PMO Strategic Model & Concepts( A XXI Century Overview )

1. PMO
Strategic Model & Concepts
( A XXI Century Overview )
Leonardo Reyes
Strategic PMO.PMP® ITIL® Cloud Computing® Digital Transformation® IoT® BPM® Scrum® DevOps® & MBM in Continuous
Evolution
https://es.linkedin.com/in/leonardoreyestorres
@leoreyes71
September 2016
LR 1

2. 1. Project Management Office & Governance Overview
2. Risk, Issue & Scope Management Plan Overview
3. Schedule Management Plan Overview
4. Resource Management Plan Overview
5. Performance Management Plan Overview
6. Supplier/3P Management Plan Overview
7. Quality Management Plan Overview
8. Financial Management Plan Overview
9. Communication Management Plan Overview
10. Document Management Overview
PMO General Concepts Overview
Presentation Model Proposal
LR 2

3. Business Strategy Alignment
Professional/Organizational
Development
Resource
Management
Collaboration &
Knowledge Mgmt
Project/Program Visibility and Coordination:
Issues, Risks, Schedule, Costs, Quality…
IT Governance Enterprise/Corporate
Methodology & Process Consistency
PMO_Business Unit / Country
(Methodology & process consistency)
1. Plan 2. Implement 3. Manage
1. Project Management Office & Governance
Identify Core Services Needed to Achieve Goal
LR
3

4. 1. Project Management Office & Governance
Roadmap
1. Plan 2. Implement 3. Manage
1. Purpose & Goals
2. Scope & Maturity
3. Service Offering
4. Service Metrics
5. Business Processes
6. Governance, Stakeholders &
Team Structure
7. Timeline/Milestones
8. Charter Document (summary
of above)
1. Job Descriptions & Hiring
2. Project Portfolio Inventory &
Analysis
3. Methodology and Standards
Definition
4. Skills Assessment and
Development
5. PPM System Plan
1. Project Reviews
2. Project Management and
Monitoring
3. Working with Governance
4. Re-Validation with Senior
Leadership
5. Maturity Assessment and
Development
LR 4

5. 1. Project Management Office & Governance
Functions, Roles & Definitions
1. Plan 2. Implement 3. Manage
1. PMO Purpose & Goals
• Concise statement of purpose and goals
2. PMO Scope and Focus
• Definition of the scope and focus of the
PMO and target maturity level if applicable
3. Service Offering & Metrics
• Definition of service offerings (aligned with
PMO scope and target maturity)
• Service success criteria and metrics
• High-level timeline of key service delivery
milestones
4. PMO Processes
• Description of how the PMO processes will
be managed and delivered
5. PMO Organization Structure
• Description of organization structure and
communications flow
• List of key personnel including PMO
Sponsor(s) and stakeholders
6. PMO Authority
• Statement of PMO authority
• List of sponsor and key stakeholder
signatories and/or charter approvers
LR 5

6. 2. Scope, Risk & Issue Management
Define PMO Business Processes & Maturity
1. Plan 2. Implement 3. Manage
Portfolio/
Program Mgmt
Coordination of business and IT projects, program/portfolio planning, change/risk mgmt, coordination of
project delivery and results measurement
Project Mgmt
PM training, mentoring, coaching; budgets, scheduling, resources deliverables, scope, risks and
metrics.
1Reactive
2
Repeatable
3Pro-active
4Measured
5
Continuously
Improved
Potential Service Example Scope, Focus Target Delivery Mechanism
Business Strategy Alignment • Alignments to corporate strategies • PPM system delivers strategy alignment functionality using listings,
reports, and dashboards
Methodology and process
consistency
• Focus is on standards and methodologies for
• project execution, risk identification, issue
resolution
• Methodology expertise and knowledge transfer delivered via
training services
• Consistent delivery enforced by PPM system
Collaboration and knowledge
management
• Best practice projects, tools and templates
• Globally accessible web-based knowledge base leveraging PPM
system document repository
Resource management
• Resource management will initially focus on
resource assignment visibility and basic resource
utilization
• Core function of PPM software solution
LR 6

