiy-lessons3. The Impact of PMOs on Strategy Implementation - November 2013. http://www.pmi.org/learning/thought-leadership/pulse/impact-pmo-strategy-in-depth

Other references1. Setting up a PMO. Hussain Bandukwala - May 20142. How to make your PMO tool implementation successful and deliver real business value. Sciforma 3. Webinar: Making the PMO a Value Center. Innotas by Planview – July 2016. www.innotas.com/resources4. 1. How to Plan, Implement and Manage a World-Class PMO

PMOStrategic Model & Concepts( A XXI Century Overview )

Leonardo ReyesStrategic PMO.PMP® ITIL® Cloud Computing® Digital Transformation® IoT® BPM® Scrum® DevOps® & MBM in Continuous Evolutionhttps://es.linkedin.com/in/leonardoreyestorres@leoreyes71

September 2016