1. PPSO SIG Spring Conference – 10 April 2008 1 Types of PSOs John Zachar Principal Consultant CITI Limited jzachar@citi.co.uk Lovat Bank, Silver Street Newport Pagnell Buckinghamshire MK16 0EJ +44 (0) 1908 283 600

2. PPSO SIG Spring Conference – 10 April 2008 2 Introduction

3. PPSO SIG Spring Conference – 10 April 2008 3 Projects Project Sponsor Impacts Benefits Project Sponsor Impacts Benefits Project Sponsor Impacts Benefits Project Sponsor Impacts Benefits

4. PPSO SIG Spring Conference – 10 April 2008 4 Status monitoring Cost tracking Allocating project managers Resource utilisation Audit Trouble shooting projects Document management Project performance Project resourcing Project control Project support office

5. PPSO SIG Spring Conference – 10 April 2008 5 Throughput Project support office

6. PPSO SIG Spring Conference – 10 April 2008 6 Admin Types of project support office Support Capability Partner Guidance Control Improve Manage Control Emphasis Admin

7. PPSO SIG Spring Conference – 10 April 2008 7   Data collector   Keeps the ‘scores’ and ‘history’   Reports aggregator   Supports individual projects   Passive   Staffed by administrators   Conduit for information on current projects   Reviews A Project support office: admin Information gathering reviewers Facilitator Secretariat

8. PPSO SIG Spring Conference – 10 April 2008 8   Information management   Interpreter   Focus on project delivery   Interventionist   Staffed by functional specialists   Some authority   Perform audits   Conduit for current projects and reports on the ‘portfolio’   Reviews Project support office: control C TimeQuality Technical Cost Business BenefitsRisk Cost Criteria based reviewers

9. PPSO SIG Spring Conference – 10 April 2008 9   Centre of excellence – agency of change   Pro-active and interventionist   Staffed by process specialists   Supports portfolio and projects   Provides training and support   May ‘own’ PMs and resource management   Monitors portfolios and projects, - influences project organisational performance   Reviews G Project support office: guidance Health clinic Status Expert reviewers

10. PPSO SIG Spring Conference – 10 April 2008 10   Source of best practices   Reactive and demand-driven   Staffed by people capable/competent in PM   Supports business-led initiatives to improve   Monitors the portfolio and maintains information on the capacity and capability   Involved in establishing strategic direction   Represents project management at board level   Reviews P Project support office: partner Coach/trainer Portfolio reporting

11. PPSO SIG Spring Conference – 10 April 2008 11 PSO roles StaffPlanning roleImplementation role Executive sponsor   Secure funding   Make go/no go decisions   Link strategy to PSO objectives   Integrate with company strategic initiatives   PSO advocate PSO manager   Oversee content development   Specify technology, staffing & rollout requirements   Oversee PM method development PSO staff Company PMs Customers   Develop content   Document the method   Solicit & document customer requirements   Provide subject matter expertise & guidance on method & PSO operation   Buy in to PSO concept & operation   Provide project management support requirements   Run day to day operations   Responsible for all PSO deliverables   Champion method implementation   Implement continuous improvement process changes   Maintain project deliverables, solve problems   Carry out PSO functions   Maintain all PSO records   Access & use the PSO as agreed   Implement PM method & PSO processes   Implement training via PSO   Provide feedback on PSO products & services   Support PSO continuous improvement process

12. PPSO SIG Spring Conference – 10 April 2008 12 PSO Central project office Project Information management Process consultants PS

13. PPSO SIG Spring Conference – 10 April 2008 13 PSO Virtual offices Project Information management Process consultants Project support

14. PPSO SIG Spring Conference – 10 April 2008 14 Project support office and IT PSO Business project IT Exec Information management Process consultants Project support Info Mgt IT project

15. PPSO SIG Spring Conference – 10 April 2008 15 Project support office Corporate HQ Black studioJuice studioRed studio Project support office Yellow studio

16. PPSO SIG Spring Conference – 10 April 2008 16 Portfolio planning

17. PPSO SIG Spring Conference – 10 April 2008 17 The problem Live Dates 1st Qtr2nd Qtr3rd Qtr4th Qtr Project 1 Project 2 Project 3 Project 4 Project 5 Project 6 Project 7 Project 8 Value Criticality Phasing Size Pj32 Pj21 Pj19 Pj56 Pj23

