Beruflich Dokumente
Kultur Dokumente
Seminar Structure
The Theory of Evolution Introduction to the concept of maturity and summary of the Value of a PMO
The Evolutionary Process Differing views of evolution and iterative steps to improve PMO maturity
Environmental Assessment Going beyond the functional to build a platform for PMO success
Evolutionary Plan Defining activities to improve PMO functionality and mitigate environmental risks
The key to obtaining an approval to form a PMO rests with the identification of solid benefits, and value, to the organization and their quantification that will accrue to the organization if a PMO is enabled and functioning****.
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Level 3: Grown-up/Defined Standard Processes A solid PMO which experiences more successes than failures. Most processes have consistency, most key project data is collected but only basic analytics are done and reporting has introduced some metrics. Plays a role in some project successes (and failures).
Level 4: Mature/Managed A very successful PMO which has good sponsorship. All core processes are consistent, all key project data is collected, solid analytics are undertaken and reporting is primarily data-driven. Plays an important role in the success of the project environment.
Level 5: Best in Class/Optimised A world-class PMO which has complete sponsorship. All core processes are consistent and continuously improved, all key project data is collected, analytics are comprehensive and reporting is completely data-driven. Plays a critical role in the success of the project environment.
PMO Maturity
Level 2: Established/Repeatable A recognised PMO is operating but is in need of improvement. Some processes have consistency, some project data is collected but little of it is analysed and reporting is still primarily commentary based. Plays a limited role in project success.
Level 1: Immature/Initial A named entity (identified as a PMO) is operating but, in general, processes are inconsistent, project data isnt collected/used and reporting is broadly qualitative. Has little influence on project success.
Level 0: Absent - No identifiable PMO operating. No influence on project success. Copyright 2010 Accenture All Rights Reserved.
0 0: Absent 1: Immature / Initial 2: Established / Repeatable 3: Grow n-up / Defined 4: Mature / Managed 5: Best in Class / Optimised
Level 3 (Grown up) PMOs support project delivery on schedule & to budget 64% more often that their Level 1 (Immature) PMO competitors.
65%
27%
Maturity Level
Measures of Performance
*Source: The State of the PMO - 2007-2008 A Benchmark of Current Business Practices
60% of all organisations could substantially benefit from improving the maturity of their PMO.
*Source: The State of the PMO - 2007-2008 A Benchmark of Current Business Practices Center for Business Practices (CBP) Report
Seminar Structure
The Theory of Evolution Introduction to the concept of maturity and summary of the Value of a PMO
The Evolutionary Process Differing views of evolution and iterative steps to improve PMO maturity
Environmental Assessment Going beyond the functional to build a platform for PMO success
Evolutionary Plan Defining activities to improve PMO functionality and mitigate environmental risks
44% 45% 40% 35% 30% 24% 25% 20% 15% 10% 5% 0% Impossible Very Challenging Difficult Intermediate Simple
* Responses were categorised according to our interpretation i.e. This was not a formal survey ** Multiple responses, from the same contributor, were unified where possible (but it is possible that some slipped through the net)
18% 12%
2%
Define Aspiration
Implement Change
Seminar Structure
The Theory of Evolution Introduction to the concept of maturity and summary of the Value of a PMO
The Evolutionary Process Differing views of evolution and iterative steps to improve PMO maturity
Environmental Assessment Going beyond the functional to build a platform for PMO success
Evolutionary Plan Defining activities to improve PMO functionality and mitigate environmental risks
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Level 1
Focus on tracking all work (no off-radar activity) Understand high-level project risk
Level 2
Controlled progress through formal checkpoints Process standardisation Hub of best practice Improve PM competency Enhance ROI from Level 1
Level 3
Comprehensive process standardisation Data-driven decisionmaking Manage project interdependencies Monitor and manage scope/change control Use risk to calculate project contingency Enhance ROI from Level 2
Level 4
PMO provides analytics & intelligence Project prioritization (in Portfolio environments) Integrated resource management (and capacity planning in Portfolio environments) Enhance ROI from Level 3
Level 5
PMO Organisation is self-iimproving Enhance ROI from Level 4
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Seminar Structure
The Theory of Evolution Introduction to the concept of maturity and summary of the Value of a PMO
The Evolutionary Process Differing views of evolution and iterative steps to improve PMO maturity
Environmental Assessment Going beyond the functional to build a platform for PMO success
Evolutionary Plan Defining activities to improve PMO functionality and mitigate environmental risks
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1. The Interviews
4. Improvement Log
The Accenture Model is based on quantitative assessment of functional capability in 11 key areas over 261 questions:
Assessment of PMO functional capability against a 5 tier scale for each Functional Area
Based on Knowledge-base and prior, collective, lessonslearned, the assessor will define a series of specific improvements
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Maturity is a concept to help frame improvement. It is not the panacea to all ills
Whilst this maturity representation is staged there are also models that are continuous which are equally valid and beneficial as frameworks
Project Management Maturity Models can be substituted in lieu of PMO models The maturity spectrum was established by benchmarking a number of PCS-controlled PMOs
Copyright 2010 Accenture All Rights Reserved. 14
(The PMO) must drive much higher ROI than the projects it oversees. In this sense, it becomes a value machine... (it) must help executives meet their strategic goals by providing a single point of knowledge for PM intellectual property... (it) must help executives execute*
* Source: Advanced project portfolio management and the PMO (paraphrased), Gerald I. Kendall, Steven C. Rollins, J. Ross Publishing, 2003 ** Source: Clearly Define Your Goals Before Creating a PMO Clearly Define Your Goals Before Creating a PMO Daniel B. Stang Gartner 2009 ***Source: PMOs: One Size Does Not Fit All Donna Fitzgerald Gartner 2008
PMOs fail, by some estimates, more than 50% on their first try... We believe that this is the direct result of not matching the PMO mission and objectives to the real needs of the organization***
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It has been shown that deploying a PMO does not lead to performance improvement in itself. It is only when the PMO increases maturity that tangible improvement occurs*.
