1. Lessons Learned – Metrics that Matter for your PMO Presentation for Sacramento Valley Chapter PMI - PMO Forum By Corinna M. Martinez

2. Some of my experience with Lessons Learned  Starting a new Federal program that was breaking new ground – required Lessons Learned and improvements Quarterly  Working with multiple projects meaning less time for Lessons Learned and Contract Management but more time for Risk and Issue Management  Presenting the Best Face Forward – Internal Lessons Learned versus External Lessons Learned  Restarting a stopped project that was also overdue and required oversight reporting – Quarterly Reviews and Multiple Levels of Oversight Reporting  Phase gate reviews and monthly reporting – No bank of lessons learned

3. Why Lessons Learned are needed or not…  Best resources can be available and ramp up quickly if processes are consistent and information readily available  Pain threshold may cause a break in the routine that is holding up the effort/ongoing improvement  They point out cracks in the infrastructure/processes in place which can lead to improvement or blame storming  Do them right or not at all because they become lighting rod moments for those involved

4. Outline  How the PMO can provide feedback/improvements  Framework for Lessons Learned  Lessons Learned: Up Front and Throughout  PMO Types  Key Concepts to PMOs  Being a more effective PMO  Key processes for continued project success  Metrics that Matter  Discussion/Q&A

5. How the PMO can Provide Feedback/Improvements  Provide consistent tools for Project Managers as well as stakeholders and current team members to track critical information  Determine greatest pain points and gain points  Research similar projects in different geographically areas for improvements gained

6. Lessons Learned Framework  Conduct 360 degree assessment of the project  Meet with Executives -Stakeholder/Employer  Research all docs (internal and external) about the project  Review assessments/surveys of project  Review/Update your project assessment checklist – Determine key areas for improvement  Meet with Executive Stakeholder  Present with emphasis on improvements

7. Lessons Learned: Up Front  Remember to remove your opinion and state fact  Talk to prior Project Managers as well as past and current team members  Talk to your mentor/select group of knowledgeable PMs with similar project experience  Review project documents and confirm if up to date

8. Lessons Learned: Throughout  Talk to team members and customers  Conduct Lessons Learned Review Sessions  Review status reports, risks & issues, change log  Research variability from plans to actuals and contributing factors  Determine if contributing factors can be mitigated

9. PMO Types  Store of Knowledge - Provides policies, methodologies and templates for managing projects within the organization  Teaching - Provides support and guidance on how to manage projects, training others in project management or PM software and assists with specific PM tools  Staffing Leaders - Provides project managers for different projects and is responsible for results of projects – May be organized by type or size of project

10. PMO Key Concepts  The role of the PMO must be clearly defined  The commitment of senior management is required – PMO as cake – Strategic/Tactical  The PMO needs to consider organization’s culture and help with change management  The PMO will not improve your project performance without also using proper PM process and techniques

11. Being a more effective PMO 

12. Efficiency Dos and Don’ts  Do make good use of time  Do not multi-task  Do prioritize efforts  Do not be afraid to enlist assistance and delegate  Do not do all communications via email  Do listen to both the spoken and unspoken messages  Do not leave a team member without resources or lifeline  Do mentor and train team members as time allows

13. Summary of Processes  Communications Review  Baseline (Schedule/Cost/Scope) Review and Analysis against Actuals  Issue Analysis  Risk Analysis  Quality Planning against Quality Assurance  Post-Project Review  Performance Reporting

14. Metrics that Matter  Plans and Background Information  Timely feedback on plan variances  Knowledge and tools to implement corrective action  Authority to proceed  Overall throughput of projects  Common problem areas  Program Portfolio inclusion of improvement efforts

15. What about the “soft” stuff? More Metrics that Matter  Project team participation  The rate of org change  The number of changes per time period  The number of employees/staff involved and impacted by change  Skills turnover & mastery - (KSA measures)  Role and job designation changes

16. Next Steps… Please share:  What you learned from today’s presentation  What you would like to hear more about from today’s presentation Action list to include:  Areas you wish to improve on your projects today  Areas of your own efficiency for improvement

17. Starting Lessons Learned? Don’t wait until the end… Corinna Martinez (916) 504-8018 Connect via LinkedIn and email me

18. Sources:  Leading Change – John P. Kotter www.hbr.org/bookswww.hbr.org/books  Project Management - Harold Kerzner  PMP Exam Prep A Course in a Book Rita Mulcahy, PMP www.rmcproject.comwww.rmcproject.com  Project Management - course by Center for Systems Management, Inc.  PMI - PMBOK versions 3, 4, and 5

19. Lessons Learned From Successful Projects  All stakeholders must understand and be responsive to their role in the success of the project  There must be a commonly understood vocabulary tailored for the project/org.  There must be a project cycle tailored to the content, scope and management approach of the project.  Project requirements must be known, documented and comprehended by the team.  There must be a single point of control for project requirements and it must be managed rigorously.  There must be a control system to manage both the risks and opportunities.

20. Lessons Learned From Successful Projects  Team empowerment requires that the team has the qualifications and the experience to manage the delegated responsibility.  All team member must have the authority to match their responsibility and be held accountable.  It is essential to successful implementation to have a logical, updated project plan with team commitment.  Team members must report status in the frequency, content and format as required by the project.  It is okay to trust people to do their jobs, but don’t assume that no news is good news.

21. Lessons Learned From Successful Projects  Staying cognizant of project progress and team moral is essential.  You must meet the team where they are and where the customer will be utilizing the solution.  The formality of the project management techniques and tools should be tailored to the risk, culture and environment of the project.  Understand your style, declare it to the team and operate reliably within your style.  You as PM model the accountability for project success.