Pmo Presentation free essay sample

Dzingwa Madzima June 2010 1 Overview †¢ The What and Why of PMO’s Starting a PMO Types of PMO’s PMO Roles and Responsibilities Executive Buy-In PMO Best Practices Telecel Zimbabwe PMO 2 The What and Why of PMO’s 3 Enhancing Your Bottom Line By Investing In Better Project Management Increasing Throughput Rate Strengthening the most vulnerable connection Achieving higher consumer loyalty Identifying the bottlenecks Reducing the program conveyance span Becoming the specialist co-op of decision 4 What Is a PMO Exactly? 9% of respondents said PMO implies venture the executives office; 12% said it implies program the board office. Study by Brian Hobbs PMP and Monique Aubry â€Å"An authoritative unit to unify and organize the administration of activities under its space. A PMO regulates the administration of ventures, programs or a mix of both. † A Guide to the Project Management Body of Knowledge (PMBOK ® direct), Third Edition  © 2004, p. 17 In every association, the meaning of a PMO may fluctuate in name and by work, yet it basically unifies, organizes and supervises the administration of undertakings and projects. We will compose a custom article test on Pmo Presentation or on the other hand any comparable theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page Article by Bud Baker, Ph. D. PMI Network, June 2007 5 The Project Management Office (PMO) A PMO is an incorporated association committed to improving the training and consequences of undertaking the executives. †¢ Some PMO activities are insignificant, including low maintenance staff. †¢ Other activities include gigantic framework, with unbending brought together arranging, control and philosophy. †¢ A hierarchical substance made to help venture administrators in accomplishing venture objectives. †¢ A PMO is a gathering of individuals with a strategic help venture administrators in the fruitful dispatch, usage, and finish of tasks. Gives a chance to extend supervisors to grow expertly more rapidly than most would ever trust, in the event that they were working secluded from each other. 6 PMO Responsibilities 7 What Benefits Does a PMO Offer? The most significant help of a PMO is to give qualified venture administrators to an organization†¦ †¢ PMO’ s are/can†¦ ? Making accessible qualified †¢ If a PMO isn't used†¦ venture chiefs ? Offer help work force to help venture supervisors ? Permit venture directors to pool their abilities and information ? Help venture supervisors to grow expertly ? Suggested for associations with many undertaking administrators ? Give counseling type administrations and items to its electorate y With a few tasks under way, venture administrators are most likely not gaining from each other y PM’s are presumably not sharing prescribed procedures y PM’s are not tested to consistently improve their abilities y Project directors can be unmistakably affected by line supervisors y Project chiefs dissipated over an association with no basic security are altogether impaired 8 Starting a PMO 9 Key Considerations †¢ PMO sanction Culture change Implementation technique Staffing Metrics/Performance Success factors Maturity of Project Management Practices PMO Charter †¢ Charter Scope †Business Needs †Sponsor †PM Maturity †¢ Charter Document ††††††Mission/Vision Goals/Objectives Sponsor Service Offering PMO Governance Key Performance Metrics PMO Culture Change †¢ Natural protection from change †¢ Political scene †¢ Degree of social change ††††††††PM development PMO contract Existing expertise level Key driver usage methodology Assess effect of progress Inform Educate Involve †Winners/Losers †Management Support Change Management PMO Implementation Strategies †¢ Strategy drivers †PMO contract †PM development †Sponsor and the board support †PMO drivers †Perception of significant worth †Political condition †Culture/Value System Evolutionary/Incremental †Lower usage dangers †Lower fire up costs †Will take more time to show ROI †More reasonable if high protection from change and low administration bolster Revolutionary/Wholesale †Higher execution dangers †Higher startup costs †May have the option to exhibit ROI speedier †More appropriate if emergency or acknowledgment at elevated level that change is basic †¢ Success Facto rs †¢ Clear Charter †Creates clear desires †Defines limits for execution †¢ Top-Down Support Bottoms up Buy-in Sponsor Reporting to senior official Strong LOB portrayal Communication/PR †Promotion of administrations †Education of significant worth †Performance measurements that show business and client esteem Starting a PMO FACTS O Executives must convey in two key territories †continuous operational outcomes and improvement endeavors. O Functional administrators are constantly assessed by senior anagement, friends, and subordinates for their capacity to get things going rapidly. O Many activities include numerous divisions and utilitarian regions. O Each authoritative unit has its own language, its own principles, its own venture the board strategies or deficiency in that department. O No big surprise such a large number of focal venture the executives coordination units have jumped up over the most recent couple of years. 