3. 3
Agenda
• Introduction / Background
• Global Organizations - Emerging Trend
• Evolving IT Organizations – what’s in a PMO ?
• Performing PMO and Solution Delivery Process
- a “Harmonized” approach
• Best Practices
• Q&A
4. 4
Background / Context
“BRIC by BRIC” – towards a balanced economy – global trend in organizations **
* Chart created based on UN data
** from published annual results
0
500
1000
1500
2000
2500
1980 1985 1990 1995 2000 2005 2010
Outputinbillions
Top manufacturing Countries
and the shift over the years *
USA
Japan
Germany
China
France
Mexico
5. 5
What does it mean for IT /enabling
functions ?
Here to stay – east meets west !
challenges in delivering to a truly global organization.
* Chart created based on Forrester Research Apr 2007
** Source : NASSCOM
700+ Captives in India
5 Lakh Employment
$12-13b Value of Work Delivered
Now **
6. 6
Challenges – prior to PMO
Key Challenges -
- Stakeholder Management – diverse culture, region, territorial
- Governance and Framework – IT and Business alignment, Demand, Prioritization
- Communication / Tools and Techniques – common dictionary, Project Management
as a discipline
An environment that is built bottom up, addressing
departmental needs, with limited or no overall “City Plan”
• Over 350 project
requests
• 3 Manufacturing
System
• 1499 Wintel
Servers
• 1360 TB storage
• >12,500
desktops/laptops
• 80 EDI integrations
7. 7
PMO – So what’s in a Name ??
Why and What should be it’s function ?
25%
50%
70%
Project Office
Project Support Office
Project Management Office
Enterprise Management Office
PM CoE
•Reduce Delivery Risk (Time, Cost and Quality)
•Increase Business Value realization
•Post Implementation Review and Lessons Learned (+)
8. 8
PMO - Balancing Act !
•Demand
•Strategic
•Benefit Delivery
•Governing
•Centralized
•Just-in-time (pull)
•Supply
•Operations
•Resource Driven
•Performing
•De-centralized
•Just-in-case (push)
•Organizational Structure
•Area of business operation
•Level of Technology Appetite
•Enterprise Risk Tolerance
Key is to understand the Organizational DNA
9. 9
PMO - Organizational Functions
Business Analysis
• Enhanced partnership with business partners
• Requirements prioritization and management
• Better quality of project deliverables
Portfolio Management
• Increased visibility and alignment
• Portfolio risks and early warnings
• Portfolio performance and ways to improve it
Portfolio
Management
Project &
Program
Management
Demand
Management
Business
Analysis &
Project
Management
Group
Demand Management
• IT alignment with the Corp. Functions
• Fiscal Year Planning and Prioritizing
• Capacity planning and governance
Project Management
Supply Demand
OperationalStrategic
Business
Analysis
10. 10
Solution Delivery Process(SDP)
An Overview
Demand
Management
Initiation Planning Execution Closing
Large
Projects
P-Gate
1. Project Close Out
Document
2. Transition Plan
(Ops and Support)
3. Lessons Learned
Q-Gate
1. Prioritize Project
Go-No-Go
1. Q-Gate Checklist
2. Go /No Go Decision
3. Go Live Checklist
4. Test Scripts
5. UAT approval
1. Business Req.
2. SAP Blueprints
3. Data Conversion Plan
4. Project Mgmt Plan
5. CIMT/PO for Execution
& Closing +/-10%
1. Business Case
2. CAR/CIMT/PO –
Secure Funding +/-
10%
1. Change Request 2. Technical Requirements
Resides in
AtTask
1. Solution Delivery Document
2. Change Request
1. Project Mgmt Plan
2. Business
Requirements
1. Q-Gate Checklist
2. Solution Delivery
Document
1. Assessment & Recommendation Document
2. Change Request
1. Project Close Out
Document
2. Transition Plan
(Ops and Support)
3. Lessons Learned
1. Archive Budget
Approval, SOW,
Solution
Delivery/Assessment &
Recommendation
Document in AtTask1. Archive Budget
Approval, SOW,
Solution
Delivery/Assessment &
Recommendation
Document in AtTask
Agile
Projects
Small
Projects
Research
Projects
All
Projects
PMBoK as
guiding
reference
11. 11
Project Management Tool for a Lean organization
• Evaluated various Project Management tool on
the below criteria to achieve an effective
collaboration in a lean organization
– Demand Management
– Capacity Planning
– Activity Reporting
– User Intuitive and collaboration a primary
objective
– Project and Portfolio Management
– Single Source of Truth
• Workfront on cloud as the Project and Portfolio
Management Tool – customized to the Solution
Delivery Process
12. 12
Key Enablers
Project Portal reflecting the
Solution Delivery Process model
Project Survey and Structured
Lessons Learned as part of closure
Guiding templates for all
deliverables – now used across
functions.
Continuous improvement cycle year
on year
Performing PMO Project Managers –
PMP Certified Mandated
Lean Project Organization,
empowered Project Managers
Geographically de-centralized
Leadership Connect – weekly Top 10
project status update
IT Leadership review with CIO
Leadership commitment – business case approvals, go-no-go authority
Joint Steering Committee, Lessons Learnt – demoting the we versus they
Balanced Score cards / alignment for key projects (Revenue, Profit,
Productivity, Internal improvements)
13. 13
Best Practices
• Institutionalized PMO methodologies and Practices
– Having a PMO does not, by itself, increase project success. It’s what the
PMO does that makes the difference;
– A tailor made Delivery Model which is easy to understand and very
effective
– Process alignment as partners to business, common dictionary
– Governance on demand management , project prioritization and Q-Gate
• Continuous Improvement
– Solution Delivery for Agile, Research and Development
– Managing Demand to Proactive Fiscal Year Planning
– Structured Lessons Learned , Knowledge sharing across project
– Tool Automation (Status Reports, Business Case, Portfolio Alignment)
– IT Service Catalogue
• Visibility
– IT PMO now delivers PMP training to Leadership across functions
– “PMO Tip of the week” initiative to the entire organization
