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Semelhante a Maximizing Business Value Through Project Excellence
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Maximizing Business Value Through Project Excellence
- 1. Maximizing Business Value Through Project Excellence Business Operations Project Management Office An overview ddth MMM 2012 Getting to Go Ready Steady PMO Tuesday 21st May Ciaran Lacey PMP®, PgMP® Global PMO Manager Microsoft Operations
- 2. | Commercial Ops PMO PMO Goal ! Customer Satisfaction Co-create Value Enable Change Vision Our story
- 3. Agenda Business Impact Introduction & Context Setting Governance Tools & Process Challenges & Best Practice Community
- 4. 5 Steps to success
- 5. | Commercial Ops PMO Introduction
- 6. Business Operations Vision Statement “Empowered Thought Leaders of Change and Business Value” Introduction: PMO Mission Statement Commercial Operations PMO Mission Statement “Maximize business value for our customers by enabling change through excellence in Project Management services”
- 7. Microsoft Operations Global Landscape Global Organisation, Regional Support Global & Regional Initiatives Introduction: Who We Are Asia Pacific Operations Center Singapore EMEA Operations Centre Dublin LATAM Ops Center Fort Lauderdale Puerto Rico Americas Operations Centre Reno & Fargo
- 8. Where we belong: Business Operations Empowered Thought Leaders of Change and Business Value Software Quality Assurance SQA Business Analytics Business Intelligence Six Sigma PMO Project Management PMO Customer Partner Experience CPE Our Capabilities
- 9. FY’11 Launch new global PMO Strategy • Mature Org and Engagement. • Stronger governance on project intake. • Implement Project Server. • Good Governance & Prioritisation. FY’11 FY’12 Integrated X-ROC team • Driving Business Value. • Change Mgt. • Consultancy. • Strategic Insight. • Facilitation. • Certified Team. FY’12 FY’10 Expanded Role to include some Global initiatives • Expanded to more Global Projects. • More X-ROC activity. • Showing global benefits realization. FY’10 FY’09 Regional ROC Teams – largely independent • Individual ROC / PM Teams. • Little cross ROC sharing. • Not selling value of PMO well. FY’09 PMO as a true Centre of Excellence
- 10. Ad-Hoc Common Language Level 1 Basic Knowledge PM 101/201 Planned Common Processes Level 2 Process Definition Managed Single Methodology Level 3 Process Control PMP Certification Integrated Benchmarking Level 4 Process Improvements Sustained Continuous Improvements Level 5 We are here in our evolution PMO as a true Centre of Excellence
- 11. Our 3 Year Plan • EPM Organisational Model Career Development • Budget Ownership • Governance & Oversight • Consulting Organisation • Continue to Standardise • Tools Capability • Maturity Assessment Enabling ops drive more projects through the pipeline – optimising resources Enterprise Wide Focus FY11 – Standardise Standardise project methodologies, processes & documentation across GPMO FY13 +– Integrated EPM Enterprise wide project focus • Increased integration with Business PMO Excellence FY12 – Excellence Fully aligned Global PMO Virtual Team Continue to standardise for global PMO
- 12. Our new evolution: From Empowered Thought Leaders of Change and Business Value Software Quality Assurance SQA Business Analytics Business Intelligence Six Sigma Change Management PMO Project Management PMO Customer Partner Experience CPE Our Capabilities
- 13. Change Management Benchmarking Six Sigma Project Management System Quality Assurance People Readiness Customer Experience Major Alliance Major Alliance Major Alliance Major Alliance Major Alliance Major Alliance Major Alliance Major Alliance Our new evolution: To
- 14. | Commercial Ops PMO Our Business Impact
- 15. Best People on the Biggest Challenges • Intellectual Property • Structure • Accountability • Process Excellence • Benefit Realisation • Delivery • Professionalism • Experience Close TransitionExecutePlanScope Initiate Monitor & Control Our Value Add
- 16. FTEVendor Vendor Complexity Capability / Cost Specialized Consulting Change Management Facilitation MS Accelerate / VSM Process Improvement Project Management Business Analysis Project Support Run Support PMO Offerings “Menu”
- 17. PMO vision achieved through our comprehensive services Project Management Project Management Core Project Management Services Change Management Process Improvement Partner Engagement Program/Product Launch ROC Readiness Additional Project Management Services PM Framework/ Tools / Templates Support Project Management Coaching Additional Strategic Initiatives Workshop Facilitation MS Accelerate Sessions Showcasing Project Management Training PMO Core Services
