PMO Awareness and Support Presentation
PMO Awareness and Support
Presentation
For more information and other resources visit
PMOStrategies.com
Industry Perspective
Leverage data from various sources or sources key to your organization
to make the case for the PMO and how organizations that use the PMO
improve their project management delivery.
2
Set the stage that we are not alone and that
successful companies are doing these things.
For more information and other resources visit PMOStrategies.com
•
What other PMOs in your industry are doing
•
Data from sources like PMI.org (look at the Pulse of the Profession surveys)
•
If you are using a consultant to help you, leverage their insights, case studies
and report data here.
Identify and coordinate training needs and build project management capability
with the organization.
Administration of project facing support tools
The centralized management of
programs and projects such
that enterprise benefit is
realized by sharing of
resources, methodologies,
tools & techniques, and related
high-level program and project
management focus.
The practice of enabling
change in an organizational
context, by defining needs
and recommending
solutions that deliver value
to stakeholders.
The centralized management
of one or more portfolios,
which includes identifying,
prioritizing, authorizing,
managing, and controlling
project and programs to
achieve a specific business
objective.
PMO Service Offerings
Shade the areas from light to dark in the order
of the services you will complete over the
coming phases.
For more information and other resources visit PMOStrategies.com
PMO Stakeholder Value Proposition
Explain how the PMO services will benefit various stakeholder groups.
Groups listed are simply examples, as are the services provided. This
should align with the services that suite your organization.
4
Stakeholders
Business Value
Make the case for what’s in it for them.
For more information and other resources visit PMOStrategies.com
This is where you
build your success
statement in terms
that will resonate with
the business leaders.
This should be your
charter statement for
the year.
Solidify the Foundation:
•
Clearly identify PMO managed
program and project qualifiers,
focusing on high ROI programs
•
Build a team of role model program
managers for the organization
•
Upgrade current PMO best practices
and methodology
•
Implement base metrics for strategic
initiatives and start performing
baseline measurements
Build for the Future:
•
Augment current PMO staff to meet
future demands and develop highly
skilled bench strength
•
Establish advisory and coaching
services and create an enterprise
adoption roadmap
•
Select and begin implementation of
an enterprise program/project
management platform
•
Build a Project Portfolio
Management framework and
implement capability across GBS
2017 Objectives
Solidify the Foundation
This is where you show them how you are
going to make the current services work
well.
Focus Area One
•
Item 1
•
Item 2
Focus Area Two
•
Item 1
•
Item 2
Focus Area Three
•
Item 1
•
Item 2
This is where you show them how you
are going to build for the future and
prepare for new services.
Focus Area One
•
Item 1
•
Item 2
Focus Area Two
•
Item 1
•
Item 2
Focus Area Three
•
Item 1
•
Item 2
2017
Objectives
Build for the Future
Show stages of progress and very short lists of
short and long term plans.
PMO Objectives
For more information and other resources visit PMOStrategies.com
STATEMENT OF STRATEGY:
Summarize your strategy in a concise statement that captures the essence of the
PMO’s goals and how you will define and measure success.
2017 Current State
Leverage metrics to tell the
story on your current state.
This will set the stage of
reality and where you will
focus improvements.
•
Ex: # of projects completed
in a year
•
Ex: # of projects per PM
•
Metric and Current Value
•
Metric and Current Value
Assumptions
Document assumptions that point to the cause-and-effect relationship between trends in the wider organization, the drivers of
change, and your strategic objectives.
1.
[Assumption]
2.
[Assumption]
3.
[Assumption]
4.
[Assumption]
2017 Strategic Objectives
Outline a set of objectives that will allow
the PMO to reach its goals during this
planning year.
1.
[PMO Initiative]
2.
[PMO Initiative]
3.
[PMO Initiative]
4.
[PMO Initiative]
5.
[PMO Initiative]
2018 Future State
Create a list of metrics that
align with the goals for the
planning year. How will we
know that we succeeded?
•
Ex: Increased project
delivery success rate by X%
•
Ex: Increased project
throughput by X projects
per year
•
Metric and Target Value
•
Metric and Target Value
Explain how you will get your goals
accomplished and how you will measure
success, indicating and constraints or
assumptions you are making.
