3. Examine five different challenges in five
businesses,
Assess the options those organizations had,
and what option pursued,
Critique the outcome, and Share the
conclusion
4. The Challenge:
◦ 83 interrelated, interdependent projects,
◦ Aggressive deadline, with short market window,
◦ Functional staff “Managing Projects” with limited or
no PM experience,
◦ Zero tolerance for mistakes, delays, or problems.
The Options:
◦ Provide proper training for functional staff
◦ Hire Project Management Staff
◦ Create detailed, idiot-proof methodology
◦ Manage the Projects by the PMO
5. The Resolution:
◦ Create a Master Plan of Milestone plans.
◦ Focus on managing interdependencies
◦ Provide early warning signs
◦ Create a culture of urgency
◦ PMO does all paper work, PMs focus on work.
7. The Challenge:
◦ Family business in its second generation,
◦ Business grew organically from 18 to over 300 in
less than 6 months,
◦ Huge amount of waste, unjustified costs, and
suspected embezzlement,
◦ Centralized decision-making, senior management
is a bottle-neck,
◦ No streamlined operations, and projects running in
“Fire-Fighting” Mode.
8. The Resolution:
◦ Standardization is the first step of Improvement,
◦ Start with the vision and strategic objectives, and
work your way from there,
◦ Focus on the right things that impact the bottom
line,
11. The Challenge:
◦ Newly established PMO office, with less than 2
years of Project Management Culture,
◦ Diversified projects in scope, size, nature,
importance, and needs,
◦ Departmental PMO (within IT Department) servicing
the entire organization.
The Options:
◦ Make the methodology extensive to suite the
diversity of projects,
◦ Create flavors of the methodology
12. Profile Project
Manager
Level
Scope
Details
Reporting &
Communication
…
Profile A
Large Project
Dedicated
Project
Manager
Very detailed
scope
statement
Detailed,
electronic, weekly.
Profile B
Medium
Project
Project
Manager
Scope
statement
High level, monthly
or twice a month.
Profile C
Small Project
Project
Coordinator
SOW Simple, weekly
Profile D
Fast Track
Sr. Project
Manager
SOW Daily.
14. The Challenge:
◦ Focusing on % complete as a reporting tool,
◦ Senior Management insisting on knowing the
details,
◦ Minister under huge public pressure for delivering,
◦ Not seeing the value in having a PMO.
The Resolution:
◦ Focusing on Bottom Line (what did the result of my
project achieve)
◦ Eliminating % complete from reporting.
16. The Challenge:
◦ Local Company competing at international level,
◦ Creating detailed, yet flexible methodology that
maintains the consistency, but allows for
suppleness,
The Options:
◦ Go Agile!
◦ Adapt a well-known methodology (i.e. Oracle,
Rational…) and customize it
19. Focus on what’s important, and don’t get
derailed by the temptation of being everything,
to everyone, at all times,
Learn the Methodology, then choose when to
break it
Reporting should help you see early warning
signs, and what needs to be done to achieve
results instead of highlighting the achievements.
Methodology help institutionalize, increase
predictability, and enhance business results.
20. To receive detailed case studies and copy of
presentation, send a blank email to
symposium@intrinsic-management.com
Follow @OPM3 and @IntrinsicTips on Twitter
for daily tips on enhancing Organizational
Maturity in OPM
Check the Detailed presentations on
SlideShare and Prezi