Key elements and strategies for building a "modern" PMO within the government sector.

1. The NEW Public Sector PMO
Strategic Positioning
For Real Results
www.line-of-sight.com
©2010 Line of Sight

2. Welcome!
Tim Jaques, PMP
Jonathan Weinstein, PMP
 Partners, Line of Sight, LLC
 Authors, Speakers
 Project Management and
Organizational Change
Practitioners
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3. Agenda
1. The Challenge
2. The Response
3. A Path Forward
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©2010 Line of Sight, LLC

4. The Challenge
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5. The Challenge
Finance
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6. PMOs Need To
Elevate Their Status
“The Multi-Project PMO:A Global Analysis
of the Current State of Practice”"
By Dr. Brian Hobbs University of Quebec at Montreal,
Quebec, Canada"
© 2007 Project Manangement Institute. All rights reserved."
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©2010 Line of Sight, LLC

7. Organization Layer Project Layer
Skeptical Customers – Business units, division Lack of Authority – PMs cannot take swift
heads, contracting units, and others often donʼt action to manage projects or implement
see the value of a PMO. " practices without approval from Project
Directors, Sponsors, or Executives."
Increasingly Complex Projects – Especially Conflicting Guidance – To PMs from Sponsors
true for IT, as organizations move toward and Project Directors, including competing
enterprise solutions the level of complexity priorities and inconsistent practices."
increases. "
Austere Budgets – Facing a post-ARRA world, “Matrixed” Resources – Team members on
governments face a 24-month lag in recovery. " loan, outside the PMʼs organization or “chain-of-
command”."
Multiple Missions – Disparate missions within Project Management “Overhead” – The
single organizations leads to funding practice is perceived as a burden. PMs and team
imbalances, power struggles and lack of results." forced to do projects over, instead of doing them
right at the beginning."
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8. Promote! Facilitate!
Champion! Create!
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9. Traditional PMO Models
Center of • Minimal staffing, deep PM expertise
• Focus on methodologies and best practices
Excellence • Use of knowledge and content management tools
Project Support • Mix of PM and training expertise
• Focus on Coaching, Mentoring, Training
Office • Use of PMIS and LMS
Delivery • Stable of PM’s
• Focus on leading and managing projects
PMO • Use of schedule, risk, and related tools
Enterprise • PM’s, BA’s, training staff
• Portfolio ownership
PMO • Use of EPM and PPM tools
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10. Why Traditional
PMO Models Under-Deliver
 Not explicit enough-lacking critical details
 Internally focused
 Little emphasis on value to customers
 Lack a strategic focus, linkage to higher
level goals
 Does not “tell the story” of how the PMO
will evolve
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©2010 Line of Sight, LLC

11. Key Design Decisions
 Accountability: How much
authority will the PMO have?
 People: Who are the champions?
 Process: What services will the PMO
offer and how will they be delivered?
 Systems: What systems do we need
to be successful?
 Value: What will generate near term
value for the organization?
Begin with the end in mind!!
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©2010 Line of Sight, LLC

12. The Response
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13. Positioning for Success
1. Position the PMO for Strategic Success
2. Identify Functions of the PMO
3. Scope the Desired Level of Ownership
4. Map Functions Over Time
5. Follow A Formal PMO Development
Methodology
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©2010 Line of Sight, LLC

14. Step 1:
Position the PMO
 Align with organization’s strategic goals
 Make accountable for achieving specific
outcomes
 Establish key executive champions and
internal roles
 PMO leadership participates in setting
strategic direction
 PMO facilitates investment in projects/
programs across the organization
 Link at the right level of the organization
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15. Step 2:
Identify Key Functions
PMO
Competency Project
Managed Automation
Development Management
Services
PMO Infrastructure
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16. Step 2:
Identify Key Functions
Resource Performance
Program
Management Management
PMO
Competency Project
Managed Automation
Development Management
Services
PMO Infrastructure
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©2010 Line of Sight

17. Step 2:
Identify Key Functions
Benefits
Portfolio
Realization
Resource Performance
Program
Management Management
PMO
Competency Project
Managed Automation
Development Management
Services
PMO Infrastructure
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©2010 Line of Sight

18. Step 2:
Identify Key Functions
Governance
Benefits
Portfolio
Realization
Resource Performance
Program
Management Management
PMO
Competency Project
Managed Automation
Development Management
Services
PMO Infrastructure
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©2010 Line of Sight

