Project Management Office (PMO) - Bangkok...

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Project Management Office (PMO)

IBM & BU Confidentiality August 19, 2006 © 2006 IBM Corporation

Value Excellence of Value Excellence of Project Management OfficeProject Management Office

NIPPON LIMBOONSUEBSAINIPPON [email protected]@th.ibm.com


© 2005 IBM CorporationIBM & BU Confidentiality November 29, 2005

ObjectivesObjectives

To understand thoroughly Project Management theme and/or conceptual role

To learn somehow kinds of Project Management terminology and relevant entities

To know further about basic of Project Management methodology, type and related fields.

To be articulated to build value proposition of Project Management



Where is Project Management ?

Roles of Project Management Office (PMO)

Reality shows of Project Manager (PM) and/or Project Executive (PE)

– a local telco/multimedia company -> IT Consolidation (ITC)

– a local big bank -> Banking Data Warehouse (BDW)

– a foreign bank -> Core Banking System (CBS)

Worldwide Project Management Methodology (WWPMM)

Values of Project Management

TopicTopic



System Development Life Cycle (SDLC)System Development Life Cycle (SDLC)

Project ID and Selection

Requirement Study

Analysis

Logical Design

Physical Design

Maintenance

Intelligence

Design

Implement

Coding, Test, Implement



InitialPlanning

Planning

Requirements

Analysis & Design

Implementation

Deployment

Test

Evaluation

ManagementEnvironment

Each iteration results in an executable release

Iterative SW Development ModelIterative SW Development Model



Rational Unified Process (RUP)Rational Unified Process (RUP)

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Start, manage & proceed a projectStart, manage & proceed a projectCurrent Environment

– How mature do you think you are?

– Where are you at from a Project Management perspective?

– Where do you want to be?

– How involved are end users in the project development?

– How spread out geographically are your projects?

Organization

– Does the current project management structure support your projects?

– What is the organizational structure for projects?

– How many Project Managers do you have?

– Who do the Project Managers report to?

Processes

– Do you get along with the calculated budget or do you exceed the limit?

– Do your projects match with the company objectives?

– Do you have defined processes for the projects?

– How do you prepare your project managers for their job?

– Are your projects successful? How do you measure success?

– Do you carry out lessons learned in order to optimize follow-on projects?

Tools

– What tools do you currently use?



Example of SW development tasksExample of SW development tasks

Change requests come from many sources throughout each iteration of the product lifecycle

Maint

Test

Code

Design

Req

Customer andUser inputs

MarketingNew

Feature

NewRequirement

Bug

Help DeskUser inputs

ApprovedDecisionProcess(CCB)

Single Channel for Approval

Coders inputsTesters inputs

ChangeRequest (CR)



Project Management is usually seen as managing the Project Management is usually seen as managing the interrelationship of three critical success factors for @ projecinterrelationship of three critical success factors for @ project.t.

Scope

Schedule Budget

112

234

5678

9

1011

It is essential to find the optimal balance to maximize the value of projects related to the company's success considering budget, schedule and scope.



But it is not that simple, in order to manage to those three But it is not that simple, in order to manage to those three critical success factors it also involves. . . critical success factors it also involves. . .

Planning

Communication

Coordination

Integration

Execution

Tracking

Budgeting

Control

Reporting

Quality Control



A study shows that lack of good project A study shows that lack of good project management often leads to failed projects. management often leads to failed projects.

According to a study by Metagroup ('Why Operation Projects Fail?' November 2002) 70% of large IT projects fail or do not meet the expectations. The most common reasons refer to project management, project planning and communication.



Project Management Approach Project Management Approach

Project Based Business


Processes/Methodology (WWPMM)

Project Management Maturity Guide (PMPMG)

Tools – Rational Portfolio Manager

Mentoring/Staffing

Education

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ProjectProject--based enterprise charterbased enterprise charter

In 1997, IBM committed to becoming a project based enterprisefor integrating project management disciplines across the IBM enterprise.

Since then, IBM has developed and deployed a number of worldwide Project Management initiatives for establishing the Project Based Enterprise Charter. These project based initiatives focused on:

–– Project Management Professional Development Project Management Professional Development

–– Project Management Methods & ToolsProject Management Methods & Tools

–– Project Management SystemsProject Management Systems



Aspects for Project Management OfficeAspects for Project Management Office

PMO

Culture

Methodology

TechnologySkills

Organization

Measurement

PMO

Principles, Beliefs, Expectations, Vision, Mission, Goals, Objectives, Action Plans

Critical Success Factors, Strategies, Continuous Improvement of Projects,

Investments, Incentives,Communication, Policies, Attitudes, Practices

Work Product, Quality, Time,Productivity, Cost, Impact,

Defects, ROI, Value,Satisfaction

Experience, Method Training,Technical Training, ManagementEducation, On-the-Job Training,

Learning Curves

Methods, Specifications, Outputs, Procedures, Techniques, Standards, Guidelines, Controls,

Roles,Jobs and Responsibilities,

Formal and Informal Structures,Resources and Resource Allocations,

Support Staff Services,Relationships

Tools, Tool Classes, Platforms, Standards, Protocols, Architectures, Physical Environment



Types of Project Management Office correlate to the project Types of Project Management Office correlate to the project management maturity level. As Project Management matures in management maturity level. As Project Management matures in an organization, the sophistication of your Project Management an organization, the sophistication of your Project Management Office should mature.Office should mature.

