An educational presentation on PMO and implementation. APM Midlands branch event onsuccessful pmo tool implementation. You will learn, Real case studies PMO tool implementation lifecycle Practical next steps Key lessons learned

1. How to Make Your PMO Tool Implementation
Successful and Deliver Real Business Value
Rebecca Leadbitter!
How to Make Your PMO Tool Implementation
Successful and Deliver Real Business Value

2. Rebecca Leadbitter, UK Director
Steve Kirk, Professional Services Director

3. Agenda
‣ Introduction
‣ Real case studies
‣ PMO tool implementation lifecycle
‣ Practical next steps
‣ Key lessons learned
‣ Conclusion

4. Introduction

5. ‣ History
- 1980: USA/PSN
- 1986: Launch of PSN in Europe
- 2003: Launch of PSNext
- 2015: Sciforma 7.0
‣ User base
- 250 000 worldwide users
- 1 000 customers
Sciforma Origins

6. Credibility Across Various Industries

7. Strategic
• Idea
Iden-fica-on
• Business
Case
• Por5olio
Ranking
• Por5olio
Simula-on
• Capacity
Planning
What
we
need
and
are
able
to
do
…
Opera-on
• Project
Management
• Resource
Management
• Financial
Planning
• Budget
Management
• Project
Controls
What
we
have
to
execute
&
how…
Aligning dynamically Strategy, Operations & Execution
Execu-on
• Calendar
Management
• Time
Tracking
• Project
Controls
Management
What
we
really
do
...

8. PMO tool implementation lifecycle

9. PMO tool implementation lifecycle
Change management / Governance
Vision
Business
case
Requirements
capture
Planning the
implementation
Deployment,
training & rollout

10. People, Processes, Tool

11. Vision
‣ Senior management buy-in
‣ Senior management commitment to what they want to do
‣ Be realistic
Became more project oriented
Set up a PMO
“Trying to implement your vision outside of your team takes a VERY
persuasive individual”.
Big clashes and power struggles with senior stakeholders

12. Vision
‣ Senior management + PMO
‣ Communicating the vision and getting people to commit to it
‣ External consultancy to carry out a mission/strategy session

13. Business Case
What to include:
‣ Background
‣ Rationale: Operational Reasons + Strategic Support
‣ Issues/Risks/Constraints
‣ Costs/Savings/Efficiency gains
‣ Benefits: Tangible/Non-tangible, Cashable/Non-cashable
Business case drawn up with
Sciforma
Business case entered into Sciforma
software to illustrate flexibility

14. Business Case
‣ Needs to be sponsored in the same way as the implementation
‣ Senior management need to take ownership
‣ Understand where they are now, what they think they can achieve
and different ways to get there
‣ Need to be viewed as a business change project
‣ Powerpoint, Excel, PPM vendor software
‣ Supplier business case template

15. Requirements capture
‣ Understand what you need to do, what data you need to
capture
‣ Compliance / Non compliance is not sufficient
‣ Which requirements really are relevant?
‣ Involve your supplier: they can help to provide a better solution
Requirements prioritised
Detailed response to requirements
used as acceptance criteria

16. Requirements Capture
‣ Business analyst
‣ Representatives from different end-user groups
‣ Supplier
‣ Document who does what
‣ Workshops
‣ Process tools : Bizagi
‣ Excel with MoSCoW ratings

17. Planning the implementation
‣ Plan to the right level of detail
‣ Understand the general sequence of events
‣ Define roles & responsibilities
‣ Nominate the right PM and the right administrator
1 Project Manager: 100%
3 Administrators: variable input
1 JAVA developer: 15%
1 Sciforma consultant: 45 days
Strong sponsor: Department head
‘Key Drivers’ of the approach: Department
and unit heads

18. Planning the implementation
‣ Project team
‣ Project manager
‣ Planning meetings with agreed timeframes
‣ Communicating internally
‣ Constraints to be respected
‣ Clearly defining roles and responsibilities
‣ Available scheduling tool
‣ Word or Excel template

