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    Building A Pmo From The Ground Up: Karl Knapp, Mba Amerus Group / Indianapolis Life

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    Jitendra Sutar
    The document outlines the steps to building and maintaining a project management office (PMO) from the ground up. It discusses assessing an organization's history, culture, project management maturity and talent. Based on this assessment, the appropriate approach for the PMO is determined, whether it be more controlling, overseeing or influencing. The approach includes developing an initial menu of services and targeting early opportunities for success. Application of the PMO then follows Kotter's 8 steps for leading change. A case study demonstrates assessing a company's culture and perceptions of project management and establishing an initial PMO mission.

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    Building A Pmo From The Ground Up: Karl Knapp, Mba Amerus Group / Indianapolis Life

    Uploaded by

    Jitendra Sutar
    84 views52 pages
    The document outlines the steps to building and maintaining a project management office (PMO) from the ground up. It discusses assessing an organization's history, culture, project management maturity and talent. Based on this assessment, the appropriate approach for the PMO is determined, whether it be more controlling, overseeing or influencing. The approach includes developing an initial menu of services and targeting early opportunities for success. Application of the PMO then follows Kotter's 8 steps for leading change. A case study demonstrates assessing a company's culture and perceptions of project management and establishing an initial PMO mission.

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    PMO basics

    Original Title

    Pm o Presentation

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    The document outlines the steps to building and maintaining a project management office (PMO) from the ground up. It discusses assessing an organization's history, culture, project management maturity and talent. Based on this assessment, the appropriate approach for the PMO is determined, whether it be more controlling, overseeing or influencing. The approach includes developing an initial menu of services and targeting early opportunities for success. Application of the PMO then follows Kotter's 8 steps for leading change. A case study demonstrates assessing a company's culture and perceptions of project management and establishing an initial PMO mission.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    84 views52 pages

    Building A Pmo From The Ground Up: Karl Knapp, Mba Amerus Group / Indianapolis Life

    Uploaded by

    Jitendra Sutar
    The document outlines the steps to building and maintaining a project management office (PMO) from the ground up. It discusses assessing an organization's history, culture, project management maturity and talent. Based on this assessment, the appropriate approach for the PMO is determined, whether it be more controlling, overseeing or influencing. The approach includes developing an initial menu of services and targeting early opportunities for success. Application of the PMO then follows Kotter's 8 steps for leading change. A case study demonstrates assessing a company's culture and perceptions of project management and establishing an initial PMO mission.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 52

    Building a PMO from the Ground Up

    Karl Knapp, MBA


    AmerUs Group / Indianapolis Life

    Agenda
    Steps to Building & Maintaining a PMO:

    Step 1:
    Step 2:
    Step 3:
    Step 4:

    Assessment
    Approach
    Application
    Repeat

    Case Study

    Step 1: Assessment
    Step 2: Approach
    Step 3: Application
    Results
    Revised Approach

    Questions & Answers

    The Greatest Tool For a PMO

    Common Sense

    Step 1: Assessment

    History
    Culture
    Perceptions of PM
    PM Maturity
    PM Talent Review
    Mission & Vision
    Gap Analysis

    Historical Assessment
    A historical assessment of the company allows you
    to understand where the company came from, what
    path it has traveled and how it has gotten to where it
    is currently at.

    Cultural Assessment
    The culture of the company has a major impact on
    the approach to take implementing a PMO.

    Perceptual Assessment
    The perception of project management in the
    company will GREATLY affect the right approach
    to implementing a PMO.
    Find out about project failures. Drill down into why
    the happened, who got hurt, and who might be
    harboring ill thoughts about project management.
    Find out about process successes, and drill down
    into these.

    Maturity Assessment
    At the outset of establishing a PMO, assess the
    project management maturity of the organization.
    This early assessment will:

    Guide the areas of focus for the PMO


    Establish the baseline to track improvement in the project
    management maturity level of the organization.

