PMOGEEKS - PMO Starter Kit

PMO Starter Kit

White Paper

January 2020

ABOUT PMOGEEKS

PMOGeeks is based in Reston, Virginia, USA. It is a division of Phoenix Integrators Corp. a Virginia Corporation in business for decades. The idea of PMOGeeks originally was conceived in Founders mind years ago dating back in 1999 while he was working on Sprint PMO reporting to CEO of Sprint executive team and managing a large $4.5 Billion IMS Portfolio. Back then MS Project was known as Central and it was in Inception stage of what Microsoft Project has become today.

We at PMOGeeks understand every project success depends on successfully delivering the project "OTACE" (On Time Above Client Expectations). In order to do this one needs proper Controls, Governance, Execution, Team Work, Communication. But if you are a good Project Manager then you would know how important it is to have a good Work Break Down structure along with Resource Break Down Structure. One you baseline the schedule then only you can load your guns and start reporting progress.

That is where PMOGeeks come in place and help you put all the Work Packages in one place "Integrated Master Schedule". IMS as it is commonly referred is also know as Portfolio Management and Project Planning.

We are key consultants who have combined 100+ years of experience around deploying EPM, PMO, Microsoft Project Server based services as well as Primavera P6 . We started back in 2000 with the inception of Project Central and helped deployed many Federal agencies and commercial customers Microsoft Project Server based "Out of the Box" PMO practices.

We have managed many large Construction project using Oracle Primavera latest version ( 2019) P6 as well as Microsoft Project Server based edition.

Our consultants can understand and help you with many key areas of EPM solution and also support you in developing unique flavor of methodology based on your company. Agile vs. waterfall and also combined it with RBS, WBS tools around it.

● Numerous Microsoft Project Server Enterprise Project Management Solution deployments from organizations across many business verticals, based on a commitment to exceptional client satisfaction and exemplary execution of Enterprise Project Management best practices.

● Pacific Life, Newport, California

● Compassionate International, Golden, Colorado

● National Park Services, Forest Services, Denver, Colorado

● City of Kansas City, Missouri, Kansas City, MO – CIO Office

● PSI, MasterCard Processing Company, Denver, Colorado

● Evolvent Technologies, Dulles, VA

● Sr. Advisor at Federal Reserve Board of Governors (Large Project Server Implementation) DC

● Successful leveraging of comprehensive business process and technology based implementation skills that convert complex methodologies and processes into high value ROI business solutions.

● A wealth of experience dealing with project management deployment participants from C-level executives through mid-level management, project managers and team members.

● Outstanding leadership, written communication, verbal communication, presentation and interpersonal communication skills.

● Ongoing commitment to staying current with the latest technologies and developments with an ability to evaluate multiple priorities in any fast-paced environment.

● Designed and Implemented dashboards at Sprint for situation and change management with data in from 28 remedy sources.

● Designed, architected dashboards and BI into intranet at Federal Energy Board under DOE 2009.

● Solid understanding of SharePoint, Project Server and Business Intelligence tools, processes, business best practices.

● MOUS certified and Microsoft Project Black Belt expertise. Excellent with RBS, WBS and setting company strategies within Enterprise.

● Placed as an advisory on Federal Reserve Board for large Project Server Implementation and Integration and to enhance in-house project management processes and methodology.

PMOGEEKS CAN HELP YOUR ORGANIZATION

§ Develop and implement a risk management methodology to quantitatively assess and manage enterprise IT portfolio and enterprise-level risk.

§ Support in developing a risk management plan, identifying risks, assessing and prioritizing risks, performing risk mitigation planning, and monitoring risk.

§ Develop standardized, repeatable risk management methodology, including a risk model and risk assessment approach, and risk measures and thresholds.

§ Leverage industry best practices and lessons learned from CDM to develop tailored risk measures, risk thresholds, and risk categories that measure portfolio-level and enterprise-level risk.

§ Develop supporting tools, templates, and training to support the implementation of the risk management methodology and integration into the requirements prioritization process.

