The Role of the PMO in Enhancing The Role of the PMO in Enhancing The Role of the PMO in Enhancing The Role of the PMO in Enhancing

Organizational QualityOrganizational QualityOrganizational QualityOrganizational Quality

Sunday 27/12/2015

Saudi German Hospital, Jeddah

Saudi Quality Council (SQC)

By

Eng. Saadi Adra, PhDc, OPM3

Professional, PMP, PgMP, PfMP, RMP, SP,

EVP

CEO, Advisors SAL

OutlineOutlineOutlineOutline

I.I.I.I. Some Some Some Some PMO Factors for PMO Factors for PMO Factors for PMO Factors for PMO Success PMO Success PMO Success PMO Success / / / / FailureFailureFailureFailure

II.II.II.II. Understanding Understanding Understanding Understanding the Contextual the Contextual the Contextual the Contextual ConstraintsConstraintsConstraintsConstraints

III.III.III.III. Aiming Aiming Aiming Aiming for the Strategic for the Strategic for the Strategic for the Strategic ObjectivesObjectivesObjectivesObjectives

IV.IV.IV.IV. Case Study: PMO for Managing QualityCase Study: PMO for Managing QualityCase Study: PMO for Managing QualityCase Study: PMO for Managing Quality

Part I: Some Some Some Some PMO Factors for PMO PMO Factors for PMO PMO Factors for PMO PMO Factors for PMO

Success / Success / Success / Success / FailureFailureFailureFailure

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Year 1 Year 2 Year 4

PMO Failure

PMO Success

Can PMO failure be Prevented?Can PMO failure be Prevented?Can PMO failure be Prevented?Can PMO failure be Prevented?

1.1.1.1. LackLackLackLack ofofofof executiveexecutiveexecutiveexecutive supportsupportsupportsupport

2.2.2.2. IneffectiveIneffectiveIneffectiveIneffective andandandand overoveroverover----burdensomeburdensomeburdensomeburdensome

projectprojectprojectproject managementmanagementmanagementmanagement methodologiesmethodologiesmethodologiesmethodologies

3.3.3.3. PMOPMOPMOPMO viewedviewedviewedviewed asasasas templatetemplatetemplatetemplate policepolicepolicepolice

ratherratherratherrather thanthanthanthan helpfulhelpfulhelpfulhelpful totototo businessbusinessbusinessbusiness

4.4.4.4. PMOPMOPMOPMO doesdoesdoesdoes notnotnotnot havehavehavehave enoughenoughenoughenough

decisiondecisiondecisiondecision makingmakingmakingmaking authorityauthorityauthorityauthority totototo ensureensureensureensure

successsuccesssuccesssuccess

5.5.5.5. ValueValueValueValue ofofofof thethethethe PMOPMOPMOPMO notnotnotnot understoodunderstoodunderstoodunderstood

Lack of executive supportLack of executive supportLack of executive supportLack of executive support

Business Business Business Business AcumenAcumenAcumenAcumen

LeadershipLeadershipLeadershipLeadershipTechnical

Project

Management

TimeTimeTimeTime

CostCostCostCost

Technical Technical Technical Technical Project Project Project Project

ManagementManagementManagementManagement

ScopeScopeScopeScope

Ineffective and overIneffective and overIneffective and overIneffective and over----

burdensome project burdensome project burdensome project burdensome project

management methodologiesmanagement methodologiesmanagement methodologiesmanagement methodologies

PMO viewed as template police rather than PMO viewed as template police rather than PMO viewed as template police rather than PMO viewed as template police rather than

helpful to businesshelpful to businesshelpful to businesshelpful to business

I’m convinced that if the rate of change inside the

organization is less than the rate of change outside, theend is in sight. The only question is the timing of theend.

