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Effective Project Management:Traditional,Agile,ExtremePresented by(facilitator name)Managing Complexity in the Face of UncertaintyCh13:Establishing&Maturing a Project Support OfficenBackground of the Project Support Office(PSO)nDefining a PSOnNaming the PSOnEstablishing your PSO missionnFraming the PSO objectivesnExploring PSO support functionsnSelecting a PSO organizational structurenOrganizational placement of the PSOnDetermining when you need a PSOnEstablishing as PSOnChallenges to implementing a PSOnThe PSO of the futurenHub&Spoke BP4SOSummary of Chapter 13 Ch13:Establishing&Maturing a PSOReasons to implement a PSO Volume of project is increasing Need for more trained project managers Lack of standards leads to inefficiencies Resource contention Ch13:Establishing&Maturing a PSOWhat is a Project Support Office(PSO)?A temporary or permanent organizational unit that provides a portfolio of services to support project teams that are responsible for a specific portfolio of projects Ch13:Establishing&Maturing a PSOCharacteristics of a World Class PSO The PSO is led by the VP PSO who has a seat at the strategy table.The PSO has a portfolio management system in place aligned with the business strategic plan.The PSO and its PM methodology are assessed at CMMI Maturity Level 5.Every PM has a practice maturity level at least CMMI Maturity Level 3.The project failure rate is less than 10%.The PSO offers knock-your-socks-off service to teams,sponsors,and executive management.All project managers have an approved and active professional development program administered by the PSO.Ch13:Establishing&Maturing a PSONaming the PSO A rose by any other name Project Office Program Office Project Management Office Project Control Office PM Center of Excellence PM Community of Practice PM Group Enterprise PMO IT Project Support Directorate of PM Development Management Office Mission CentralThese are actual client names Ch13:Establishing&Maturing a PSOPSO hierarchical planning decisionsWhat will be its mission?What will be its objectives?What services will it offer?What will be its organizational structure?How will it be staffed?What will it be called?Ch13:Establishing&Maturing a PSODifferent Mission Statements A.Provide overall management and administrative support to the ALPHA ProgramB.Establish and monitor compliance to the Project Management MethodologyC.Provide a comprehensive portfolio of support services to all project managers on an as requested basis Ch13:Establishing&Maturing a PSOMission Statement To provide a comprehensive portfolio of strategic,tactical,and operational support services to all project teams,sponsors,and executives in order to assure the delivery of maximum business value from the investment in the project portfolio.An actual client EPSO Mission Statement Ch13:Establishing&Maturing a PSOObjectives Help project teams deliver value Increase the success rate of projects to 75%Reach PMMM Level 4 Ch13:Establishing&Maturing a PSOObjectives An actual client EPSO Objective Statement Define a project life cycle with stagegate approvals.Design,develop,deploy,and support a comprehensive portfolio of tools,templates,and processes to effectively support all projects.Design and deploy a project review process to support project teams and monitor compliance to established standards and practices.Establish a project portfolio management process to maximize the business value of project investments.Establish a decision support system and dashboard to support executive managements project decisions and provide for the timely monitoring of the project portfolio status.Design,develop,deploy,and support a comprehensive HR Project Management System.Design,develop,deploy,and support a continuous process improvement program for the EPSO.Ch13:Establishing&Maturing a PSOPSO Services Project Support 6 Consulting&Mentoring 7 Methods&Standards 12 Software Tools 6 Training 8 Staffing&Development 9Total possible services 48And you can probably think of a few more Ch13:Establishing&Maturing a PSOProject Support Schedule updating&reporting Timesheet recording&maintenance Report production&distribution Report archiving Report consolidation&distribution Project notebook maintenance Ch13:Establishing&Maturing a PSOConsulting&Mentoring Proposal development support Facilitating requirements gathering meetings Facilitating project planning sessions Risk assessment Project interventions Mentoring&coaching project managers Mentoring senior management Ch13:Establishing&Maturing a PSOMethods&Standards Collaboratively developing project management processes Establishing,monitoring,&enforcing standards Project selection for the portfolio WBS construction Project network diagram development Maintenance of a tools and process library Bid preparation Risk assessment Status reporting Scope change management process Documentation Change orders Ch13:Establishing&Maturing a PSOSoftware Tools Software evaluation Software selection Software acquisition and licensing Vendor negotiations Software training Software management&maintenance Ch13:Establishing&Maturing a PSOTraining Project management basics Advanced project management PMP Exam preparation Specialized topics Support Training Department Develop courses and course content Deliver courses PM training vendor selection Ch13:Establishing&Maturing a PSOStaffing and Development Human resource development Identification/assessment of skills Selection of team members Selection of project managers Assessment of project teams Professional development Career guidance and development Ch13:Establishing&Maturing a PSOOrganizational structures VirtualProactive Temporary ProgramEnterprise HubRealReactivePermanentProjectsFunctionalHub/Spoke Ch13:Establishing&Maturing a PSOOrganizational structures EPSOIT PSOPOPOPOPOPOCEOITOperationsFinanceApp DevSupportSystemsProjectProjectProjectProjectProjectFigure13-01 Ch13:Establishing&Maturing a PSOOrganizational structures Hub&Spoke Ch13:Establishing&Maturing a PSOStaffing the PSO Virtual PSO PMs are assigned to the PSO on a rotating basis PMs assigned to the PSO PMs assigned at the division level PMs assigned at the department level Ch13:Establishing&Maturing a PSOThe Standish Group Report Ch13:Establishing&Maturing a PSOIT projects fail for:1.Lack of user input2.Incomplete requirements and specification3.Changing