IBM Program Management Office (PMO) - Old.ezdravotnictvo.sk
IBM Program Management Office(PMO)October 2nd, 2009
An effective PMO provides value contributes to the success of theProgramMaking sure that the Program and Projects are Defined Right, Started Rightand Executed Right with minimum or no waste and maximum benefits, by: Establishing Standard Development Processes and Tools, Discipline and Ease-of-Use inImplementation Providing Rigor and Integrity in Project Tracking, Monitoring and Reporting Ensuring Linkage and Synchronization of Solution Development and Business Processes Facilitating Organizational Change Management Facilitating Definition of and Compliance to Enterprise Architecture and Policies Measuring and Tracking of Costs and Benefits Providing Independent Review and Assessment of Status and ProgressConfidentialPage 2 IBM Rational Worldwide PMO 10/02/2009 Copyright IBM Corporation 2009
IBM Best Practice incorporates 12 key activities under the management ofProgram Management OfficeProgram Sponsor&Steering CommitteeInitiative Priorities/GuidanceInitiative Initiationkick-offProgram Management Office- Program Leadership- PMO TeamPlanning &MonitoringComm. &ReportingIssuesManagementChangeControlContract &Fin. fitsManagementKnowledgeManagementIndividual Initiatives - Initiative Owners, Leaders & UsersDefineConfidentialSetupPlanTrackPage 3 IBM Rational Worldwide PMO 10/02/2009RunInitiative rogressReporting& DeliverablesTransition Copyright IBM Corporation 2009
Program Management OfficePlanning and Monitoring ApproachGather key inputsDefine projects as part of program Program charterScope definitionCurrent project inventoryCustomer requirementsFuture capabilities ofrelevant projects Current operationalperformance levels To-be performance targets New opportunitiesProgram Sequencing planPhase 1Project 2Comm. &ReportingIssuesManagementChangeControlContract &Fin. fitsManagementKnowledgeManagementDefine project outputs or deliverablesand desired timeframesProject 1- Product A- Product BProject 2- Product A- Product B-Product CProject 3-Product AProgramProject 1Planning &MonitoringProject 3Establish resource requirementsand overall impact of desiredtimeframesEstablish programInterdependenciesPhase 2Phase 31Workplan2Phase 43Review impact and adjustvariables as required toachieve an acceptable planResourcesBenefits Project outputs Timeframe Resources including cashConfidentialPage 4 IBM Rational Worldwide PMO 10/02/2009 Copyright IBM Corporation 2009
Program ManagementOfficeIssuesPlanning &MonitoringCommunications Content Start-up--- Staying the CourseProvide many structured,specific communicationsusing a variety of media-Create channels for twoway communication(Remember, this is a highvisibility time for theproject, andcommunications sentduring this period will setthe tone for expectationsof behavior)ConfidentialConduct periodiccommunicationassessments to evaluatethe effectiveness ofcommunication efforts-Step up communicationefforts that will providethe organization and theteam with positivefeedback-Increase individualizationof messagePage 5 IBM Rational Worldwide PMO 10/02/2009Contract &Fin. Mgmt.QualityManagementComm. lInfrastructureManagementKnowledgeManagement Closure-Highlight projectsuccesses-Document and sharesuccesses and“lessons learned” Copyright IBM Corporation 2009
Program Management OfficeThe issue management process enables delivery teamsIdentificationEvaluationTrackingPlanning &MonitoringComm. &ReportingIssuesManagementChangeControlContract &Fin. ion(as necessary)- Issues areidentified anddocumented inprogramcollaboration tool- Issues arereviewed andevaluated in thePMO statusmeetings- Issues areprioritized ashigh, medium, lowbased on overallimpact to projectobjectives anddegree of urgency- Decisions aremade to resolve orescalate the issueConfidential- The programteams areresponsible fortracking all issuesin a standarddatabase or tool- The issue trackingdatabase or toolwill be updatedbefore statusmeetings by theprogram teamsPage 6 IBM Rational Worldwide PMO 10/02/2009- Issues beyond thecontrol of theprogram teams areescalated to thePMO, InitiativeLeader, &ExecutiveCommittee- Escalated issuescontinue to betracked in thedatabase or tooluntil finalresolution- An action plan isdeveloped by theprogram teams- A contingency planis also developedfor critical issues- The action plan isreviewed in statusmeetings tomonitor progress- Issues are closedonce action plan iscomplete and theissue is resolved Copyright IBM Corporation 2009
Program Management OfficeChange ControlPlanning &MonitoringComm. &ReportingIssuesManagementChangeControlContract &Fin. fitsManagementKnowledgeManagementControlling changes will be a constant task for the project and program manager.No matter how well planned your programs unforeseen events will impact on thescope, timeframes and resources originally anticipated.There are four basic steps for managing programchange RegisterAssess impactIncorporateAgreeAssessRegisterAgree or rejectIncorporateinto baselineplanThe level at which approval is required depends upon theimpact of the changeImpactWho agreesWithin projectProject ManagerChangeRequestWithin the programProgram ManagerOutside the programProgramSponsor/Steering GroupReject. ripple factorConfidentialPage 7 IBM Rational Worldwide PMO 10/02/2009 Copyright IBM Corporation 2009
