1. Putting the “E” in EPMO Stephen Beise PPM Domain Leader
January 3, 2012

2. Agenda Context Typical Project Office Implementations
Real World Examples
Open Forum

3. How is your PMO positioned?
Does your Project Office have a “seat at the table”?
Has your Project Office become an administrative center as opposed to an execution group?
Is your Project Office value in question?
Does your Project Office lack influence & sponsorship?

4. Context

5. Essential Business Model©
The Right Work
Effective Strategy & Planning
Architectural & Quality Guidance
Prioritized Portfolio
Efficient Management
Portfolio Health
PM Best Practice
Exceptional Execution
Product Scorecard
Project Health
Managed Right
Executed Right

6. Capture Business Intention
E1 – Effective Strategy
Vision
Strategy
Business & IT Leadership
Business
Architecture
Technology Readiness, Form & Fit
Governance and Decision Process Frameworks
Portfolio
Architecture
Technology
Architecture
Capture Business Intention
Define Capabilities
Identify Enablers
Alignment

7. E1 Value Proposition The Right Work
Programs & projects selected & prioritized according to business vision and objectives
Improved objective project selection & prioritization process
Regular evaluation of project and product value by Governance
Ability to respond quickly to changing business needs
Redundant projects/products eliminated

8. E2 – Efficient Management
Above the line / left of the line
Resource capacity / demand management
Portfolio
Management
On time/on budget
Execution consistency
Right-sizing
Project leaders
Project
Management
Program
Management
High risk, large dollar, big impact
Program design and leadership

9. Managed Right E2 Value Proposition
Repeatable PM planning & controlling processes
Earned vs. burned project health information
Resource demand vs. capacity
Dependency management enabled
“What If” analysis enabled
Individual productivity improvement

10. E3 – Exceptional Execution
Elicit, Validate,
Business Analysis
Maturity model implementation
SDLC design and automation
Development excellence
QA capability maturity Process definition and improvement
Solution Development
Service Management
Quality Assurance
ITSM maturity and roadmaps
Managed services/outsourcing improvement
Dashboards and metrics

11. Developed Right E3 Value Proposition Architecture involved early
Repeatable Analysis & Requirements processes
Flexible SDLC process
Application/Product scorecards
The right technologists in the right seat
Objective “reuse” decisions

12. PMO Role & Responsibility
Business
Analysis
Quality
Assurance
Requirements
Engineering
Change
Mgmt
Software
Development

13. Project Management Execution Product Development Lifecycle
PPM Context
-Strategic Planning Alignment
Financial Planning
Intake: Identification & Categorization
Evaluation, Selection and Prioritization
Resource Demand Management
Governance
-Dashboards
- Reports
Executive Reports
Stage Gate Reviews
Project Health
Project Management Office
-Resources Assigned
Time Tracking
Project Setup
Project Schedule
Dependencies
Initiate, Plan, Execute, Monitor & Control, Close
- Time Tracking Results
Project Financials
Change Control
Project Management Execution
Objectives
Products
Product Development Lifecycle

14. Portfolio Management Context
Strategic Planning & Business Architecture
Aligning
Processes
Identification
Categorization
Evaluation
Selection
Prioritization
Portfolio Balancing
Authorization
Monitoring
& Control
Processes
Portfolio Review
& Reporting
Strategic Change
Source: PMI PFM v.1

15. Project Management Context
Executing
Processes
Direct & Manage Project Exec.
Perform Quality Assurance
Acquire Project Team
Develop Project Team
Distribute Information
Manage Stakeholder Expectations
Select Sellers
Planning
Processes
Develop Project Management Plan
Collect Requirements
Define Scope
Create WBS
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Estimate Costs
Determine Budget
Plan Quality
Develop Human Resource Plan
Plan Communications
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurements
Initiating
Processes
Develop Project Charter
Identify Stakeholders
Closing
Processes
Close Project or Phase
Close Procurements
Monitoring/
Controlling
Processes
Monitor & Control Project Work
Perform Integrated Change Control
Verify Scope
Control Scope
Control Schedule
Control Costs
Perform Quality Control
Report Performance
Monitor and Control Risks
Administer Procurements
Source: PMI PMBOK Fourth Edition

