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The Next Generation PMO
Planning for the evolution in business strategy and
organisational culture




 14 November 2012
 Presented by: SMS Management and Technology
 Program and Project Services (NSW)                   Slide 1
Introductions to SMS & Eric van Zeyl


                 PMO establishment & uplift
                    Business Transformation through IT centric
                    Government, Health Services, Financial Services,
                     Utilities, Communications

                 Compass™ Methodology
                    Prince2, MSP & P3M3 principles
                    Templates, tools, & end-to-end models




                                                                 Slide 2
Introductions to SMS & Eric van Zeyl


                     PMO establishment & uplift
                         Business Transformation through IT centric
             Over 20 years Government,in Financial Services and Services,
                         experience Health Services, Financial
              Professional ServicesCommunications
                            Utilities, industries.
             ExtensiveCompass™ Methodology
                     Program Management experience
                Including Global ERP Deployment
                           Prince2, MSP & P3M3 principles
             Specialised  PMO Establishment end-to-end models
                          in Templates, tools, & and Transformations
                Significant improvement in project success
                Cultural Change driven via Competency
                  Frameworks and PM Competency Assessments




                                                                       Slide 3
The Next Generation PMO
Today’s Agenda
12:00pm     Welcome & Lunch
12:15pm     Introductions
12:25pm     The Next Generation PMO
            Best Practices & Real World Examples
1:15pm      Q&A
1:25pm      Next Steps
1:35pm      Open Discussion & Networking
2:00pm      Close


                                              Slide 4
Today‟s Discussion
                                                            External Challenges

  How do you
  define your
    PMO?




                 How does your
                PMO add value to
                your organisation
                     today?


                                    What should your
                                     PMO be doing
                                     now in order to
                                       add value
                                      tomorrow?

                                                       Best Practices & Examples


                                                                                  Slide 5
Today‟s Discussion
                                                       Action Plan
                                                             External Challenges
        PMO Strategies
  How do you
  define your
    PMO?

      Enterprise &         “Decision-based”
   Portfolio Alignment        Reporting
                 How does your
                PMO add value to
                your organisation
                     today?
   Outcome & Benefit          Increasing
       Focused            Stakeholder Power

                                    What should your
                                     PMO be doing
                                     now in order to
                 “People-first”        add value
                    Focus             tomorrow?

                                                       Best Practices & Examples


                                                                                   Slide 6
External       PMO                     Best Practices
 Defining the PMO   Adding Value                             Action Plan
                                   Challenges   Strategies                  & Examples




PMO Challenges
…why a clearly defined PMO matters!




                                                                                       Slide 7
The “current” PMO challenges that many
organisations are focused on…
• PMO seen as policing & controlling
• Resource & Capacity Management
• Not enough good PMs, and trouble with retention
• Ensure consistent application of processes
• Multiple project management methodologies
• High volume of reports
• Projects and Programs being managed in isolation
• Project Managers do not have adequate skills
• Demonstrating the added value
                                        Source: The State of the PMO 2012 – PM Solutions Survey



                                                                                                  Slide 8
Defining the PMO
 “Most companies have a PMO                  What is the focus of the “P” in PMO?
  (87%). Of the few that don‟t,
 40% are looking to implement                  PMO Type                   Focus
      one within a year.”
                                             Enterprise   Helps Executive Management to select
                                             PMO          and prioritise programs that will best
                                                          deliver the organisations strategy
                                             Portfolio    Helps Senior Management select the
                                             Management   right portfolio and manage the projects
                                             Office       consistently and successfully
                                             Program      Helps a Program Manager to deliver a
                                             Management   number of projects consistently and
                                             Office       successfully
                                             Project      Helps a Project Manager to deliver a
                                             Management   project successfully
                                             Office



    Source: The State of the PMO 2012 – PM
    Solutions Survey;




                                                                                                 Slide 9
PMOs have different extent of reach and
offer different services
                   Decentralised                                               Centralised
                                                     Full Services
   Possible to achieve in pockets of the organisation –        Rarely achievable in large companies as it requires
   needs very strong sponsorship & alignment across            very stable and mature organisation
   hierarchy of PMOs

                                                         Consulting
   Provides great improvement in PM capability –               Allows corporate thought leadership in PM to be
   responsive at expense of possible duplication               enhanced – requires sponsorship of a Project
                                                               Managed environment

                                                    Standardising
   Most Common target for PMOs – need to overcome Requires cross organisation alignment – much to be
   problems of multiple ‘standards’ being created gained, but more difficult to implement across very
                                                  large organisations

                                                         Reporting
   Basic Level capability – easiest to ‘sell’ in large         Basic Level capability – more easily achieved in
   federated organisations                                     small organisations



                                                                                                                     Slide 10
PMOs have different extent of reach and
offer different services
                  Decentralised                                   Centralised
                                           Full Services
                                                  Rarely achievable in large companies as it requires
                                                  very stable and mature organisation


                                            Consulting
                                                  Allows corporate thought leadership in PM to be
                                                  enhanced – requires sponsorship of a Project
                                                  Managed environment




 Over 60% of PMOs are not strategic or operating at the corporate level, however are trending in
 that direction
                                                              Reference: The State of the PMO 2012. PM Solution


 The greater the capability of the PMO, the greater the value the PMO contributes and the greater
 the overall performance of the organisation.
                                                              Reference: The State of the PMO 2012. PM Solution




                                                                                                                  Slide 11
Methodology and Governance




                             Slide 12
External       PMO                     Best Practices
 Defining the PMO   Adding Value                             Action Plan
                                   Challenges   Strategies                  & Examples




Is your PMO adding value to the organisation?




                                                                                       Slide 13
What defines “Adding Value”


• The difference
                                                                     Evolve
  between the
  benefit of the          Measure       • Provide
  finished                                                   • PMO is the „first
                                          expertise,           place someone
  product/service   • Increase in         professionalism,     thinks of‟ to
  and the cost of     value that a        insight, and         engage‟ when a
  the inputs to       business            experience           problem arises
  make it             creates by                               or assistance is
                      undertaking the                          needed
                      product/service
                                          Demonstrate
       Define




                                                                                   Slide 14
What distinguishes a high performing PMO?


 Nearly twice as likely to engage in performance measurement
 functions

 Addressing the issues that matter most to executives, including
 alignment with business objectives and strategy execution

 Impacts not only project performance, but boosts
 organisational performance

 Manage more project managers and engage in more training
 activities


                                        Source: The State of the PMO 2012 – PM Solutions Survey


                                                                                     Slide 15
External        PMO                     Best Practices
Defining the PMO   Adding Value                             Action Plan
                                  Challenges   Strategies                  & Examples




…but being successful is more than meeting the current
challenges, its planning for the future challenges




                                                                                       Slide 16
Will your PMO add value tomorrow?

