Jim Livesey
A PMO has an average shelf life
of 3 to 5 years?
• Where do they go?
• Are they re-invented, do they evolve?
Or
Do they cease because they were transitory and the
project they support has delivered.
A PMO Is Many Things
Project Control Office
Directorate PMO
POP UP PMO
Project Management Office
Project Support Office
IT PMO
Enterprise PMO
Programme Management Office
Centre of Excellence
Portfolio Management Office
PMO as a Service
ePMO
A PMO Journey
Benchmarking
P30
Specialist v Generalist
PMO Charter
Right level of maturity for the business
Assurance
Improving Capabilities
PPM
Methodology
Standards & guidelines
Processes
Enhanced PMO support to Projects
Consolidated reporting
Governance Forums
Basic PMO support to a Project
You may have just started
or
you may be a long way on your
journey
either way numerous things help
to shape and determine your
pmo.
Improve
Delivery
New Vision
A wide range of factors
influence your direction.
Organisation
Changes
Cost savings
Drivers
Of
Change
New
Technology
How do you adapt and evolve?
Industry
Changes
Flavour of
the Month
Tooling
EVOLVING PMO
The need to adapt, change, and evolve is constant with a PMO.
But, how do you know which is the next step?
Numerous ways of
evolving are open to
you.
Governance
5
Governance
Governance
Processes
Processes
Processes
Processes
Processes
3
2
Competencies
Projects
Programme
Portfolio
Framework
Lifecycle
Identify a path,
implement,
check along the way,
and course correct as
necessary.
4
1
0
PPM/PMO Maturity Level
Governance
Gartner Identifies Seven Best Practices for an Effective PMO
1.
2.
3.
4.
5.
6.
7.
Acquire the right people, knowledge, skills and collaborative behaviours
Identify and execute high-impact, high-visibility initiatives
Report on what the business really cares about
Build a framework that shows how the PMO aligns with strategic enterprise objectives
Provide senior managers with simple, unambiguous information
Highlight the PMO’s achievements
Evolve the PMO to support bimodal IT and digital business
I’d add four others to the above:
• Continue to improve the fundamentals that support successful delivery of projects
• Be a partner, an advocate, and driver for success
• Retain an independent view
• Know where you are now and where you want to be
Exercise:
We have looked a range of different ways of evolving PMO.
Are we getting to a position that we need a more generic approach?
In teams, please would you discuss and feedback:
“The Pros & Cons of a generic model for evolving PMO”
Candice
Warnock
Can we “not” change?
One Model Fits All?
The SG ecosystem
Economy
Public
Politics
Executive Team
People Board
Assurance & Audit
Ad Hoc / Temp
Programme Offices
Place Board
Performance &
Priorities Board
Exchequer
Governance
Ad Hoc / Temp
Project Offices
Methodologies &
Technologies
PPM
CoE
Finance
Health &
Social Care
Economy
Learning
& Justice
Communi
ties
Strategy
6 x Coordination and Business
Support Teams
ET Business Hub
Agreement
Disagreement
How stable is the environment you operate in?
[2] “Selling” –
buy-in strategies,
change agents,
persuasion,
negotiation, RTSC
[1] “Telling” –
rational
decision
making,
classical PPM,
org
development
Certainty
[4] “Edge of
Chaos” –
avoidance,
disintegration
[5] “Co-creating” –
methods and
approaches that
maximise the
management of
knowledge,
resources, and the
utilisation of passion
and responsibility
[3] “Consulting” –
scenarios,
leadership,
intuition, learning
orgs, systems
thinking
Uncertainty
Maturity
Stage 5: strategic alignment
Centre of
Stage 4: business maturity
Expertise
Stage 3: support Advanced • Direction and
PMO
influence for
Standard
Stage 2: control
enterprise
• Focuses on
PMO
project
integrating
management
Stage 1: sight Basic PMO • Improves PM business
objectives into • Manage
capabilities
Project
PM
continuous
and maturity
• Provides
Office
environment
improvement
standard and
• Discreet
project offices
• Applies
project
management
techniques
• No
programme
level authority
repeatable
methodology
for all projects
• Develops
common tools
for all projects
• Emphasises
the foundation
of a viable PM
environment
• Introduce
projects
reporting tools
and
collaboration
techniques
• Interfaces
between the
business,
executives
and project
teams
• Full set of
PMO functions
in use
• Applies
common
practices to
projects and
business
• Best/leader
in PM
practices and
tools
• Can be a
separate
business unit
• Advanced
staffing
and crossdepartment
collaboration
to achieve
strategic
business goals
• Builds
relationships
with customers,
stakeholders
and vendors
• Oversight and
control to other
PMO units
INFORM
Establish regular and accurate project
reporting to provide early warning
management information.
Functions
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.
External Factors
• Digital - new ways of:
•
•
•
•
•
•
•
•
Delivering services
Interacting with customers / stakeholders
Collaborating
Learning
Communicating
Capturing, storing and presenting information
Accessing information
Working
Top Ten Trends for PMOs in 2016
http://pmoflashmob.org/top-ten-trends-in-pmo-for-2016/
1. PMOs must secure the tools they need to do the basic job
2. PMO teams will recruit data analysts
3. Getting to grips with programme management
4. Methodology makeover
5. Further practices in portfolio management
6. Measures and metrics – showing why PMO is needed
7. Picking off the services that mean the most for the business
8. Making business cases for additional capacity and capability
9. Understanding the true skillset required for where you’re
heading
10. Making relationships with other departments
We Must Reinvent Themselves for the Future
What kind of capability do we need?
Translator
Thinker
Engineer
Socialiser
Pioneer
Is the PMO ready and able to evolve?
Do what you can
With what you have
Where you are
Theodore Roosevelt
Communities of Practice
Exercise
Exercise:
Stop
Do more
Start