- 19. | Commercial Ops PMO Governance
- 20. Governance relates to all elements of the business from GM level down • Individual Steering Committee meetings • Project management Triangle (Time, Cost, Scope) • Quality review GM PMO Lead Project • PMO Resource Request Process and Governance • Project Benefit Management Governance • Identify correct business challenges • Project Priority and Direction Check-in • Highlight Risks, Escalation, Help Wanted Driving for success in what we do Functional Governance
- 21. Maximise business value for our customers by enabling change through excellence in Project Management services • % PMO Framework utilisation • % Internal Project NSAT • # of new service engagements • Total $ Benefit realised • LMX (CPE) for Projects Ease of doing business with PMO Provide PM Services Culture, Climate & Capability Ensure consistent delivery using PM methodologies Provide Facilitation Services Become change agent experts Build & Maintain organisational IP • # of Certified PMP’s • Training Measurement to be defined by pillar lead Deliver Business Simplification Services Showcase the PMO EPM Establish a process for managing CPE Enhance Expert knowledge in PMO Maintain Active Listening Empower our Employees Maximise Business Value Support Revenue Enablement Drive the BPR Process Drive Effectiveness in Resource Management Deliver Business Insight Services Strategic Priorities Strategic Initiatives Critical Success Measures Mission Develop Common operating agreement / Playbook Standardise Framework, Tools & Knowledge Base Establish a process for measuring stakeholder value Build the PMO community Execute the Intake Process Supporting strategic priorities Provide Benefit Leadership Governance: Our Strategy on a Page
- 22. Project Intake Continue to enhance our pipeline management process and alignment to strategic goals. Drive FY14 BPR Tools Full adoption of Project Server 2010 & associated Portfolio Management benefits. Strong Governance Ensuring that we have continued governance and Exec support for strategic initiatives Organization & People Optimize PMO Culture & Capability. Be seen as leaders in PMO field internally and externally. Instill our common PMO tools and template across the org Consistent & repeatable use. V2.0 PMO Framework Capability Governance – Focus Areas
- 23. | Commercial Ops PMO Tools and Processes • Processes • Framework • SharePoint • Tools • Measures
- 24. PMO Operations Processes 1. Clear Change Control Process / Traceability 2. Approve/reject 3. Change is inevitable Change Control 1. Customer Requests 2. Business Case Understood 3. Clear Benefits 4. Big Bets In Take Processes 1. Strategic Alignment 2. Guiding Principles 3. Best People on our biggest challenges Project Prioritization 1. Stages of Project Lifecycle 2. Apply Tools and Templates 3. Monitor & Control PMO Framework and Tools
- 25. A systemic approach to value creation Initiate Scope Plan Execute Transition Close Monitor and Control PMO Framework
- 26. Our Enterprise Project Management Tools
- 28. Project Initiation Forms PMO Templates Project Planning Forms Project Scope Forms Project Monitor & Control Forms Project Close Forms Training Materials
- 29. | Commercial Ops PMO Challenges & Best Practice
- 30. Our Challenges
- 31. Align to strategy Senior level engagement Intake Process & Guiding Principles Two week lead in time Co-value creation / Shared commitments Statement of Work Role of the PM Framework; Tools; Knowledge base Global consistency Communications Simplifiers / Change Agents Collaboration with other PMO Organizations Best practice sharing
- 32. | Commercial Ops PMO PMO Community
- 33. Helping others be successful PMO Community Information Sharing Community Talk Series Best Practice Collaboration Newsletters Networking Awards
- 34. Helping others be successful PMO Community Networking Information Sharing
- 35. 132The number of PM’s across MIOL 506The number of Projects started in FY11 in MIOL $128M+ The approx. dollar value associated with these projects 65 Certified PMP’s 22 in progress 18 Green Belts 14 in Progress 20 Trained 10Black Belts 6 in Progress SCRUM AgileWaterfall SFE 2Master Black Belts Microsoft PM Community in numbers 10 The average length in MONTHS Of a project 288Members of the PjM Community in MIOL 278 ATTENDED SCENARIO FOCUSED ENGINEERING WORKSHOPS 2 PgMP
- 36. 5 Steps to success
- 37. | Commercial Ops PMO Thank you
- 38. © 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.