7. Organization
Maturity
Level
* Example current starting point and goals
3. Schedule Management
Define PMO Scope & Target Maturity
Portfolio/
Program
Mgmt
Project
Mgmt
1Reactive
2Repeatable
3Pro-active
4Measured
5Continuously
Improved
Methods undocumented;
Delivery, budgets, schedules uncontrolled
Processes not consistently
used, projects regularly
exceed budgets, schedule
Commitment to
documented standardized
PM and delivery process
company-wide
KPIs specified and monitored
regularly, predictable and
controlled delivery.
Extend processes to
external entities, state-of-
the art collaboration.
Next Level When
Methodology defined for project tracking
scheduling, time, tracking, resource
assignments, project oversight, support
Automated project
budgeting; risk, issue,
requirements tracking;
resource management
Automation of other
functions such as financial
management, business
process modeling
An Innovative process
improvement culture is
evident
N/A
Initial Point*
Measurable timeline
1. Plan 2. Implement 3. Manage
Goal 1 Goal “N” +1
Goal “N” +1
Final
Objective
Goal “N” +1
LR 7

8. 3. Schedule Management
Scope - Create Timeline and Identify Key Milestones
Charter
Initial Staff
On-board
Project Inventory
& Analysis
Methodology,
PPM Solution,
Skills Assessment
Project Reviews
and Reporting
Revalidation with
senior leadership
Implement
TIMELINE
Plan
Manage
1. Plan 2. Implement 3. Manage
LR 8

9.  Identify direct reporting
relationship and dotted-line
sponsors/champions (i.e.
PMO customers)
 Define organizational
structure and
responsibilities
 Solicit and track
stakeholder agreement
4. Resource Management
Team & Reporting Structure
IT Governance Enterprise/Corporate
Methodology & Process Consistency
Business Strategy Alignment
Enterprise/Corporate PMO Cross Entity / CIO / CTO
PMO Director
Business Unit /
CIO / CTO
PMO Mgr.
Infrastructure
PMO Mgr.
Comms
PMO Mgr.
Apps
Supplier/3Ps
Program
Managers
Supplier/3Ps
Project Managers
Supplier/3Ps
Program
Managers
Supplier/3Ps
Project Managers
PMO Mgr.
Desktops
3Ps Program
Managers
3Ps Program
Managers
Inform/Report/Consult
Manage/Consult
Report/Manage/Consult
Business Strategy Alignment
1. Plan 2. Implement 3. Manage
PMO Analyst.1
PMO Analyst..N
PMO Analyst.2
LR 9

10. 4. Resource Management
Roles/Job Descriptions
PMO Director
Job Description:
Sets strategic direction.
Defines, manages to and
reports KPIs. Creates and
maintains tool, templates, best-
practice and methodology
documentation.
PMO Analyst
Job Description:
Maintains PMO dashboard and
reports. Assists project teams with
reporting and tracking. Provides
systems support and administration
(project inventory database,
knowledge repository,
collaboration platform, etc.).
A simple statement of purpose and goals should serve as a guide for the PMO team and as a core communications
platform to stakeholders. Potential goals include:
 Better alignment of project activity and business strategy and investments
 Implement a more consistent project management process and methodology
 Facilitate better collaboration and knowledge and best-practice sharing
 Ensure resource pool is trained and competent to meet evolving IT and business needs
 Better manage resource utilization and capacity
 Provide executive visibility to project, program and portfolio-level status, issues, risks, costs, etc.
1. Plan 2. Implement 3. Manage
LR 10

11. Establish a Project Monitoring and Management Model
Qualify/ QuantifyResolve/ Mitigate
Reporting
• Issues
• Risks
• Costs
• Resources
• Quality
• Time
• Change
Communicate/ Escalate
Monitor/ Detect
5. Performance Management Plan
Monitoring and Management Model
Executive_Steering_Committee
Operations_Steering_Committee
1. Plan 2. Implement 3. Manage
PMO_Management_Committee
LR 11

12. For every active and proposed project, the
PMO should gather:
Actions:
 Evaluate and select a PPM
system in consultation with
stakeholders
 Portfolio Dashboard with Project
Health/Status
 Easy integration with installed
systems
 Integrated knowledge base for
best practices, tools and docs
 Portfolio Alignment
 Rollups and Variances
 Project Name, Description and Scope
 Alignment (BU, program, portfolio, strategy, etc.)
 Project Type
 Project Personnel (PM, project sponsor, project team)
 Requestor and Internal Priority
 Dates
 Financials (budget, costs, ROI, approved changes)
 Outstanding Issues
Analyze project inventory to:
 Understand potential issues and opportunities that exist right
now
 Generate baseline metrics for future trend & comparative
analytics
5. Performance Management Plan
Monitoring and Management Model
1. Plan 2. Implement 3. Manage
LR 12