Type 1 - Institutionalize Project Management

– Supports deployment of PM initiatives, method, tools, and processes

Type 2 - Support Project

– Provides support for projects and PMs within the organization

Type 3 - Support Management Visibility

– Provides window into accurate project status

– Facilitates early corrective action

Type 4 - Control Projects

– Management tracking, control and makes decisions



Effectiveness of different PMO structures shows how a company caEffectiveness of different PMO structures shows how a company can start out n start out with small levels of effectiveness, but as they mature and as thwith small levels of effectiveness, but as they mature and as their PMO structure eir PMO structure evolves they can become very effective.evolves they can become very effective.

Specific Benefits Type-1 Type-2 Type-3 Type-4

Improved delivery times (time to market).

MarginallyEffective Effective

SomewhatEffective

VeryEffective

Reduced cost on projects. MarginallyEffective

Effective SomewhatEffective

VeryEffective

Improved communications throughout the organization.


Effective VeryEffective

Improved ability to anticipate problems rather than reacting to them.

MarginallyEffective

SomewhatEffective

Effective VeryEffective

Enhanced "what if" analysis and corrective action planning.

MarginallyEffective

Effective Effective VeryEffective

Improved business management skills throughout the organization.

SomewhatEffective


VeryEffective

Collections of project intellectual materials and historical data for improving estimates, etc.

MarginallyEffective

Effective Effective VeryEffective



It is important to understand the Project Management Office It is important to understand the Project Management Office success factors. If these success factors are not present, thensuccess factors. If these success factors are not present, thenall work to get wonall work to get won’’t be there.t be there.

Project Management Office characteristics depend on:

– Needs of the organization

– Tolerance to process discipline

– Maturity of project management implementation

Critical Success Factors

– Stakeholder support

– Identification of the right things to work @ first – early successes

– Control initial scope/pilot implementation of new disciplines



World Wide Project Management Methodology World Wide Project Management Methodology --WWPMMWWPMM

• WWPMM helps define the PM System, a collection of plans, procedures and records that direct all PM activities and describe the current state and history of the project.

• Generic templates are provided in downloadable form, from the WWPMM reference page and through various PM tools.

• When used with appropriate tools and integrated with business and technical management systems, this material provides a comprehensive PM environment.

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WWPMM values: broad, robust and integrated WWPMM values: broad, robust and integrated approach to projects.approach to projects.

IBM PM method (Worldwide Project Management Method – WWPMM) drives consistency and quality by focusing on three aspects of PM best practices

– Work Domains

– Work Products

– Work Patterns

Work Domains provide detailed guidance on how specific types of PM activities should be carried out

– PM must understand how to manage across 13 domains (change, quality, risk, etc.)

Work Products are verifiable outcomes that are used to manage projects

– IBM’s method identifies 51 PM work products that could be used on anengagement

– Standards, templates, and ‘how to’ guidance included in browser enabled tool

Work Patterns are a series of steps designed to meet project management goals or in response to particular project situations

– Includes 39 different process steps spread across 7 phases

– Equivalent to a Standard Operating Procedure (SOP)



Level 1

Project Management techniques do not exist and are not used.

START UP

Disciplined Processes

StandardConsistentProcesses

PredictableProcesses

ContinuouslyImprovingProcesses

Level 2

IN DEPLOYMENT

Basic existence of Project Management techniques used infrequently and inconsistently. Techniques are in developmental stages.

Level 3

FUNCTIONAL

Project Management techniques are robust and fully functional. Processes are standard and consistent.

Level 4

INTEGRATED

Project Management techniques are robust and fully functional. The techniques are integrated and consistently used with predictable results.

WORLD CLASS

Project Management techniques are world classand constitute best practices. Feedback is used for continuous process improvement and preemptive planning.

Level 5

Summary Definitions of Maturity Assessment LevelsThe chart on this page shows the Project Management Maturity Assessment Levels. It has been drawn as stair steps because an organization starts at the bottom and progresses up from one level to the next -- from START UP to IN DEPLOYMENT to FUNCTIONAL to INTEGRATED to WORLD CLASS. The processes are defined and exist beginning at Level 2, IN DEPLOYMENT, but the degree to which they are used and the progression of their use (noted by the arrows) separates one maturity level from another.