18. PPSO SIG Spring Conference – 10 April 2008 18 Getting control

19. PPSO SIG Spring Conference – 10 April 2008 19 Portfolio management Portfolio management Project Sponsor Project Sponsor Project Sponsor Project Sponsor Portfolio of projects

20. PPSO SIG Spring Conference – 10 April 2008 20 Status monitoring Cost tracking Allocating project managers Resource utilisation Audit Trouble shooting projects Document management Project performance Project resourcing Project control Portfolio planning Scheduling Project prioritisation Portfolio support office

21. PPSO SIG Spring Conference – 10 April 2008 21 Responsibilities Prioritisation Resource allocation Monitoring Projects Portfolio perspective Reporting Projects Portfolio perspective

22. PPSO SIG Spring Conference – 10 April 2008 22 Portfolio resourcing Availability Suitability   Contention resolution   Escalation   Prioritisation   Arbitration Things People

23. PPSO SIG Spring Conference – 10 April 2008 23 Relating calendar to effort Too little Too much t d Time Staff level t d 1 Planned effort Fixed team Actual effort Size  effort  time / /

24. PPSO SIG Spring Conference – 10 April 2008 24 Year 1 Year 2 Year 3 Year 4 0 5 10 15 20 25 30 Core competencies Develop? Contract? Project managers Programme managers Procurement managers Recruit ?

25. PPSO SIG Spring Conference – 10 April 2008 25 Right project manager, right project Do they know their job? Is it too new? Are they accepted by stakeholders? Have they the right knowledge, experience and attitudes 0 1 2 3 Contract management Schedule management Client relationships Risk management Subcontractor management High value contracts Team management Technical knowledge

26. PPSO SIG Spring Conference – 10 April 2008 26 Portfolio support office Corporate HQ UK SalesUSA Portfolio support office UK IT development Hardware projects Software projects project

27. PPSO SIG Spring Conference – 10 April 2008 27 World wide management office PgMO PjSO Pj 2 Pj 3 Pj 1 PjSO Pj 2 Pg 1 Pj 1 Pg 1 Pj 2 Pj 1 Corporate HQ Europe USA Pacific Asia Africa S.America PjSO PgSO Worldwide PMO PjSO PgSO PjSO

28. PPSO SIG Spring Conference – 10 April 2008 28 Impact on throughput

29. PPSO SIG Spring Conference – 10 April 2008 29 Monitoring

30. PPSO SIG Spring Conference – 10 April 2008 30 From PSO to PgSO

31. PPSO SIG Spring Conference – 10 April 2008 31 Projects, portfolios and programmes Programme management Programme Portfolio management Project Sponsor Portfolio of projects Impacts Benefits Project Sponsor Impacts Benefits Project Sponsor Impacts Benefits Project Sponsor Impacts Benefits

32. PPSO SIG Spring Conference – 10 April 2008 32 Project support office PerformanceThroughput Programme support office

33. PPSO SIG Spring Conference – 10 April 2008 33 Benefits tracking Status monitoring Cost tracking KPI monitoring Allocating project managers Resource utilisation Communication Audit Issue management Trouble shooting projects Document management Programme audit Performance management Programme resourcing Programme control Programme planning Defining projects Project prioritisation/scheduling Dependency management Change planning The additional roles Project resourcing Project control Project planning

34. PPSO SIG Spring Conference – 10 April 2008 34 Supporting what? Programme support office Substantial ambiguity around the physical solution Programme board Programme management Discipline & visibility sustained by properly structured projects Delivery management Balancing complexity of design ability to deliver sensitivity to change Design authority Co-ordinated change made in do-able steps Change management

35. PPSO SIG Spring Conference – 10 April 2008 35 The PMO team Programme manager PMO manager PolicemanUmpireProgramme analyst PM Method owner Data analysts Data collectors Resource manager PM manager HR manager Benefits manager Policeman enforces discipline Umpire – “play on” when appropriate PM Method owner (1 per 6 projects) Data analysts & collectors (1 per 4 projects) Resource manager allocates resources PM manager allocates PM to projects & manages PMs careers HR manager manages HR aspects Delivery managers (PMs) Design authority Change manager

36. PPSO SIG Spring Conference – 10 April 2008 36 Thank you! John Zachar Principal Consultant CITI Limited jzachar@citi.co.uk Are there any questions?