Program Management OfficeResource Management ApproachKey Inputs Program charter Program/projectdefinition Organizational skillinventoryConfidentialDefine SkillRequirementsPlanning &MonitoringComm. &ReportingIssuesManagementChangeControlContract &Fin. fitsManagementKnowledgeManagementAssess SkillGapsDevelopProgram OrgStructureDevelopResource PlanUnderstandConstraintsPage 8 IBM Rational Worldwide PMO 10/02/2009Update ProgramSequencing Copyright IBM Corporation 2009
Program Management OfficeQuality ManagementPlanning &MonitoringComm. &ReportingIssuesManagementChangeControlContract &Fin. fitsManagementKnowledgeManagementIt is important that Quality control and assurance processes are defined at the start of theProgram and then monitored throughout the whole lifecycle. Without these procedures inplace there would be no defined standards for documents, or for Program reviews. Thiscould lead to some of the most basic Program quality functions not being met i.e. regularreviews at a project and Program level.Produce ProgramQuality planProduce ProjectQuality plansPerform Programand project reviewsto ensureadherence toquality plansUpdate procedures fromreview findingsConfidentialPage 9 IBM Rational Worldwide PMO 10/02/2009 Copyright IBM Corporation 2009
Performance can be assessed using the sevenkeys to success (reporting, quality)Program ManagementOfficeIssuesPlanning &MonitoringContract &Fin. Mgmt.QualityManagementComm. s: Seven Keys to Project Success Scope is Realistic and Managed (description, requirements,timeframe, resources/cost) Team is High-Performing (contact list, project managers,resources, identification of SMEs, cross-functional teammembers, defined roles and responsibilities) Work & Schedule are Accurately Determined (project plan,high-level milestones by date, detailed approach withcorresponding activities, status tracking & reporting, issues log,action plan) Stakeholders are committed (stakeholder assessment, whowill this impact, are they committed, communication plan) Delivery Organization’s Benefits are Realized (project team’sgoals) Business Benefits are Realized (alignment with organization’sstrategy, alternatives considered, measuring and tracking ofspecified project benefits, project post-mortem) Risks are Mitigated (risk assessment and monitoring,assumptions to be validated, checkpoints to evaluate progress)ConfidentialPage 10 IBM Rational Worldwide PMO 10/02/2009 Copyright IBM Corporation 2009
Program Management OfficeRisk and Issue Management and Mitigationis a Key to Program SuccessPlan Develop MitigationPlans Develop ContingencyPlansControl Monitor Risk Status Conduct Risk ReviewMeetings Implement MitigationPlans MonitorContingency PlansReRe-evaluate RisksRisk Materializes Close out RiskContract &Fin. fitsManagementKnowledgeManagementHigh Baseline iskMediumAssign RiskOwner Analyze RisksIMPACT Identify Risks/IssuesManagementMinorRiskSignificant RiskMajorRiskLowProject Risk Management ProcessAssessComm. &ReportingRisks and Issues will be Identified,Classified and Prioritizedon Program if Risk MaterializesThe PMO should leverage a comprehensive RiskManagement Process to Manage Risks and IssuesPlanning &MonitoringMinorRiskMinorRiskSignificant RiskLowMediumHighPROBABILITYRisk will Materialize Send to IssueManagementConfidentialPage 11 IBM Rational Worldwide PMO 10/02/2009 Copyright IBM Corporation 2009
Program Management OfficeBenefits Realization ApproachPlanning &MonitoringComm. &ReportingIssuesManagementChangeControlContract &Fin. fitsManagementKnowledgeManagementRealizing cost benefits and sustaining them over time requires the incorporationof a benefits realization and tracking mechanism to understand change, measureit and communicate its impact throughout the organization.Key Activities include: Identify benefits Create benefits case Define benefits owners Build action plans Create metrics Build a tracking mechanism Measure and monitorConfidentialBuild Business / Benefits CaseExecuteBenefitsDeliverySecure Benefits OwnershipEstablish and TrackBenefits MeasuresPage 12 IBM Rational Worldwide PMO 10/02/2009Test BenefitsStrengthRealizeResults Copyright IBM Corporation 2009
Program Management OfficePlanning &MonitoringContract &Fin. Mgmt.QualityManagementQuick-Start – 30 Days to Kick-OffDay 11DEFINE THE CHARTER2DEFINE COMPLETIONCRITERIA & SCOPE3INITIATE PLANNING4SEGMENT THE WORK4aIDENTIFY DEPENDENCIES5DEVELOP STRUCTURE &GOVERNANCE5aPREPARE STAFFINGPROFILESDay 5Day 10Day 15Day 20Comm. &ReportingResourceManagementRiskManagementDay ManagementDay 305b SECURE RESOURCES6PREPARE PMOPROCESSES & TOOLS7CONDUCT PMO KICK-OFF8ENABLE EFFECTIVE TEAMSConfidentialPage 13 IBM Rational Worldwide PMO 10/02/2009 Copyright IBM Corporation 2009
