PMexpo 2022| Irrinunciabile PMO, vettore di eccellenza nel settore della consulenza

Irrinunciabile PMO, vettore di eccellenza nel
settore della consulenza
ANTONIO BONANNI

Irrinunciabile PMO, vettore di eccellenza nel
settore della consulenza
ANTONIO BONANNI
KEY POINTS
a. PMExpo Slogan 2022
b. Project Presentation
c. Project Status

«Il mondo non ha improvvisamente bisogno di un numero maggiore di progetti. Questi
hanno sempre permeato la storia dell’umanità.
Il mondo ha più bisogno di Project Management, perché il mondo è diventato più rapido
nell’imporci nuovi cambiamenti e noi manager dobbiamo divenire più efficienti nello
spendere le nostre energie mentali per rimanere al passo.»
Il Project Management: scelta strategica improrogabile?
│PMEXPO Slogan 2022

PROJECT NAME
Khufu Pyramid(Cheopes)
PROJECT NUMBERS
≃ 100.000 human resources
≃ 20-30 years
≃ 1 Billion Euros
DESIGN Pyramidal shape
≃ 148 metres, Original Height
≃ 920 metres, Perimeter
LOGISTICS ≃ 2.3 million blocks
≃ 5.75-million-ton structure
≃ 300 km, cave distance
PROJECT NAME
Anfiteatro Flavio(Coliseum)
DESIGN Elliptical Amphitheatre
50 metres, Original Height
520 metres, Perimeter
LOGISTIC ≃ 100.000 m3 Travertine
marble
≃ 300 ton Iron structure
≃ 40 km, cave distance
PROJECT NUMBERS
≃ 30.000 human resources
≃ 8 years (72 A.D. – 80 A.D.)
≃ 340 Million Euros
PROJECT NAME
ὀλυμπιάς
(Ancient olimpic games)
PROJECT NUMBERS
Thousands of people
6 days (every 4 years)
OBJECTIVES Political – Cultural function
; Truce, Ceaseﬁre
TIME
Rome – Italy
80 A.D.
Giza - Egypt
3000 b.C.
Olimpia – Greece
776 A.D.

PROJECT NAME
Apollo 11
Mare Tranquillitatis - Moon
July 20, 1969
PROJECT NUMBERS
≃ 3,7 Billion* of Stakeholders
≃ 400.000 Human Resources
≃ 8 years
≃ 25 - 28 Billion Euros
OBJECTIVES
First landed humans (2) on the Moon
Moon soil analysis
NUMBERS
696.800 km, Earth – Moon – Earth
2:30:31,
Time outside Eagle
21:31:40, Time on Moon
8 days , 3 hours and 18 minutes
* World Population 1969

più bisogno di Project Management
il mondo è diventato più rapido nell’imporci nuovi cambiamenti
manager
Si, lo è.
Il Project Management: scelta strategica improrogabile?
│PMEXPO Slogan 2022

►Incrementare i rapporti e le relazioni tra i
Project Manager
►Massimizzare l’utilizzo, la condivisione, e la memoria delle
competenze trasversali e multidisciplinari acquisite dai
Project Manager
│PROJECT presentation
Irrinunciabile PMO,
vettore di eccellenza nel settore della consulenza
Consulting
Firm
VISION
►Incrementare i rapporti e le
relazioni tra i Project Manager
►Massimizzare l’utilizzo, la condivisione, e la
memoria delle competenze trasversali e
multidisciplinari acquisite dai Project Manager
VISION

LONG-TERM EMPLOYMENT
The best of both worlds: combining a secure income with the beneﬁts
of entrepreneurship
PROFIT SHARING &
FULL TRANSPARANCY
Stimulate employee engagement and entrepreneurship
YOUNIVERSITY
Training & coaching
ENTREPRENEURIAL LAB
Stimulate innovation and entrepreneurship
SPECIALIZED EXPERTISE CELLS
Highly educated, niche talent and deep technological expertise
TMC DISRUPTS
THE TECH AND
R&D CONSULTING
MARKET
with its unique Employeneurship model