*Source: Value of Project Management Center for Business Practices (CBP) Study **Source: The State of the PMO - 2007-2008 A Benchmark of Current Business Practices Center for Business Practices (CBP) Report *** Source: Closing the Gap - Economist Intelligence Briefing Unit
To prove that a project was a success, it is necessary to measure more than timeliness and adherence to budget; companies should also measure outcomes against project goals, determine whether the project delivered bottom-line results and assess the satisfaction of clients and stakeholders with the project. ***
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A project staffed with uniformly very low-rated personnel on all capability and experience factors would require 11 times as much effort to complete the project as would a project team with the highest rating in all the above factors**
In low-performing organisations PMO staff are much less likely to have formal project management qualifications, hands-on-experience and extensive project management knowledge*
*Source: The State of the PMO - 2007-2008 A Benchmark of Current Business Practices Center for Business Practices (CBP) Report **Source: Software Engineering Economics Prentice Hall, Englewood Cliffs, NJ, p431 Boehm B (1981) *** Source: Closing the Gap - Economist Intelligence Briefing Unit
Training, mentoring and other development activities for project management professionals should be tied to specific skills gaps and career planning.
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To maintain a competitive advantage, and maximise value, leaders must link every PM decision to the strategic goals of the organisation. Leaders who continue to focus on improving PM strategies and methodologies will garner the greatest long-term success. **
*Source: The State of the PMO - 2007-2008 A Benchmark of Current Business Practices Center for Business Practices (CBP) Report ** Source: Closing the Gap - Economist Intelligence Briefing Unit
In low-performing organisations executive sponsorship is approximately 60% less likely to have an appreciation of the strategic value of a PMO *
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Structural Legacy
Functional Legacy
Cultural Legacy
Level of understanding of the Value of a PMO Level of executive buy-in Level of alignment between goal-setting > results/behaviour > performance assessment Level of organisational buy-in Type/magnitude of the cultural/behavioural change (e.g. distributed teams) Copyright 2010 Accenture All Rights Reserved.
Resource Legacy
Level of organisational resource competency (e.g. change management/project management etc) Level of investment (budget/FTE) available for change Level of PMO team resource competency Level of PMO leadership experience (to drive change) 20
Seminar Structure
The Theory of Evolution Introduction to the concept of maturity and summary of the Value of a PMO
The Evolutionary Process Differing views of evolution and iterative steps to improve PMO maturity
Environmental Assessment Going beyond the functional to build a platform for PMO success
Evolutionary Plan Defining activities to improve PMO functionality and mitigate environmental risks
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Cultural Legacy
Resource Legacy
Understand PMO Role Integrate Disparate PMO Functions Develop Functional Relationships
Position the PMO to enable Strategy execution through full involvement in Programme/Project Governance
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Cultural Legacy
Resource Legacy
Establish and Baseline WBS Effective Knowledge Management Tailor / Waiver PMO Scope
Publish Metrics
Improve PM Methodology
Develop a PMO Business Case that harnesses Management Information to evolve Project/Programme operations
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Cultural Legacy
Resource Legacy
Build and maintain a qualified and relevant team using all the resources at the PMOs disposal
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Cultural Legacy
Resource Legacy
Manage Stakeholder Expectations Design Value Based Project Training Develop Systems & Process Evangelists Embed Cultural Flexibility in Team
Create a PMO value culture on the Programme/Project and constantly evaluate stakeholder expectations and satisfaction levels
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* NB: The graphics and statistics on this page are indicative and used to demonstrate approximate proportions and trends
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Summary
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