Michael Rudenko

Michael Rudenko

Integrity, honesty, listening & understanding

Cultural fit

V7.0

iP MO

Michael will take accountability and responsibility for delivery, engendering energy, action and common-sense, he focuses on the culture and bringing the best out of the team

He brings Blue Chip experience of working with organisations across the UK, Europe, Central America and Australasia

Michael is noted for his adaptive, empathic, creative, customer-focused and for being a collaborative leader. Proven ability to quickly adapt to changing environments and assimilate and integrate new information into the overall plan

Track record for strategic thinking, tactical delivery, creative and wide-ranging analysis style, and consistently providing successful solutions to large and complex business challenges.

Has followed an Operations / Programme Management career for the past 25 years

Large System Integration experience:

Coaches and mentors – likes developing a teamSecurity Cleared (SC)Programme Management (MSP)Project / Delivery Management (PRINCE2)Capability Maturity Model Integration (CMMI)Management of Risk & Programme RecoveryLean Six SigmaChange & Release ManagementOGC Gateway Reviews LRQA & NAO Audit ReviewsPMO/ePMO/JPMO/PSO Establishment and Operation Earned Value Measurement Systems – Benefits and Scheduling trackingSupplier Relationship Management

Value Curve


Cultural fit

Michael Rudenko

iP MO

Adding Value to your business

Portfolio and Project / Programme Management

PMO / Operations Design & Build Add the valueProject Management FrameworksProject RescueProject Audits & AssessmentsBusiness Case DevelopmentRisk / Issue & Opportunity ManagementCoaching and MentoringCMMi AuditsTracking Business Benefits

Define Design Deliver Add Value

Adding Value

Michael turns strategic ideas into reality by transforming the “think about adding value “into a “”value creation” approach

Providing the leadership, insight, management tools and expertise to ensure successful delivery of the investment, realising and tracking benefits

Having programme managed a number of full lifecycle deploymentsusing products such as ORACLE, Microsoft, Linux and Bespoke products in a Retail, Defence, Telecommunications, Health Programme environment

People, the team, tools then process, it is the team that makes it a success


Cultural fit

Michael Rudenko

iP MO

Adding Value to your business – What People say

Define Design Deliver Add Value

David Forbes - Head of Programme Management, BT London 2012 Olympics, BT Global Services :

Michael is an extremely driven, motivated and tenacious programme professional. He always remains focused on key business objectives and outcomes yet is comfortable focusing on the details when required. He puts the customer at the heart of his work and constantly seeks to develop and maintain these relationships. A great guy and an asset to any business.

Rob Stanger - London LSP Programme Manager for Integrated Services,

Michael is an extremely diligent and tenacious manager. His ability to be able to pull together meaningful management information in the most complex situations is second to none and he is by far the most impressive PMO director I've had the pleasure to work with. I wouldn't hesitate in recommending Michael for senior PMO positions and would very much like to work with him again one day

Jagdeep Singh Phd – LOCOG Olympic Web Hosting Programme Manager

I had the pleasure of working with Michael during the inceptive stages of the London2012 web hosting project. Michael was instrumental in establishing what is now a fluid, and highly synergistic relationship between LOCOG and BT. His skill in mobilising resources, and ensuring infrastructure readiness for launches, such as the Ticketing Pre-Sign up, was unsurpassed. Everyone associated with the London2012 Programme knew Michael would get the job done - always!

As well as a highly adept Programme Manager, he was, and continues to be, a great mentor and a source of continued inspiration


Cultural fit

Michael Rudenko

iP MO

Winner (Best PMO) Oracle Retail Global Award

TEAM NOMINATIONS 2010-2011

CAN DO

The PMO team were nominated in 3 categories


GREAT SHOPKEEPING


FRESH THINKING

...and winners of


GREAT SHOPKEEPING

iP MO

Major Milestones – Recovery PMO (Portfolio) – sample timeline


Value Gate

Start Start +1 Start + 2 Start + 3 Start +4

Initial Assessment

Initial Reorganization and Quick-Fixes

Identify and Launch improvement Opportunities

Confirm & Build

Longer-Term Operating Model

Stabilization & Continuous Improvement

Case for Change

Launch rapid diagnostic initiatives across programme

Established new PMO Management Team

Strategic OrgStart + 3

Launching improvement initiatives within newly established Functional areas

3-Month Checkpoint

Tactical Org Start + 2

Focus• Added consultative

resources to existing team

• Designed new Operating model

• Identified areas requiring immediate support e.g. Resource forecast

• Rollout of tactical PMO organization and management team

• Commenced definition of Resource Baseline

• Conduct structured reviews of existing functions and tools –Develop Functional area priorities and work plans