PORTFOLIO CLIENTS
Technology
Executives
Application
Lifecycle
management
Chemical Civil Engineer Data Science Electronics
Field Services
High Tech
Systems
Industrial
Automation
Life Science
Manufacturing
Support
Mechanical
Mechatronics Nanotechnology New production Physics Software Test & Integration
Best-in-class technological expertise with the brightest minds
AREAS OF EXPERTISE
Project
Management
Office

1. PROJECT DEFINITION
3. PROJECT PRODUCT DESCRIPTION
4. PROJECT APPROACH
5. PROJECT MANAGEMENT TEAM STRUCTURE
2. OUTLINE BUSINESS CASE
7. REFERENCES
6. ROLE DESCRIPTION
|PROJECT
BRIEF
｜ CONTENTS

│1.1 BACKGROUND
What is a
PMO?
│ PMI ® “an organizational body or entity assigned various responsibilities related to the
centralized and coordinated management of those projects under its domain. The responsibilities of
the PMO can range from providing project management support functions to actually being
responsible for the direct management of a project”
│ IPMA ® “it deﬁnes the strategy and the goals for all project management-related development
activities, supports the development through coaching, mentoring or training and enables the
collective of all individuals involved in projects and programmes. External experts such as
consultants and coaches could be involved to make the most out of existing experiences”
|1.PROJECT
DEFINITION

WORLDWIDE
STATUS?
│ WELLINGTONE®
2020
89% of organizations now have at least one project management o ce (PMO),
and 50% have more than one.
50%
39%
9%
2%
PMO
MULTIPLE PMOs
NO PMO
DO NOT KNOW
Approximately, there were 6% more organizations with
a project management office (PMO) in 2020 (89%) than in
2019 (83%)
83%
89%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2019 2020
INCREASE

│ PMSolutions®202
1
Project management offices remain more popular among larger firms. 95% of
large firms (>$1B revenue) reported having dedicated PMOs, either in specific
departments or across the entire organization. In contrast, only 75% of small
firms (<$100M in revenue) had dedicated PMOs.
│ PMI® 2018 68% - more than 2/3rd - of organizations in PMI's annual survey said that they
used outsourced or contract project managers in 2018.
68%
32%
External
Internal
WORLDWIDE
STATUS?

Standardized
TOOLS & METHODS
Time Mgt, Cost Mgt, Quality
Mgt, Risk Mgt, Stakeholder
Mgt, ect.
Continuous
MONITORING &
CONTROL
Time Mgt, Cost Mgt, Quality
Mgt, Risk Mgt, Stakeholder
Mgt, ect.
Approach SHARING
Ideas, Point o view,
Changes, etc.
Continuous
TRAINING
Best Practices reviews,
Workshop, Course, etc.
4
PRINCIPLES

To introduce a Project Management Office (PMO) into
the current TMC Organizational Governance
What are the
PROJECT OBJECTIVES ?
│1.2 PROJECT OBJECTIVES
|1.PROJECT DEFINITION

How this project aims to
introduce the Product PMO?
THE PRODUCT
LET’S FOCUS ON
What are the

TMC PMO INTERNATIONAL BEST PRACTICES C.A.
TMC PMO CONTINOUS IMPROVEMENT C.A.
TMC PMO PROJECTS GOVERNANCE C.A.
TMC PMO QUALITY ASSURANCE C.A.
TMC PMO TOOLS & METHODS C.A.
TMC PMO PROJECT MANAGEMENT MATURITY C.A.
TMC PMO TECHNOLOGY LESSON LEARNED C.A.
7 COMPETENCE AREAS (C.A.)
Where in the
GOVERNANCE?
│1.2 PROJECT
OBJECTIVES.PRODUCT