…what are the current & future external challenges
you need to be thinking about today




    Global                  Workforce
               Australian                Data
    Market-                  Demo-
               Economy                  Growth
     place                  graphics




                                                 Slide 17
Challenge #1: Global Marketplace
 …has your organisation felt higher levels of competition in
the last three years? Are you and your executives being
asked to make more complex and rapid decisions?




                                                               Slide 18
Challenge #1: Global Marketplace

The post-GFC recovery has been
hampered by global economic factors
including the Euro crisis and most
recently a cooling of China‟s growth.
Meanwhile, competition is
increasing :
  Acceleration of workforce
   globalisation
  Increased mobility of workforce
  Consumer-based international
   trade increasing exponentially

                                        Slide 19
Challenge #2: Australian Economic Outlook
 …has your organisation tightened its budget in the last
five years? Have you noticed stronger emphasis on where
and how money is being spent?




                              Source: http://www.rba.gov.au/publications/smp/2012/may/html/eco-outlook.html

                                                                                               Slide 20
Challenge #2: Australian Economic Outlook

The RBA quotes from May 2012, show a period of moderate
growth or decline in some sectors….
• “Outside of the mining sector…business investment
  intentions remain weak
• Moderate household spending in late 2011 and early 2012
• Employment forecast to be fairly subdued in the near term
• Measures of business and consumer sentiment below,
  long-run average



                              Source: http://www.rba.gov.au/publications/smp/2012/may/html/eco-outlook.html

                                                                                               Slide 21
Challenge #3: Workforce Demographics

…is your PMO positioned to support this new and evolving
workforce?




                              Source: http://www.rba.gov.au/publications/smp/2012/may/html/eco-outlook.html

                                                                                                Slide 22
Challenge #3: Workforce Demographics
• By 2015
 • Generation Y will account for 40% of the workforce
 • Generation X will account for another 40%
 • Baby Boomers will decline by 22% to a total of 20%

 • What do we know about Gen Ys?
    Sociologists (Howe and Ross, 2000) have identified common
    characteristics of Gen Y:
   •   Achievement-oriented
   •   High self-expectations
   •   Team-oriented
   •   High use of technology – „digital natives‟
                                     Source: http://www.rba.gov.au/publications/smp/2012/may/html/eco-outlook.html

                                                                                                       Slide 23
Challenge #4: High Volume of Easily
 Accessible Information
… are you able to find the right data when you need it, or present
it in a meaningful way?




                                   Source: http://www.emc.com/leadership/programs/digital-universe.htm



                                                                                                 Slide 24
Challenge #4: High Volume of Easily
Accessible Information

• The world‟s information is doubling every two years
• In 2010, estimates by IDC an increase of 62% on the
  previous year
• The report claimed that by 2020, the amount of data in
  the world will increase 50 fold




                                Source: http://www.emc.com/leadership/programs/digital-universe.htm



                                                                                              Slide 25
External       PMO                     Best Practices
Defining the PMO   Adding Value                             Action Plan
                                  Challenges   Strategies                  & Examples




   SMS has identified five key strategies to implement…




                                                                                       Slide 26
The Next Generation PMO
   External Challenges

                         …five key strategies

                             Enterprise &         “Decision-based”
                          Portfolio Alignment        Reporting




                          Outcome & Benefit          Increasing
                              Focused            Stakeholder Power




                                        “People-first”
                                           Focus




                                                                Slide 27
Strategy #1

                   Is your PMO focused on delivering the right list
                        of projects, or a list of projects right?


                   • Global competition demands – develop and deliver
                     high quality products and services
         Drivers
                   • Dynamic market & economic pressures
                     decreasing profits and eroding budget surpluses

                   • Emphasis on creating Enterprise Portfolios &
                     aggregation of Program-level PMOs to aid portfolio
                     selection
Trends
                   • Increasing competition between projects to win &
                     maintain funding




                                                                       Slide 28
Factoid:
Per the SMS 2012 Portfolio Survey…

92% of Top Performing Organisations operate
at the Enterprise Portfolio Management
                                100%
                                             92%
                                90%

                                80%
    % in Top and Bottom Third




                                70%
                                                                                                                      58%
                                60%
                                                      50%
                                50%
                                                                                                             42%                           Top Third
                                40%                                                                                                        Bottom Third

                                30%                               25%      25%                                                       25%

                                20%                                                    17%

                                                                                                8%                              8%
                                10%

                                 0%
                                       At enterprise level by At enterprise level as By a market-facing    By an internal        Other
                                       a business led forum a finance led forum        business unit    operational unit such
                                           and process            and process                           as an IT Department


                                                                                                                                                          Slide 29
                                                                                                                                                                29
Action #1: Align the focus of your PMO to
the support the Enterprise and Portfolio
level
                                               Roles and
                                             Organisational
                                               Structure


                                 Portfolio
                                                              Training and
                                 Decision
…accomplished via a focus         Making                       Coaching

on the assessment and uplift
of six key functions in the                   Enterprise &
                                                Portfolio
PMO…                                           Alignment


                               Contingency
                                   and                           Data
                               Dependency                     Management
                               Management


                                             Risk and Issue
                                              Management




                                                                             Slide 30
“Traditional” Dashboard
…Traditional Project Dashboard provides static, one-dimensional data that
does not support analysis of trends and dependencies across programs in
the portfolio…




                                                                      Slide 31
“Next Generation” Strategic Dashboard




    Note: This is a generic example provided for distribution purposes only

                                                                              Slide 32
Strategy #2

                      Does your PMO generate reports that facilitate
                            discussion and decision making?