Jack Welch

PMO does not have enough decision PMO does not have enough decision PMO does not have enough decision PMO does not have enough decision

making authority to ensure success making authority to ensure success making authority to ensure success making authority to ensure success

Governance Governance Governance Governance / Accountability / Authority / Delegation / Responsibility/ Accountability / Authority / Delegation / Responsibility/ Accountability / Authority / Delegation / Responsibility/ Accountability / Authority / Delegation / Responsibility

Value of the PMO not understoodValue of the PMO not understoodValue of the PMO not understoodValue of the PMO not understood

• IsIsIsIs thethethethe PMOPMOPMOPMO staticstaticstaticstatic orororor dynamicdynamicdynamicdynamic inininin nature?nature?nature?nature? DoesDoesDoesDoes thethethethe PMOPMOPMOPMO havehavehavehave aaaa

permanentpermanentpermanentpermanent organizationorganizationorganizationorganization orororor temporarytemporarytemporarytemporary organization?organization?organization?organization?

• WhatWhatWhatWhat isisisis thethethethe PMOPMOPMOPMO MandateMandateMandateMandate ???? ControllingControllingControllingControlling orororor FacilitatingFacilitatingFacilitatingFacilitating ////

TransformativeTransformativeTransformativeTransformative orororor Stabilizing?Stabilizing?Stabilizing?Stabilizing?

PART IIPART IIPART IIPART II: PMO Context: PMO Context: PMO Context: PMO Context

• BackgroundBackgroundBackgroundBackground

• IndustryIndustryIndustryIndustry

• Internal Politics, Influences and PowerInternal Politics, Influences and PowerInternal Politics, Influences and PowerInternal Politics, Influences and Power

• Culture, Heritage and HistoryCulture, Heritage and HistoryCulture, Heritage and HistoryCulture, Heritage and History

• Geography and Enterprise Environmental FactorsGeography and Enterprise Environmental FactorsGeography and Enterprise Environmental FactorsGeography and Enterprise Environmental Factors

• Organizational Process AssetsOrganizational Process AssetsOrganizational Process AssetsOrganizational Process Assets

• Pains and WeaknessesPains and WeaknessesPains and WeaknessesPains and Weaknesses

BackgroundBackgroundBackgroundBackground

• OrganizationOrganizationOrganizationOrganization providesprovidesprovidesprovides publicpublicpublicpublic

servicesservicesservicesservices

• PMOPMOPMOPMO hashashashas beenbeenbeenbeen

implementedimplementedimplementedimplemented andandandand failedfailedfailedfailed inininin

samesamesamesame andandandand otherotherotherother similarsimilarsimilarsimilar

organizationsorganizationsorganizationsorganizations –––– duedueduedue totototo

mysteriousmysteriousmysteriousmysterious reasons!reasons!reasons!reasons!

• PMOPMOPMOPMO isisisis thoughtthoughtthoughtthought totototo bebebebe thethethethe

AladdinAladdinAladdinAladdin LampLampLampLamp forforforfor allallallall

projectsprojectsprojectsprojects andandandand programsprogramsprogramsprograms totototo

magicallymagicallymagicallymagically succeedsucceedsucceedsucceed withinwithinwithinwithin aaaa

month!month!month!month!

Industry / Type of WorkIndustry / Type of WorkIndustry / Type of WorkIndustry / Type of Work

• ServiceServiceServiceService / Trade / Manufacturing/ Trade / Manufacturing/ Trade / Manufacturing/ Trade / Manufacturing

• Private / Public / Government / Private / Public / Government / Private / Public / Government / Private / Public / Government /

NGONGONGONGO

• Labor Intensive versus Labor Intensive versus Labor Intensive versus Labor Intensive versus Knowledge Knowledge Knowledge Knowledge

WorkWorkWorkWork

• Competitive versus Competitive versus Competitive versus Competitive versus MonopolyMonopolyMonopolyMonopoly

• Agile versus Agile versus Agile versus Agile versus BureaucraticBureaucraticBureaucraticBureaucratic

Internal PoliticsInternal PoliticsInternal PoliticsInternal Politics

Culture, Heritage and HistoryCulture, Heritage and HistoryCulture, Heritage and HistoryCulture, Heritage and History

• Profit versus Profit versus Profit versus Profit versus Quality & Quality & Quality & Quality &

ReputationReputationReputationReputation

• TeamingTeamingTeamingTeaming----Up Versus Up Versus Up Versus Up Versus

Competitive BiddingCompetitive BiddingCompetitive BiddingCompetitive Bidding

• Collaboration Versus Collaboration Versus Collaboration Versus Collaboration Versus

