Pmo Webinar Gerard Hill Adapted

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ITMPI005

HILL CONSULTING GROUP

Webinar:

The Project Management Office:A Business Solution

November 5, 200711:00 am – 12:30 pm

Please note: The audio portion of this webinar is only accessible through the telephone dial-in number that you received in your registration confirmation email.

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Gerard M. HillPrincipal

Hill Consulting [email protected]

Michael MilutisDirector of Marketing

Computer Aid, Inc. (CAI)[email protected]

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About Hill Consulting GroupGerard M. Hill is Principal of the Hill Consulting Group and author of The Complete Project Management Office Handbook, 2nd Edition (752pp, August 2007, Auerbach Publications).

The Hill Consulting Group delivers strategic solutions to help clients achieve business results in the project management environment. It captures and builds on the extensive consulting backgrounds of its Principal and other affiliated professionals, using tried and tested technical concepts that have been applied to client engagements throughout the world in commercial and government venues, and spanning work from small businesses to Fortune 100 companies.

The Hill Consulting Group helps client organizations to gain and sustain a competitive edge through development and implementation of total-practice project management, to include complete and comprehensive coverage in the following practice areas:

• Project Management Methodologies• Project Management Office (PMO)• Project Portfolio Management• Project Planning and Facilitation• Project Management Organizational Assessments

Examine the new matrix-based ProjectPRISM™ Methodology at www.HillConsultingGroup.com

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• CAI is a global IT outsourcing firm currently managing active engagements with over 100 Fortune 1,000 companies and government agencies around the world.

• CAI is a leader in IT Best Practices for legacy support and new development application management.

• CAI’s focus is directed toward practical implementations that track and measure the right activities in software activity management

• CAI consistently promises and delivers double digit productivity in its outsourcing and consulting engagements.

• CAI makes all of this possible through the use of:

• Standard processes

• Management by metrics

• SLA compliance management

• Detailed cost, resource, and time tracking

• Capacity management

• Standard estimation

• A unique, metrics based methodology along with a proprietary, real time data repository and management system (TRACER®).

About Computer Aid, Inc. (CAI)

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ITMPI005


The Project Management Office:A Business Solution

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Work Efforts in the Project Management Environment• Project

A temporary endeavor undertaken to create a unique product, service, or result. *

• ProgramA group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. *

• PortfolioA collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. *

* Definitions are from the Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK®); PMBOK® is a registered trademark of the Project Management Institute.

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INTERNAL

EXTERNAL

PMOPMO

ProjectEnvironment

BusinessEnvironment

PROJECT TEAM

(Technical Staff)

PMOSupport Staff

PROJECT MANAGER

PROJECT EXECUTIVEProject Sponsor

CUSTOMERCUSTOMERBUSINESS UNITSBUSINESS UNITS

VENDORS, SUPPLIERS & CONTRACTORS

REGULATORY & GOVERNMENT AGENCIES

EXECUTIVE CONTROL BOARDS

TECHNICAL STEERING COMMITTEES

Business Managers& Support Staff

Technical Managers& Support Staff

Customer BusinessManagers & Staff

Customer ProjectManagers & Teams

The Project Management Environment

Copyright © Hill Consulting Group, 2007

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• Centralize project oversight, control, and support

• Reduce project disarray and promote greater project success

• Improve project and business integration

• Collaborate project management across technical and business disciplines

• Access and apply project management expertise

• Achieve strategic business objectives

Reasons for Establishing A PMO


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• OversightKnowing and reporting what’s going on in order to facilitate collaborative project and business decisions

• ControlIntervening to ensure:– Established standards and preferred practices are followed– Problems are identified and corrective actions are taken– Project and business objectives are achieved

• SupportHelping project managers and their teams to succeed in achieving project fulfillment and project management objectives

Roles of the Project Management Office


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STRATEGIC ALIGNMENTSTRATEGIC ALIGNMENT

BUSINESS INTEGRATIONBUSINESS INTEGRATION

PROCESS SUPPORTPROCESS SUPPORT

PROCESS CONTROLPROCESS CONTROL

PROJECT OVERSIGHTPROJECT OVERSIGHT

Stage 3STANDARD PMO

Establish capability and infrastructure to support and govern a cohesive project environment