13. 6. Supplier/3P Management
Monitoring & suppliers performance issues
Conduct periodic project and program reviews that focus on:
 For Projects
 Consistent project planning, delivery and reporting
 Ensuring the project is focused on scope and objectives
 Task assignment and reporting process and results
 Issues and changes
 Project communication effectiveness
 For programs
 Master schedule and rollup of issues/costs
 Project dependencies being met and reported
 For both:
 Assess team skills and offer training as needed
Conduct periodic project and program reviews
that focus on:
 For Projects
 Consistent project planning, delivery and reporting
 Ensuring the project is focused on scope and objectives
 Task assignment and reporting process and results
 Issues and changes
 Project communication effectiveness
 For programs
 Master schedule and rollup of issues/costs
 Project dependencies being met and reported
 For both:
 Assess team skills and offer training as needed
1. Plan 2. Implement 3. Manage
LR 13

14. Maturity
Level Key Process Area Concentrations
Strategic
Focus
Effective
Span Next Phase when…
5
Integrated
• Value, Procurement, Outsourcing, and
Contract Management
• Business Continuity Planning
• PM Center of Excellence
Integration
with Business
Enterprise /
Industry –
Strategy
Execution
A whole new paradigm for Enterprise
PPM and governance is invented.
4
Managed
• Program Process, Supplier/3P, Project
Integration, and Staff Performance
Management
• PM Career Path
• Best practices dissemination
• Enterprise-wide resource planning/mgmt
Dynamic
Micro-Level
Change,
Continuous
improvement
Multiple SBUs
– Strategic
Alignment
Project success is the norm and little
PMO resource goes to crisis
management. PMO established as focal
point for optimizing project execution
performance enterprise-wide
3
Defined
• PM Methodology
• Skills, Risk, Staff/Environment Resource,
Change, Conflict/Issue Management
• PM Training and Consulting
• Knowledge Management
Static Macro-
Level Change
Multiple
Programs or
Portfolios
PMO viewed as an important link
between IT project/program delivery
and the business. PMO takes lead in
objective setting and performance
monitoring.
2
Stable
• Planning, Tracking, Estimating, Risk
Identification, Schedule, Scope, Budget/Cost,
and Progress Reporting Skills
Stabilize
Performance,
Standardize
processes
Multiple
Projects
(Portfolio or
Program)
PMO now viewed as Program or
Portfolio Management Office
1
Initial
• Basic tools/techniques, methodologies,
services, roles, standards established
(underlying disciplines may not be
understood or consistently followed)
Success
Stories, Low-
hanging fruit
Individual
Projects
Start to see initial “pull” for PMO
services and info.
7. Quality Management
Mature of the PMO
1. Plan 2. Implement 3. Manage
LR 14

15. 8. Financial Management
Monitoring & suppliers performance issues
 Tracking actual spend and forecasting future costs while navigating a company’s internal billing
and reconciliation procedures can often be a full time role within the PMO. Reporting cost
variances and adjusting program forecasts based on change control is a critical function for
fiscal success.
 Provide a financial overview of the organization’s project portfolio
 Coordinate financial forecasts from individual project managers
 Identify variances
1. Plan 2. Implement 3. Manage
LR 15

16. 9. Communications Project Management Office Plan
Management Committees
Committees Functions & Responsabilities TSB Attendees BS Attendees Frequency
Executive
Steering
Committee
Management board responsible for monitoring the overall
progress and performance of the BS_TSB Data Migration
Programme
Reviews the issues/risks before escalating to the next level
of BS_TSB Executive Programme Leadership
Monthly or upon
request by a
Relationship
Manager
Operating
Committee
Management Board responsible for Projects review
Reviews the issues/risks before escalating to the next level
of Data Migration Executive Management
Monthly, or upon
request by a
Relationship
Manager
PMO
Management
Committee
Responsible for the weekly review of the Project managed
with PMO_TS_BS activities.
Reviews the issues/risks before escalating to the next level of
Management.
Monthly
(External)
Weekly (Internal)
PMO_PM
Management
Committee
(Business Unit)
Responsible for the weekly review of the Project managed
with Supplier/3Ps & 3Ps and for the operational planning of
the future activities.
Reviews the issues/risks before escalating to the PMO.
Weekly and/or
Biweekly,
(External)
1. Plan 2. Implement 3. Manage
LR 16