                        • Increased scrutiny re: financial & asset
                          management resulting in more complex
                          questions being asked

            Drivers     • Executives gaining better understanding of
Decision                  Governance & their roles – learning to ask
 Based                    more sophisticated questions
Reporting
                        • Strong focus on exception based reporting
                          and trend analysis

  Trends                • Emphasis to maximise resource and asset
                          allocations across programs & projects

                        • Requirements for inter-program contingency &
                          dependency management


                                                                       Slide 33
Action #2: Collect the right data to build the
right reports to enable decision making

                                              Data
                                            Integrity

                                                            Tools
                               Data                       (Collection
…concerted effort on data    Correlation                       &
and information management                                Reporting)
is the foundation to                       Decision-
                                            based
developing decision based                  Reporting
reporting…
                              Security                    Up-to-date

                                            Available
                                             (enable
                                               self-
                                           sufficiency)


                                                                        Slide 34
“Traditional”
Project
Status Report
…Status report
provide project
information at a
point in time. It
does not show
dependencies




                    Page 35   Slide 35
“Next Generation” Inter-program
Dependency Diagram
…Dependency Mapping showing overall issues and risks help focus on
root cause analysis …




                                                       Page 36       Slide 36
“Next Generation” Inter-program
                                                                                          Strategy #2




Dependency Diagram
  Governance Program
                        Apps & Dev Program    Infrastructure Program
  Data Governance
                        ERP Upgrade           VM Upgrade
  Framework
                        CMS Upgrade           DB Virtualisation
  IT Strategic Review




                        Info Mngmnt Program
  Operational Program                         Mobility Program
                        Data Warehouse
  Service Desk Tool     Upgrade               Mobile BI
  ITIL Rollout          Knowledge Mngmnt      Tablet Rollout
                        Tool




  People Program        Portal Program
                                              Collaboration Program
                                              Unified Comms
  HR System             Portal Redesign
                                              Video Conferencing
  LMS Upgrade           Extranet

                                                                                 High Risk
                                                                                 Medium Risk
                                                                                 Low Risk



                                                                       Page 37             Slide 37
Strategy #3

                   How focused is your PMO on Outcomes &
                           Benefits Achievement?

                    • Program/Project Management has evolved -
                      delivering projects on time and on budget is
                      expected

         Drivers    • Proliferation of transformation enabling
                      programs requires emphasis on outcomes
                      and benefits realisation

                    • New focus is on Benefits Realisation strategy
                      development and planning

Trends              • Increased use of “Agile” methodology to
                      deliver products and benefits more effectively

                    • Establishing “Rapid Response” & “Business
                      Innovation” teams


                                                                  Slide 38
Factoid:
Per the SMS 2012 Portfolio Survey…

62% of organisations do not know how many
projects achieve the predicted benefits

• Less than a quarter (23%) said   70%
                                                                      62%
  that 75% or more of their        60%
  projects delivered the           50%
  expected benefits
                                   40%
• Almost two-thirds (62%) do       30%   23%
  not know how many projects
  achieve the predicted            20%
                                                   12%
  benefits - indicating that       10%                        4%
  benefits tracking is not often   0%
  performed
                                         > 75%   50% - 75%   < 50%   Unknown




                                                                            Slide 39
                                                                                  39
Action #3: Transform the mindset from
“on-time/on-budget” to “benefits dominate”

                                               Governance
                                                 Roles
                                                Defined


                                 Benefits                       Understand
                                Tracking &                       Strategic
…coaching & training – with     Reporting                       Objectives
processes, tools & templates
to support – will change the                    Outcome &
                                              Benefit Focused
focus and behaviours of the
PMO to a fit-for-purpose and
outcome driven                 Consistency
                                                                Training &
                               of Process &
                                                                Coaching
organisation…                   Measures


                                                 Tools &
                                                Templates




                                                                             Slide 40
“Next Generation” Benefits Map
                                               End
Enabler   Business Change   Interim Benefit   Benefit Strategy




                                                         Slide 41
“Next Generation” Benefits Map




                                                         End
Enabler   Business Change       Interim Benefit         Benefit     Strategy



 Cust      Client             One Stop   Greater Take                Lower
                     Client                              More
 Web      Manage-              Service      Up of                     Cost
                    Inquiry                             Self Help
 Portal    ment               Delivery     Services                 Services




                                                                        Slide 42
Strategy #4

                         Are you a Consulting-type PMO with a focus on
                            Stakeholder Relationship Management?



                            • Pressure to show PMO value results in being
                              more stakeholder centric (outward focused)
               Drivers
                            • PMOs have transformed from Technology-
Relationship                  focused to Operational to Organisational

                             • Strong stakeholder analysis and expectation
                               management at program, portfolio and
                               organisational level
     Trends
                             • PMO creates linkage between
                               Strategy, Architecture, Delivery & Service
                               Management

                             • Trusted advisor relationship with sponsor

                                                                            Slide 43
Action #4: Create a culture that values its
relationships across the organisation and
champions its Stakeholders
                                               Stakeholder
                                                 Analysis


                                   Help                        Customer
…leverage the uniqueness of     Navigate the                    Centric
                                Organisation                    Culture
the PMO interfacing to all
areas in the organisation and                   Increasing
focus on stakeholder                           Power of the
                                               Stakeholder
success…
                                                              Marketing &
                                PMO Best
                                                              Comms of
                                 Practice
                                                                PMO

                                                  Clarify
                                                 Decision
                                                 Account-
                                                 abilities



                                                                            Slide 44
“Traditional” Governance Structures
…I may know which board to submit decisions to, but don’t know how to
influence the outcome ….




                                                                        Slide 45
“Next Generation” Network Analysis
…need more context on how to successfully deliver projects by
understanding the influencers and authority levels…

     Risk &                                                        Delivery &
   Governance                                                       Services
     Group                                                           Group




                                                                Authority to stop
                                                                projects – Service
                                                                 Design Package




                                               Strong Linking
                                                    Role


                                                                                Slide 46
Strategy #5

 “People-first”          Are your PMO staff and Project Managers
    Focus                  considered a critical success factor?


                         • Recognition that the skills, experience and
                           culture matter more than procedures and
                           governance
               Drivers
                         • Significant changing workforce and working
Relationship               style due to Gen-Y

                          • PM competency assessment (with high focus
                            on stakeholders and lateral thinking)

     Trends               • PMO provides Best Practice / Centre of
                            Excellence

                          • Training & Mentoring Programs



                                                                         Slide 47
Action #5: Focus on management of staff
and address changing workforce
demographics
                                                Selection&
                                                Recruitment



                                Collaboration                    Induction
…achieved by aligning all
HR functions to create a
stakeholder focused, benefits                   “People First”
                                                   Focus
driven culture …
                                Competency                       Training &
                                Assessment                       Mentoring


                                                   Career
                                                  Pathways




                                                                              Slide 48
“Traditional” Corporate Directory




                                    Slide 49
“Next Generation” Directory




                              Slide 50
“Next Generation” Collaborative Tools




                                        Slide 51
“Traditional” PM Competency Assessment
                                          Skill
                                    Integration Management
                                           3.0


          Procurement Management                              Scope Management
                                           2.0




                                           1.0

         Risk Management                                              Time Management

                                           0.0




   Communication Management                                        Cost Management




                    Resource Management                Quality Management




                                                                                        Slide 52
„Next Generation” PM Competency
Assessment




                                  Slide 53
Conclusions


  • PMOs have historically and will continue to face challenges.
  • Awareness and understanding of future trends allows strategies
    to be adopted.
  • A PMO ahead of the adoption curve will continue to ADD VALUE
    to the organisation.