19. Deployment, training and roll-out
‣ Delivery approach
‣ Client must take ownership and responsibility
‣ Consider vendor engagement & communication
methods post implementation

20. Deployment, training and roll-out
Iterative : per department within each unit
Keep control of the project
Avoid ‘big-bang’ effect
Adapt the project according to the constraints and opportunities
Incremental : version management with progressive extension
of the functional scope
3 successive versions in 2013
Re-examined priorities of different features to be deployed after each
delivery

21. Deployment: Approach
26% simple configuration
6% advanced configuration
0% integration
Phase 2
Lessons
Learned
Go/No go
Phase 2
Fine Tuning
68% covered out of the box
Phase 1

22. Deployment: Project team training
Ability to agree to scope in requirements gathering
Based on standard system
Understanding of system capability & how it maps to
business process
! Allow enough time

23. Deployment: UAT
UAT preparation
Scope defined
Simple scripts
Core team carried out testing
!
Needed greater SME involvement
Onsite consulting

24. Deployment: End user training
Joint approach with Sciforma
Maintains project ownership
Frame context of the implementation
Target training per role
Created specific material that aligned process and
system
Post implementation walk in sessions

25. Deployment, training and roll-out
‣ End-users
‣ Project team
‣ Face to face training
‣ Web-based training
‣ Surgery sessions
‣ Show & tell sessions
‣ PPM software + powerpoint

26. PMO tool implementation lifecycle
Change management / Governance
Vision
Business
case
Requirements
capture
Planning the
implementation
Deployment,
training & rollout

27. Change management

28. Change management
‣ What are you targeting: Outputs? Behaviours? Values?
‣ New policies required?
‣ Need for organisational structure changes?
‣ Ensure governance and follow your processes
‣ How quickly can you accommodate change?
‣ Line manager responsibility
Don’t forget to include time and effort for communication & training

29. Change management
Regular sponsor communication to all
Each training session started with a project
overview
! Pre-training demos would have been beneficial

30. Change management
Consider the pace of change
How much the company can absorb?
What is your company's culture to change?
!
Trying to implement new tool, processes
& CMMI - too much too soon

31. Governance
Sponsor driving change improvement
Consistent views and drive
Clear focus on scope
Small engaged board
Clear focus on delivery
Regular reviews

32. Change management
‣ End users & the people impacted
‣ HR
‣ Senior management (seen to be supporting it)
‣ Business analyst
‣ Communication, meetings, training, embedding, surgery, line
managers and senior managers need to be behind it
‣ On-line help, guides, documents, videos, make it customer specific

33. Practical next steps

34. Practical next steps
‣ Convince senior management of the benefits
‣ Self analysis: where are you now in terms of maturity?
‣ Do you have clear internal processes?
‣ Start gathering your requirements
!
Ask Sciforma for a copy of Infotech’s latest
report ‘Select & Implement a PPM Solution’

35. Key Lessons Learned
‣ Share as much as possible with the vendor partner
‣ Be flexible
‣ Know where you are going
‣ Measure progress along the way
‣ Stay focused on delivering projects
‣ Be prepared to break some eggs
‣ Stop being too process heavy, lightweight and essential
process only

36. Conclusion
Tool
Customer
PPM Vendor

37. Conclusion
Tool
Customer
PPM Vendor

39. ‣ Info-tech : Sciforma recognised
as the Champion in the Mid-
Market High Maturity Category
‣ Info-tech : Sciforma receives
‘Value Award’
Awards: Recognition by Industry Experts
‣ Sciforma rated as a 'Positive
Player' in the Gartner Market
Scope

40. Improved governance of your portfolio of projects

41. Choose the right projects to launch & the best mix
for your portfolio

42. Draw up and analyse your schedule

43. Understand resource capacity before committing

44. Anticipate, manage & mitigate risks

45. Global vision of team capacity

46. Use timesheets to track actuals againt forecasts