Accountable C.A. for being continuous updated, informed and connected to the main International
Best Practices worldwide status
Accountable C.A. to maintain a high level of competences in PMgt hard & soft skills to all PMO
members.
Accountable C.A. to conduct a high level Monitoring & Control on how the PMs @Client’s Project in
order to grant the TMC PMO Project Management Approaches
Accountable C.A. to conduct a Monitoring & Control on how the PMO members use the TMC PMO
Project Management Approaches
Accountable C.A. to update, review and adapt a set of T&M to be shared with all PM consultants in
order to satisfy client’s multidisciplinary business Project Management consultancies
Accountable C.A. for being continuous updated and informed to the main International Best Practices
of PMgt-Maturity. To conduct Internal and External Assessments on PMgt - Maturity
Accountable C.A. to create, update, review and adapt a set of Lesson Learned from different Business
Technical Areas during all the Project-Consultancies lives. Keep updated T&M internal C.A.
KEY COMPETENCE
│1.2 PROJECT
OBJECTIVES.PRODUCT

7 C.A.
C.A. Interconnections efficiency
C.A. GROUP C.A. GROUP C.A. GROUP
│1.2 PROJECT
OBJECTIVES.PRODUCT

C.A. GROUP C.A. GROUP C.A. GROUP
1. Continuous TRAINING
2. Approach SHARING
3. Standardized TOOLS &
METHODS
4. Continuous MONITORING &
CONTROL
1. Approach SHARING
METHODS
CONTROL
1. Approach SHARING
CONTROL
│1.2 PROJECT
OBJECTIVES.PRODUCT
C.A. Interconnections efficiency

C.A. GROUP
2. Approach SHARING
METHODS
CONTROL
C.A. GROUP
1. Approach SHARING
CONTROL
C.A. GROUP
1. Approach SHARING
METHODS
CONTROL
OPERATIVE CONNECTIONS
/SHARING
ASSESSMEN
TS
ASSESSMEN
TS
PMs
@CLIENT
PROJECTs
ASSESSMENTS
│1.2 PROJECT
OBJECTIVES.PRODUCT
C.A. GROUP CONNECTIONS

Continuous
TRAINING
Executive courses on
specific International Best
Practices required for each
member of the PMO:
• Internally Provided
• Business Schools
Provided
Approach SHARING
Scheduled meetings to
share and talk about latest
news about Best Practices
(BP):
• Accountable Person for
each BP
• Yearly/Monthly internal
workshops
Standardized
TOOLS &
METHODS
• Study different
Best Practices
T&M
• Create, improve
and propose
Tools and
Methods
• Refer to the latest
papers
• Refer to Projects
Lesson Learned
(𝞫)
Continuous
MONITORING &
CONTROL
Monitor and Control
the worldwide change
and news about
Project Management
Best Practices(BP):
• Accountable Person
for each BP
• Refer to the latest
international events
B.V. GROUP
𝞫
TMC PMO
TECHNOLOGY
LESSON LEARNED
C.A.
C.A. GROUP
2. Approach SHARING
3. Standardized TOOLS & METHODS
CONTROL
│1.2 PROJECT
OBJECTIVES.PRODUCT
𝞬 C.A. GROUP

│1.2 PROJECT
OBJECTIVES.PRODUCT
𝞫 C.A. GROUP
C.A. GROUP
1. Approach SHARING
2. Standardized TOOLS & METHODS
CONTROL
Approach SHARING
Scheduled meetings
between PMO and relative
PMs involved in
Consultancy:
• Accountable PMO
Member for each
Business Area
• Weekly/Monthly internal
meetings
Standardized
TOOLS &
METHODS
• Understand
Clients
Approaches and
T&M of Project
Management
• Create, improve
and propose T&M
• Create T&M
Lesson Learned
Continuous
MONITORING &
CONTROL
Monitor and Control
• PM @Client Project
• PMO Support
Activities (Internal
Quality Assurance)
B.V. GROUP
𝞬
TMC PMO
TOOLS &
METHODS C.A..
PMs
@CLIENT
PROJECTs
PMs
@CLIENT
PROJECTs

│1.2 PROJECT
OBJECTIVES.PRODUCT
𝞪 C.A. GROUP
C.A. GROUP
1. Approach SHARING
CONTROL
Approach SHARING
Sharing of entire PMO
documentation:
• C.A. GROUP 𝞬
• C.A. GROUP 𝞫
Continuous
MONITORING &
CONTROL
Unofficial and Official
Assessments:
• C.A. GROUP 𝞬
• C.A. GROUP 𝞫
Monitor worldwide
best Maturity Models
to apply
B.V. GROUP
B.V. GROUP
B.V. GROUP
B.V. GROUP
Project Management
Maturity Models PMs
@CLIENT
PROJECTs