• Initial implementation of revised processes and tools e.g. identify Lifecycle, PMO and Resource Demand Team – Rapid results expected – to align with Programme Cost to Complete

• Continuing rollout and validation of revised, functions and tools

• Strengthen culture of new team

• Continue delivery scoping and creation of detailed work plans

• Recruit new resources as required

Commit to Tactical Re-org

A PMO Team will be

Committed Ambitious

Listening Understanding


Cultural fit

Michael Rudenko

iP MO

Identifying and resolving common problems across

projects standardizing processes and

tools.

Improving project management

capabilities and skills

Monitoring and reporting on

project status

Improving project success.Through

identification and tracking of

Business Benefits


Cultural fit

A PMO Team will ensure they are

Michael Rudenko

iP MO

Directing•Least common, but sometimes the most effective type of PMO, is one that offers directive services. In this case, the PMO does not just support and control projects, but it's responsible for actually running them. In a Directive PMO, each of the Project Managers report to the PMO Director as their Sponsor. This helps to "corral" all of the project work within an organization, to one department.

Controlling

•Supportive services may not be enough to put projects back on track. By offering controlling services (such as project reviews, audits, assessments and governance), the PMO can influence project delivery..

Supportive

•This is the most common type of PMO. Its purpose is to empower project managers and teams to deliver their projects more successfully. It doesn't control or direct projects, instead it focuses on supporting projects through training, mentoring, administration and reporting.

What types of PMO exist? In a Portfolio setting


Cultural fit

Michael Rudenko

iP MO

Summary PMO Services that can be tailored

The Goal

Using PMO capabilities, optimize the delivery of large-scale Business and IT Change Portfolios, Programmes and Projects in an agnostic setting

Be the first choice for PMO resources Be the Centre of Excellence for PMO

competencies.

How wedo it as a

team

Provide credible and experienced local PMO experts supported by offshore resources if required

Use formal PMO methodologies supported by our tools and templates.

Coach and mentor managers within the delivery organization in PMO best practice techniques.

The doing

Undertake an independent assessment of PMO capability and maturity.

Design, set-up and manage PMO’s at enterprise, portfolio, programme or CoE level.

Intervene, as appropriate, in the recovery of a failing PMO functions.

PMO health checks.

PMO

PMO Capability &

Maturity Assessment

PMO Design,

Mobilisation and

Delivery

PMO Rescue & Recovery

PMO Health Checks

iP MO

iPMO - PMO Service Offering

Undertake an independent assessment of PMO capability within an organisation and map the journey to attain the desired level of PMO maturity. Using P3O as the bench mark

• Jointly agree the assessment scope, desired value from PMO and any assessment criteria (using standard benchmarks).

• Perform an assessment of the PMO people, processes and tools against the agreed criteria and work at pace to add value

• Report on performance vs. benchmark and develop a roadmap on how to achieve desired level of PMO capability in the shortest time available

PMO Capability & Maturity Assessment

PMO Capability & Maturity Assessment

What We DoWhat We Do How working with you and understanding your values we deployHow working with you and understanding your values we deploy

In collaboration with the client, setting-up and managing PMO’s in at enterprise, portfolio, programme or CoE level.

Design and Mobilise• Jointly agree the PMO purpose and goals – what are the CSF

and Benefits.• Agree PMO scope, model and services.• Define PMO stakeholder and engagement plans and any

associated roles and responsibilities within the PPM, PMO and senior management community).

• Develop team structure, roles and resource requirements.• Create a PMO rollout plan with agreed KPIs for measuring

success.• Deploy PMO processes and tools.• Recruit and / or develop (train/coach/mentor) the PMO team.• Issue PMO ToR / Charter.

Delivery• Share the PMO plan.• Rollout, stabilise and embed PMO capability.• Checkpoint reviews of PMO maturity (people, processes and

tools)/ perform PMO health check / metric-driven performance review.

PMO Design, Mobilisation and Delivery

PMO Design, Mobilisation and Delivery

iP MO

iPMO - PMO Service Offering

Rapid assessment of a failing PMO function and the delivery of an action plan to address both immediate and long term challenges.

• Perform an (as-is) assessment of the PMO, identifying key issues and areas at risk and move at pace to stabilise with the client

• Develop a target PMO model and an action plan that deals with urgent issues and the medium / long term transition of the PMO to its target state.