§ Establish the foundation for future state automated risk management processes and tool integrated management of schedule and risk data.

§ Prepares; develops and coordinates the integrated master plan and integrated master schedule.

§ Ensure major projects and program schedules and plans are horizontally and vertically integrated across functional groups.

§ Track plans and schedules; performs risk analysis; identifies and resolves critical path and network logic conflicts as necessary.

§ Organize and direct work and coordinate efforts related to the design, development, and maintenance of Integrated Master Schedules (IMS).

§ Perform program schedule analysis, including metrics, critical path, float, and schedule variances.

§ Act as a scheduling subject expert and mentor the program staff

§ Build and maintain a program-level IMS

§ Develop/manage the WBS and related dictionaries.

§ Preparation of written and verbal reports to management regarding cost schedule variances.

§ Perform weekly analysis and prepare reports to support the development of program plans that ensure program requirements and statement of work are captured.

§ Manage and facilitate weekly IMS reviews

TABLE OF CONTENTS

1. ABOUT THE PMO STARTER KIT ........................................................................................ 3

2. INTRODUCTION TO THE PMO STARTER KIT WHITE PAPER ............................................. 3

3. PMO DEVELOPMENT ROADMAP ......................................................................................... 4

4. PLAN PHASE ......................................................................................................................... 5

4.1 CREATE STATEMENT OF PURPOSE AND GOALS ................................................................5

4.2 DEFINE SCOPE AND TARGET MATURITY ..........................................................................6

4.3 IDENTIFY CORE SERVICES NEEDED TO ACHIEVE GOAL .....................................................8

4.4 DEFINE CORE SERVICE METRICS .....................................................................................9

4.5 DEFINE BUSINESS PROCESSES .......................................................................................9

4.6 DEFINE GOVERNANCE, STAKEHOLDERS, AND PMO TEAM STRUCTURE...............................9

4.7 CREATE TIMELINE AND IDENTIFY KEY MILESTONES......................................................... 11

4.8 PUBLISH CHARTER...................................................................................................... 11

5. IMPLEMENT PHASE ............................................................................................................ 12

5.1 DEFINE KEY ROLES/JOB DESCRIPTIONS........................................................................ 12

5.2 GATHER PROJECT INVENTORY AND ANALYZE................................................................. 12

5.3 DEFINE KEY METHODOLOGIES AND STANDARDS ............................................................ 13

5.4 BUILD SKILLS ASSESSMENT AND DEVELOPMENT PLAN .................................................... 13

5.5 BUILD A PPM SYSTEM PLAN ........................................................................................ 14

6. MANAGE PHASE ................................................................................................................. 15

6.1 CONDUCT PROJECT REVIEW S ...................................................................................... 15

6.2 ESTABLISH A PROJECT MONITORING AND MANAGEMENT MODEL...................................... 15

6.3 WORK W ITH GOVERNANCE .......................................................................................... 16

6.4 REVALIDATE W ITH SENIOR LEADERSHIP ........................................................................ 16

6.5 MATURE YOUR PMO ................................................................................................... 17

Mr. Khosla is a highly accomplished IT Business Leader. He has over 25 years of experience deploying, managing, and implementing IT related projects. Mr. Khosla has been part of Enterprise Project Management practice at REGA SOLUTIONS since 2001. He has deployed EPM, PMO’s and related technologies at Fortune 500 i.e., Pacifica Life, Sprint, Hallmark, Evolvent, Children One, Compassion International, Cerner, Fannie Mae and also at many Federal Agencies including Federal Energy Regulatory Commission, National Park Services, City of Kansas City, Department of Defense. Mr. Khosla understands “ROADMAP” to deploying a successful EPM engagement and getting any organization on track by giving you proper usage of Dashboards, Resource Management, Project Tracking, Enterprise Collaboration, and Earn Value Management.

1. About the PMO Starter Kit

The PMO Starter Kit is designed to provide guidance for individuals tasked with forming and managing a project, program or portfolio management office (PMO). It consists of three components:

• PMO Starter Kit White Paper (this document): This white paper provides a detailed description of a recommended plan for launching and developing your PMO organization.

