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APM PMO SIG
Local Presentation (date)
This Session..
 Meet the Presenter
 APM PMO SIG
 What PMO’s do for you?
 PMO Development
 Types of PMO
 Building a PMO
 PMO People
 Tips for PMO
 Q & A
About the Presenter
Who am I?
Brief history
PMO SIG Role and why I became involved
Why PMO?
PMO SIG Objectives
• To facilitate collaborative learning that fully engages the
membership and helps them grow their PMO skills and
competences
• To reach out to other disciplines (audit, finance,
procurement, quality etc) that collaborate routinely with
PMOs to create value
• To provide an open source of unbiased advice and guidance
to those who can benefit from putting PMO practice to work
• To have a bias towards action, understanding the latest
thinking and quickly digest it into ways that can be shared as
digestible knowledge with those we seek to help
• PMO Practitioners, defined as people who enable, support
and ensure the management of change in organisations
• Those who need to know more about PMO and its benefits,
practices, tools and techniques
• People in leadership positions who need to understand the
potential benefits of the PMO approach
• People in organisations who are tasked with performing the
‘bridge’ function between strategy and delivery, either in a
portfolio setting or in various dispersed units throughout the
organisation
PMO SIG - Our Community
You tell us.. what does your PMO do for you?
Own the
methodology
Nerve centre for
communication
Provide common
language
They support
benefits delivery
Enable maturity &
capability
Assure project
delivery
With thanks to PMO SIG members
PMO Development a brief history
Source: Journal of project management, APM 2014
1970’s
Defence &
Government
Specific
Technical focus
1980-
90’s
Project Support
Office
Internal stakeholders
Iron triangles
1990-
00’s
Programme
Office Specific
Internal & external
stakeholders
Critical success factors
21st
Century
Portfolio,
Benefits &
Strategy
Owner & sponsors
Organisational Context
Supportive
(centre of excellence)
Is all about..
Capability
Guidelines
Community
Operational
(reporting & visibility)
Is all about..
Oversight
Administration
Project Specific
Directive
(strategic)
Is all about..
Resource Demand
Portfolio Build
Benefits Realisation
Controlling
(methods & standards)
Is all about..
Discipline
Best Practice
Compliance
Types of PMO
Types of PMO what is your PMO profile?
Supportive Directive
Operational Controlling
Supportive Directive
Operational Controlling
Which type is effective?
PMO achieves
optimal
effectiveness for
the organisation
Police Unit
comes with
engagement
challenges
Training Unit
brings credibility
challenges
Administration
Unit/Reporting
Functions lacks
visibility
Pg/Pj Manager Effectiveness
OrganisationalEffectiveness
PMO Lesson #1
There is no
one size fits
all!
So How do you Decide?
Specialist
Function
Value
Added
Growth
Tactical
Business
Support
Strategic
Alignment
Supportive Directive
Operational Controlling
Typically the more mature the
PMO, the more balanced it is
across the four key functions.
PMO Lifecycle
The PMO Lifespan is five years.
• Lack of support from Senior Leadership
• The Value is not quantified
• Perceptions of PMO differ
• Incorrect model for the organisation
• Change in Strategic direction
• Cost Constraints
• Change Management is not embedded
• PMO is not adaptable
With thanks to PMO in Practice delegates & PMI PWC report
Optimal
Diminishing
Return
Quick
Improvement
Building a PMO How much PMO is enough?
Key considerations:
• Understand the business
needs
• Review the business
context
• Align to the PMO service
catalogue
• Keep the journey in mind
• The law of diminishing
returns – how much PMO
is enough?
Classifies and stores documents
Implements filing systems
Issue and problem tracking
Change control
PMO People ..who does what
Librarian
Handyman
Police
Doctor
Nurse
Assists in a crisis
Undertakes quick repairs
Highlights underlying problemsEnsures compliance
Offers advice and guidelines on
procedures
Reports deviations from plans
Deters potential offenders
Diagnoses
Prescribes remedial action
Monitors effects of remedial action
Offers prognosis
Attends to day-to-day needs
Provides encouragement
Provides a sounding board
Some tips for success
Adapt & Sell!
Engage
Build
Context
Take Pain
Away
Define who
you are
Build a
community
Consistently
Show Value
How to contact us:
pmosig@apm.org.uk
http://www.apm.org.uk/group/apm-pmo-
specific-interest-group or
http://www.pmosig.co.uk
@pmosiguk
APM PMOSIG group
Any Questions?