• Jointly agree and implement a recovery / transition plan, which minimises the impact to existing PMO delivery.

PMO Rescue & RecoveryPMO Rescue & Recovery

What We DoWhat We Do How working with you and understanding your values we deployHow working with you and understanding your values we deploy

The evaluation of PMOs / change initiatives, assessing whether delivery management is both effective and within the agreed PPM / PMO frameworks.

• Define assessment criteria using internal and external standards and frameworks.

• Perform a detailed review of the agreed change initiative(s) or PMO functions (interviews, document and meeting reviews, etc.).

• Provide a report that rates the health of the initiative(s) / PMO function(s), highlighting opportunities for improvement and sharing success stories.

• Jointly agree an action plan to address any challenges identified during the assessment.

PMO Health ChecksPMO Health Checks

iP MO

3

2

1Build Organisational capability to maximise overall returns on investment and manage activities as well as resources to achieve business goals effectively

Build the process and governance capabilities to manage the overall program and transformation projects

Carry out tasks that enable projects to meet agreed time, cost, scope and quality targets

A Portfolio Level PMO can be established to support, integrate, monitor and coordinate a portfolio of individual projects across the programme landscape

To provide cross partner transparency and facilitate rapid management decisions

Client IM Projects

iPMOProjects

InternalProjects

SupplierProjects

Joint Projects

Other Projects

Portfolio Management

The Shield of the Programme

Programme Governance

Client Interactions

Client Interactions

Portfolio – Programme Management Office (PMO)

Organizational Management

Stakeholder Management

Programme Planning, Scheduling & Tracking

Initiatives Approval & Tracking

Risk Management

Issue Management

Cost & Financial Management

Programme Communications

ProcurementKnowledge Management

PMO Methods, Tools & Processes

Program Quality Assurance

Programme Reporting

Release Management

Release Definition Release Planning & Scheduling

End-to-End Delivery Management

Deliverables Management & Traceability

Scope Management & Change Control

Requirements Management

Solution Arch Design & Build Test CentreImplementation & Training

Service Management

Business Requirements Collection & Validation

Requirements Analysis & Conceptual/Logical Modeling

Formalization of Non-Functional Requirements

Enterprise Architecture (all dimensions)

Requirements Decomposition & Logical Modeling

Architecture Governance

SDLC Setup & Governance

Design & Build Planning & Scheduling

Physical Modeling & Detailed Design (Software)

Build, Unit & Assembly Testing (Software)

Sub-System Functional & Non-Functional Testing

System Assembly & System Validation

Design & Build Methods, Tools & Processes

Software Configuration Management

System Functional & Non-Functional Testing

Service Acceptance Testing

Defect Management

Operational Readiness Testing

Cutover & Deployment

Service Management Training

Help Text & End-User Documentation

Enterprise Service Management

Operational Support Services

Detailed Design, Build & Test (Environment & Platform)

Environment Provisioning

Interface into client

Help Desk & Technical Support

Implementation Impact, Strategy & Approach

End-User Training

Production Deployment Verification

Interactive managment dashboards that use real time data

Example: Test Management Dashboard

Example: Service Dashboard – ITIL V3

Example Service Dashboards that can be tailored to defined Services LevelAgreements and also the possibilities of Operating Level Agreements across, all partners to monitor and track delivery through into service

CMMi & how a PMO can mature to add value

Regardless of the “Type” of PMO that has been implemented it has to “Add Value” – value creation can be done through a number of methods, however a PMO will and does change over the lifecycle of a Programme and will be tasked with varying projects/processes: this could be financially driven and or organisation change driven – ultimately the success will be the people and their skills

Michael Rudenko

Cultural fit

iP MO

Are we providing TRUE value?

Are any changes needed – what am I doing wrong?

Have we helped our organizations mature to the next level?

Can we answer the critical questions?

► Is our customer satisfied

► Is our customer disappointed

► Is our customer wanting thought leadership

► Are we doing the right projects?

► Do we know the current status of all projects?

► Are we managing, escalating, and resolving project Issues?

► Do PMs have the right training?

► What is our overall resource utilization?

► The list is not exhaustible

Questions the PMO should be able to periodically answer:


Cultural fit

Michael Rudenko

iP MO

Contact Details

Michael Rudenko

E-mail: [email protected]

Mobile: 07545809649

Barn Cottage4 Badsworth MewsBadsworthWest YorkshireWF9 1BG


Cultural fit

Michael Rudenko

iP MO

Michael Rudenko

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