                                                                   Slide 54
Q&A




      Slide 55
Next Steps




                   Project /
                                                                           Reporting
    PMO           Program              PMO
                                                        Benefits           Capability
   Maturity       Manager            Capability
                                                       Management          Analysis &
 Assessment       Capability           Uplift
                                                                             Uplift
                 Assessment


                       Building the Next Generation PMO



     To proceed, contact your SMS Account Director or the NSW Program & Project Services
     (PPS) Practice Manager, Jennifer Thomson.

                                                                                     Slide 56
Thank you.




             Slide 57

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The Next Generation PMO - NSW

  • 1. The Next Generation PMO Planning for the evolution in business strategy and organisational culture 14 November 2012 Presented by: SMS Management and Technology Program and Project Services (NSW) Slide 1
  • 2. Introductions to SMS & Eric van Zeyl  PMO establishment & uplift  Business Transformation through IT centric  Government, Health Services, Financial Services, Utilities, Communications  Compass™ Methodology  Prince2, MSP & P3M3 principles  Templates, tools, & end-to-end models Slide 2
  • 3. Introductions to SMS & Eric van Zeyl  PMO establishment & uplift  Business Transformation through IT centric  Over 20 years Government,in Financial Services and Services,  experience Health Services, Financial Professional ServicesCommunications Utilities, industries.  ExtensiveCompass™ Methodology  Program Management experience  Including Global ERP Deployment  Prince2, MSP & P3M3 principles  Specialised  PMO Establishment end-to-end models in Templates, tools, & and Transformations  Significant improvement in project success  Cultural Change driven via Competency Frameworks and PM Competency Assessments Slide 3
  • 4. The Next Generation PMO Today’s Agenda 12:00pm Welcome & Lunch 12:15pm Introductions 12:25pm The Next Generation PMO Best Practices & Real World Examples 1:15pm Q&A 1:25pm Next Steps 1:35pm Open Discussion & Networking 2:00pm Close Slide 4
  • 5. Today‟s Discussion External Challenges How do you define your PMO? How does your PMO add value to your organisation today? What should your PMO be doing now in order to add value tomorrow? Best Practices & Examples Slide 5
  • 6. Today‟s Discussion Action Plan External Challenges PMO Strategies How do you define your PMO? Enterprise & “Decision-based” Portfolio Alignment Reporting How does your PMO add value to your organisation today? Outcome & Benefit Increasing Focused Stakeholder Power What should your PMO be doing now in order to “People-first” add value Focus tomorrow? Best Practices & Examples Slide 6
  • 7. External PMO Best Practices Defining the PMO Adding Value Action Plan Challenges Strategies & Examples PMO Challenges …why a clearly defined PMO matters! Slide 7
  • 8. The “current” PMO challenges that many organisations are focused on… • PMO seen as policing & controlling • Resource & Capacity Management • Not enough good PMs, and trouble with retention • Ensure consistent application of processes • Multiple project management methodologies • High volume of reports • Projects and Programs being managed in isolation • Project Managers do not have adequate skills • Demonstrating the added value Source: The State of the PMO 2012 – PM Solutions Survey Slide 8
  • 9. Defining the PMO “Most companies have a PMO What is the focus of the “P” in PMO? (87%). Of the few that don‟t, 40% are looking to implement PMO Type Focus one within a year.” Enterprise Helps Executive Management to select PMO and prioritise programs that will best deliver the organisations strategy Portfolio Helps Senior Management select the Management right portfolio and manage the projects Office consistently and successfully Program Helps a Program Manager to deliver a Management number of projects consistently and Office successfully Project Helps a Project Manager to deliver a Management project successfully Office Source: The State of the PMO 2012 – PM Solutions Survey; Slide 9
  • 10. PMOs have different extent of reach and offer different services Decentralised Centralised Full Services Possible to achieve in pockets of the organisation – Rarely achievable in large companies as it requires needs very strong sponsorship & alignment across very stable and mature organisation hierarchy of PMOs Consulting Provides great improvement in PM capability – Allows corporate thought leadership in PM to be responsive at expense of possible duplication enhanced – requires sponsorship of a Project Managed environment Standardising Most Common target for PMOs – need to overcome Requires cross organisation alignment – much to be problems of multiple ‘standards’ being created gained, but more difficult to implement across very large organisations Reporting Basic Level capability – easiest to ‘sell’ in large Basic Level capability – more easily achieved in federated organisations small organisations Slide 10
  • 11. PMOs have different extent of reach and offer different services Decentralised Centralised Full Services Rarely achievable in large companies as it requires very stable and mature organisation Consulting Allows corporate thought leadership in PM to be enhanced – requires sponsorship of a Project Managed environment Over 60% of PMOs are not strategic or operating at the corporate level, however are trending in that direction Reference: The State of the PMO 2012. PM Solution The greater the capability of the PMO, the greater the value the PMO contributes and the greater the overall performance of the organisation. Reference: The State of the PMO 2012. PM Solution Slide 11
  • 13. External PMO Best Practices Defining the PMO Adding Value Action Plan Challenges Strategies & Examples Is your PMO adding value to the organisation? Slide 13
