Project Management OfficeApplying discipline to business needs!

Presenter:

R. Sheldon Tyndall, CPHIMS, FHIMSS

Hunter Stokes & Associatestyndall_s@bellsouth.net

706-302-9389

Agenda

PMO – Why? Characteristics of a PMO / PM Tools of the trade Critical Success Factors Organizational Learning

What is a PMO?

Project Management Office

Definition

Department or group that defines and maintains the standards of process,

related to project management, within an organization.

Characteristics of a PMO

Standardized Documentation Measuring methodologies Successful repeatable processes Acceptable industry standards/guidelines Establishing “Best Practices” for your

organization

PMO’s Aliases

PMO Majority

Other names: Project Management Office Project Support Office Project Office Center of Excellence Enterprise Project Management

PMO vs PM?

PM’s and PMOs - different objectives. Both of these groups efforts should

however be aligned with the Organizational Strategy.

Traditional Project Planning PMO

Specific project objectives Manages major program scope changes

Controls assigned project resources Optimizes shared organizational resources across portfolio

Manages individual projects constraints

Manages project interdependencies at the enterprise level

Offers support to Project Managers

• Methodologies – Achieve lasting successMaximize valueRealize Enterprise business

Benefits• Benefits –

Consistent delivery Accurately implement

organizational prioritiesAlign with organizational

initiatives.

What does a PMO do?

Consulting

PMO

Centralized

What is Project Management?

“A disciplined process of managing

multiple tasks to achieve a defined

goal over a period of time.”

Characteristics of a Project

Manages planned change Usually impacts multiple departments Team members usually diverse Specific outcome goal Exceeds defined minimum time

requirements Defined start & stop time

The 5 P’s

Prior

Planning

Prevents

Poor

Project

Management

PM Methodology

Define Business Need Research & Analysis Approve Project Define Charter Define Scope Statement Define Goals & Objectives Define Roles & Responsibilities Define Assumptions Define Risk Factors

Define Constraints Define Plan & Timeline Define communications Define documentation Monitor milestones Make corrections Complete project Sign off completed Lessons Learned

Source: PMI Institute

When does business need a Project? And when does it not?

Project? Yes Defined goal with targeted completion

identified Exceeds “X” man hours

Not a Project! No defined target of completion No end date Permanent Task Force/Committees Less than “X” man hour effort

Project Management Tools

Charter Document Roles & Responsibilities Form Assumptions Template Risk Template Communication Template Phases Check List (Initiation, Planning, Execution & Closure)

Microsoft Project

Results

All successful projects include:

PM methodology of Charter

Goals

Scope

Planned time line

Milestones

Famous Quote

“I love it when a plan comes together”

Can you guess who said this?

George Peppard (Hannibal),

The TV Show “The A Team”

Critical Success Factors

Integration into Organizational culture Failure Statistics Understand Mission Organizational Structure

PMO Ownership

Enterprise Autonomous Strategic Planning

Organizational (Department) Information Technology

Special Purpose Major project

Failure Statistics

Inadequate PM Implementation 32% Lack of Communications 20% Scope & Complexity issues 17%

Project Management

Methodology Related 69%

Source: KPMG study 252 Organizations

Understand the Objectives!

Interpretation?

How the customer explained it.

How the project manager understood it.

How the analyst designed it!

PMO Staffing

Leaders: Typically ONLY Project Managers Dedicated to managing multi teams/projects

Team Members: Temporary team members from other areas Various levels of expertise/experience Usually representative from impacted areas

PMO Authority

Very little decision making ownership Limited authority to:

Allocate/Request resources Set priorities Initiate, change, or cancel projects

Value of PMO

Measure Success Continuous Process Improvement Establish key Critical Success Factors

(CSF) Reduces variable processes Creates standardization Improves probability of success Eliminates wasteful time/money/energy

Measure & Monitor

Lessons Learned

Review Successes Identify Opportunities (SWOT) Document Celebrations Integrate PI into next projects

Project Management OfficeQuestions?

R. Sheldon Tyndall Tyndall_s@bellsouth.net

706-302-9389