• “How to Plan, Implement and Manage a PMO” Presentation: This PowerPoint slide deck delivers the information provided in the white paper in slide format. It can be personalized for your own situation and, as such, is useful in sharing and socializing your plan with key stakeholders.

• PMO Action Plan Spreadsheet: This Excel document provides a handy tool for communicating and tracking progress against steps outlined in the white

paper and presentation documents.

1. Understand PMO Starter Kit White Paper

2. Share How to… Presentation

3. Manage PMO Action Plan

2. Introduction to the PMO Starter Kit White Paper

The goal of this white paper is to provide some concrete suggestions and guidance on how to implement a PMO. It is not intended to help make the business case for forming

a PMO (although this document may in fact be helpful in this regard). Rather, it assumes that the business case has been made and the business decision has been made to move forward.

3. PMO Development Roadmap

The recommended PMO development roadmap consists of three primary phases: Plan, Implement and Manage. Each phase is broken in down into a number of sequential steps. This document will walk through each step individually and elaborates as necessary on the various concepts and recommendations presented.

1. Plan

2. Implement

3. Manage

1. Plan

2. Implement

3. Manage

1. Plan 2. Implement 3. Manage

1. Purpose & Goals

2. Scope & Maturity

3. Service Offering

4. Service Metrics

5. Business Processes

6. Governance, Stakeholders & Team Structure

7. Timeline/Milestones

8. Charter Document

(summary of above)

1. Job Descriptions & Hiring

2. Project Portfolio

Inventory & Analysis

3. Methodology and

Standards Definition

4. Skills Assessment and

Development

5. PPM System Plan

1. Project Reviews

2. Project Management and Monitoring

3. Working with

Governance

4. Re-Validation with

Senior Leadership

5. Maturity Assessment and Development

4. Plan Phase

The plan phase is organized around asking and answering why, what, how, who and when. The answers to these questions form the core information that flows into the PMO charter. The initial plan phase should not be exited until the PMO charter is complete

and buy-in from key stakeholders and customers identified in the planning process has

been confirmed.

Key Plan Components Key Questions Answered

Why? 1. Statement of purpose/

goals

What? 2. Scope & target maturity

3. Core services offerings

4. Service metrics

• What is the PMO's fundamental purpose and goals?

• What is the scope of the PMO based on organization needs and target organizational maturity?

• What core services will the PMO provide and how will success/value be measured?

How?

5. Business processes

• How will services be managed and delivered?

Who?

6. Governance

• Who does the PMO report to?

Customers/Stakeholders • Who are the PMO’s customers and stakeholders?

PMO team structure

• Who comprises the PMO team (key roles, org chart)?

When?

7. Timeline/milestones

• When will the PMO be in business and when will the core services come online?

Summary 8. Charter • A simple one page summary document answering

most/all of the above

4.1 Create Statement of Purpose and Goals

A simple statement of purpose and goals should serve as a guide for the PMO team and as a core communications platform to stakeholders. Potential goals include:

• Better alignment of project activity and business strategy and investments

• Consistent adherence to a project management process and methodology

• Improved collaboration and knowledge and best-practice sharing

• Resource pool readiness (training) and competency to meet evolving IT and business needs

• World-class resource utilization and capacity management

• Executive visibility to project, program and portfolio-level status, issues, risks, costs, etc.

4.2 Define Scope and Target Maturity

Your PMO goals (defined above) need to be put in context with respect to scope and target maturity.

The scope dimension can be defined by three levels: Project, Program and Portfolio.

• Project. Focus is on PM training, mentoring, coaching; project-level budgets, scheduling, resources, deliverables, scope, risks and metrics.

• Program. Concern is with the coordination of business and IT projects, program planning, change/risk mgmt, coordination of project delivery and results measurement.

• Portfolio. These PMOs focus heavily on benefits realization management; knowledge management, portfolio scope definition, overall investments and resource utilization, benefit and risk assessment, and performance monitoring.

