Project and Program Management Best Prac - …

1 Niwot Ridge Consulting4347 Pebble BeachNiwot, and Program Management best PracticesChartering the PMO2/15 Executive Sponsorship: What Does the PMO Do? wEstablish a clear solution relationship to problems currently faced by senior executives. nWhat does senior Management what to know?nWhat tools are needed to deliver this information?wWithout senior executive sponsorship, the PMO efforts are not likely to succeed. nPublic and private endorsement of the PMO conceptnPublic and private use of tools, reports, and metrics to Management our daily business best , passive aggressive support of a PMO will be the outcome without the public endorsement 3/15 PMO s Marketing ProgramwPromote the Project Management throughout the enterprise with marketing, sales, and education for your team, senior Management , and end reports and toolsnEncouragement for process improvementnFull integration into the daily work processes4/15 Mini PMP TestwDevelop ways to test and reinforce the basic tenets of Project Management knowledge and enterprise business Management Core CapabilitiesnTools and processesnRepeatable reporting and improvement processes5/15 What Does the Project Management Office Do?

2 WThe PMO provides an integrated performance Management view of all Authorizations define budget and scopenFunctional decomposition of the work provided in the Project ServernTeam decomposition of the work provided in the Project ServernPerformance provided by Earned Value metricsnFeedback, review, and public forum for discussion of performanceagainst plan6/15 Change Imperative for Project Focused Organization wMotivate the enterprise by focusing on present problem of resource and budget Management . wOur Hobby Shop approach will not change without senior managements directive, public metrics, and performance incentive Side ExpertswBring in the experts to tell our Management what they do not want to hear from value Management trainingnTeam Management trainingwNo person is a prophet in her / his own participants and stakeholders provide defined in the Balanced Scorecard the RailroadwProject Management per seis usually only a small part of a functional manager s managers still have to run the railroad.

3 NSome times this is just train watching nOther times it is functional Management of core VigilantwMaintain a system of can rapidly decline if the PMO, the PMs, and senior Management are not not take our Project Management system for AssessmentwCreate an oversight capability in the PMO to assess not just what has happened, but more importantly, what is likely to happen. wAssessment is much more than monitoring cost and learned with corrective actionnForecasting outcomes from past performancenIntegrity of the deliverables11/15 Technical OversightwEstablish a proactive technical oversight to understand the underlying details and develop defensible forecasts of future performance and modelsnLessons learnednContinuous feedback from customers and stakeholders12/15 Report CardswReport cardsto teams, functional managers, and executives on their Project (a minimum) one up reviews of critical information for all projects maintained in real Octographs of the eight most important metrics a manager needs to track.

4 NThey are simple and become the Big Visible Charts in prominent work are one-page, eight section summaries of a Project s key observables, such as: nCritical issues,nHighlights for the reporting period, nAction items, nProgress on specific development, nIntegration, and MotivationwKeep in mind that successful implementations are 80% people, processes and culture, and only 20% software, hardware and technology.