Bureaucracy Bureaucracy Bureaucracy Bureaucracy

Geography and Enterprise Environmental Geography and Enterprise Environmental Geography and Enterprise Environmental Geography and Enterprise Environmental

FactorsFactorsFactorsFactors

• One LocationOne LocationOne LocationOne Location

• HeadHeadHeadHead----office and Branchoffice and Branchoffice and Branchoffice and Branch

• Multiple Locations, Multiple Locations, Multiple Locations, Multiple Locations,

Centralized OperationsCentralized OperationsCentralized OperationsCentralized Operations

• Multiple Outlets, Multiple Multiple Outlets, Multiple Multiple Outlets, Multiple Multiple Outlets, Multiple

Operations Operations Operations Operations –––– DecentralizedDecentralizedDecentralizedDecentralized

• National National National National / Regional / / Regional / / Regional / / Regional /

InternationalInternationalInternationalInternational

• Market / EconomyMarket / EconomyMarket / EconomyMarket / Economy

• Availability of ResourcesAvailability of ResourcesAvailability of ResourcesAvailability of Resources

Knowledge Management AssetsKnowledge Management AssetsKnowledge Management AssetsKnowledge Management Assets

• Lessons LearnedLessons LearnedLessons LearnedLessons Learned

• Past Project ArchivesPast Project ArchivesPast Project ArchivesPast Project Archives

• Methods / ProcessesMethods / ProcessesMethods / ProcessesMethods / Processes

• Tools & Techniques Tools & Techniques Tools & Techniques Tools & Techniques ---- PMIS / DashboardsPMIS / DashboardsPMIS / DashboardsPMIS / Dashboards

Pains and WeaknessesPains and WeaknessesPains and WeaknessesPains and Weaknesses

• Resource Management HurdlesResource Management HurdlesResource Management HurdlesResource Management Hurdles

• Lack of Visibility / Cosmetic Lack of Visibility / Cosmetic Lack of Visibility / Cosmetic Lack of Visibility / Cosmetic

Reporting Reporting Reporting Reporting

• Balancing Supply and Demand Balancing Supply and Demand Balancing Supply and Demand Balancing Supply and Demand

InvestmentsInvestmentsInvestmentsInvestments

• Weak Corporate Decision MakingWeak Corporate Decision MakingWeak Corporate Decision MakingWeak Corporate Decision Making

• Not meeting TimeNot meeting TimeNot meeting TimeNot meeting Time----Critical or Critical or Critical or Critical or

seasonal Milestonesseasonal Milestonesseasonal Milestonesseasonal Milestones

• Budget ConstraintsBudget ConstraintsBudget ConstraintsBudget Constraints

Pains and WeaknessesPains and WeaknessesPains and WeaknessesPains and Weaknesses

Part III: Aiming Aiming Aiming Aiming for the Strategic for the Strategic for the Strategic for the Strategic ObjectivesObjectivesObjectivesObjectives

and you will discover the WHAT!

19

Answer the KEY question “WHY?”

PMO StrategyPMO StrategyPMO StrategyPMO Strategy

• StrengthsStrengthsStrengthsStrengths andandandand CompetitiveCompetitiveCompetitiveCompetitive EdgesEdgesEdgesEdges

• NemawashiNemawashiNemawashiNemawashi

• AskingAskingAskingAsking thethethethe fundamentalfundamentalfundamentalfundamental questionsquestionsquestionsquestions

• DefiningDefiningDefiningDefining thethethethe PMOPMOPMOPMOMandateMandateMandateMandate

• DevelopingDevelopingDevelopingDeveloping PMOPMOPMOPMO RoadmapRoadmapRoadmapRoadmap

Strengths and Competitive EdgesStrengths and Competitive EdgesStrengths and Competitive EdgesStrengths and Competitive Edges

Strengths and Competitive EdgesStrengths and Competitive EdgesStrengths and Competitive EdgesStrengths and Competitive Edges

• IdentifyIdentifyIdentifyIdentify youryouryouryour ““““HedgehogHedgehogHedgehogHedgehog ConceptConceptConceptConcept””””

• WhatWhatWhatWhat cancancancan youryouryouryour PMOPMOPMOPMO benefitbenefitbenefitbenefit fromfromfromfrom

youryouryouryour CompetitiveCompetitiveCompetitiveCompetitive Edges?Edges?Edges?Edges?