Understanding your current level of IT/PPM maturity is critical to setting achievable IT organization maturity goals. The Capability Maturity Model Integration (CMMI) provides a widely used and standardized framework for describing the levels of IT organization maturity:

• Level 1: Reactive – Methods are undocumented, and delivery, budgets and schedules are uncontrolled.

Next level when: Methodology is defined for project tracking and scheduling, time tracking, resource assignments, project oversight and support.

• Level 2: Repeatable – Processes are not consistently used and projects regularly exceed budget and schedule.

Next level when: Automated processes are in place for project budgeting, risk, issue and requirements tracking and resource management.

• Level 3: Pro-Active – There is a commitment to documented, standardized

PM and delivery processes company-wide.

Next level when: Automation of additional functions is in place such as financial management and business process modeling.

• Level 4: Measured – KPIs are specified and monitored regularly and project and program delivery is predictable and controlled.

Next level when: There is evidence that an innovative process improvement culture has taken hold.

• Level 5: Continuously Improved -- Processes are regularly extended to external entities and collaboration practices are state-of-the art.

A simple matrix defined by the scope and maturity dimensions can be used to depict where an organization may be today and where it hopes to be over a defined period of time through the tools and influence of the new PMO. In the example below, an organization currently describes itself as “project-focused” with respect to scope and “reactive” (Level 1) with respect to organizational maturity. The goal is to expand the scope of PPM practices to include program and portfolio management oversight while working towards “repeatable” (Level 2) maturity for project, program and portfolio management practices across the organization.

4.3 Identify Core Services Needed to Achieve Goal

Now that the core PMO mission/purpose and scope have been defined, the next step is to identify the key services that the PMO will offer in support of its business goals. The graphic below describes various potential PMO services offerings ranging from business strategy alignment services to basic project activity visibility and coordination. Some organizations may focus on a few of these areas, while others take on all of these areas over time.

Business Strategy Alignment

Methodology & Process Consistency

Collaboration & Knowledge Mgmt

Professional/Organizational

Development

Resource

Management

Project/Program/Portfolio Visibility and Coordination: Issues, Risks, Schedule, Costs, Quality…

The selected service offerings should be mapped to (and rationalized with) the defined PMO scope and organization maturity level. The graphic below provides an example of selected service offerings that have been identified to address scope aspirations and organizational maturity goals.

4.4 Define core service metrics

Potential Service

Example Metrics/Success Criteria

Metrics for managing the performance of each service offering need to be defined. The table below provides examples that are frequently used for various service offerings.

Potential Service

Example Metrics/Success Criteria

Business Strategy

Alignment

• # of projects aligned with key business strategies

• Project health by strategy (# or %)

Methodology and process consistency

• % projects following approved methodologies

• # or % of milestones or phases completed as planned

• % projects completed on time

Collaboration and knowledge management

• # of best practice documents submitted to knowledge base

• # or % of issues resolved leveraging lessons learned

Professional development

• # of “certified” PMs or PMs trained in company process

• Training courses delivered

• % decrease in expenditures on contractor/outside help

Resource management

• % improvement in resource utilization

• % improvement in employee satisfaction

Issue & Risk management

• # of issues reported; % reported issues resolved

• # of high-impact issues

• % of aged issues

4.5 Define business processes

Potential Service

Example Scope, Focus

Target Delivery Mechanism

The next step is to figure out how the services will be managed and delivered. The graphic below provides some high level descriptions of example delivery mechanisms which are typically deployed to operationalize various PMO service offerings.

