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1
Welcome to
2
Transforming a PMO
AndaJourneytothe2014APMAwardFinals
25th June2015
Sam Anderson
Director
PMO
Maura Kelly
Senior Team Manager
PMO
Andrew Jenkins
Senior Manager
PMO
Allstate Northern Ireland ...
4
Allstate Northern Ireland
5
Technology PMO Global Resources. Role of the PMO
Technology PMO with
~1,800 projects
delivered annually
ranging from $30...
6
The Transformation Journey Begins: Focus Areas
• A single independent view of project health;
• The right people, with t...
1. A single independent view of project health
Consistent
Status
(~80  1)
Monthly
Executive
Project Review
(MPR)
First Po...
2. The right people, with the right skills, to the right work
Limited to recording events Influencing Outcomes
Project Jou...
3. Common role definitions, methodologies and tools
With a need to streamline our processes, increase speed to market and ...
10
4. Optimized cost structure
A modernization of our operating model was foundational to our opportunity to
optimize our ...
11
Measuring our Success
OurPeople
• Entrepreneurial PMs
increased from 18% of
workforce to 29%
(CEB Benchmark)
• Improved...
12
Lessons Learned
OurPeople
• Strong senior leaders
accelerate change
• Top grading the team
requires focus and
takes lon...
13
Our Journey to the 2014 APM Award Finals
Leadership
buy-in
Core
Team
Stakeholders
and support
network
Know your
story
T...
14
Guidance
• Build the right team
• Tell a compelling story
• Reflect on and recognise your accomplishments
• Learn
• Dev...
15
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Allstate Northern Ireland's PMO transformation

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The APM Northern Ireland branch were delighted to be hosted by Allstate Northern Ireland at their Belfast offices for the latest branch event.

Senior PMO leaders Andrew Jenkins, Maura Kelly and Sam Anderson gave a presentation on behalf of Allstate Northern Ireland about how the organisation transformed its PMO, and how this led to the journey to reaching the finals of the APM Awards 2014. Andrew, Maura and Sam explained how Allstate worked towards this transformation over the last 3 years by focusing on people, processes and tools, as well as learning about the journey.

Allstate Northern Ireland joined APM as a corporate member in May 2014 and in the same year were awarded runner-up in the APM Awards “Project Management Company of the Year” category.

The APM Awards 2015 were recently launched - this year the awards have a new IT project of the year category.

Veröffentlicht in: Business
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Allstate Northern Ireland's PMO transformation

  1. 1. 1 Welcome to
  2. 2. 2 Transforming a PMO AndaJourneytothe2014APMAwardFinals 25th June2015
  3. 3. Sam Anderson Director PMO Maura Kelly Senior Team Manager PMO Andrew Jenkins Senior Manager PMO Allstate Northern Ireland PMO Leadership Team
  4. 4. 4 Allstate Northern Ireland
  5. 5. 5 Technology PMO Global Resources. Role of the PMO Technology PMO with ~1,800 projects delivered annually ranging from $30K - $30M. Resources located globally – US, Northern Ireland and India. PMO includes Project Managers, Portfolio Managers, and the tools, methodologies that enable project delivery. Allstate Nation's largest publicly held personal lines insurer, protecting households from life's uncertainties through auto, home, life and other insurance. Understanding the Environment
  6. 6. 6 The Transformation Journey Begins: Focus Areas • A single independent view of project health; • The right people, with the right skills, to the right work; • Common role definitions, methodologies and tools; • Optimized cost structure. Under the brand of ‘One PMO’, the ATSV PMO was established as a new collective organization. Leadership identified four objectives:
  7. 7. 1. A single independent view of project health Consistent Status (~80  1) Monthly Executive Project Review (MPR) First Portfolio Executive Dashboard As a newly consolidated organization, our initial step was to create transparency into the health of our projects, and ultimately our portfolio. 7
  8. 8. 2. The right people, with the right skills, to the right work Limited to recording events Influencing Outcomes Project Journalist Entrepreneur The foundation of our transformation journey is based on moving project managers from project journalists to entrepreneurs. Right People • Consistent Recruiting & Onboarding Plan • Increase Entrepreneur New Hires • Top Grade Talent Right Work • Human Capital Plan • Band Optimization • Global Staffing (skills, not location) Right Skills • Build Global Leadership • Standard Practices • Acting as Owners (drive work, escalate issues) • Employee Development, rotations We did this by focusing the right people, with the right skills on the right work. 8
  9. 9. 3. Common role definitions, methodologies and tools With a need to streamline our processes, increase speed to market and improve quality, a significant standardization effort began. Consistent Processes • Reviewed disparate practices • Designed a single, consistent set of processes to ensure quality delivery and minimize risk PMO Boot Camp • Created and delivered four day Boot Camp with hands on training and simulations • Established baseline understanding of processes and tools Reporting & Tools • Delivered an integrated tool and reporting environment to create a single user interface and dashboard • Provides the foundation for portfolio transparency 9
  10. 10. 10 4. Optimized cost structure A modernization of our operating model was foundational to our opportunity to optimize our cost structure. PMO Cost Per Project Hour Managed ( 39%) Annual Project Hours Managed per PM ( 81%) * Note: Trend over time (2012-2014)
  11. 11. 11 Measuring our Success OurPeople • Entrepreneurial PMs increased from 18% of workforce to 29% (CEB Benchmark) • Improved portability of project managers through rotations and employee development • Fully integrated global teams focused on common goals OurProcess,Tools • Created the first view of total portfolio health, covering a portfolio of greater than $400m (~1,300 projects, 3.5 million hours) • Boot Camp processes consistently adhered to 95% of time • PMs view tools and process as enablers rather than inhibitors DeliveryExcellence • Productivity increased 53% in 2014 • Improved quality through “Shift Left” focus • Improved transparency on large, high risk programs • Reduced small projects from 33% to 15% of portfolio
  12. 12. 12 Lessons Learned OurPeople • Strong senior leaders accelerate change • Top grading the team requires focus and takes longer than expected • Communication is key – many times and many ways • Create a solid foundation (PMO Boot Camp) OurProcess,Tools • Process and tools are enablers, but it is really all about the people • Measures of adoption must be established early and shared broadly • Consistency of process is key to achieving the full effectiveness of a tool DeliveryExcellence • Pace of change must be thoughtful • Influencing delivery partners requires strong leadership, and perseverance • Follow the 80/20 rule– nothing is perfect • What gets measured gets done
  13. 13. 13 Our Journey to the 2014 APM Award Finals Leadership buy-in Core Team Stakeholders and support network Know your story Tell your story
  14. 14. 14 Guidance • Build the right team • Tell a compelling story • Reflect on and recognise your accomplishments • Learn • Develop relationships and harness knowledge It is a journey – individual, team, organization
  15. 15. 15

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