15 Starting a PMO R equirements: u PMO esteem must be quantifiable to get supportable. u If you can't gauge, you can't control and on the off chance that you can't control, you can't oversee. The PMO must be lined up with the interests and objectives of the association to continue itself. †¢ A PMO has duty regarding teaching the association it serves about its advantages it brings to ventures †¢ A PMO must make and track measurements to show the consequences of its commitments †¢ A PMO should study its clients routinely to check it is including esteem †¢ The PMO should concentrate on portfolio the executives of: uProject speculations uResources uAssets uStrategic goals 16 Types of PMO’s 17 Current PMO and Advanced Models Customary PMO Focus for the most part on strategic issues Science of task the board Views association as a mind boggling machine Emphasis on observing and control Provides devices like an exact guide to follow Internal procedure centered Process driven Standard (overwhelming) strategies and practices Based on rules; adhere to rules Defined, repeatable, oversaw and streamlined practices Focus on productivity Process initiative Heavy administration and administration Next Generation PMO Focus on key and social issues Art and art of undertaking the board Views association as an unpredictable nature Emphasis on joint effort Provides apparatuses like a compass that show the bearing Focus on finished results, clients and results Business driven Adaptable and adaptable (coordinated) techniques and practices Based on core values; keep runs and extemporize if necessary Adaptive and imaginative practices Focus on viability and advancement Thought authority Balanced administration, administrati on and administration Table kindness of J. Duggal, Projectize Group, http://www. projectize. com. 18 What Does a PMO Resemble? u Typical beginning stage for a PMO can be three task directors, a group head, and five colleagues (likewise called PMO bolster faculty). Announcing View of a Small Project Management Office u PMO Project Starter Services†¦ †¢ Provide all around prepared and skillful venture chiefs to run key tasks. †¢ Provide venture the executives counseling. †¢ Review contract recommendations from merchants. †¢ Sponsor venture the board instruction. †¢ Develop, record, and keep up venture the board best practices. †¢ Conduct venture culture preparing. †¢ Perform venture surveys. †¢ Perform post-venture surveys. †¢ Ensure that new tasks apply exercises learned. 9 PMO Models Early on in PMO history, the Gartner Group recognized three PMO models as prospering: †¢ Project Repository Model† †¢ Project Coach Model †¢ Enterprise PMO Model There is a fourth model, called the Deliver Value Now Model, that ought not be disregarded. 20 PROJECT REPOSITORY MODEL PROJECT REPOSITORY MODEL PMO fills in as a wellspring of data on venture strategy and guidelines. l Assumes the endeavor has grasped a firm arrangement of instruments for venture plan, the executives, and detailing. l Occurs frequently in associations that engage conveyed, businesscentric venture proprietorship or with powerless focal administration. l BENEFITS Information hole distinguishing proof l Incremental hazard the board control as undertakings start and develop in the improvement cycle l Bottleneck ID for all activities l Raising the bar for conveyance goodness 21 PROJECT COACHING MODEL PROJECT COACHING MODEL Assumes an ability to share some extend the executives rehearses across capacities and utilizations the PMO to arrange the correspondence. l Best practices are reported and shared and venture execution is checked effectively. l Results are utilized to raise undertaking execution and train wasteful or new venture administrators. l BENEFITS Acts as coach l Consultant or tutor l Source of data on venture forms l Often helps in venture arrangement and postproject surveys 22 ENTERPRISE PMO MODEL ENTERPRISE PMO MODEL The most changeless, solidified, hierarchical model and focuses venture the executives inside the PMO. l The strategic the EPMO infers direct administration or oversight of activities. l All undertaking chiefs are staffed inside the mutual help and transferred to ventures varying. l The EPMO goes about as a contracted task supervisor, surveying extension, apportioning assets