ACCOUNTA
BLE
RESPONSIB
LE
CONSULTE
D
C.A. GROUP
2. Approach SHARING
METHODS
CONTROL
C.A. GROUP
1. Approach SHARING
CONTROL
C.A. GROUP
1. Approach SHARING
METHODS
CONTROL
𝞫
2
𝞪1
𝞫1
𝞬2
𝞫3
𝞬
𝞫1
𝞬
𝞫
2
𝞬
𝞫
2
𝞬1
𝞬3 𝞫
𝞬2
𝞬1
𝞬2 𝞬3
𝞬1
𝞬2 𝞬3
𝞬1
𝞬2 𝞬3

C.A. GROUP
C.A. GROUP
C.A. GROUP
Minimum
7 Resources
+3 Resources
Optimum
10 Resources

What are the
How this project aims to
introduce the Product PMO?
HOW ?
LET’S FOCUS ON
PROJECT
MANAGEMENT
ACTIVITIES OF…

SPONSOR
PM
TODAY TOMORROW
PROJECT LIFE
CURRENT
OPERATION
( )
PROJECT
TEAM
TMC
GOVERNANCE
THE PRODUCT
OFFICIAL START
CURRENT OPERATION
+
PROJECT LIFE
FUTURE
OPERATION
│1.2 PROJECT
OBJECTIVES.PROJECT

│1.2 PROJECT
OBJECTIVES.PROJECT
FUTURE
OPERATION
ACCOUNTA
BLE
RESPONSIB
LE
CONSULTE
D
𝞫
2
𝞪1
𝞫1
𝞬
𝞫1
𝞬
𝞫
2
𝞬
𝞫
2
𝞬1
𝞬3 𝞫
𝞬2
𝞬1
𝞬2 𝞬3
𝞬1
𝞬2 𝞬3
𝞬1
𝞬2 𝞬3
𝞬2
𝞫3
Minimum
7 Resources
HR MANAGEMENT

PM
PROJECT TEAM
│1.2 PROJECT
OBJECTIVES.PROJECT
Minimum
7 Resources
CURRENT
OPERATION
+
PROJECT LIFE
HR MANAGEMENT

│1.2 PROJECT
OBJECTIVES.PROJECT
SCHEDULE MANAGEMENT
TODAY TOMORROW
PROJECT LIFE
CURRENT
OPERATION
( )
CURRENT OPERATION
+
PROJECT LIFE
FUTURE
OPERATION
PROJECT OFFICIAL START
CASE STUDY
PROJECT PRESENTION
Pre-PROJECT
DISCUSSION
PHASE 0

│1.2 PROJECT
OBJECTIVES.PROJECT
SCHEDULE MANAGEMENT
PROJECT LIFE
CURRENT OPERATION
+
PROJECT LIFE
DELIVERABLE PHASE 2
PHASE 1
DELIVERABLE PHASE 1
PHASE 2
(
PRODUCT
PMO
PHASE 3
)

│1.2 PROJECT
OBJECTIVES.PROJECT
SCHEDULE MANAGEMENT
)
PRODUCT
PMO
TOMORROW
FUTURE
OPERATION
C.A. GROUP
C.A. GROUP
C.A. GROUP
PHASE 4 : PMO part of TMC GOVERNANCE

TOMORROW
PROJECT LIFE
( )
CURRENT OPERATION + PROJECT LIFE FUTURE OPERATION
PHASE 0 PHASE 1 PHASE 2 PHASE 3 PHASE 4
31 weeks
• Phase1: 13 weeks
• Phase2: 8 weeks
• Phase3: 10 weeks
71 weeks
ABT 1 year and 4 months
10 October 2022
PRODUCT PMO
15 May 2023
│1.2 PROJECT
OBJECTIVES.PROJECT
SCHEDULE MANAGEMENT
TODAY
CURRENT OPERATION

