The New Programme Management Office (PMO) - Deloitte - Muchemi
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Transcript of The New Programme Management Office (PMO) - Deloitte - Muchemi
The new Programme Management Office (PMO)Into the detail
Presentation by Muchemi Wambugu
April 2011
© 2011 Deloitte & Touche2
Background
The Facts
• Projects happen in two ways:
a) Planned and then executed or
b) Executed, stopped, planned, and then executed.
• Tasks progress quickly until they become 90 percent complete and then remain at 90 percent forever.
• Initial planning is the most vital part of a project. The review of most failed projects indicates the disasters were well planned to happen from the start.
• The most valuable and least used word in a project manager's vocabulary is "NO".
• Wrong decisions made early can be recovered from. Right decisions made late cannot correct them.
Murphy is alive and well - and working on your project.
Programme Management Office
© 2011 Deloitte & Touche3 Programme Management Office
Programme Management Office (PMO) Challenges
Technology Based
People Based
Process Based
© 2011 Deloitte & Touche4 Programme Management Office
What we are trying to avoid
© 2011 Deloitte & Touche5 Programme Management Office
Results Management Office (RMO):The New PMO
Key Components
• Aligning program/organization objectives: Key to contribution
‒Engages stakeholders
‒Develops a vision to align to organizations objectives
• Enterprise Domain Knowledge: Key to integration
‒Delivering using the right resources at the enterprise level
• Organization readiness: Key to adoption
‒Change management; Stakeholder expectations
‒Sponsorship and Communications
• Enhanced PMO: Key to effective management
‒Focus on results rather than cost schedule and scope
‒Coordination of multiple projects
© 2011 Deloitte & Touche6 Programme Management Office
Difference between RMO and PMO
Traditional PMOResults Management Office
Why is RMO different?
Reactive Anticipatory and proactive Balances the role of traditional Program Management processes with a broader, flexible view to better plan for and respond to change
Primarily project management
Domain authority goes beyond project management
Links program objectives and technical execution by incorporating strategy, people, process, technology in business and technical decisions
Costs and milestone focused
Value and Results-focused Manages and monitors business benefits at all stages of the program
Output-focused Outcome-focused Focuses on the strategic results, going far beyond tracking, monitoring and reporting outputs
Administrative Strategic and Agile Monitors the operating environment continuously to increase agency speed and agility
© 2011 Deloitte & Touche7 Programme Management Office
How it works
Results
© 2011 Deloitte & Touche8
What we are trying to avoid
Programme Management Office
Appendices
9 Programme Management Office
© 2011 Deloitte & Touche10 Programme Management Office
How it works
© 2011 Deloitte & Touche11 Programme Management Office
How it works
© 2011 Deloitte & Touche12 Programme Management Office
How it works
© 2011 Deloitte & Touche13 Programme Management Office
How it works
© 2011Deloitte & Touche.
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.