    Talent Assessment
    The level of available project management talent in
    the organization is another key indicator of the
    approach to take.
    Identify experienced and influential individuals.
    Involvement of project managers throughout the
    organization is a key to success.

    Mission Assessment
    The mission answers the question, why do we
    exist?. The mission should:
    Provide a sense of timelessness
    Involve both ends and means
    Appeal to all stakeholders
    Address all four basic needs (physical/economic,
    social/emotional, mental/ intellectual, &
    spiritual/holistic)
    Be developed and owned at all levels

    Vision Assessment
    Vision communicates the future desired state and
    answers the questions, "Where are we going?
    Where do we want to be one year from now? Five
    years from now? Twenty years from now?
    Qualities of Vision:

    Is challenging, inspiring, and energizing


    Creates purpose, direction and commitment
    Goes beyond individual self-interest
    Becomes an integral part of the culture
    In uncomplicated, concise, easy to understand, and
    simple to communicate

    GAP Assessment
    Given where you are &,
    Where you want to be
    Identify the gaps as
    potential areas for
    development

    Step 2: Approach
    Given the results of the
    Assessment, determine
    the Approach that fits
    organizational:

    History
    Culture
    PM Maturity
    Available PM Talent
    PM Mission & Vision
    Gaps & Opportunities
    Current Situation

    Steps in Developing an Approach


    1. Given your organizational history, culture, and
    available talent, choose the proper spot on a
    Continuum of Approaches
    2. Given your mission, vision, and available talent,
    choose the initial, and eventual Menu of Services
    3. Target specific opportunities for success. Build
    Visible Wins.

    PMO Continuum
    Continuum

    of

    Approaches

    Control

    Oversight

    Influence

    PMO At Highest Level


    Prioritization Leadership
    Information Ownership
    Project Managers Report
    Project Staff May Report
    Projects Run By PMO
    Strict Standards
    PMO System Reporting
    Education Standardized
    Certification Standardized

    PMO At High Level


    Prioritization Participation
    Information Coordination
    Project Managers Dotted
    Project Staff Affiliated
    Projects Coordinated
    Standards Co-Developed
    System Co-Selected
    Education Offered
    Certification Supported

    PMO At Any Level


    Prioritization Input
    Limited Information
    Project Manager Members
    Project Staff Separate
    Projects Not Coordinated
    Standards Recommended
    Systems Recommended
    Education Is Key
    Certification Encouraged

    Develop a Menu of Services


    Portfolio Management

    Project Selection
    Project Prioritization
    Project Scheduling
    Project Closure

    Standards &
    Information

    Project Dashboard
    Project Status
    Project Records
    Management & Archive
    Benchmarking
    Forecasting
    Lessons Learned

    Develop a Menu of Services


    Consulting Services

    Project Scope
    Project Estimation
    Project Planning
    Full Lifecycle Project
    Management
    Mentoring

    Tools

    PM Information
    Systems

    Professional
    Organizations

    PMI Membership
    Encouragement
    PMI Membership Fee
    Reimbursement
    Host Chapter Meetings

    Develop a Menu of Services


    Education & Training

    Curriculum Design
    Course Design
    Course Delivery
    Tuition Reimbursement

    Certification

    Internally Developed
    PMP Encouragement
    PMP Reimbursement

    Opportunities for Success


    Actions speak louder than words
    Demonstrate the positive effect of good project
    management practice

    Find a runaway project to rein in


    Better yet, find a visible project, choose your best project
    manager and let them execute

    Step 3: Application
    Implementing a PMO
    is implementing
    change.
    Use the eight steps to
    successfully leading
    change proposed by
    John Kotter in his 1996
    book, Leading
    Change.