• HowHowHowHow cancancancan youryouryouryour PMOPMOPMOPMO provideprovideprovideprovide addedaddedaddedadded

valuevaluevaluevalue totototo youryouryouryour CompetitiveCompetitiveCompetitiveCompetitive Edges?Edges?Edges?Edges?

Why the PMO?Why the PMO?Why the PMO?Why the PMO?

"Perception"Perception"Perception"Perception isisisis strongstrongstrongstrong andandandand sightsightsightsight

weakweakweakweak.... InInInIn strategy,strategy,strategy,strategy, itititit isisisis importantimportantimportantimportant totototo

seeseeseesee distantdistantdistantdistant thingsthingsthingsthings asasasas ifififif theytheytheythey werewerewerewere

closeclosecloseclose andandandand totototo taketaketaketake aaaa distanceddistanceddistanceddistanced viewviewviewview

ofofofof closeclosecloseclose thingsthingsthingsthings....““““

MiyamotoMiyamotoMiyamotoMiyamoto MusashiMusashiMusashiMusashi ((((1584158415841584----1645164516451645),),),),

legendarylegendarylegendarylegendary JapaneseJapaneseJapaneseJapanese swordsmanswordsmanswordsmanswordsman

NemawashiNemawashiNemawashiNemawashi ((((根回根回根回根回しししし))))

WHY PMO By ConsensusWHY PMO By ConsensusWHY PMO By ConsensusWHY PMO By Consensus

TheTheTheThe ToyotaToyotaToyotaToyota----WayWayWayWay:::: ManagingManagingManagingManaging withwithwithwith aaaa

longlonglonglong----viewviewviewview ratherratherratherrather thanthanthanthan forforforfor shortshortshortshort----termtermtermterm

gaingaingaingain....

NemawashiNemawashiNemawashiNemawashi encouragesencouragesencouragesencourages thoroughthoroughthoroughthorough

considerationconsiderationconsiderationconsideration ofofofof possiblepossiblepossiblepossible solutionssolutionssolutionssolutions

throughthroughthroughthrough aaaa consensusconsensusconsensusconsensus process,process,process,process, withwithwithwith

rapidrapidrapidrapid implementationimplementationimplementationimplementation ofofofof decisionsdecisionsdecisionsdecisions

onceonceonceonce reachedreachedreachedreached....

Asking the fundamental questionsAsking the fundamental questionsAsking the fundamental questionsAsking the fundamental questions

• WhyWhyWhyWhy dodododo youyouyouyou wantwantwantwant totototo setupsetupsetupsetup aaaa PMO?PMO?PMO?PMO?

• WhereWhereWhereWhere dodododo youyouyouyou wantwantwantwant totototo implementimplementimplementimplement thethethethe PMO?PMO?PMO?PMO?

• WhatWhatWhatWhat areareareare thethethethe functionalitiesfunctionalitiesfunctionalitiesfunctionalities youyouyouyou needneedneedneed youryouryouryour PMOPMOPMOPMO totototo

conclude?conclude?conclude?conclude?

• WhoWhoWhoWho areareareare thethethethe majormajormajormajor stakeholdersstakeholdersstakeholdersstakeholders forforforfor settingsettingsettingsetting upupupup thethethethe

PMO?PMO?PMO?PMO?

• WhenWhenWhenWhen dodododo youyouyouyou wantwantwantwant youryouryouryour PMOPMOPMOPMO totototo bebebebe operational?operational?operational?operational?

• HowHowHowHow dodododo youyouyouyou wantwantwantwant totototo establishestablishestablishestablish thethethethe same?same?same?same?

Why PMO? Think Outside the Box!Why PMO? Think Outside the Box!Why PMO? Think Outside the Box!Why PMO? Think Outside the Box!