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APM PMO SIG generic presentation

  • 1. APM PMO SIG Local Presentation (date)
  • 2. This Session..  Meet the Presenter  APM PMO SIG  What PMO’s do for you?  PMO Development  Types of PMO  Building a PMO  PMO People  Tips for PMO  Q & A
  • 3. About the Presenter Who am I? Brief history PMO SIG Role and why I became involved Why PMO?
  • 4. PMO SIG Objectives • To facilitate collaborative learning that fully engages the membership and helps them grow their PMO skills and competences • To reach out to other disciplines (audit, finance, procurement, quality etc) that collaborate routinely with PMOs to create value • To provide an open source of unbiased advice and guidance to those who can benefit from putting PMO practice to work • To have a bias towards action, understanding the latest thinking and quickly digest it into ways that can be shared as digestible knowledge with those we seek to help
  • 5. • PMO Practitioners, defined as people who enable, support and ensure the management of change in organisations • Those who need to know more about PMO and its benefits, practices, tools and techniques • People in leadership positions who need to understand the potential benefits of the PMO approach • People in organisations who are tasked with performing the ‘bridge’ function between strategy and delivery, either in a portfolio setting or in various dispersed units throughout the organisation PMO SIG - Our Community
  • 6. You tell us.. what does your PMO do for you? Own the methodology Nerve centre for communication Provide common language They support benefits delivery Enable maturity & capability Assure project delivery With thanks to PMO SIG members
  • 7. PMO Development a brief history Source: Journal of project management, APM 2014 1970’s Defence & Government Specific Technical focus 1980- 90’s Project Support Office Internal stakeholders Iron triangles 1990- 00’s Programme Office Specific Internal & external stakeholders Critical success factors 21st Century Portfolio, Benefits & Strategy Owner & sponsors Organisational Context
  • 8. Supportive (centre of excellence) Is all about.. Capability Guidelines Community Operational (reporting & visibility) Is all about.. Oversight Administration Project Specific Directive (strategic) Is all about.. Resource Demand Portfolio Build Benefits Realisation Controlling (methods & standards) Is all about.. Discipline Best Practice Compliance Types of PMO
  • 9. Types of PMO what is your PMO profile? Supportive Directive Operational Controlling Supportive Directive Operational Controlling
  • 10. Which type is effective? PMO achieves optimal effectiveness for the organisation Police Unit comes with engagement challenges Training Unit brings credibility challenges Administration Unit/Reporting Functions lacks visibility Pg/Pj Manager Effectiveness OrganisationalEffectiveness
  • 11. PMO Lesson #1 There is no one size fits all!
  • 12. So How do you Decide? Specialist Function Value Added Growth Tactical Business Support Strategic Alignment Supportive Directive Operational Controlling Typically the more mature the PMO, the more balanced it is across the four key functions.
  • 13. PMO Lifecycle The PMO Lifespan is five years. • Lack of support from Senior Leadership • The Value is not quantified • Perceptions of PMO differ • Incorrect model for the organisation • Change in Strategic direction • Cost Constraints • Change Management is not embedded • PMO is not adaptable With thanks to PMO in Practice delegates & PMI PWC report
  • 14. Optimal Diminishing Return Quick Improvement Building a PMO How much PMO is enough? Key considerations: • Understand the business needs • Review the business context • Align to the PMO service catalogue • Keep the journey in mind • The law of diminishing returns – how much PMO is enough?
  • 15. Classifies and stores documents Implements filing systems Issue and problem tracking Change control PMO People ..who does what Librarian Handyman Police Doctor Nurse Assists in a crisis Undertakes quick repairs Highlights underlying problemsEnsures compliance Offers advice and guidelines on procedures Reports deviations from plans Deters potential offenders Diagnoses Prescribes remedial action Monitors effects of remedial action Offers prognosis Attends to day-to-day needs Provides encouragement Provides a sounding board
  • 16. Some tips for success Adapt & Sell! Engage Build Context Take Pain Away Define who you are Build a community Consistently Show Value
  • 17. How to contact us: pmosig@apm.org.uk http://www.apm.org.uk/group/apm-pmo- specific-interest-group or http://www.pmosig.co.uk @pmosiguk APM PMOSIG group