  • 14. What defines “Adding Value” • The difference Evolve between the benefit of the Measure • Provide finished • PMO is the „first expertise, place someone product/service • Increase in professionalism, thinks of‟ to and the cost of value that a insight, and engage‟ when a the inputs to business experience problem arises make it creates by or assistance is undertaking the needed product/service Demonstrate Define Slide 14
  • 15. What distinguishes a high performing PMO? Nearly twice as likely to engage in performance measurement functions Addressing the issues that matter most to executives, including alignment with business objectives and strategy execution Impacts not only project performance, but boosts organisational performance Manage more project managers and engage in more training activities Source: The State of the PMO 2012 – PM Solutions Survey Slide 15
  • 16. External PMO Best Practices Defining the PMO Adding Value Action Plan Challenges Strategies & Examples …but being successful is more than meeting the current challenges, its planning for the future challenges Slide 16
  • 17. Will your PMO add value tomorrow? …what are the current & future external challenges you need to be thinking about today Global Workforce Australian Data Market- Demo- Economy Growth place graphics Slide 17
  • 18. Challenge #1: Global Marketplace …has your organisation felt higher levels of competition in the last three years? Are you and your executives being asked to make more complex and rapid decisions? Slide 18
  • 19. Challenge #1: Global Marketplace The post-GFC recovery has been hampered by global economic factors including the Euro crisis and most recently a cooling of China‟s growth. Meanwhile, competition is increasing :  Acceleration of workforce globalisation  Increased mobility of workforce  Consumer-based international trade increasing exponentially Slide 19
  • 20. Challenge #2: Australian Economic Outlook …has your organisation tightened its budget in the last five years? Have you noticed stronger emphasis on where and how money is being spent? Source: http://www.rba.gov.au/publications/smp/2012/may/html/eco-outlook.html Slide 20
  • 21. Challenge #2: Australian Economic Outlook The RBA quotes from May 2012, show a period of moderate growth or decline in some sectors…. • “Outside of the mining sector…business investment intentions remain weak • Moderate household spending in late 2011 and early 2012 • Employment forecast to be fairly subdued in the near term • Measures of business and consumer sentiment below, long-run average Source: http://www.rba.gov.au/publications/smp/2012/may/html/eco-outlook.html Slide 21
  • 22. Challenge #3: Workforce Demographics …is your PMO positioned to support this new and evolving workforce? Source: http://www.rba.gov.au/publications/smp/2012/may/html/eco-outlook.html Slide 22
  • 23. Challenge #3: Workforce Demographics • By 2015 • Generation Y will account for 40% of the workforce • Generation X will account for another 40% • Baby Boomers will decline by 22% to a total of 20% • What do we know about Gen Ys? Sociologists (Howe and Ross, 2000) have identified common characteristics of Gen Y: • Achievement-oriented • High self-expectations • Team-oriented • High use of technology – „digital natives‟ Source: http://www.rba.gov.au/publications/smp/2012/may/html/eco-outlook.html Slide 23
  • 24. Challenge #4: High Volume of Easily Accessible Information … are you able to find the right data when you need it, or present it in a meaningful way? Source: http://www.emc.com/leadership/programs/digital-universe.htm Slide 24
  • 25. Challenge #4: High Volume of Easily Accessible Information • The world‟s information is doubling every two years • In 2010, estimates by IDC an increase of 62% on the previous year • The report claimed that by 2020, the amount of data in the world will increase 50 fold Source: http://www.emc.com/leadership/programs/digital-universe.htm Slide 25
  • 26. External PMO Best Practices Defining the PMO Adding Value Action Plan Challenges Strategies & Examples SMS has identified five key strategies to implement… Slide 26
  • 27. The Next Generation PMO External Challenges …five key strategies Enterprise & “Decision-based” Portfolio Alignment Reporting Outcome & Benefit Increasing Focused Stakeholder Power “People-first” Focus Slide 27
  • 28. Strategy #1 Is your PMO focused on delivering the right list of projects, or a list of projects right? • Global competition demands – develop and deliver high quality products and services Drivers • Dynamic market & economic pressures decreasing profits and eroding budget surpluses • Emphasis on creating Enterprise Portfolios & aggregation of Program-level PMOs to aid portfolio selection Trends • Increasing competition between projects to win & maintain funding Slide 28
  • 29. Factoid: Per the SMS 2012 Portfolio Survey… 92% of Top Performing Organisations operate at the Enterprise Portfolio Management 100% 92% 90% 80% % in Top and Bottom Third 70% 58% 60% 50% 50% 42% Top Third 40% Bottom Third 30% 25% 25% 25% 20% 17% 8% 8% 10% 0% At enterprise level by At enterprise level as By a market-facing By an internal Other a business led forum a finance led forum business unit operational unit such and process and process as an IT Department Slide 29 29
  • 30. Action #1: Align the focus of your PMO to the support the Enterprise and Portfolio level Roles and Organisational Structure Portfolio Training and Decision …accomplished via a focus Making Coaching on the assessment and uplift of six key functions in the Enterprise & Portfolio PMO… Alignment Contingency and Data Dependency Management Management Risk and Issue Management Slide 30
  • 31. “Traditional” Dashboard …Traditional Project Dashboard provides static, one-dimensional data that does not support analysis of trends and dependencies across programs in the portfolio… Slide 31
  • 32. “Next Generation” Strategic Dashboard Note: This is a generic example provided for distribution purposes only Slide 32
  • 33. Strategy #2 Does your PMO generate reports that facilitate discussion and decision making? • Increased scrutiny re: financial & asset management resulting in more complex questions being asked Drivers • Executives gaining better understanding of Decision Governance & their roles – learning to ask Based more sophisticated questions Reporting • Strong focus on exception based reporting and trend analysis Trends • Emphasis to maximise resource and asset allocations across programs & projects • Requirements for inter-program contingency & dependency management Slide 33