16. Program Management Context
Executing
Processes
Direct & Manage Program Exec.
Manage Program Resources
Manage Program Architecture
Manage Component Interfaces
Distribute Information
Conduct Program Procurements
Engage Program Stakeholders
Approve Component Initiation
Planning
Processes
Develop Program Management Plan
Develop Program Infrastructure
Plan Program Scope
Define Program Goals & Objectives
Develop Program Requirements
Develop Program Architecture
Develop Program WBS
Develop Program Schedule
Plan Communications
Plan Program Risk Management
Identify Program Risks
Analyze Program Risks
Plan Program Risk Responses
Plan Program Procurements
Develop Program Financial Plan
Estimate Program Costs
Budget Program Costs
Plan Program Stakeholder Mgmt.
Identify Program Stakeholders
Plan & Establish Program
Governance Structure
Plan For Audits
Plan Program Quality
Initiating
Processes
Initiate Program
Establish Program
Financial Framework
Closing
Processes
Close Program
Procurements
Approve Component
Transition
Monitoring/
Controlling
Processes
Monitor & Control Program
Performance
Manage Program Issues
Monitor & Control Program Scope
Monitor & Control Program Sched
Report Program Performance
Monitor & Control Program Risks
Administer Program Procurements
Monitor & Control Program Financials
Manage Program Stakeholder
Expectations
Provide Governance Oversight
Manage Program Benefits
Monitor & Control Program Changes
Source: PMI Standard for Program Management Second Edition

17. Project & Program Management
PPM Context
Portfolio Management
Project & Program Management
Identification
Categorization
Evaluation
Selection
Prioritization
Balance
Authorize
Initiate
Plan
Execute
Close
Monitor & Control
Review & Report
Strategic Change
Pre-Project
Project

18. Typical
Implementation
Approaches

19. Typical PO Implementation
Typical Goals
Center of Excellence
Org PM Maturity
Central PM Staffing Org
EPM Tool Administration
Organizational Training
Typical Approach (waterfall)
Org Assessments
Define all Roles/Responsibilities
Define & doc all processes
Train all PM’s
Rollout big heavy PM & SW templates, methodologies & EPM tool
Executives
Project Office
Managers
Directors
Goal: Enterprise Adoption
Project Resources & Team’s

20. Typical PO Implementation
About 1 Year Later
Typical Outcomes
Lack of Influence
Viewed as Bottle Neck
Incomplete Adoption
ROI Questions
Keeper of Templates & Admin
Executives
Managers
Directors
Project Office
Incomplete Adoption
Project Resources & Team’s

21. Trissential PO Approach
A Better Way
Tactical (90 Day) Goal
Improve Measurement & Control
Improve Budget & Est. Process
Enable key organizational goals
Manage Project Portfolio
Outcomes
Measurable ROI early
Mitigate Org. Risk
Success Stories
Executive Support
Supplemental PM Maturity
Begin Org. Change/Adoption
Executives
Tactical Approach
“Deep Slice”:
- High Risk Area
- Strategic Program
Project Office
Managers
High Risk Program
Directors
Measurement & Control
Strategic Goal
Planning & Estimating
Project Resources & Team’s
Pick one, rollup sleeves, do it better, provide objective information & solidify sponsorship

22. Real
World
Examples

23. PMO 1
PMO Context: Relatively new, low maturity, PMs not reporting into PMO
Goal: Enterprise adoption of consistent PM process
Approach: Educate and train PMs on “their” process
Execution: Minimal buy in from executives, management.
Result: Oh no, PMO. Keeper of the templates. PMs blamed for most project issues

24. PMO 2 PMO Context: 4th PMO in 4 years, IT PMs report into PMO
Goal: Enterprise adoption of PM process with a focus on a new PPM tool, weekly governance
Approach: Educate and train PMs on “their” fundamental processes, stage-gate governance, portfolio management
Execution: Engaged executives, directors, managers and project level resources. Built foundational processes. Implemented new tool rapidly. Over time stopped going to governance meetings.
Result: Died.

25. PMO 3
PMO Context: Low maturity but involved in portfolio management and project execution. PMs report into PMO.
Goal: PPM maturity over 2 years that support organizational goals
Approach: Roadmap of change, ran like a project with a focus on organizational change management.
Execution: Engaged executives, directors, managers and project level resources. Built foundational portfolio and project management processes. Top down, bottom up education. Postponed new tool implementation until processes executed for 1 year.
Result: Seat at the table. Working towards resource capacity / demand management.

26. Key Take-Aways

27. Focus on Organizational Goals & Execution
PMO Journey
Maturity Improvement
Realistic
Sequenced
Improvement
Roadmap
Top Down /
Bottom Up
Focus on Organizational Goals & Execution

28. Discussion
Stephen Beise