Potential Service

Example Scope, Focus

Target Delivery Mechanism

Business Strategy

Alignment

• Alignments to corporate strategies

• PPM system delivers strategy alignment functionality using listings, reports, and dashboards

Methodology and process consistency

• Focus is on standards and methodologies for project execution, risk identification, issue resolution

• Methodology expertise and knowledge transfer delivered via training services

• Consistent delivery enforced by PPM

system

Collaboration and knowledge management

• Best practice projects, tools and templates

• PPM community

• Globally accessible web-based knowledge base leveraging PPM system document repository

Professional development

• Methodology training and certification

• Delivered via blended learning software platform (ILT + eLearning)

Resource management

• Resource management will initially focus on resource assignment visibility and basic resource utilization

• Core function of PPM software solution

4.6 Define Governance, Stakeholders, and PMO Team

Structure

In this step, the PMO plan must address the various “who” questions. Who is going to deliver the service offerings that have been identified? Who is the customer for these services and who is the PMO accountable to for the delivery of these services?

Specifically, the plan should:

• Identify direct reporting relationships and dotted-line sponsors/champions

• Define organizational structure and roles and responsibilities.

• Solicit and track stakeholder agreement.

4.7 Create Timeline and Identify Key Milestones

Charter

Plan

Initial Staff Project Methodology, On-board Inventory & PPM Solution,

Analysis Skills Assessment

Implement

Project Reviews Revalidation with and Reporting senior leadership

Manage

Of course, every plan must clearly identify key phases and milestones. This PMO starter kit recommends at least three primary phases: Plan, Implement and Manage. Some major milestones are suggested in the graphic below.

Charter

Plan

Initial Staff

On-board

Project Inventory & Analysis

Methodology, PPM Solution, Skills Assessment

Implement

Project Reviews and Reporting

Revalidation with senior leadership

Manage

4.8 Publish Charter

Once all of the why, what, how, who and when questions have been answered, the organization is ready to publish and communicate its charter, which is essentially a high- level summary of this information.

5. Implement Phase

5.1 Define Key Roles/Job Descriptions

The first step in the implementation phase is to execute the hiring plan. With the high- level team structure defined, it is now time to refine key role definitions and job descriptions and begin the recruiting process. Example role and job description summaries are provided below.

PMO Director

Job Description: Sets strategic direction. Defines, manages to and reports KPIs. Creates and maintains tool, templates, best-practice and methodology documentation.

PM Manager/Support

Job Description: Manages the PM resources and provides PM coaching and mentoring. May serve as PM resource for strategic projects. Tracks organization-wide resource capacity and utilization recommending optimal allocation.

PMO Director

Job Description: Sets strategic direction. Defines, manages to and reports KPIs. Creates and maintains tool, templates, best-practice and methodology documentation.

PM Manager/Support

Training/Professional

Development Manager

Job Description: Assesses organizational and individual competency levels and skills to determine needs. Designs and delivers curriculum/service offering and certification program.

PMO Analyst

Training/Professional

Development Manager

Job Description: Assesses organizational and individual competency levels and skills to determine needs. Designs and delivers curriculum/service offering and certification program.

Job Description: Maintains PMO dashboard and reports. Assists project teams with reporting and tracking. Provides systems support and administration (project inventory database, knowledge repository, collaboration platform, etc.).

PMO Analyst

5.2 Gather Project Inventory and Analyze

For every active and proposed project, the PMO should gather basic information such as:

• Project name, description and scope

• Alignment (business unit, program, initiative, strategy, portfolio)

• Project type

• Project personnel (PM, project sponsor, project team)

• Requestor and internal priority

• Dates (plans, actuals)

• Financials (budget, costs, ROI, approved changes)

• Outstanding issues

Once project data has been collected, it must be analyzed to (1) understand potential issues and opportunities that exist right now and (2) generate baseline metrics for future trend and comparative analytics. Example findings that may trigger near-term action include:

• “Projects are not generally aligned with business objectives”

• “There are some common project issues such as…”

• “Projects with certain attributes such as [fill in the blank], are generally not on- time”

• “We have a project cost/estimation issue.”

5.3 Define Key Methodologies and Standards

In this step the key methodologies and standards are defined. This includes project execution methodologies that the PMO will support in terms of providing training, coaching, mentoring, tools and templates (e.g. Agile for IT; Stage-Gate for new product development; Six Sigma/DMAIC and Lean for process improvement).