  • 34. Action #2: Collect the right data to build the right reports to enable decision making Data Integrity Tools Data (Collection …concerted effort on data Correlation & and information management Reporting) is the foundation to Decision- based developing decision based Reporting reporting… Security Up-to-date Available (enable self- sufficiency) Slide 34
  • 35. “Traditional” Project Status Report …Status report provide project information at a point in time. It does not show dependencies Page 35 Slide 35
  • 36. “Next Generation” Inter-program Dependency Diagram …Dependency Mapping showing overall issues and risks help focus on root cause analysis … Page 36 Slide 36
  • 37. “Next Generation” Inter-program Strategy #2 Dependency Diagram Governance Program Apps & Dev Program Infrastructure Program Data Governance ERP Upgrade VM Upgrade Framework CMS Upgrade DB Virtualisation IT Strategic Review Info Mngmnt Program Operational Program Mobility Program Data Warehouse Service Desk Tool Upgrade Mobile BI ITIL Rollout Knowledge Mngmnt Tablet Rollout Tool People Program Portal Program Collaboration Program Unified Comms HR System Portal Redesign Video Conferencing LMS Upgrade Extranet High Risk Medium Risk Low Risk Page 37 Slide 37
  • 38. Strategy #3 How focused is your PMO on Outcomes & Benefits Achievement? • Program/Project Management has evolved - delivering projects on time and on budget is expected Drivers • Proliferation of transformation enabling programs requires emphasis on outcomes and benefits realisation • New focus is on Benefits Realisation strategy development and planning Trends • Increased use of “Agile” methodology to deliver products and benefits more effectively • Establishing “Rapid Response” & “Business Innovation” teams Slide 38
  • 39. Factoid: Per the SMS 2012 Portfolio Survey… 62% of organisations do not know how many projects achieve the predicted benefits • Less than a quarter (23%) said 70% 62% that 75% or more of their 60% projects delivered the 50% expected benefits 40% • Almost two-thirds (62%) do 30% 23% not know how many projects achieve the predicted 20% 12% benefits - indicating that 10% 4% benefits tracking is not often 0% performed > 75% 50% - 75% < 50% Unknown Slide 39 39
  • 40. Action #3: Transform the mindset from “on-time/on-budget” to “benefits dominate” Governance Roles Defined Benefits Understand Tracking & Strategic …coaching & training – with Reporting Objectives processes, tools & templates to support – will change the Outcome & Benefit Focused focus and behaviours of the PMO to a fit-for-purpose and outcome driven Consistency Training & of Process & Coaching organisation… Measures Tools & Templates Slide 40
  • 41. “Next Generation” Benefits Map End Enabler Business Change Interim Benefit Benefit Strategy Slide 41
  • 42. “Next Generation” Benefits Map End Enabler Business Change Interim Benefit Benefit Strategy Cust Client One Stop Greater Take Lower Client More Web Manage- Service Up of Cost Inquiry Self Help Portal ment Delivery Services Services Slide 42
  • 43. Strategy #4 Are you a Consulting-type PMO with a focus on Stakeholder Relationship Management? • Pressure to show PMO value results in being more stakeholder centric (outward focused) Drivers • PMOs have transformed from Technology- Relationship focused to Operational to Organisational • Strong stakeholder analysis and expectation management at program, portfolio and organisational level Trends • PMO creates linkage between Strategy, Architecture, Delivery & Service Management • Trusted advisor relationship with sponsor Slide 43
  • 44. Action #4: Create a culture that values its relationships across the organisation and champions its Stakeholders Stakeholder Analysis Help Customer …leverage the uniqueness of Navigate the Centric Organisation Culture the PMO interfacing to all areas in the organisation and Increasing focus on stakeholder Power of the Stakeholder success… Marketing & PMO Best Comms of Practice PMO Clarify Decision Account- abilities Slide 44
  • 45. “Traditional” Governance Structures …I may know which board to submit decisions to, but don’t know how to influence the outcome …. Slide 45
  • 46. “Next Generation” Network Analysis …need more context on how to successfully deliver projects by understanding the influencers and authority levels… Risk & Delivery & Governance Services Group Group Authority to stop projects – Service Design Package Strong Linking Role Slide 46
  • 47. Strategy #5 “People-first” Are your PMO staff and Project Managers Focus considered a critical success factor? • Recognition that the skills, experience and culture matter more than procedures and governance Drivers • Significant changing workforce and working Relationship style due to Gen-Y • PM competency assessment (with high focus on stakeholders and lateral thinking) Trends • PMO provides Best Practice / Centre of Excellence • Training & Mentoring Programs Slide 47
  • 48. Action #5: Focus on management of staff and address changing workforce demographics Selection& Recruitment Collaboration Induction …achieved by aligning all HR functions to create a stakeholder focused, benefits “People First” Focus driven culture … Competency Training & Assessment Mentoring Career Pathways Slide 48
  • 52. “Traditional” PM Competency Assessment Skill Integration Management 3.0 Procurement Management Scope Management 2.0 1.0 Risk Management Time Management 0.0 Communication Management Cost Management Resource Management Quality Management Slide 52
  • 53. „Next Generation” PM Competency Assessment Slide 53
  • 54. Conclusions • PMOs have historically and will continue to face challenges. • Awareness and understanding of future trends allows strategies to be adopted. • A PMO ahead of the adoption curve will continue to ADD VALUE to the organisation. Slide 54
  • 55. Q&A Slide 55
  • 56. Next Steps Project / Reporting PMO Program PMO Benefits Capability Maturity Manager Capability Management Analysis & Assessment Capability Uplift Uplift Assessment Building the Next Generation PMO To proceed, contact your SMS Account Director or the NSW Program & Project Services (PPS) Practice Manager, Jennifer Thomson. Slide 56
  • 57. Thank you. Slide 57