• TransformTransformTransformTransform andandandand ChangeChangeChangeChange

• SustainSustainSustainSustain thethethethe BusinessBusinessBusinessBusiness

• ControlControlControlControl ResultsResultsResultsResults

• SelectSelectSelectSelect andandandand DirectDirectDirectDirect

PMO MandatePMO MandatePMO MandatePMO Mandate

ControllingControllingControllingControlling

DirectingDirectingDirectingDirecting

TransformativeTransformativeTransformativeTransformative

SustainabilitySustainabilitySustainabilitySustainability

Functional

PMO

TransformationalPMO

CorporatePMO

Project

Control

Office

Strategic

Excellence

Office

Operational

Excellence Office

Purple: Permanent organizational structurePurple: Permanent organizational structure

Grey: Temporary organizational structureGrey: Temporary organizational structure

Case Study:Case Study:Case Study:Case Study:

PMO for Managing Quality PMO for Managing Quality PMO for Managing Quality PMO for Managing Quality

In a Public OrganizationIn a Public OrganizationIn a Public OrganizationIn a Public Organization

• The organization elected to work withthe quality control consultant to achievethe required project objectives.

• This project is considered the first of itskind in KSA

• it exceeded the idea of building a standalone PMO to build a fully integratedmanagement entity

• It combined PM experts withengineering teams to manage, controland enhance actual work progress on site

Quality Control ProjectQuality Control ProjectQuality Control ProjectQuality Control Project

PMO

GIS

Roads

Utilities

Floods

Design

Number of Projects Being Controlled Number of Projects Being Controlled Number of Projects Being Controlled Number of Projects Being Controlled

Number of existing and ongoing Number of existing and ongoing Number of existing and ongoing Number of existing and ongoing projects: projects: projects: projects: 465465465465

The value of existing projects: The value of existing projects: The value of existing projects: The value of existing projects: 8729 8729 8729 8729 ((((million Saudi million Saudi million Saudi million Saudi riyals)riyals)riyals)riyals)

Value of Value of Value of Value of Projects Being Controlled Projects Being Controlled Projects Being Controlled Projects Being Controlled

The following steps are required to achieve our objective of The following steps are required to achieve our objective of The following steps are required to achieve our objective of The following steps are required to achieve our objective of having having having having

a a a a successful successful successful successful Corporate Corporate Corporate Corporate PMO:PMO:PMO:PMO:

Project Management OfficeProject Management OfficeProject Management OfficeProject Management Office

مراجعة التصاميم

Design Design Design Design

ReviewReviewReviewReview

GISGISGISGIS

PMOPMOPMOPMO

SupervisionSupervisionSupervisionSupervision----

Mega ProjectsMega ProjectsMega ProjectsMega Projects

SupervisionSupervisionSupervisionSupervision----

FloodsFloodsFloodsFloods

SupervisionSupervisionSupervisionSupervision

----

UtilitiesUtilitiesUtilitiesUtilities

1. Building and deploying

PMO processes &

procedures.

2. Preparing and implementing

the PMO electronic systems.

3. Preparing and implementing

a comprehensive training for

the dissemination of Quality

and PM culture.

4. Building a coherent

Governance system.

Western

Coast

General

DepartmentsTechnical

DepartmentsConsultants Contractors

Quality

Control TeamPMO TeamDesigners

Train

Control Recommends

Deploy

Text in here

Quality Quality Quality Quality

Dep.Dep.Dep.Dep.

Quality Quality Quality Quality

Dep.Dep.Dep.Dep.Quality Quality Quality Quality

Dep.Dep.Dep.Dep.

Quality Quality Quality Quality

Dep.Dep.Dep.Dep.

TrainingsTrainings ProceduresProcedures AutomationAutomation Contract

Development

Contract

Development

Centralized Database

Reports

Transmittals

Issues

Duties

Dashboards:

Quality Indicators

Health & Safety Indicators

% Complete Indicators

Financial Indicators

Train

Control Recommends

DeployTrain

Control Recommends

Deploy

Quality Quality Quality Quality Guide Manuals Guide Manuals Guide Manuals Guide Manuals

• PMO Processes and Procedures Guideline دلیل إجراءات م�تب إدارة المشار�ع

• PMIS Users Training Guideline دلیل التدر�ب على إستخدام النظام اإللكتروني

• Quality in Projects Guideline للمشار�عدلیل الجودة

• Project completion guideline دلیل اإلنجاز

• Health, Safety and Environment regulation guideline

أنظمة الصحة والسالمة والبیئةدلیل

• Top Priority Projects Guideline دلیل المشار�ع ذات األهم(ة

• Design methodology Guideline مراحل إعداد التصام(م والدراسات

• Design Review Checklists Guideline قوائم مراجعة التصام(م والدراسات

• In this project, the Supervision Team made over 2145site visits which contributed significantly to improve the

performance, quality of work in all work sites.