19. Look To Expand Higher
Level Functions
Governance
Strategic Functions
Benefits
Portfolio
Realization
Resource Performance
Program
Management Management
PMO
Competency Project
Managed Automation
Development Management
Services
PMO Infrastructure
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20. In Depth: The
Project Management Function
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21. Project Management
Services
 Project Management Methodology
 On Site Project Management
 Project Fast Start
 Triage and Rescue
 Audit/Review
 Consultation
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22. Step 3: Scope the Level of
Ownership
Determine level of ownership of individual
functions
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23. Step 4: Map the
Functions Over Time
Facilitating Directing Managing
Governance
Benefits
Portfolio
Realization
Resource
Perf. Mgmt Program
Mgmt.
PMO
Competency
Managed Automation Development Project
Services
Initial Installation!
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24. Step 4: Map the
Functions Over Time
Facilitating Directing Managing
Governance Governance
Benefits Benefits
Portfolio Portfolio
Realization Realization
Resource Resource
Perf. Mgmt Program Perf. Mgmt Program
Mgmt. Mgmt.
PMO PMO
Competency Competency
Managed Automation Development Project Managed Automation Development Project
Services Services
Initial Installation! Go-live + 180 !
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25. Step 4: Map the
Functions Over Time
Facilitating Directing Managing
Governance Governance Governance
Benefits Benefits Benefits
Portfolio Portfolio Portfolio
Realization Realization Realization
Resource Resource Resource
Perf. Mgmt Program Perf. Mgmt Program Perf. Mgmt Program
Mgmt. Mgmt. Mgmt.
PMO PMO PMO
Competency Competency Competency
Managed Automation Development Project Managed Automation Development Project Managed Automation Development Project
Services Services Services
Initial Installation! Go-live + 180 ! Go-live + 360!
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26. Step 5: Follow A Formal PMO
Development Methodology
Define Design Develop Deploy Sustain
Why What How When Evolve
Establish Identify Build Engage Verify Value
Champion Stakeholders Coalition Supporters Proposition
Form Survey Identify Customer Deploy Educate
Initial Team Customers Segments CRM Customers
Justify PMO Select Develop Detailed Roll Out Refine
Functions Offerings Selected Offerings Offerings
Create Service Develop Delivery Engage Refine Delivery
Charter the PMO Delivery Model Processes PMO Staff Methods
Define High-Level Define Detailed Acquire Refine
Anchor the PMO Requirements Requirements Automated Tools Automated Tools
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27. The Path Forward
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©2010 Line of Sight, LLC

28. When to Deploy This Approach
Use this approach:
 When planning a new
PMO
 When re-chartering a
failing PMO
 When seeking to
improve an existing
PMO
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©2010 Line of Sight, LLC

29. Benefits of the Strategic
Approach
This approach enables:
 The creation of immediate value for
your customers
 The ability to focus on what is
important NOW
 A way to justify the approach taken
 The development of a staffing profile
 A balance between project work and
PMO process development
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©2010 Line of Sight, LLC

30. Lessons From the Field
(Part 1)
 Be Effective. The PMO Director should plan to spend 0%-15%
of her/his time managing projects. This is one of the major
causes of PMO failure, from our experience. The temptation is
to dive into project work, yet to be successful, the PMO needs a
champion that is agile, not buried in project work. Project
emergencies are not necessarily PMO emergencies.
 Listen First. Consider engaging in “listening sessions” for key
customers of the PMO. These can involve 1-2 hour sessions
whereby the PMO presents its offerings and plans and asks for
feedback. Face to face sessions are preferred. The PMO should
be perceived as a “listening” and "learning’” organization more
so than one that is telling people what to do.

31. Lessons From the Field
(Part 2)
 Focus on Relationships. PMO success depends more upon
relationships than processes. It is important that someone
attend staff meetings, reach out to key influencers and
supporters early on. If these relationships are not
cultivated, no amount of process will engender the
necessary acceptance for the PMO to be successful.
 Right People on the Bus. What makes for a good project
manager does not necessarily make for a good staff
member of the PMO. Select your staff wisely, and develop a
sound staffing plan.
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32. Questions?
Saratoga Springs, NY
Ellicott City, MD
Contact us!
info@line-of-sight.com
www.line-of-sight.com
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