requirements and specification4.Lack of executive support5.Technology incompetence6.Lack of resources7.Unrealistic expectations8.Unclear objectives9.Unrealistic time frames10.New technologySeveral Symptoms That You Need a PSO Project failure rates are too high Training is not producing results HR project staff planning isnt effective Inability to leverage best practices Lack of control over the project portfolio No consistency in project reporting Too many resource scheduling conflicts Gap between process and practice Ch13:Establishing&Maturing a PSOYou need a PMO if you check more than 6 boxesProject failure rates are too highScope change requests remain high through the projectOne resource pool is staffing multiple projectsThere is lack of PM expertise in needed areasSeveral vendors and contractors are used across projectsThere is a need to consolidate reports and metricsTime to market is a critical success factorTotal project costs are too high(continued on next slide)Ch13:Establishing&Maturing a PSOFigure13-02The resource pool is not aligned with project staffing needsTraining is not improving project performanceThe project staffing process is not effectiveYou have trouble leveraging best practicesYou dont have control of the project portfolioThere is no consistency in project reportingThere are too many resource scheduling conflictsThere is a noticeable gap between documented process maturity and actual practice maturity.Assessment:6 or more checked boxes PSO highly advised 10 or more checked boxes PSO a necessityReasons(continued)Ch13:Establishing&Maturing a PSOFigure13-02Four basic questions to putting a PSO in place Where are you?Where do you want to go?How will you get there?How well did you do?Ch13:Establishing&Maturing a PSOProject Management Maturity ModelFigure13-03 Ch13:Establishing&Maturing a PSOPlanning a PSO Evaluate PSO Plan and deploy the PSODefine PSOAssess PMM usageAssess PM/client relationshipAssess current PMMAssess readinessForm PSO Task ForceTimeWhere are you?Where do you want to go?How will you get there?How well did you do?Figure13-04 Ch13:Establishing&Maturing a PSOExample POS to establish a PSOFigure13-05 Ch13:Establishing&Maturing a PSOWhere are you?Questions to be answered How many projects are typically underway at one time?What are the major reasons for project failure?How many PMs have had project management training?How is PM competency documented?Is there a formal PM career path?How many PMs are there at each skill level?What are the organizations project management needs?Ch13:Establishing&Maturing a PSOFigure13-06Where are you?Process&Practice MaturityActual client data Ch13:Establishing&Maturing a PSOWhere are you?PM competencyActual client dataFigure13-07 Ch13:Establishing&Maturing a PSOWhere do you want to go?What will be its mission?What services will it offer?What will be its organizational structure?How will it be staffed?What will it be called?Ch13:Establishing&Maturing a PSOWhere do you want to go?What will be its mission?To provide the project management services and support needed to establish a market leadership position for the organization in the customized church furnishings businessTable13-01 Ch13:Establishing&Maturing a PSOWhere do you want to go?What support services will it offer?1.All project administrative services2.Project management processes to support all project types3.Comprehensive software for all phases of product development4.A customized and complete PM training curriculum5.A revolving staff of consulting project managers6.A professional development program for project managersTable13-01 Ch13:Establishing&Maturing a PSOWhere do you want to go?How will it be organized and staffed?1.An enterprise-wide unit attached to the presidents office2.EPSO director will be a three-year renewable appointed position3.Permanent staff consists of:1.Project administrator to deliver support services2.Manager of methods and tools3.Senior project management consultant4.Project manager consultant5.Curriculum development specialist6.Senior trainer7.TrainerTable13-01 Ch13:Establishing&Maturing a PSOHow well did you do?Actual client dataFigure13-08 Ch13:Establishing&Maturing a PSOHow will you get there?Typical steps in the plan Document the current/desired end state and migration path Document/implement Project Management Methodology(PMM)Design and deploy a portfolio life cycle management process Measure PMM maturity at the process and practice levels Design and deploy a scorecard for tracking PSO performance levels Design and deploy a scorecard for tracking portfolio performance Design and deploy a PSO process improvement program Identify and remove barriers to PSO success Design and deploy an HR System to balance PM supply and demand Assess PM skill and competency gaps and resolve them through training,on-the-job and off-the-job experience,and professional activities Ch13:Establishing&Maturing a PSOFigure13-09How will you get there?Moving up the maturity levels Ch13:Establishing&Maturing a PSOHow will you get there?Moving up the maturity levels Figure13-10 Ch13:Establishing&Maturing a PSOChallenges to Implementing a PSO Speed&patience Leadership from the bottom up A systems-thinking perspective Enterprise-wide systems Knowledge management Learning and learner project organizations Open communications Ch13:Establishing&Maturing a PSO Organizational Structure Hub&Spoke BP4SO Ch13:Establishing&Maturing a PSOFigure13-11 Virtual BP4SO PMs are assigned to the BP4SO on a rotating basis All PMs permanently assigned to the BP4SO PMs assigned only at the division level PMs assigned only at the department level Ch13:Establishing&Maturing a PSOStaffing the BP4SO Staffing the BP4SO Rotating project managers Ch13:Establishing&Maturing a PSO They maintain a professional relationship and credibility with their peers in their home department.They seed their home business unit with practices and techniques used elsewhere in the enterprise BP4SO and the division-level BP4SOs.When they return to a BP4SO,they bring best practices back from their home business unit and pick up some clues about improving existing tools,templates,and processes.Staffing the BP4SO Other Considerations Ch13:Establishing&Maturing a PSO Portfolio support Assigning project managers Career and professional development of project managers
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