Stage 2BASIC PMO

Provide a standard and repeatable PM methodology for use across all projects

Stage 1PROJECT OFFICE

Achieve project deliverables and objectives for cost, schedule and resource utilization

Stage 4ADVANCED PMO

Apply an integrated and comprehensive project management capability to achieve business objectives

Stage 5CENTER OF

EXCELLENCE

Manage continuous improvement and cross-department collaboration to achieve strategic business goals

1 Project 1 Project Manager

Multiple Projects Multiple PMs Program Manager Part Time PMO

Support Staff

Multiple Projects Multiple PMs Program Managers Director/Senior

Program Manager Full Time and Part

Time PMO Staff

Multiple Projects Multiple PMs Program Managers PMO Director Dedicated PMO

Technical and Support Staff

Multiple Programs Vice President or

Director of Project Management

Dedicated PMO Technical Staff

Enterprise-wide Support Staff

The PMO Competency Continuum


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People in the Project Management Office


• PMO Staff - Business– PMO Manager/Director– Program Manager– Project Manager– Project Administrator– Project Scheduler– Contract Administrator– Proposal Manager– Financial Analyst– Project Estimator– Resource Manager– Legal Advisor

• PMO Staff - Technical(Project Team Members)

– Engineers, Scientists and Technicians

– Project Laborers– Administrative Staff– Contractors/Vendors

• PMO Staff - Oversight– Project Executives– Project Control Boards– Project Mentors & Auditors

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PRACTICE

MANAGEMENT

INFRASTRUCTURE

MANAGEMENT

RESOURCE

INTEGRATION

TECHNICAL

SUPPORT

PROJECT MANAGEMENT METHODOLOGY

PROJECT TOOLS

STANDARDS AND METRICS

KNOWLEDGE MANAGEMENT

PROJECT GOVERNANCE

ASSESSMENT

ORGANIZATION AND STRUCTURE

FACILITIES AND EQUIPMENT

RESOURCE MANAGEMENT

TRAINING AND EDUCATION

CAREER DEVELOPMENT

TEAM DEVELOPMENT

PROJECT MENTORING

PROJECT PLANNING

PROJECT AUDITING

PROJECT RECOVERY

PORTFOLIO MANAGEMENT

CUSTOMER RELATIONSHIP MANAGEMENT

VENDOR RELATIONSHIP MANAGEMENT

BUSINESS PERFORMANCE

BUSINESS

ALIGNMENT

20 Project Management Office Functions


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PROJECT MANAGEMENT METHODOLOGY

PROJECT MANAGEMENT TOOLS

STANDARDS AND METRICS

PROJECT KNOWLEDGE MANAGEMENT

Methodology Set-Up and Current Practices Examination—Life Cycle Solution—Methodology Implementation—Methodology Management—Technical and Business Process Integration

PM Tool Evaluation and Selection—PM Tool Implementation—PM Tool Management

Project Standards Management—Project Metrics Deployment—Project Benchmarking

PM Information System Set-Up—Project Reporting and Document Management—Project Library and Archives Management—Knowledge Space Set-Up and Management

PMO Functions – Practice Management


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PROJECT GOVERNANCE

ASSESSMENT

ORGANIZATION & STRUCTURE

FACILITIES AND EQUIPMENT SUPPORT

PM Policy Formulation—Executive Control Boards—Technical Steering Committees—PMO Charter—Project Manager Authority—Project Classification

Individual Project Management Competency—Organizational Project Management Capability—Enterprise Project Management Maturity

PMO Structure Management—Project Structure Management—Stakeholder Participation Management

PM Information System Set-Up—Project Reporting and Document Management—Project Library and Archives Management—Knowledge Space Set-Up and Management

PMO Functions – Infrastructure Management


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RESOURCE MANAGEMENT

TRAINING AND EDUCATION

CAREER DEVELOPMENT

TEAM DEVELOPMENT

Resource Acquisition—Resource Assignment—Resource Deployment—Resource Performance Management—Resource Assignment Closeout

Training Program Set-Up—Training Program Development and Management—Training Program Evaluation

Project Professional Career Path Development—Career Planning—Professional Certification

Leadership Development—Project Team Formation Support—Team Building Support—Project Team Performance Management and Evaluation