Program Management OfficePlanning &Monitoring1. Define the Charter:Contract &Fin. Mgmt.QualityManagementComm. Objective: Prepare a charter that states the business problems to be solved and thevalue proposition.Why is this Important?: It is essential to clearly articulate the objectives andbenefits that are expected to be realized prior to initiating project planning activities.Identifying the high-level business problems will provide a focus for theoverall program. Before initiating the project, the executive sponsor(s)and PMO must:CharterGoals,objectives,metrics, etc. Identify and prioritize the most critical business issues Estimate the high-level benefits to be realized by resolving the business issues Specify the goals to be achieved along the following dimensions: People and organization: The culture (values and behaviors), skills, communication,training, and human resource management in the enterprise. The people, their roles andresponsibilities, their performance measures, the organizational structure, and the businessunits. Processes: The business processes and events that exist within the enterprise. Data and information: The current data and information used in the enterprise and howthat data and information is managed and secured. Information systems: The information systems in the enterprise or in development, howthose information systems work together, and how they support the business processes. Infrastructure: The current facilities and physical assets, including their geographies andlocations.Key Point: The charter should reflect the organization’s motivation for initiating thiswork and the business value to be realized.ConfidentialPage 14 IBM Rational Worldwide PMO 10/02/2009 What is the problem statement? What are we setting out to achieve? What will success look like?To Do Identify high-level business problems Define program goals/objectivesaligned with each business problem Document a statement that clearlyarticulates the business probems,program objectives and potentialbenefits to be realized Copyright IBM Corporation 2009
Program Management OfficeComm. &ReportingPlanning &Monitoring2. Define the Completion Criteria and Scope:ResourceManagementRiskManagementContract &Fin. eManagementKnowledgeManagementObjective: Translate the charter into a series of measurable completion criteria thatwill indicate successful performance of the program.Why is this Important?: This ensures that the project achieves its goals andobjectives and will deliver the expected business value.Translate the charter into discrete, measurable achievements,deliverables and results.CharterCompletion Criteria refers to the baseline requirements forGoals,Completion Criteriasuccessful project completion. This includes descriptors such as:objectives, strategies, policies, programs, processes or structuresmetrics, etc. ---------- technology design, development, integration or implementation ---------- ---------- analysis, design or implementation ---------- ---------- recommendations or detailed plans ---------- organizational unit (e.g.enterprise-wide, functional ordepartment) geography (e.g. global, regional or domestic)
IBM Program Management Office (PMO) October 2nd, 2009. Confidential Page 2 . PMO provides value contributes to the success of the Program Establishing Standard Development Processes and Tools, Discipline and Ease-of-Use in . AssessAssess Project Risk Management Process x Identify Risks/ Assign Risk Owner x Analyze Risks Baseline Risks PlanPlan
A PMO has the potential to provide significant benefits. Critical components of establishing and maintaining a successful PMO include understanding the role of the PMO, knowing how to effectively "sell" a PMO to management, how to effectively implement a PMO in an organization, and how to establish and grow the value of a PMO overtime.
Figure (2.10) Component required for building PMO (Jane 2007) Figure (2.11) The PMO Organization Model Figure (2.12) The PMO Structure Spectrum (Cynthia 2007) Figure (2.13) Advantages and Disadvantages of Outsourcing PMO Services (Vagelatos et al 2010) Figure (2.14) Steps to implement a PMO (Lendry 2006)
The Ten PMO Trends for 2023 from the House of PMO Project Data Analytics Update . the largest gathering of PMO professionals since 2015. Lindsay is also the co-founder of PMO Learning, a training organisation specialised in delivering . has a previous career in project management recruitment & employment and previously worked as a PMO .
The objective of this project is to provide a road map template to any state agency considering the implementation of a project management office (PMO). This guide will serve as a road map to creating a PMO. A model for state agencies to follow when establishing a PMO or PMO pilot which includes but is . Roadmap to a Project Management Office .
role of the PMO should become more visible and that the PMO should focus more on project support, guidance and alignment with the strategic plan of the organization. In [7], the authors point to the problem of determining the value of the PMO despite the variation in the mandate and functions of a PMO from one organization to another. They
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The State of the PMO 2014 5 2014 Project Management Solutions, Inc. PMO CAPABILITY » PMOs in high-performing organizations rate much higher in PMO capability than those in low performers (2.9 vs 1.4) » PMOs have shown an increase in capability since our 2012 survey. In particular, a larger percentage of PMOs have reached Level 3
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