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PMO Services- Katayoon Bamdad
- 1. What Services should the PMO provide? Katayoon Bamdad Imperial College Healthcare NHS Trust
- 2. Outline Programme Management Office (PMO) Why the PMO is important? Why the PMO is important? Stakeholders’ Experience PMO’s services PMO’s services -Benefit Realisation and Benefit Management
- 3. Programme Management Office (PMO) A programme management office (PMO) is designed to integrate project management practices within an organisation. It is a clearing-house of best practices, methodologies, tools, techniques and lessons learned To ensure that projects are healthy, the PMO uses assessment tools sufficient to determine project management competence, and can intervene either directly in ‘troubled projects’ or indirectly with competency-based business training. Given the appropriate governance and PMO’s maturity level, a PMO can: improves communication and the leveraging of resources for the organisation’s on- going projects It is the gatekeeper and the steward of projects governance: The PMO provides project governance structures that involve both the project and the organisation’s functional governance Governance’ is a layer of control over the project to ensure the project is heading in the right direction
- 4. Why the PMO is important? When an organization run multiple cross functional projects concurrently then the role of PMO is important because the PMO will provide the centralised support Project Management skill sets are not distributed evenly throughout the organization. It is crucial to have a support structure in the centralised place such as the PMO to monitor and facilitate best practices transfer, along with addressing risks and issues and supporting mitigations Without a PMO the projects may have: Inaccurate scope definition/or no detailed project plans to achieve it Inability to achieve on time, on budget and quality of the deliverables due to lack of controls Scope which is not tightly controlled leading to CIPs goals unmet Lack of visibility on resources demand Inability to review existing projects against changing priorities/conditions Lack of buy in due to less/no project communications Lack of quality control Results Strategic Planning Execution Project Portfolio Management
- 5. Why the PMO is important? Stakeholders Experience Stakeholders Experience Improved Communication and Transparency Time lines met Less cost overruns
- 6. PMO’s Services PMO’s Executive Management Direction Policy Trust’s Vision/Mission Trust’s Strategy PMO’s Management Team and objectives Review progress through weekly and monthly check Assist with planning & monitor projects scope Help to secure buy- in from different stakeholders Drivers of Change( being proactive at identifying and unblocking barrier to change) Enforce project standard (i.e by developing Risk Mgmt) Recording lessons learned Establish and implement training Optimising Services Stakeholders management ( promote participation of all stakeholders) Implementing an effective Communicate plan Promoting metric-based performance Knowledge management Benefit Management Projects Projects’ Database PMO’s Services Directorate Business Unit Budget Proposal Business Cases Projects’ Justification • Status • Funding • Evaluation • Issues registration • Risks registration • Risks and issues mitigation • Exception analysis • Scope management • Performance management • Time management • Benefit management Approval/Adjustments Resource Capacity planning Projects Portfolio: Providing portfolio visibility PMO ToolsProcess Library: Actively manage and enhance process
- 7. Benefits Management Strategy Benefits Report Plan Benefit realisation Implement Change and Realise benefits Projects, outcomes & intended transitions Detailed definition of individual benefits Identify & structure benefits Requirement are captured from sources such as the project mandate and stakeholders. The interrelationship between these requirements need to be understood through benefit modeling and mapping Explain how benefit will be managed. PMO sets out policies for aspects such as measurement, roles &responsibilities and KPIs Capturing Baseline measurement and agreeing targets. How and when they intend to achieve the Benefits.. PMO’s Services- Benefit Realisation and Benefit Management Benefits Realisation Plan Evaluation Acceptance Plan Project execution Project outputs New /modified capabilities Programme outcomes Benefits realised Track realisation and ensure the change is sustainable ( Change manager or analyst) Benefit Realisation Benefit Management
Hinweis der Redaktion
- The PMO is the creator and guardian of organisation’s methodology, standards, and metrics. It provides a thorough review and audit of the project management practices, a baseline, of the organisation to insure that good, standardized project management practices are being applied. The PMO is able to streamline methodologies, map out different models, and determine best practices that can be applied across the corporation. It has the ability to adapt and tailor its processes and approaches to respond to the unique needs of projects. It is usually at a higher level in the organisation than the level of detailed operational control. It can involve the project sponsor, the project director and/or an advisory board or steering group, in addition to the project manager and core members of the project team. The PMO provides the resources and tools necessary to consistently improve the success of the projects and “less reinventing the wheels”
- Converting Organisation Goals into Action: PMO connects strategy to execution by: encouraging a discipline of strategic investing, providing transparency, addressing a commonly neglected issue – ‘is the strategic plan feasible?’, helping the organisation focus on value delivery and execution PMO can provide consistent project management and guidance ( methods, systems , processes, tools metrics etc) To ensure that projects are healthy, the PMO uses assessment tools sufficient to determine project management competence, and can intervene either directly in ‘troubled projects’ or indirectly with competency-based business training.
- Scope: Improved time to implement, Increased project effort visibility ( specially the outcome), Project goals and scope well understood and managed, Improved communication and stakeholder relationship Time line: Resources managed, reduce rework with repeatable process Less cost: reduced redundant project effort, decrease cost overruns with repeatable process Project investments discussed strategically Feasibility and risk assessed and mitigated before investing Transparency to stakeholders Resources deployed on only the highest-value projects Detailed trade-offs understood when new ideas are suggested
- PMO’s resource management: Identifies project resources needs then coordinate project resources and assignment, provide guidance for utilisation of essential project resources, Prepares routine reports documenting project resource assignment and utilisation, manage standards of performance for project resources, conduct competency assessments for project resources, monitor and evaluate performance of project resources, Overall services INFORM Establish regular and accurate project reporting to provide early warning management information. GOVERN Build and implement best practice project governance proportionally and continue streamlining bureaucracy. ASSURE Provide independent challenge to projects. Assist in identifying and managing cross-project dependencies SUPPORT Assist coach and mentor project teams and become a centre for knowledge and learning. STANDARDISE Standardise methods, tools, techniques, processes and measures for consistently successful projects.
- Although the project owners are ultimately accountable for the realisation of the benefit but the benefit forecasting of the programmes or project is another PMO's services. Benefits can be tangible (e.g. money saved, jobs created) or intangible (e.g. corporate reputation, capacity for change). They may, or may not, also be quantifiable in cash terms (e.g. reduced costs or greater stakeholders’ satisfaction). The benefits may only be realised after a project or programme is completed, however the benefit plan should be assessed in the feasibility stage Define benefits management plan: Identify and structure benefits: Requirements are captured from sources such as the project mandate and stakeholders. The interrelationships between these need to be understood through benefits modelling and mapping. Plan benefits realisation: This step involves capturing baseline measurements and agreeing targets. Baseline measurements identify the current performance of an operation so that improvements can be measured. The benefits plan illustrates the timeline and milestones for realising benefits, including any dependencies on project outputs or interactions between benefits. Implement change: Benefits happen when something changes. This usually involves permanently changing attitudes and behaviours as well as physical changes. While implementing change, new opportunities for additional benefits should always be sought. Realise benefits: Changes to the way people work need to be embedded to ensure that benefits continue to be realised. A business change manager needs to track realisation and ensure that the change is permanent. The bulk of the benefits may only be realised after a project or programme is completed. Long-term actions and monitoring for continued realisation should be documented as part of the handover to business-as-usual.