• As a result 2145 detailed Site Progress reports has been

issued stating the projects’ problems and the

recommended solutions.

Site Site Site Site VisitsVisitsVisitsVisits

Number Number Number Number of sites visits: of sites visits: of sites visits: of sites visits: 2145214521452145

NonNonNonNon----Conformance Reports NCRConformance Reports NCRConformance Reports NCRConformance Reports NCR

• During site visits, 673

major and minor NCRs

were issued

• From these NCRs, 547

were successfully closed,

leading to correct

irregularities and to avoid

negative impacts on

projects.

Number of Number of Number of Number of NCRs issued NCRs issued NCRs issued NCRs issued 673673673673

0

100

200

300

400

500

10660

428

79

Electronic System Quality of Work Schedule Health & Safety

Determine

Locations using GIS

Determine

Locations using GIS

Health & Safety

Requirements.

Health & Safety

Requirements.

PMO

Requirements

PMO

Requirements

Preserving the

Environment

Preserving the

EnvironmentDisability

Requirements

Disability

Requirements

Audit designs and

Review BOQ

Audit designs and

Review BOQ

Contracts Contracts Contracts Contracts RequirementsRequirementsRequirementsRequirements

• In this regard, more than 500 CVs were evaluated and 340 candidates

were interviewed.

50

16%

267

84%

% of the candidates complying to % of the candidates complying to % of the candidates complying to % of the candidates complying to

contractscontractscontractscontracts’ ’ ’ ’ requirementsrequirementsrequirementsrequirements

غير مطابق مطابق

51%

22%

27%

Total InterviewsTotal InterviewsTotal InterviewsTotal Interviews’ ’ ’ ’ ResultsResultsResultsResults

مناسب غير مناسب أشهر 3تحت االختبار لمدة

Evaluate ConsultantsEvaluate ConsultantsEvaluate ConsultantsEvaluate Consultants’ ’ ’ ’ TeamsTeamsTeamsTeams

Non- Complying

ComplyingProbation for 3 monthsAccepted Not Accepted

Collect InfoCollect InfoCollect InfoCollect Info

Build Database Build Database Build Database Build Database

Prepare Prepare Prepare Prepare Process and Process and Process and Process and ProceduresProceduresProceduresProcedures

Provide Provide Provide Provide Training Training Training Training SessionsSessionsSessionsSessions

Implement Implement Implement Implement Process and Process and Process and Process and ProceduresProceduresProceduresProcedures

Control the Control the Control the Control the Electronic Electronic Electronic Electronic SystemSystemSystemSystem

Suggest the Suggest the Suggest the Suggest the Corrective Corrective Corrective Corrective ActionsActionsActionsActions

Working MethodologyWorking MethodologyWorking MethodologyWorking Methodology

(PMO)(PMO)(PMO)(PMO)

PMO MethodologyPMO MethodologyPMO MethodologyPMO Methodology

Training & Dissemination of PM CultureTraining & Dissemination of PM CultureTraining & Dissemination of PM CultureTraining & Dissemination of PM Culture

Prepare Prepare Prepare Prepare Templates & Templates & Templates & Templates & ProceduresProceduresProceduresProcedures

Train the Train the Train the Train the Supervision Supervision Supervision Supervision TeamTeamTeamTeam

Train the Train the Train the Train the ConsultantsConsultantsConsultantsConsultants

Train the Train the Train the Train the Organization's Organization's Organization's Organization's Employees Employees Employees Employees

The PMO has developed, automated and implemented group of

process and procedures to control quality in all projects such that:

• Project Handover Procedure

• Site Delivery Procedure

• Site Visits Procedure

• NCRs Procedure

• RFIs Procedure

• Suspend & Resume Projects Procedure

• Follow-up Stalled Projects Procedure

• Consultants’ Bills Approval Procedure

• Control Project Schedules Procedure

Develop & Develop & Develop & Develop & Automate Automate Automate Automate ProceduresProceduresProceduresProcedures

• The PMO team has developed an automated electronic system

that contains 93 dashboard windows to support in decision-

making.

