3. An organizational body…
assigned various responsibilities related to the
centralized and coordinated management of those
projects under its domain.
There in no such thing as a "universal solution"
To be effective, a PMO must be tailored to the
organization's project types, management/staff
capabilities, and the organization's culture.
What is PMO?
9. 0 Non-Existent – Not applied
1 Initial – Ad hoc and disorganized
2 Repeatable – Follow regular pattern
3 Defined – Documented/communicated
4 Managed – Monitored and measured
5 Optimized – Best practices followed/ automated
Source: CobiT 3rd Edition, Management Guidelines
CobiT® Maturity Levels
10. PM techniques are not used
Organization does not consider business impact of poor
project performance
Source: CobiT 3rd Edition, Management Guidelines
Level 0 – Non Existence
11. Aware of need for project structure and risks of poorly managed projects
Use of PM techniques left to the individual
Projects are generally poorly defined and do not incorporate business or
technical objectives of the organization or stakeholders
Lack of management commitment and project ownership
Critical project decisions are made without user management or
customer input
Little or no customer and user involvement in defining IT projects
No clear organization within IT projects and roles/responsibilities are not
defined
Project schedules and milestones are poorly defined
Project staff time and expenses are not tracked and compared to budgets
Source: CobiT 3rd Edition, Management Guidelines
Level 1 – Initial/Ad Hoc
12. Sr. Management has gained and communicated an awareness
of the need for IT Project Management
Organization is in the process of learning and repeating certain
techniques and methods from project-to-project
Projects have informally defined business and technical
objectives
Limited stakeholders involvement in PM
Some PM guidelines developed, but left to discretion of project
managers
Source: CobiT 3rd Edition, Management Guidelines
Level 2 – Repeatable but Intuitive
13. PM process and methodology formally established and communicated
IT projects defined with appropriate business and technical objectives
Stakeholders are involved in the management of IT projects
Defined project structure with roles and responsibilities
Defined and updated project milestones, schedules, budget and
performance measurements
IT Projects have formal post systems implementation procedures
Informal project management training provided
No established policies for using combination of internal and external
resources
Quality assurance procedures are defined
Source: CobiT 3rd Edition, Management Guidelines
Level 3 – Defined Process
14. Formal and standardized project metrics
PM measure and evaluated throughout organization not just IT
PM process enhancement formalized and communicated, and project team
members are trained on all enhancements
Risk management performed as part of PM
Stakeholders actively participate in projects or lead them
Project milestones and criteria for evaluating success at each milestones are
established
Value and risk are measured and managed prior to, during, and after project
completion
Management has established a program management function within IT
Projects are defined, staffed, and managed to address organizational goals,
rather than only IT specific ones.
Source: CobiT 3rd Edition, Management Guidelines
Level 4 – Managed and Measurable
15. Proven full life-cycle project methodology is implemented and
enforced, and integrated into organizational culture
On-going program to institutionalize best practices has been
implemented
Strong and active project support from Sr. Management sponsors
and stakeholders
Implemented project organization structure with documented
roles, responsibilities, and staff performance criteria
Long term IT resources strategy is defined to support
development and operational outsource decisions
Integrated Program Management Office is responsible for projects
from inception to post implementation
Program Management Office is under the management of the
business units and requisitions and directs IT resources to
complete projects
Organization-wide planning of projects ensures that users and IT
resources are best utilized to support strategic initiatives
Source: CobiT 3rd Edition, Management Guidelines
Level 5 – Optimized
16. One size does not fit all
PMO Drivers/ Business Needs
PM Maturity
Vision and Goals of Sponsor
Business/ Organization Mission
Organization size
Number of projects
Political and cultural environment
Tactical vs. strategic
Internal vs. external focus
Departmental vs. enterprise (IT vs. LOB)
Single vs. multiple
Staff vs. line organization
PMO Models
Supportive
17. TRADITIONAL PMO NEXT GENERATION PMO
Focus mostly on tactical issues Focus on strategic and cultural issues
Science of Project Management Art and craft of Project Management
Views organization as a “Complex Machine” Views organization as a “complex ecology”
Emphasis on monitoring and control Emphasis on collaboration
Provides tools similar to precise “map” to follow Provides tools similar to a “compass” that show the
direction
Internal process focused Focus on end products, customers and outcomes
Process driven Business driven
Standard (heavy) methods and practices Adaptable and flexible (agile) methods and practices
Based on rules; follow rules Based on guiding principles; follow rules and improvise
if needed
Defined, repeatable, managed and optimized practices Adaptive and Innovative practices
Focus on efficiency Focus on effectiveness and innovation
Process leadership Thought leadership
Heavy management and governance Balanced management, governance and leadership
Traditional vs Next Generation PMO
18. Increased number of projects completed on time and on budget
Availability of accurate project schedule and budget information
Decrease in systematic and common project problems
Improved timeliness of project risk identification
Increased organization satisfaction with project delivery services
Improved timeliness of project management decisions
PMO KEY GOAL INDICATORS
19. PMO Implementations fail when
PMO did not define its value proposition.
PMO is not perceived as impacting project delivery abilities.
PMO is seen as a threat — most often too authoritative.
PMO does not have buy-in from the senior management.
PMO is too low in the management reporting.
PMO is micromanaging — trying to control every project directly.
PMO doesn’t address the cultural change required.
20. Establishing a PMO that brings recognized value in the first six months of its existence
is critical.
Recommendation to go beyond the original models.
Consider establishing visible value to senior management from the get-go.
Go after the low-hanging fruit that helps everyone win and the PMO will be on its way.
Avoid being perceived as sitting in the "Ivory Tower of Project Management Excellence".
Build a PMO that will "Deliver Value Now."
PMO success factors to consider
Path Forward