Notas do Editor

  1. Our PMO services encompass capability assessment and design, presentation of clear options and actionable implementation plans and resource estimates; as well as provision of mentoring, resource augmentation and operation services. Our people are experienced and certified in all program and project management disciplines.
  2. Our PMO services encompass capability assessment and design, presentation of clear options and actionable implementation plans and resource estimates; as well as provision of mentoring, resource augmentation and operation services. Our people are experienced and certified in all program and project management disciplines.
  3. Just want to give you an idea of the topics we will be coveringFirstly look at statistically how common PMOs are, their definitionHow does your PMO add value today, and what should it do to add value tomorrowExternal factors that are impacting they way they operateWe then look at recommended PMO strategies, their related drivers &amp; trends and what clients are doing about it
  4. Just want to give you an idea of the topics we will be coveringFirstly look at statistically how common PMOs are, their definitionHow does your PMO add value today, and what should it do to add value tomorrowExternal factors that are impacting they way they operateWe then look at recommended PMO strategies, their related drivers &amp; trends and what clients are doing about it
  5. Red chevron to track the topicsLet start by looking at some common PMO Challenges
  6. I am sure these are familiar to youMany of our clients are working on addressing the “current” PMO challenges and are familiar with the problem definition and how to address it. I am therefore not going to focus on all of these topics.The ones in bold will be touched on however in a broader contextSo we know that PMO have issues, lets look at how how many organisations have a PMO
  7. Statistics tell us that PMOs are becoming more common in organisations, and are trending to becoming more strategic and enterprise based.87% have a PMO, and of those that don’t, 40% are looking at implementing one in the next year.This is supported by the growth of PMOs between 2000 and 2012.Now you all know what a PMO is – I am not going to preach to the converted ….Have a think of how you define your PMO, and what services it offers, and if its meeting expectations.We know that 87% or organisations have a PMO, but one PMO is not like another. Lets explore these differences as each one delivers a different service or has a different modus operandi.Lets make this interactive by a show of hands – what type of PMO does your organisation have (it could have more than one)Concerning trend is the proliferation of PMOs at the lower level – which results in creation of terms such as VMO or EMO or BMO (pick any letter except “P”).It’s a way of trying to differentiate.
  8. Another characteristic that defines a PMO is decentralisedvscentralised and service offering which ranges from reporting based (passive) to full service (active)Again via a show of hands:Decentralised : CentralisedReporting – passive reporting of what has happenedStandardising of methodology and functionsConsulting – provides thought leadership and best practiceFull Service – proactive management of all of the aboveHave a think of where your PMO currently resides on this matrix, and where it is headingIn my experience all PMOs that have been mis-aligned or not meeting expectations are due to operating the wrong type of PMO or providing services different to what the business expectsGeneral pattern in the market is start with a Decentralised Reporting PMO (specifically at program / project level), then move to a number of decentralised or centralised PMOs, then centralised and strategic.Research indicates that as PMOs evolve they trend to being centralised, strategic and more full serviced. The remainder of my presentation will therefore be biased to this end state, therefore be focusing more on the Enterprise PMO and Portfolio based PMO. For those of you whos interest in project and program based PMO don’t switch off and focus only on lunch – the context for you is being aware of portfolio and enterprise PMOs and how you report to them or align functions to them
  9. Another characteristic that defines a PMO is decentralisedvscentralised and service offering which ranges from reporting based (passive) to full service (active)Again via a show of hands:Decentralised : CentralisedReporting – passive reporting of what has happenedStandardising of methodology and functionsConsulting – provides thought leadership and best practiceFull Service – proactive management of all of the aboveHave a think of where your PMO currently resides on this matrix, and where it is headingIn my experience all PMOs that have been mis-aligned or not meeting expectations are due to operating the wrong type of PMO or providing services different to what the business expectsGeneral pattern in the market is start with a Decentralised Reporting PMO (specifically at program / project level), then move to a number of decentralised or centralised PMOs, then centralised and strategic.Research indicates that as PMOs evolve they trend to being centralised, strategic and more full serviced. The remainder of my presentation will therefore be biased to this end state, therefore be focusing more on the Enterprise PMO and Portfolio based PMO. For those of you whos interest in project and program based PMO don’t switch off and focus only on lunch – the context for you is being aware of portfolio and enterprise PMOs and how you report to them or align functions to them
  10. Over and above the PMO variances we have just looked at PMOs also use different methodologies and different governance structures.So governance is another item that PMOs are grappling with, the challenge for the last 3 years has been agile methodology integration – but what is nextI still see many instances of Agile methodologies being used, yet driven through rigid stage gate review cycles and in some instances that being linked to funding cyclesAgile is the current governance challenge, who knows what is the next one
  11. We know that PMOs are facing challenges, we know that statistically there are a lot of them, and we know that the operate differently – this leads to a questionIs your PMO adding value?
  12. How do we define value?Along the Define, Measure,Demonstrate, Evolve continuum the requirement is to demonstrating value based on measureable improvements.
  13. Research distinguishes between high performing PMOs and low performing PMOsProject performance is expected, therefore organisational performance improvement is the targetAlignment to strategic direction - Combine with what matters to exec – costs reduction trends, Benefits Realisation rates improvingTracking and reports PMO performance helps to sell value add, but remember this comes back to measurable performance improvementsTop performing are also more likely to focused on PM competencies and training
  14. There are numerous external challenges – these change from time to timeWhen I consult on PMOs these 4 are currently having the biggest impact
  15. Global MarketplaceYou are no doubt being asked to make more complex and rapid decisionsPost GFC recovery has been slow, and Euro crisis is still loomingCompetition is increases: Workforce is globalisation, therefore driving mobility and international trade
  16. Global MarketplaceYou are no doubt being asked to make more complex and rapid decisionsPost GFC recovery has been slow, and Euro crisis is still loomingCompetition is increases: Workforce is globalisation, therefore driving mobility and international trade
  17. Australian Economic outlookThe reduction in spending will continue, the focus is clearly on obtaining more bang for your buck and therefore selecting the optimum portfolio of projects Given the RBA quotes pointing toward moderate growth or decline in some sectors…Household spending is down due to consumer sentimentEmployment is subdued in the near term
  18. Australian Economic outlookThe reduction in spending will continue, the focus is clearly on obtaining more bang for your buck and therefore selecting the optimum portfolio of projects Given the RBA quotes pointing toward moderate growth or decline in some sectors…Household spending is down due to consumer sentimentEmployment is subdued in the near term
  19. Workforce demographicsIS your PMO ready for a workforce dominated by Gen-YIn 3 years time Gen-Y will make up 40% of the workforce and will dominate for 20 years. Baby Boomers will also be in the minorityGeneration Y is the most significant change to workforce demographics, and more importantly they bring a different way of thinking and interact with tehcnology differently that will result in PMOs deliver projects in new waysGen Y Preferences:Achievement orientedHigh self expectationsTeam orientatedInteract with technology differently – digital nativesThe rigid process adherence, reporting PMO will no be tolerated
  20. Workforce demographicsIS your PMO ready for a workforce dominated by Gen-YIn 3 years time Gen-Y will make up 40% of the workforce and will dominate for 20 years. Baby Boomers will also be in the minorityGeneration Y is the most significant change to workforce demographics, and more importantly they bring a different way of thinking and interact with tehcnology differently that will result in PMOs deliver projects in new waysGen Y Preferences:Achievement orientedHigh self expectationsTeam orientatedInteract with technology differently – digital nativesThe rigid process adherence, reporting PMO will no be tolerated
  21. High volume of informationDo you have lots of data, or meaningful information for decision making?Common challenge: EPM can generate 40 types of reports, Excel versions all over the place, generating 20 adhoc reports, each board has a different set of reportsWe know that data doubles every 2 years, and that will increase to 50 fold in the coming decade:The challenge for PMOs is not how to technically cope with data storage* Skills associated with data management such as analysis and reporting
  22. High volume of informationDo you have lots of data, or meaningful information for decision making?Common challenge: EPM can generate 40 types of reports, Excel versions all over the place, generating 20 adhoc reports, each board has a different set of reportsWe know that data doubles every 2 years, and that will increase to 50 fold in the coming decade:The challenge for PMOs is not how to technically cope with data storage* Skills associated with data management such as analysis and reporting