    8 Steps to Leading Change (Kotter)

    Step 1:
    Step 2:
    Step 3:
    Step 4:
    Step 5:
    Step 6:
    Step 7:
    Step 8:

    Establish a sense of urgency


    Create the guiding coalition
    Develop a vision & a strategy
    Communicate the change vision
    Empower employees
    Generate short-term wins
    Consolidate wins & produce more change
    Anchor new approaches in the culture

    1: Establish a Sense of Urgency


    Build awareness of project management with the
    corporate management team
    Highlight the results of good examples of project
    management
    Highlight the need for project management in
    runaway projects
    Compare the speed and effectiveness of your firm
    in others in your industry. Can you execute as well
    and as fast as your competition?

    2: Create the Guiding Coalition


    Identify the key influential stakeholders
    For senior managers, pick one of their key projects
    as a pilot project (choose low-hanging fruit)
    Create a project management counsel, steering
    committee or board of directors
    Involve key project managers in the development of
    the PMO and in the determination of standards

    3: Develop a Vision & Strategy


    After creating the initial vision and strategy, refine
    it along with the guiding coalition
    Have the key project managers involved in refining
    the mission, vision and strategy
    Get the feedback of the project management
    counsel (senior management) on the mission, vision
    and strategy

    4: Communicate the Vision


    COMMUNICATE, COMMUNICATE,
    COMMUNICATE!
    Communicate the mission, vision and strategy to
    the organization
    Package your message well
    If possible, ask for help in designing professional
    looking logos to spruce up the presentation
    Use town hall meetings, newsletters and the
    company Intranet to communicate

    5: Empower Employees

    Support or supply project management training


    Support PMI membership
    Support project management certification (PMP)
    Supply project management tools
    Create an environment for success - set realistic
    goals
    Supply information

    6: Generate Short-Term Wins


    Pick low-hanging fruit (VERY IMPORTANT)
    High visibility, FUNDED project as a pilot
    Runaway projects (more negative but quick)

    7: Consolidate Wins
    Win Friends and Influence People
    Build on project successes
    Highlight project successes outside of the PMO for
    good examples of project management
    DEMONSTRATE SUCCESS TO SENIOR
    MANAGEMENT AND BUILD
    Once the ball is rolling, GO GO GO!

    8: Anchor New Approaches


    Involve more and more people in project
    management
    Train project participants in the basics of project
    management
    Embed project planning into organizational
    planning
    Prioritize, schedule and fund projects
    Project management should be embedded in every
    organizational change

    Reevaluate and Repeat


    Evaluate lessons
    learned
    Reevaluate mission and
    vision
    Reevaluate the menu of
    services

    Summary
    Assessment
    Approach
    Application

    Case Study

    Grass-Roots PMO
    Larry Halbach Sr. VP of Planning & eBusiness 25%

    Business Planning
    eBusiness Strategy
    Project Management Organization

    Karl Knapp Executive Consultant

    50%

    Balanced Scorecard
    Executive Consulting
    Project Management Organization

    Colleen OBrien Project Manager (Part-Time) 100%

    Program Manager Demutualization


    Project Management Organization

    PMO Members

    Part-Time Focus
    Other jobs were primary
    Well respected
    Well qualified
    Belief in importance of project management

    Assessment

    History
    Culture
    PM Perceptions
    PM Maturity
    PM Talent Review
    Mission & Vision
    GAP Analysis

    Assessment - Culture
    Management

    Low morale
    Heavy politics
    Uncertainty
    Management versus Project
    Management
    Unrealized potential for
    synergy
    Ownership concerns
    Lack of accountability

    Organizational

    Multiple Project
    Organizations
    High maintenance
    Distribution complexity
    IT disconnected from the
    business
    Multiple uncoordinated IT
    organizations

    Assessment
    Perceptions/Maturity
    Perceptions

    Have not completed projects


    within specifications, time or
    budget
    Dont know performance
    Dont track performance
    Expenses high
    Runaway projects