This also includes providing standard definitions for project-related concepts and attributes such as issues, risks, change and trigger events, as well as standardized processes for associated actions such as assignments, qualifications, escalations, resolutions and communications.

5.4 Build Skills Assessment and Development Plan

Most PMOs are charged with improving the organization’s project management skill set and overall maturity and competency level. To accomplish this, an organizational skills assessment must be conducted to establish a benchmark. A development plan should be constructed – at the organizational and individual level – that focuses on closing the gap between the benchmark and the target skill or competency level.

The resulting remediation plans should be developed in coordination with functional and resource managers. Optionally, a certification program may be implemented to validate and recognize competency and skills attainment.

Systems should be leveraged to track development plans, training, certifications and feedback on training effectiveness.

Outsourcing may be considered for some or parts of the skills assessment, development planning and training delivery process.

5.5 Build a PPM System Plan

The systems plan depends obviously on the initial and projected scope and scale of the PMO organization and project-intensive environments it serves. An appropriate solution can range from an Excel spreadsheet to an enterprise-class on-demand PPM system. As a result, it would not be meaningful to provide detailed guidance in this area beyond the following high-level best practices.

Requirements should map to PMO service offering enablement such as strategy alignment capabilities, resource utilization, project execution consistency, best practice sharing and collaboration, integrated training administration and project tracking (e.g., status, issue, risk, schedule, time tracking).

The system must provide an easy way to report on project, program and portfolio metrics that have been identified for each service offering. This includes the ability to easily compose, share, print and communicate dashboards and reports.

Finally, make sure that there is a well-thought out plan to integrate with existing systems as necessary and there is sufficient emphasis placed on systems training. Solution training should be offered to everyone involved in the project management process.

6. Manage Phase

6.1 Conduct Project Reviews

Conduct periodic project and program reviews that focus on:

• For Projects

o Consistent project planning, delivery and reporting

o Ensuring the project is focused on scope and objectives

o Task assignment and reporting process and results

o Issues and changes

o Project communication effectiveness

• For programs

o Master schedule and rollup of issues/costs

o Project dependencies being met and reported

• For both:

o Assess team skills and offer training as needed

6.2 Establish a Project Monitoring and Management Model

For all in-flight projects it is important to operationalize a process for monitoring changes to status, issues, risks, costs, etc. This involves sub-processes for detecting these changes, qualifying and/or quantifying the potential impact, communicating and escalating the impact to relevant stakeholders, and triggering plans of action for resolution or mitigation.

solve/ • Is

Monitor/

Detect

Monitor/

Detect

Monitor/ Detect

Reporting

Mitigate

Resolve/

Mitigate

Resolve/ Mitigate

sues

• Quality

• Issues

• Quality

• Issues

• Risks • Time

• Risks

• Reso

• Costs • Change

urces

• Costs • Change

• Resources

• Reso

• Costs urces

• Quality

• Time

• Change

ualif ant

Q y/

Qu ify

Qualify/

Quantify

Qualify/ Quantify

Communicate

Communicate/

Escalate

6.3 Work with Governance

Maintaining the support of the PMO governance entity will be critical to long-term survival. While governance is interested in project-level progress, they are more concerned with structural change and strategic process and direction. In this regard, they may look to the PMO to play an advisory or consultative role. As a result, the PMO should stand ready to make project recommendations in the following areas:

• Retaining: The PMO should be able to recommend and justify projects that should be kept alive.

• Killing: The PMO should recommend projects to discontinue based on metric results (performance), duplication of effort, lack of alignment with corporate initiatives, resource contention considerations, etc.

• Consolidating: The PMO should identify opportunities to consolidate disparate project efforts into a single project or program in order to achieve greater project execution efficiencies, outcome coordination or to re-focus efforts and resources.

• Reprioritizing: The PMO should be able to make recommendations regarding project priorities and opportunities to shift project resources

6.4 Revalidate with Senior Leadership

Questions the PMO should be ready to answer at all times include:

• Are we providing value?