  23. We have just covered off the 4 biggest external challenges -&gt; As are result of this SMS has identified 5 key strategies
  24. These have been identified based on SMS research and experience helping clients address provide value adding PMO servicesRead 1 – 5In the next slides I am going to talk to each of these topics, and outline the drivers behind them, the resulting trends and show real examples that we have helped clients with
  25. The first Strategy is Enterprise &amp; Portfolio AlignmentIs your PMO focused on delivering the right list of projects, or a list of projects rightWe have already covered the drivers of Global competition and economic pressuresTrend is toward Portfolio Selection &amp; competition between projects
  26. 92% of top performingorganisations operate at enterprise level and use a business led forum for portfolio decision makingCompare this to 58% of the bottom third performing organisations who make decisions at an operational unit level
  27. To build effective enterprise &amp; portfolio alignment requires an uplift of 6 key functionsLets investigate traditional and next generation examples of decision making at portfolio levelPortfolio management is a core function of our Program &amp; Project Services division with associated methodologies and templates addressing the above areas
  28. Example one dimensional data report – used at a governance level to focus on Red items for discussionOther than a summarsed list it does not provide much context Discuss RED Interface Engine
  29. Similar report created for a board – guideline given was CEO statement that I don’t mind spending 1.5 hours with my most senior management, but I have to know we are focus on the right issues and riskFocus is on a longer time span, therefore more trend based reportingThe reason I want to walk through this example is to show the types of executive discussions that can be facilitatedIf we take the previous list of projects and map them against strategic objectives it helps executives make more meaningful decisions – focus on the biggest risk form the previous report may have little impact on reaching the organisations strategyRemembering that the context of these decisions are still based on optimum portfolio selection – what project can I stop to reallocate the $ and resourcing to deliver the biggest benefit?LHS – current average KPI score, beneath it the trend from last month, mid block shows over exposure (where exposure exceeds appetite) and on the RHS it measures KPI against the 4 strategic pillar. In the middle bottom it shows the risk by exposure type.The decision could be that we are significantly underperforming on the customer strategic pillar, and due to our second highest exposure of poor perception of brand we are going to stop a Financial project with (preferably that’s overexposed us) and allocate to funds to a project that improves customer KPIs and reduces poor brand perception. Now that may not be possible, but the discussion has been facilitatedIndividual projects still need to manage risks to improve project delivery success, but at a portfolio and organisation level its being focused on what really matters.
  30. The first influence was focused on selecting the right projects, once selected then decisions need to be made on how to best manage them – therefore focusing on business based decisionsThe focus is on measuring what matters, doing meaningful analysis (to present information and not data) and support executives to make decisions – this requires different skillsets in the PMO
  31. Information and Data Management division specialised in data management &amp; reporting – managing above functions
  32. Historically a list of projects are presented and each one reviewed or discussed. This provides no context or exception based focusDecisions are made in isolation, and the broader context is missing – the data is not correlated any any way
  33. Diagram is fuzzy as it’s a real example with confidential information blurred outClient has a culture of things being managed in isolation, lift the issues and risks discussions to an integrated approachA Program can be viewed by dependency mapping which makes a discussions on issues an risks more meaningful
  34. Purpose of diagram is to assess dependencies at an Enterprise level and determine the impact of at risks projects against the organisation. Walk through exampleBenefits – Executive focus on the correct area.
  35. This is the single most important factorAll procedures, governance and activities are there to provide results, not theoretical best practiceThe pressure is broader than agile – I have seen PMO setup rapid response team, Best Practice Groups, Innovation teams – but the risk is not to establish them “outside” of the PMO governance and reporting
  36. SMS 2012 portfolio survey shows that 62% of organisations don’t know how many projects achieve the predicted benefitsThere is currently a very strong trend to improve benefits management competencies across the organisation.From an SMS service perspective we have seen strong demand for benefits competency uplift
  37. This ties a couple of concepts we have spoken about together:Done with the business, and is in business speakIt’s a reference document that’s used by all parts of the business (across the enterprise)Focuses attention on benefits and keeps them front of mindits concept is simple, but organisations that get it and have regular discussions around it are successfulWe implemented this with a client and they have embraced it – taken this and use it with a RAG statusTechnology delivers an enabler (Mobile Phone Service)Business change delivers process changes, efficiencies (Text alert System)Result in interim benefits (one stop service delivery), and these deliver end benefits (more self help) that then deliver against strategic objectives (service delivery at lower overall cost)
  38. This ties a couple of concepts we have spoken about together:Done with the business, and is in business speakIt’s a reference document that’s used by all parts of the business (across the enterprise)Focuses attention on benefits and keeps them front of mindits concept is simple, but organisations that get it and have regular discussions around it are successfulWe implemented this with a client and they have embraced it – taken this and use it with a RAG statusTechnology delivers an enabler (Mobile Phone Service)Business change delivers process changes, efficiencies (Text alert System)Result in interim benefits (one stop service delivery), and these deliver end benefits (more self help) that then deliver against strategic objectives (service delivery at lower overall cost)
  39. PMO are less insular and more outwardly focusedPMO also better at selling their services and successMarketingCommunications: marketing, branding &amp; communicationsPMO needs to lobby, and talk people to get things approved, needs to facilitate decision making (different skillset)Expectation Management – this includes push back
  40. Example: Business Middle Managers run projects with high support from PMO
  41. Objective here is to show how to best navigate the organisation – this is about deliver success.Note that I have not seen this type of network analysis on people, but our IDM practice has done some network analysis for big data relationships. If it can can show how data connects and what data is linking, then PMO stakeholder analysis can show the same thing related to peopleNetwork analysis reveals: informal leadership of the group, influencers, the “reach” of people and the organisationMeasurement of stakeholder engagement and know when its successfulHave you thought of how you engage these people:Blogs, TwitterEG. Induction program that contains contextual information – here is what&apos;s unique with this organization (very risk averse)
  42. Organisations are looking to PMO to bring expertise and best practice to delivery business change.Having the right competencies, experience &amp; business acumen in PMO staff is paramount to success
  43. Recognise that contractors are significant part of workforce, yet don’t get visibility of goals or performance reviewsSelecting for cultural fit and developing required competencies – PMO plays a supporting roleCentre of excellence – PMO provides consulting servicesMentoring &amp; support via collaborationReward and recognition programsCareer path frameworkAll of the above you will remember as Gen-Y Preferences
  44. Collaboration tools more pervasive in organisations – Above example is a federal government organisations corporate directory facebook style containing mix of corporate and person information – interestingly it does not contain hierarchical information (who reports to who)
  45. At SMS I have worked on Salesforce bids using salesforce chatter – work in progress would be posted, people would review and comment, individuals would ask for examplesBreakdown in roles as people with capacity would be asked to contribute – it was not just a PMs who contribute to the schedule
  46. Traditional PM Knowledge Areas – risk, time, quality management.Great project delivery, but could be poor stakeholder management, and not able to deal with ambiguityIn this example CIO had a perception that PMs were not competent and that was causing the failure in project delivery
  47. Remember that research shows that top performing PMO measure PM competenciesIt should be noted that there is a strong focus on soft skills eg. decision making, negotiation, stakeholder management, influencing, dealing with ambiguityThe way that competencies are measured and reported are now more accurate, and specifically the reporting helps a PMO to determine how to address any gaps:Skills are fixed by trainingMindset relates to how you apply the skills – best improved by workshops and mentoringImpact is “HOW” you use the skill / mindset – its impacted by procedures and policiesI therefore can identify competency deficiencies, as well as understand how to best improve them
  48. PMOs have historically and will continue to face challengesYour awareness of the external challenges and being able to define strategies to address them will help you stay ahead of the adoption curve, thereby continuing to add value to the organisation,