Yaroslav Rozhankivskyy: Класифікація клієнтів та побудова ПМО (UA) Ukraine Online PMO Day 2024 Winter Website – www.pmday.org/pmo Youtube – https://www.youtube.com/startuplviv FB – https://www.facebook.com/pmdayconference

1. Customers information required to
optimize collaboration

3. Tasks +Why +Goals
1. PMO tasks
 Process creation-support-development
 PMs support-development
 PMs assignment
 Strategic
2. Why – correct classification of customers
helps with defining right process and
assignee, build trust and be successive
3. Detailing level – only main points and
suggestions. Examples instead.

4. Agenda
1. Projects, processes and frameworks in IT (sync
on terminology)
2. Customer specifics as key factor
1. Economic models, Culture, Unconscious Bias
2. Business Classification
3. State vs Private and Corporate rules
4. Start-up, domain, IT etc.
5. 3 key mistakes (own experience)
3. Agile PMO ideas
1. Train people for your needs
2. Building PMO together
3. Structures not hierarchies
4. Embedding quality
5. Support rather then control

5.  Limited in resources activity to create unique product. It is
common to call “project” any billable work.
 Time material, Fixed price, Dedicated team, Consulting, 24/7 etc.
 People, instruments, processes
 Classic and Agile.
 Exact described frameworks, methodologies, concepts
 Classic – PMI, ITIL, PRINCE, P2M etc.
 Agile – SCRUM, Kanban, Lean, scaling models etc.
Projects, processes and
frameworks in IT

6. Similarities and Differences
 Nanny for sons
 Values is about good and bad,
correct/incorrect, expected behaviour
 Values – evaluation - attitude
 Similarities and Differences are main
aspects to care about while considering
“values including systems”
 Differences are area of risks/complications
 Similarities are potential
opportunities/simplifications

7.  Several hundreds of definitions, good amount of theories
 Combines social behaviour, institutions, norms, knowledge, beliefs,
arts, laws, … and habits of the individuals. Historical heritage and
Values
 No bad or good cultures just different
 Comparisons are Dimension based -
power distance,
uncertainty avoidance, individualism-collectivism,
masculinity-femininity, time orientation
 Differences are significant
 Abroad experience and Cultural game
 Culture impacts economic activities and Social welfare models
Culture

8.  Importance of cultural trainings and understanding corporate culture. Avoid private
values arguing (religion etc.)
 Real cases: - Being late, Regional meaning of Yes, Social networks utilization in different
models, after working hours response, political casus, gender cola, is it possible
 Cultural glasses
 Why diversity is promoted
 Best teams diagram
Culture

9.  Impacted by culture, overlap to some extend
 Regional economy models – USA, Japan, Scandinavia, British,
German, European continental, others
 taxes, social packages, public services, employment
 Priorities and preferences through legalization
 “rich” regions for customers, “poor” for employees
 Define differences and mitigate
 Examples – bank in social sourcing, seniority level definition,
salary increase speed, taxes
 Mitigation – discuss what is reasonable (promotion model,
competences matrixes), plan budget considering salary changes
Social welfare model

10.  Unconscious Bias
 Fisherman example
 https://resources.scrumalliance.org/Video/ad
vancing-leadership-agility-unconscious-bias
Unconscious Bias

11.  BCG matrix as Eisenhower
Matrix for business
classification
2 values for 2 parameters
market share/growth rate
 Consider customer not
potential not initial team
size
Business Classification as key
factor

12.  Planning and budgeting
 Classic process almost for sure
 Lost tender that should be won
 Slow communication
 Participating in tenders
 Documentation for State University
State vs Private and Corporate
rules

13.  Start up 1)rocket 2)get rid 3) advancement payment
CEO quote
 Domain – Healthcare, Fintech. AI etc. – reputation
Home address case
 IT/non IT
 IT department
 Experience with sourcing
 Size
You consider parameters depending on your organization size and maturity
Other parameters

14.  3 key mistakes
 Incorrect or absent classification
 Pitfalls not revealed
 Short term goals not identified
Gaps
 Real cases
 Exhibition
 Proof of concept
 C1 like (quality value)

15.  Train people in what you need not abstract theory
(own training centre)
 Involve PMs into building PMO process and
matrix of competences
 Use Embedding quality principle as much
as possible
 Support rather then control
 Act as structure/team not hierarchy
 Social safety
 Importance of own example
 Change approaches if it does not work – Surfer case
Agile PMO ideas

16. Q&A