• Are any changes needed?

• Have we driven our organizations maturity to the next level?

• Can we answer the critical questions?

• Are we doing the right projects?

• Do we know the current status of all projects?

• Are we managing, escalating, and resolving project Issues?

• Do project and program managers have the right training?

• What is our overall resource utilization?

Individual

Projects

Multiple Projects (Portfolio or Program)

Multiple Programs or Portfolios

Start to see initial “pull” for PMO services and info.

PMO now viewed as Program or

Portfolio Management Office

PMO viewed as an important link between IT project/program delivery and the business. PMO takes lead in objective setting and performance monitoring.

Defined

• PM Methodology

• Skills, Risk, Staff/Environment Resource, Change, Conflict/Issue Management

• PM Training and Consulting

• Knowledge Management

Static Macro- Level Change

Stable

• Planning, Tracking, Estimating, Risk Identification, Schedule, Scope, Budget/Cost, and Progress Reporting Skills

Stabilize Performance, Standardize processes

Initial

• Basic tools/techniques, methodologies, services, roles, standards established (underlying disciplines may not be understood or consistently followed)

Success Stories, Low- hanging fruit

6.5 Mature your PMO

The CMMI maturity model described earlier in this document pertained to the maturing of the organization that the PMO serves. The PMO itself needs to mature as well. The

Multiple SBUs

– Strategic

Alignment

Enterprise / Industry – Strategy Execution

Effective

Span

Project success is the norm and little PMO resource goes to crisis management. PMO established as focal point for optimizing project execution performance enterprise-wide

A whole new paradigm for Enterprise

PPM and governance is invented.

Next Phase when…

Maturity

Level

Key Process Area Concentrations

Strategic

Focus

Integrated

• Value, Procurement, Outsourcing, and

Contract Management

• Business Continuity Planning

• PM Center of Excellence

Integration with

Business

Managed

• Program Process, Vendor, Project Integration, and Staff Performance Management

• PM Career Path

• Best practices dissemination

• Enterprise-wide resource planning/mgmt

Dynamic Micro-Level Change, Continuous improvement

PMO maturity model depicted below provides a starting point for modeling an appropriate evolutionary path in your organization. Since business context is unique for every enterprise (e.g., goals, business drivers, organizational structure, culture, etc.), any maturity model can only be viewed as a template and launching point for further discussion on how best to plot the most efficient and successful path forward.

Maturity

Level

Key Process Area Concentrations

Strategic

Focus

Effective

Span

Next Phase when…

Integrated

• Value, Procurement, Outsourcing, and

Contract Management

• Business Continuity Planning

• PM Center of Excellence

Integration with

Business

Enterprise / Industry – Strategy Execution

A whole new paradigm for Enterprise

PPM and governance is invented.

Managed

• Program Process, Vendor, Project Integration, and Staff Performance Management

• PM Career Path

• Best practices dissemination

• Enterprise-wide resource planning/mgmt

Dynamic Micro-Level Change, Continuous improvement

Multiple SBUs

– Strategic

Alignment

Project success is the norm and little PMO resource goes to crisis management. PMO established as focal point for optimizing project execution performance enterprise-wide

Defined

• PM Methodology

• Skills, Risk, Staff/Environment Resource, Change, Conflict/Issue Management

• PM Training and Consulting

• Knowledge Management

Static Macro- Level Change

Multiple Programs or Portfolios

PMO viewed as an important link between IT project/program delivery and the business. PMO takes lead in objective setting and performance monitoring.

Stable

• Planning, Tracking, Estimating, Risk Identification, Schedule, Scope, Budget/Cost, and Progress Reporting Skills

Stabilize Performance, Standardize processes

Multiple Projects (Portfolio or Program)

PMO now viewed as Program or

Portfolio Management Office

Initial

• Basic tools/techniques, methodologies, services, roles, standards established (underlying disciplines may not be understood or consistently followed)

Success Stories, Low- hanging fruit

Individual

Projects

Start to see initial “pull” for PMO services and info.