Building the Electronic SystemBuilding the Electronic SystemBuilding the Electronic SystemBuilding the Electronic System

• These dashboards are used to monitor and analyze project

status and distributed to:

1. Main Dashboard

2. RFI Dashboard

3. Site delivery and Project

Handover Dashboard

4. Quality Projects

Dashboard

5. Consultants’ Dashboard

• Training sessions relating to the electronic system and PM

requirements and processes has been conducted by PMO team

to include more than 326 trainee.

TrainingTrainingTrainingTraining

Additional workshops and lectures covered the following:

• PM Global standards

• Quality requirements

• Health and safety

requirements

• PMO electronic system requirements

0

50

100

150

200

128

198

• The Quality team has participated in the Site Delivery and

Project Handover missions.

Site Delivery and Project Handover

• Since the activation of these

procedures quality team has

completed 232 site delivery

missions and 89 project

handover missions.0

50

100

150

200

250

232

89

Quality ProjectQuality ProjectQuality ProjectQuality Project’’’’s Proceduress Proceduress Proceduress Procedures

Initiation Phase

Planning Phase

Executing and Controlling Phase

Closing Phase

• One of the main roles of the project quality teams is to

participate in developing the project management processes.

• The PMO has developed a

number of manuals and

templates based on both local

and international standards to

be used in all project phases.

Project Initiation PhaseProject Initiation PhaseProject Initiation PhaseProject Initiation Phase

Initiate New Project

Upload Project Documents

Site Delivery Procedure

• Initiating new projects based on the best practices and lessons learned is considered the first step of success in such projects.

• Quality project teams oversee the following procedures in this phase:

Project Planning Phase Project Planning Phase Project Planning Phase Project Planning Phase

Develop Project Schedule

Conduct InterviewsDevelop Project Quality Plan

Develop Project Health & Safety Plan

• This phase is the longest and one of the most important phases in the project cycle. Without proper planning, a project has a poor chance of success.

• Quality project teams oversee the following procedures in this phase:

Project Executing & Controlling PhaseProject Executing & Controlling PhaseProject Executing & Controlling PhaseProject Executing & Controlling Phase

Conduct Site Visits

Initiate NCR Reports

Update Schedule

Initiate RFITreat Troubled

ProjectsEvaluate the Consultants

• This phase is considered the most important and critical phaseit ensures project activities are properly executed andcontrolled.

• Quality project teams oversee the following procedures in thisphase:

Project Closing PhaseProject Closing PhaseProject Closing PhaseProject Closing Phase

Initial Project Handover

Upload all related documents

Conduct lessons learned

Final Project Handover

• The project close-out is typically the final phase of the

project when the proper handover procedures start to

ensure a smooth and effective delivery of all project

outcomes.

• Quality project teams oversee the following procedures

during this phase:

Process Development and AutomationProcess Development and AutomationProcess Development and AutomationProcess Development and Automation

• Each process was developed according to the following

steps:

– Develop Process Guideline

– Develop Process Chart

– Develop required template(s)

– Automate process (Build electronic template and workflow)

– Build electronic reports

– Develop or enhance custom dashboard

Request for Inspection Procedure Request for Inspection Procedure Request for Inspection Procedure Request for Inspection Procedure

NonNonNonNon----conformance Reports Procedureconformance Reports Procedureconformance Reports Procedureconformance Reports Procedure

Corrective Actions for Stalled ProjectsCorrective Actions for Stalled ProjectsCorrective Actions for Stalled ProjectsCorrective Actions for Stalled Projects

• Monitoring the stalled and

delayed projects has been given

a high priority in the PMO’s

daily tasks.

• A weekly meeting has been held

with the concerned stakeholders

to provide and implement the

necessary corrective actions.