│1.3 DESIRED
OUTCOMES
Output, Outcomes and
PROJECT BENEFITS ?
OUTPUT
(THE PRODUCT PMO)
BUSINESS
CHANGE
DESIRED
OUTCOMES BENEFITS
STRATEGIC
OBJECTIVES
│ OUTPUT: the specialist products in the project
│ OUTCOME: the result of the change derived from using the outputs
│ BENEFIT: The Measurable Improvement resulting from an outcome

│1.3 DESIRED
OUTCOMES
1. Improving of Project Manager-Consultants knowledge on Project Management (hard and soft
skills)
2. Improving of Project Manager-Consultants effectiveness in their external activities
3. Improving of TMC Project Management-Maturity (through official path)
4. TMC could have and propose a set of very high-skilled consultants in multidisciplinary
business areas
5. TMC could be a national reference point (benchmark) in Project Management-Consultancy
what are the
PROJECT OUTCOMES ?

And…what are the
PROJECT BENEFITS ?
│1.3 DESIRED
OUTCOMES
1. Improving of Project Manager-Consultants knowledge on Project Management (hard and soft
skills)
2. Improving of Project Manager-Consultants effectiveness in their external activities
CLIENTS SATISFACION
INCREASE

And…what are the
PROJECT BENEFITS ?
│1.3 DESIRED
OUTCOMES
4. TMC could have and propose a set of very high-skilled consultants in multidisciplinary
business areas
5. TMC could be a national reference point (benchmark) in Project Management-Consultancy
TMC MARKET APPEAL
INCREASE

SECOND CHECK
FIRST CHECK
│1.3 DESIRED
OUTCOMES
1. To Increase Clients Satisfaction
2. To Increase TMC Market Appeal
TODAY PROJECT LIFE
( )
CURRENT OPERATION + PROJECT LIFE FUTURE OPERATION
ON-GOING CHECKS
(Periodically)
And…how could we measure
the
PROJECT BENEFITS ? TOMORROW
CURRENT OPERATION

SECOND CHECK
│1.3 DESIRED
OUTCOMES
1. To Increase
Clients Satisfaction
the
PROJECT BENEFITS ?
│ TMC’s client has to be interviewed by using a Satisfaction Questionnaire (KPIs)
CHECK CONTENTS
⇨ KPIs Checks have to be compared
│ PMgt Maturity Assessment has to be conducted
⇨ PMgt Maturity Levels has to be compared
TODAY PROJECT LIFE
( )
CURRENT OPERATION + PROJECT LIFE
FIRST CHECK ON-GOING CHECKS
(Periodically)
TOMORROW
CURRENT OPERATION FUTURE OPERATION
FIRST CHECK

SECOND CHECK
SECOND CHECK
FIRST CHECK
│1.3 DESIRED
OUTCOMES
the
PROJECT BENEFITS ?
│ Monitor, check and Compare the number/percentage of PMgt Consultancy requests
│ PMgt Maturity Assessment has to be conducted
⇨ PMgt Maturity Levels has to be compared
TODAY PROJECT LIFE
( )
ON-GOING CHECKS
(Periodically)
TOMORROW
CURRENT OPERATION
2. To Increase
TMC Market Appeal
│ Share and post officially the PMgt Maturity Level on National Register
FUTURE OPERATION
CHECK CONTENTS
CURRENT OPERATION + PROJECT LIFE

│ PROJECT MANAGEMENT MATURITY
MODELS PMMM
“ The purpose of a project management
maturity model is to provide a model of
progressive improvement in project
management systems and processes that can be
used to assess an organization’s capabilities and
to provide an improvement path. In recent
years, many organizations have developed
project management maturity models. In fact,
there are currently 27 models ”
│ PMI ®
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP

MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
✓

MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
RILEVAZIONE
DEL GRADO DI
MATURITA’
ANALISI DEI
RISULTATI
PIANIFICAZIONE
DEL
MIGLIORAMENTO
ESECUZIONE
PIANO
NUOVA
RILEVAZIONE
│ RILEVAZIONE DEL GRADO DI MATURITA’: Somministrazione assessment per valutazione del grado di maturità
│ ANALISI DEI RISULTATI: Identificazione degli aspetti critici e dei punti di forza
│ PIANIFICAZIONE DEL MIGLIORAMENTO: Definizione di un piano qualitativo/quantitativo di miglioramento
│ ESECUZIONE PIANO : Attuazione del piano di miglioramento
│ NUOVA RILEVAZIONE : Somministrazione assessment per valutazione impatti del piano
VALUTAZIONE PIANIFICAZIONE ED ESECUZIONE CONTROLLO
GATE 1 GATE 2

MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
RILEVAZIONE
DEL GRADO DI
MATURITA’
ANALISI DEI
RISULTATI
PIANIFICAZIONE
DEL
MIGLIORAMENTO
ESECUZIONE
PIANO
NUOVA
RILEVAZIONE
VALUTAZIONE PIANIFICAZIONE ED ESECUZIONE CONTROLLO
GATE 1 GATE 2
PHASE 1 PHASE 2 PHASE 3
FIRST
CHECK
RESULTS
SECOND
CHECK
RESULTS

MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
│ QUESTIONARIO di 60 domande
│ I LIVELLI di maturità sono 4 (dal livello 2 al livello 5)
│ Le 60 domande sono distribuite sui livelli 2,3,4 e 5 (ciascuno corrispondente a 15 domande del
questionario)
│ Le DIMENSIONI di analisi sono 7 e agiscono in maniera trasversale e con impatto crescente, sui 5
livelli di maturità
│ Il VALORE SINTETICO DI MATURITÀ è espresso con un coefficiente da 1 a 5 che permette di misurare
la maturità̀ dell’organizzazione

MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
RILEVAZIONE DEL GRADO DI MATURITA’
VALUTAZIONE
1 2 3 4 5
60
Domande
1
2
3
4
5
6
7
La parte di immagine con
ID relazione rId4 non è
stata trovata nel file.
5
4
3
2
1
2,3
7 DIMENSIONI
5 LIVELLI

MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
5
4
3
2
1
2,3
VALUTAZIONE CONFRONTO E PUBBLICAZIONE SUL REGISTRO NAZIONALE
│ Al 2022 il registro Nazionale Italiano conta 102
Società che sono state oggetto di valutazione
della propria Maturità di PMgt
│ Numero rispondenti: 102 (+6% VS 2020*)
│ Valore medio di maturità: 2,7 (+4% VS 2020**)
*+44% VS 2019
**-4% VS 2019

MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
│ Valore medio di maturità
nazionale:
2,7
23%
43%
25%
9%
28%
40%
23%
9%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Livello 1 Livello 2 Livello 3 Livello 4 Livello 5
│ Ad oggi, si stima che le
grandi società con un
livello di maturità
massimo (rispetto ai vari
modelli) siano circa
10
@2020

MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
81%
14%
5%
DISTRIBUZIONE PARTECIPANTI PER
TIPOLOGIA DI ORGANIZZAZIONE
Società del SETTORE
PRIVATO
GOVERNO:
Amministrazione
indiretta
GOVERNO:
Amministrazione
direta
2.7
1.6
2.6
2.7
1.6
2.7
0
0.5
1
1.5
2
2.5
3
Società del SETTORE PRIVATO GOVERNO: Amministrazione
indiretta
GOVERNO: Amministrazione
direta
8% - 14% - 78% @2020
@2020

MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
41% 41%
33%
36%
29%
31% 32%
40%
41%
31%
36%
29%
30% 29%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Competenze di
project management
Competenze tecniche
e contestuali
Competenze
comportamentali
Metodologia Sistema informativo Allineamento
strategico
Struttura organizzativa
@2020

MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
No PMO Da meno di 1 anno Da 1 a 2 anni Da 2 a 5 anni Da oltre 5 anni
Media di Valore maturità 2.0 1.9 2.2 2.7 3.1
Conteggio di Utente 15% 2% 12% 16% 52%
C.U. 2020 61% 2% 7% 11% 18%
2.0
1.9
2.2
2.7
3.1
15%
2%
12%
16%
52%
61%
2%
7%
11%
18%
-10%
0%
10%
20%
30%
40%
50%
60%
70%
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
LIVELLO DI MATURITÀ MEDIO IN RELAZIONE ALLA PRESENZA DEL PMO
│ Valore medio
di maturità
nazionale:
2,7
@2020