Summary Definitions of Maturity Assessment LevelsThe chart on this page shows the Project Management Maturity Assessment Levels. It has been drawn as stair steps because an organization starts at the bottom and progresses up from one level to the next -- from START UP to IN DEPLOYMENT to FUNCTIONAL to INTEGRATED to WORLD CLASS. The processes are defined and exist beginning at Level 2, IN DEPLOYMENT, but the degree to which they are used and the progression of their use (noted by the arrows) separates one maturity level from another.

Project Management Process Maturity Assessment LevelsProject Management Process Maturity Assessment Levels



How to do the Project Management How to do the Project Management Maturity Assessment LevelsMaturity Assessment Levels

The Assessment steps are the following:

– Reviews of existing project management documentation.

– Interviews of key project management stakeholders, managers and project managers.

– Preparation of the assessment deliverables.

– Presentation of the findings to the appropriate management group.

The scope of the project are the following tasks:

– Review documentation

– Conduct interviews

– Define appropriate project management roles and responsibilities

– Define appropriate maturity levels.

– Assess current project management capabilities.

– Report on key findings project management capabilities.

– Develop and report on key recommendations to improve project management capabilities.

– Develop an action plan or roadmap, describing key recommended steps to improve the capability of project management function.



Typical Tool Challenges for Project Managers Typical Tool Challenges for Project Managers --BEFOREBEFORE

Many projects have manual and semi-automated processes, characterized by unnecessary data manipulation, inadequate information flow and sluggish cycle time.



Rational Portfolio Manager is IBMRational Portfolio Manager is IBM’’s Solution of Choice s Solution of Choice --AFTERAFTER

Rational PM provides process automation, thereby increasing efficiency and reducing the complexity of project and portfolio processes.



PMO Mentoring & Staffing CapabilityPMO Mentoring & Staffing Capability

- - -Detailed Qualification Criteria based on required skills

- - -Professional Contributions (“Giveback”)

- - -Technical Specialties

35 hrs200-300 hrsPM Education

- - -People Management Experience

- - -Technical Experience

4,500 hrs (2+ years)6,000-7000 hrs PM Experience

PMI Examination

PMI Certification Program

IBM Certification ProgramCertification Element

IBM’s certification process is more demanding than the standards set by Project Management Institute (PMI).

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Education for PM and PEEducation for PM and PE

Working on a Project

Project Risk Management

Project Management Concepts

Project Leadership and Team Building

Project Cost and Schedule Management

Principles of Project Management

PMP Examination Preparation

Leading Complex Projects Workshop

Financial Management

Contracting

Project Management Principles

Areas of education

PMI recognizes industry standard Project Management courses currently available to public in general.



Value Propositions of Project Management Value Propositions of Project Management

Adds value– Achieve improved results at a lower cost, with higher quality and a more

predictable timeline when PM disciplines are applied

Lowers cost– Requires less rework, improved productivity and fewer defects through

the use of skilled, disciplined project managers

Increases speed– Anticipate problems and potential delays using Project

Management techniques and processes ,

– Deploy resources efficiently and manage change effectively

Improves quality– Monitor, measure and manage to quality objectives through effective

Project Management disciplines

The following are like Project Management Discipline.



SummarySummary



StudyStudy

SystemAnalysisSystem

Analysis

SystemDesignSystemDesign

Coding(Programming)

Coding(Programming) Test

RunTestRun

Resource

Resource

TimeTime

Hu

ma

n R

eso

urc

e

To manage 2 keyed resourcesTo manage 2 keyed resources… is the most effect to project costing.



To manage type of implementationTo manage type of implementation

Old

NewOld

New

Old New NewOld

DirectDirect PhasedPhased

ParallelParallel PilotPilot



Risk ReductionRisk Reduction

TimeTime

Ris

kR

isk

Expected &Future Risk

Existing Risk

To minimize risks of the projectTo minimize risks of the project

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Project ID and Selection

Requirement Study

Analysis

Logical Design

Physical Design

Coding, Test, Implement

Maintenance

Interpersonal Skill

Analytical Skill

Management Skill

Technical Skill

To manage own skillsTo manage own skillsProject Management Office (PMO)


Q & AQ & A



Competency FoundationCompetency FoundationAdaptability

Client Focus

Effective Communication

Creative Problem Solving

Drive to Achieve

Taking Ownership

Teamwork & Collaboration

Trustworthiness

Passion for the Business

Taking Ownership

Teamwork & Collaboration

Adapt to changeManage TimeDeal to StressBuild client relationship

Ensure customer relationship

Drive to Achieve

Taking Ownership

- Listen carefully to Others- Match Mode of

communications to situation

Accept responsibilityfor actions and decisionsBuild & Leverage relationships

among colleaques

Trustworthiness

Develop Effective SolutionsGenerate Innovative Ideas & Solution

Passion for the business

Set challenging goalsPersist in the face of obstacle

Project Management Office (PMO) - Bangkok...

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