The corrective action plan will be implemented by the contractor

and controlled and managed by the consultant on a daily basis,

including:

• Project schedule

• Financial flows

• Resources availability

Implementing Implementing Implementing Implementing Corrective Actions for Stalled Corrective Actions for Stalled Corrective Actions for Stalled Corrective Actions for Stalled

and delayed Projectsand delayed Projectsand delayed Projectsand delayed Projects

In the absence of the contractor's commitment in implementing

the corrective action plan, the consultant has the authority to:

• Send oral or written warnings to the contractor.

• Terminate the project upon reaching 80% of work completed.

• Apply the contractual delay penalties on the contractor

• Make a recommendation to exclude some staff members

• Make the proper recommendations to replace the existing

contractor

Implementing Implementing Implementing Implementing Corrective Actions for Stalled Corrective Actions for Stalled Corrective Actions for Stalled Corrective Actions for Stalled

and delayed Projectsand delayed Projectsand delayed Projectsand delayed Projects

Prepare flow up Prepare flow up Prepare flow up Prepare flow up procedure for stalled procedure for stalled procedure for stalled procedure for stalled

projectsprojectsprojectsprojects

Publish the Publish the Publish the Publish the procedures and the procedures and the procedures and the procedures and the corrective action corrective action corrective action corrective action

plansplansplansplans

Prepare a list of the Prepare a list of the Prepare a list of the Prepare a list of the delayed and stalled delayed and stalled delayed and stalled delayed and stalled

projectsprojectsprojectsprojects

Make workshops to Make workshops to Make workshops to Make workshops to identify the causes & identify the causes & identify the causes & identify the causes & solutions for the solutions for the solutions for the solutions for the stalled projectsstalled projectsstalled projectsstalled projects

Prepare a detailed Prepare a detailed Prepare a detailed Prepare a detailed reports and reports and reports and reports and

corrective action corrective action corrective action corrective action plansplansplansplans

Review the Review the Review the Review the corrective actions by corrective actions by corrective actions by corrective actions by the quality team the quality team the quality team the quality team

Control the Control the Control the Control the corrective action corrective action corrective action corrective action plan during the site plan during the site plan during the site plan during the site

visitsvisitsvisitsvisits

Take the proper Take the proper Take the proper Take the proper actions by parties actions by parties actions by parties actions by parties concernedconcernedconcernedconcerned

Update the list of Update the list of Update the list of Update the list of the delayed and the delayed and the delayed and the delayed and stalled projectsstalled projectsstalled projectsstalled projects

Quality Quality Quality Quality Team Procedures in Dealing with Team Procedures in Dealing with Team Procedures in Dealing with Team Procedures in Dealing with

Stalled ProjectsStalled ProjectsStalled ProjectsStalled Projects

� During the project, 22222222 projects have been

identified as a stalled projects by the PMO.

� Upon implementing the necessary corrective

actions, 9999 projects were successfully removed

from the stalled projects list.

Corrective Actions for Stalled ProjectsCorrective Actions for Stalled ProjectsCorrective Actions for Stalled ProjectsCorrective Actions for Stalled Projects

• Establishing and “standardizing” project

management processes.

• Providing the Quality Assurance for all

projects.

• Coaching and training of Project

Managers and project team members

• Implementing a “centralized, integrated

system” of Project Management

knowledge, best practices and lessons

learned

Results & AchievementsResults & AchievementsResults & AchievementsResults & Achievements

Electronic Electronic Electronic Electronic workflows & workflows & workflows & workflows & ProceduresProceduresProceduresProcedures

Performance Performance Performance Performance IndicatorsIndicatorsIndicatorsIndicators

Integrated SystemIntegrated SystemIntegrated SystemIntegrated System Uniform Uniform Uniform Uniform StandardsStandardsStandardsStandards

PMOPMOPMOPMO

The PMO implementation in this organization had a great impact on the

projects’ performance indicators because of the following:

• Quality indicators rose from

60% to 84% (24% increase in

the Contractors’ commitment

in applying quality

Procedures).

• Health & safety indicators

rose from 41% to 78% (37%

increase in the Contractors’

commitment in applying

health & safety procedures).

Results & AchievementsResults & AchievementsResults & AchievementsResults & Achievements

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