    PM Maturity

    Inconsistent analysis of
    alternative approaches
    Varying methodologies
    Varying tools no effective
    utilization
    No standards
    No tracking of performance
    vs. budget
    No communication across
    business units
    Lack of prioritization
    Dont track internal costs

    Assessment Mission
    Promoting consistent use of basic project management
    standards, reporting procedures, and tools
    Providing a clearinghouse for critical project information
    across the enterprise
    Enabling senior officers to prioritize strategic projects by
    analyzing project commitments and results
    Educating employees on leading project management
    methodologies
    Providing the organization with a nucleus of project
    managers who can run projects

    Assessment GAP Analysis


    Area
    Methods

    Current State

    Desired State

    Varying methods, no
    standards

    Standards, reports, tools,


    guidelines & prioritization

    Training

    Minimal training, seat of


    the pants

    Standard classes (tools, soft


    skills, methods), PMI

    Consulting

    None available internally

    Project reviews, mentoring,


    manage projects

    Support

    Multiple tools, no political


    support

    Standard tools, templates &


    documentation

    Managers

    Only a few trained, no


    PMPs, no focused PMs

    All PMP certified, career


    paths, sponsorship

    Approach
    Continuum of
    Approaches
    Menu of Services
    Visible Wins

    Approach - Continuum
    Key Determinates:

    Lacked a mandate
    Uncertain support from senior management
    Needed to show rationale for project management and
    demonstrate success

    Approach Selected:

    Influencing the Organization

    Approach Menu of Services


    Prioritization Assistance

    Summary major project status report


    Prioritization process consulting

    Standard PM Templates & Forms


    Training Classes (Initiation & Planning class)
    Project Management (pilot project)
    PMP Reimbursement (anyone passing exam)

    The Project Center Is Born

    Approach Visible Wins


    Manage Large, Visible Project

    Demutualization
    Put best project manager in charge of the project
    Involved from the planning process forward

    Assist Prioritization Committee

    Information bi-weekly summary status report


    Process facilitated design of prioritization process

    Application

    Sense of urgency
    Guiding coalition
    Vision & strategy
    Communicate vision
    Empower employees
    Generate short-term wins
    Consolidate wins
    Anchor new approaches

    Reevaluation & Repeat

    Accomplishments
    Lessons Learned
    Mission & Vision
    Menu of Services

    Reevaluation - Accomplishments
    Expanded the consistent use of project management
    standards, reporting procedures & tools

    Adopted the Project Management Institute (PMI) body of knowledge


    as our basis
    Extended the Project Center to include key project managers
    throughout the organization in a Project Management Counsel
    Created a Project Management Handbook including new project
    management forms & processes

    Reported critical project information

    Provided bi-weekly status and resource projection reports to the


    prioritization committee on key projects
    Deployed a web-based project dashboard for executives

    Reevaluation - Accomplishments
    Grew the base of Project Management knowledge
    and experience throughout the company

    Conducted two town hall meetings on project management,


    Designed, developed and implemented two classes covering the five
    PMI processes - 20% of entire employee base trained
    Developed job descriptions for two levels of Project Manager
    Five PMP certified project managers

    Provided the organization with a nucleus of project


    managers, focused on the key corporate projects

    Demutualization project ($15M) completed meeting strenuous


    regulatory & quality goals, on schedule, exceeding cost by 15%
    Variable project ($5M) completed one month late, 7% under budget

    Approach Virtual Project


    Center
    Dept.

    Dept.

    Dept.

    PM

    PM

    PM

    The Virtual
    Project Center

    Dept.

    PO

    Dept.
    PM

    PM
    PM

    LH
    CO

    KK

    PM

    Project
    Management
    Council

    PM

    CHANGE
    Merger with AmerUs
    Group
    Senior management
    combined
    Loss of guiding coalition
    and sponsorship
    The Project Center moved
    to the IT Department
    What to do?

    Of Course!
    Assessment
    Approach
    Application
    Reevaluation & Repeat

    Open Discussion

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