17. 9. Communications Project Management Office Plan
Management Committees Contacts List
Committees Scope Attendees Frequency
Supplier/3P “A”
PgM / PMO / Chair:
Detail of projects & initiatives, enhancements and incidents. Budget,
Time, Risks, Issues, Quality, Planning, Resources status review.
Weekly/Monthly
Supplier/3P “B
PgM / PMO / Chair:
Detail of projects & initiatives, enhancements and incidents. Budget,
Time, Risks, Issues, Quality, Planning, Resources status review.
Weekly/Monthly
Supplier/3P “N”
PgM / PMO / Chair:
Detail of projects & initiatives, enhancements and incidents. Budget,
Time, Risks, Issues, Quality, Planning, Resources status review.
Weekly/Monthly
Operations Committee
Chair:
initiaives projects and enhancements and incidents review. Budget,
Time, Risks, Quality, Planning status review.
BI-Weekly
Internal
PMO Committee Chair:
initiaives projects and enhancements review. Budget, Time, Risks,
Quality, Planning status review.
BI-Weekly
Internal
PMO Committee Chair:
initiaives projects and enhancements review. Budget, Time, Risks,
Issues, Quality, Planning, Resources status review.
Monthly External
Operations Committee
Chair:
initiaives projects and enhancements and incidents review. Budget,
Time, Risks, Issues, Quality, Planning, Resources status review.
Monthly External
Executive Committee
Chair:
Business initiatives projects review. Budget, Risks, Quality, Planning
status review. Monthly
1. Plan 2. Implement 3. Manage
LR 17

18. 10. Document Project Management Office Plan
Resources and Collaborative Work
1. Plan 2. Implement 3. Manage
Enterprise-wide Portfolio and
Resource Management
PMO_PPM (Jira, Clarity, MPS, etc … )
Document repository
standards, rules &
methodology
Document configuration
management audits
(internal/external)
LR 18

19. References & Links:
www.projectsatwork.com
1. The PMO: Form and Function. Andrew Makar_IT Program Manager - May 17, 2007. http://www.projectsatwork.com/content/articles/236525.cfm
2. A PMO In Action. Andrew Makar_IT Program Manager - May 17, 2007 http://www.projectsatwork.com/content/Articles/236758.cfm
3. The Project Management Office: A Component Approach for Implementing a PMO. Bradford Neavear - February 27, 2012. http://www.projectmanagement.com/articles/283603/The-Project-Management-
Office--A-Component-Approach-for-Implementing-a-PMO
www.projectmanagement.com
1. Communication-Plan. http://www.projectmanagement.com/deliverables/1945/Communication-Plan
2. Project Management Roles and Responsibilities. http://www.projectmanagement.com/deliverables/6042/Project-Management-Roles-and-Responsibilities
www.pmi.org
1. Strategic PMOs Play A Vital Role In Driving Business Outcomes. Forrester Consulting - November 2013. http://www.pmi.org/learning/thought-leadership/series/pmo/strategic-driving-business-outcomes
2. Why good strategies fail: Lessons for the C-Suite. The Economist - November 2013. http://www.pmi.org/learning/thought-leadership/series/pmo/c-suite-failing-strategiy-lessons
3. The Impact of PMOs on Strategy Implementation - November 2013. http://www.pmi.org/learning/thought-leadership/pulse/impact-pmo-strategy-in-depth
Other references
1. Setting up a PMO. Hussain Bandukwala - May 2014
2. How to make your PMO tool implementation successful and deliver real business value. Sciforma
3. Webinar: Making the PMO a Value Center. Innotas by Planview – July 2016. www.innotas.com/resources
4. 1. How to Plan, Implement and Manage a World-Class PMO
LR 19
PMO
Strategic Model & Concepts
( A XXI Century Overview )
Leonardo Reyes
Strategic PMO.PMP® ITIL® Cloud Computing® Digital Transformation® IoT® BPM® Scrum® DevOps® & MBM in Continuous Evolution
https://es.linkedin.com/in/leonardoreyestorres
@leoreyes71
September 2016