PMO Functions – Resource Integration


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MENTORING

PROJECT PLANNING

PROJECT AUDITING

PROJECT RECOVERY

Mentoring Program Set-Up—Mentor Qualification—Mentoring Program Management

Project Planning Capability—Project Work Plan Facilitation—Project Plans Guidance and Administration

Audit Program Set-Up—Auditor Qualification—Audit Process Development—Audit Management

Project Recovery Program Set-Up—Recovery Action Development—Recovery Management

PMO Functions – Technical Support


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PROJECT PORTFOLIO MANAGEMENT

CUSTOMER RELATIONSHIP MANAGEMENT

VENDOR RELATIONSHIP MANAGEMENT

BUSINESS PERFORMANCE MANAGEMENT

Project Portfolio Management Set-Up—Project Selection—Project Integration in Portfolio—Project & Portfolio Reviews—Portfolio Attrition

Customer Relationship Management—Customer Contracts Management—Customer Satisfaction Management

Vendor Relationship Management—Vendor Acquisition Management—Vendor Performance Management

Integrated Business Solutions—Business Collaboration—PMO Business Fulfillment

PMO Functions – Business Alignment


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PMO Implementation Prerequisite Work


PreliminaryPMO Charter

Business Needs

Determination

Organization Culture

Evaluation

Determine PMO

Functionality

Plan PMO Implementation

PMOResource

Requirements

Current Practices

Assessment

PMOStructure and

Alignment

StakeholderAnalysis

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GERARD M. HILL The Complete Project Management Office HandbookSecond Edition – Auerbach Publications, 2007 (752pp)


Highlights

5 Stages of PMO Development THE COMPETENCY CONTINUUM

20 PMO Functions in 5 Functional Areas PRACTICE MANAGEMENT INFRASTRUCTURE MANAGEMENT RESOURCE INTEGRATION TECHNICAL SUPPORT BUSINESS ALIGNMENT

Project Management Guidance for Business

Postscripts for the Smaller PMO

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HILL CONSULTING GROUP ProjectPRISM™ Project Management MethodologyVersion 2.1 – April 2008


Highlights Process Guide – Complete and comprehensive

project life cycle coverage (Matrix-based solution)

Process Toolkit – A toolset to perform each prescribed process step (96 valuable tools)

Practice Guide – Technical practice and concept guidance to help users succeed (~300 pages)

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Questions?

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CAI Sponsors

The IT Metrics & Productivity

Institute:

• Clearinghouse repository of best practices:

WWW.ITMPI.ORG

• Weekly educational newsletter:

WWW.ITMPI.ORG / SUBSCRIBE

• Weekly webinars hosted by industry leaders:

WWW.ITMPI.ORG / WEBINARS

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Software Best Practices Conferences Around the World

WWW.ITMPI.ORG / EVENTS

Mar. 4 Tampa, FL

Mar. 11 Pittsburgh, PA

Mar. 27 Orlando, FL

Apr. 3 Toronto, ON

Apr. 8 Princeton, NJ

Apr. 10 Washington, DC

Apr. 15 Detroit, MI

Apr. 24 Albany, NY

May 6 Olympia, WA

May 15 Rochester, NY

May 20 New York, NY

May 22 Philadelphia, PA

June 3 San Antonio, TX

Spring 2008 Dates and Locations

Sept. 9 Jacksonville, FL

Sept. 25 London, UK

Oct. 2 Toronto, ON

Oct. 7 Albany, NY

Oct. 14 Cleveland, OH

Oct. 16 Detroit, MI

Oct. 21 Chicago, IL

Oct. 23 Milwaukee, WI

Oct. 28 Washington, DC

Oct. 30 New York, NY

Nov. 4 Annapolis, MD

Nov. 6 Philadelphia, PA

Nov. 13 Baton Rouge, LA

Nov. 20 Ft. Lauderdale, FL

Fall 2008 Dates and Locations

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Gerard M. HillPrincipal

Hill Consulting [email protected]

Michael MilutisDirector of Marketing

Computer Aid, Inc. (CAI)[email protected]

Pmo Webinar Gerard Hill Adapted

Business

Transcript of Pmo Webinar Gerard Hill Adapted