PMO One Page Strategic Plan
For more information and other resources visit PMOStrategies.com
Empower yourself with knowledge about Project Management Office (PMO) awareness and support through the presentation available at PMOStrategies.com. Discover valuable insights and resources to enhance your understanding and effectiveness in managing projects. Stay informed and well-equipped to navigate the complexities of project management with the help of this comprehensive presentation.
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Presentation Transcript
PMO Awareness and Support Presentation For more information and other resources visit PMOStrategies.com
Industry Perspective Leverage data from various sources or sources key to your organization to make the case for the PMO and how organizations that use the PMO improve their project management delivery. What other PMOs in your industry are doing Data from sources like PMI.org (look at the Pulse of the Profession surveys) If you are using a consultant to help you, leverage their insights, case studies and report data here. Set the stage that we are not alone and that successful companies are doing these things. 2 For more information and other resources visit PMOStrategies.com
PMO Service Offerings Project & Program Management Business Analysis & Process Improvement Project Portfolio Management The centralized management of programs and projects such that enterprise benefit is realized by sharing of resources, methodologies, tools & techniques, and related high-level program and project management focus. The centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling project and programs to achieve a specific business objective. The practice of enabling change in an organizational context, by defining needs and recommending solutions that deliver value to stakeholders. Tools and Automation Administration of project facing support tools Training and Capability Development Identify and coordinate training needs and build project management capability with the organization. Shade the areas from light to dark in the order of the services you will complete over the coming phases. For more information and other resources visit PMOStrategies.com
PMO Stakeholder Value Proposition Explain how the PMO services will benefit various stakeholder groups. Groups listed are simply examples, as are the services provided. This should align with the services that suite your organization. Portfolio Management & Advisory Services Program / Project Capabilities, Tools & Services Program / Project Execution - Senior Management - Program Managers - Program Managers - Program Sponsors - Project Managers - Project Managers Stakeholders - Project Sponsors - Finance & Control Operational efficiency via effective & repeatable best practices Enterprise lens for management reporting Ensure only line of sight investments are funded Business Value Ensure realization of committed dollar spent to benefit gained ratio Accurate decision making enablement through transparency Reduced costs and mitigated risks via knowledge sharing 4 Make the case for what s in it for them. For more information and other resources visit PMOStrategies.com
PMO Objectives This is where you show them how you are going to build for the future and prepare for new services. This is where you show them how you are going to make the current services work well. Focus Area One This is where you build your success statement in terms that will resonate with the business leaders. This should be your charter statement for the year. Focus Area One Solidify the Foundation: Item 1 Build for the Future: Item 1 Item 2 Clearly identify PMO managed program and project qualifiers, focusing on high ROI programs Focus Area Two Augment current PMO staff to meet future demands and develop highly skilled bench strength Focus Area Two Item 1 Item 2 Build a team of role model program managers for the organization Item 1 Item 2 Establish advisory and coaching services and create an enterprise adoption roadmap Item 2 Focus Area Three Upgrade current PMO best practices and methodology Focus Area Three Select and begin implementation of an enterprise program/project management platform Item 2 Implement base metrics for strategic initiatives and start performing baseline measurements Item 2 Item 1 Item 1 Build a Project Portfolio Management framework and implement capability across GBS Show stages of progress and very short lists of short and long term plans. For more information and other resources visit PMOStrategies.com
PMO One Page Strategic Plan STATEMENT OF STRATEGY: Summarize your strategy in a concise statement that captures the essence of the PMO s goals and how you will define and measure success. 2018 Future State 2017 Current State 2017 Strategic Objectives Outline a set of objectives that will allow the PMO to reach its goals during this planning year. 1. [PMO Initiative] Create a list of metrics that align with the goals for the planning year. How will we know that we succeeded? Ex: Increased project delivery success rate by X% Ex: Increased project throughput by X projects per year Metric and Target Value Metric and Target Value Leverage metrics to tell the story on your current state. This will set the stage of reality and where you will focus improvements. Ex: # of projects completed in a year Ex: # of projects per PM Metric and Current Value Metric and Current Value 2. [PMO Initiative] 3. [PMO Initiative] 4. [PMO Initiative] 5. [PMO Initiative] Assumptions Document assumptions that point to the cause-and-effect relationship between trends in the wider organization, the drivers of change, and your strategic objectives. 1. [Assumption] Explain how you will get your goals accomplished and how you will measure success, indicating and constraints or assumptions you are making. 2. [Assumption] 3. [Assumption] 4. [Assumption] For more information and other resources visit PMOStrategies.com
