WHAT PMO FOOTPRINT? Showcasing your mission profile & value to - - PowerPoint PPT Presentation

WHAT PMO FOOTPRINT?

Showcasing your mission profile & value to the the company

INTRODUCTION

Today’s session:

• Challenges Faced
• A PMO in Operation
• Mapping the footprint
• Wrap-Up

Presenter: Marcel Ma

• 14 yrs working in Europe &

globally

• 13 yrs managing teams
• 12 yrs Senior Management
• 11yrs Project Mgmt
• 8 yrs Programme Mgmt
• 7 yrs PMO
• 5 Strategy Changes

DISCLAIMER

The opinions expressed in this presentation and on the following slides are solely those of the author. This presentation is intended for educational purposes only and makes no guarantee about the accuracy, or completeness of the content within the presentation and expressly disclaims liability for errors and omissions in said content. The information is given in summary form and does not purport to depict any malfeasance or inappropriate conduct has occurred. No copy, photography or digital imagery of the presentation should be captured or transmitted nor use of these contents should occur without informing and securing permission from the author. The author retains all intellectual property interests associated with the presentation.

• Chatam House Rules Apply
• Slides can be requested : msg4mdm@hotmail.com.au

Board set Strategy

for change

Across-functional needs identified as projects compete and their ambitions overlap. Debates over priorities arise

Projects started to

deliver extra results

Functions (silos) react -

strive to improve on performance & targets

Programs & PPM emerge

to co-ordinate activities & priorities so coherent change can be realised

PMO emerge to monitor

• verall progress, sequence

work & assessing whether results will reach original goals

• There is a perceived lack in

maturity of projects / programs within the organization – lack of accomplishments, contest of resources

• Lack of Executive Sponsorship to
• vercome internal resistance
• Senior managers and other

executives don’t perceive value of PMO because they cant track the value it delivers or what is delivered is inconsistent with what they value

• Learn (the stakeholders’)

expectation landscape – above and below. What constitutes ‘add value’ to stakeholders?

• Understand how intrinsic patrons

are to the projects’ performance – good & bad

• Identify capabilities that are

currently not performed. Match the capabilities you can deliver to the expectations. Define a service level that can be offered and performance measured

CHALLENGES…

STARTING POINT

The biggest challenges PMOs face are that they’re seen as

• verhead

and their organizations continue to be resistant to

• change. Successful PMOs realize that it’s often not enough to

just deliver value — they make the business value of the PMO known throughout the organization, consistently and often.

• PM Solutions

Actions Means Outcomes Destination

Mission Goal Strategy Project Project Strategy Project Goal Strategy Project Project Goal Strategy Project Project Strategy Project Project

Fosters;

• Reconciliation of

resources and agendas

• Clarifies Priorities &

Commitment

• Limits focus and defines

utility

Strategy Cohesion

Strategy

Governance Standards Management Planning Cost Control … …

WHAT CONSTITUTES YOUR FOOTPRINT?

PMO maturity level

ACTIVITIES

List of all possible PMO activities covering the areas of governance, assurance, planning, , financial management, execution, communication

Level 3 Level 4 Level 5 Level 1 &2

Outcome

• Clearly understand purpose and function

from Executive

• Map expectations of Stakeholders upfront –

above and below

• Verify strategic alignment of portfolio

managed

• Understand core product value PMO

practicing – planning and communication

• Inventory PMO activities and artefacts
• Understand your cost of existence
• Define capabilities & service levels
• Benchmark & measure performance

Building Value Footprint