│4.1 BUSINESS
OPTIONS
|4.PROJECT
APPROACH
│ The three basic options when considering
a potential project are: do something
1. do nothing
2. do the minimum
3. do something

TOMORROW
TODAY
│4.1 BUSINESS
OPTIONS
|4.PROJECT
APPROACH TIME
do something

PHASE 1 PHASE 2 PHASE 3 PHASE 4
10 October 2022
OPERATIVE PMO
15 May 2023
updated @30 September 2022
│Project Status
PHASE 0
@STATUS TODAY
@STATUS (30 Sept)
│ Phase: Phase 0
│ Since the start (Vision): 70 weeks (ABT 1 year, 4 months)
│ To the Project Start: 1 week
@TODAY (14 Oct)
│ Phase: Phase 1
│ Project Week: Week 1
│ To the Project End: 30 weeks

│Project Status
PHASE 0
◇ Presentato il Project Brief al Board TMC Italia (BTI)
27 April 2022
◆ Il BTI autorizza ufficialmente il progetto
28 April 2022
◇ Il BTI inserisce la presentazione del progetto all’interno dell’agenda per l’evento annuale di presentazione dei risultati aziendali
23 June 2022
◆ Vision
May 2021
◆ Il progetto viene presentato per la prima volta a tutti i dipendenti TMC Italia durante l’evento annuale di presentazione dei risultati aziendali
06 July 2022
◆ ‘Initiation Day’ – Evento organizzato per presentare nel dettaglio il progetto a tutti i dipendenti TMC Italia
20 July 2022
◇ Apertura prima raccolta candidature per il progetto e per lo stesso PMO
25 July 2022
◇ Chiusura prima raccolta candidature per il progetto e per lo stesso PMO
02 August 2022
◇ Inizio campagna interna di sensibilizzazione e raccolta adesioni per il progetto e per l’evento ufficiale di presentazione ‘Initiation Day’
08 July 2022
◇ Presentazione, al BTI, delle adesioni e delle candidature per il progetto e per lo stesso PMO
03 August 2022
◆ Presentazione, ai candidati, dei risultati e della configurazione dei ruoli di progetto ideata e approvata dal BTI
08 August 2022
May (’21) April June July August

12
28
5
40 Partecipanti evento di lancio
In sede
Da remoto
Non interessati
│Project Status
20
25
Esperienza in Project Management
Avevano svolto
attivita' di PMgt
Non avevano svolto
attivita' di PMgt

10
6
2
18 Feedback Positivi
Candidati
Supporto /
Candidatura futura
Interesse senza
supporto
│Project Status
40
20
18
0
5
10
15
20
25
30
35
40
45
Partecipanti all'evento di lancio Con esperienza in PMgt Feedback Positivi
Confronto Partecipanti e Candidature

│Project Status
Gruppo ALPHA Gruppo BETA Gruppo GAMMA
Candidature per ruolo 2 4 4
Risorse Minime per ruolo 1 2 4
2
4 4
1
2
4
0
1
2
3
4
5
6
PMO: Confronto tra Risorse Minime Necessarie per ruolo e Candidature
OK

│Project Status
PM Supporto PM Project Team
3 3
4
1
1
5
0
1
2
3
4
5
6
PROGETTO: Confronto tra Risorse Minime Necessarie per ruolo e Candidature
Troppe candidature come PM
«ISSUE»

│Project Status
3 3
4
1
1
5
0
1
2
3
4
5
6
Confronto tra Risorse Minime Necessarie per ruolo
e Candidature
PROJECT LIFE
CURRENT OPERATION
+
PROJECT LIFE
PHASE 1
PHASE 2
(
PER FASE
PRODUCT
PMO
PHASE 3
1 1
8
1 1
5
0
1
2
3
4
5
6
7
8
9
Confronto tra Risorse Minime Necessarie per ruolo
e Candidature
)

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