This document provides an overview of a project management office (PMO) at Microsoft Operations. It discusses the PMO's mission to maximize business value for customers through project excellence. The PMO has expanded over the years from independent regional teams to an integrated global organization. It offers various project management services and follows a standardized framework and tools. The PMO aims to continuously improve its processes and capabilities to better support strategic priorities and deliver business impact.

1. Maximizing
Business Value
Through Project
Excellence
Business Operations
Project Management Office
An overview
ddth MMM 2012
Getting to Go
Ready Steady PMO
Tuesday 21st May
Ciaran Lacey PMP®, PgMP®
Global PMO Manager
Microsoft Operations

2. | Commercial Ops PMO
PMO
Goal ! Customer Satisfaction
Co-create Value
Enable Change
Vision
Our story

3. Agenda
Business Impact
Introduction
& Context Setting Governance
Tools & Process
Challenges & Best
Practice Community

4. 5 Steps to success

5. | Commercial Ops PMO
Introduction

6. Business Operations Vision
Statement
“Empowered Thought
Leaders of Change and
Business Value”
Introduction: PMO Mission Statement
Commercial Operations PMO Mission Statement
“Maximize business value for our customers
by enabling change through excellence in
Project Management services”

7. Microsoft
Operations
Global
Landscape
Global Organisation, Regional Support
Global & Regional Initiatives
Introduction: Who We Are
Asia Pacific
Operations
Center
Singapore
EMEA
Operations
Centre
Dublin
LATAM
Ops Center
Fort
Lauderdale
Puerto Rico
Americas
Operations
Centre
Reno & Fargo

8. Where we belong: Business Operations
Empowered Thought Leaders of
Change and Business Value
Software
Quality
Assurance
SQA
Business
Analytics
Business
Intelligence
Six Sigma
PMO
Project
Management
PMO
Customer
Partner
Experience
CPE
Our Capabilities

9. FY’11
Launch new global
PMO Strategy
• Mature Org and
Engagement.
• Stronger
governance on
project intake.
• Implement Project
Server.
• Good Governance
& Prioritisation.
FY’11
FY’12
Integrated X-ROC
team
• Driving Business
Value.
• Change Mgt.
• Consultancy.
• Strategic Insight.
• Facilitation.
• Certified Team.
FY’12
FY’10
Expanded Role to
include some Global
initiatives
• Expanded to
more Global
Projects.
• More X-ROC
activity.
• Showing global
benefits
realization.
FY’10
FY’09
Regional ROC
Teams – largely
independent
• Individual ROC /
PM Teams.
• Little cross ROC
sharing.
• Not selling value
of PMO well.
FY’09
PMO as a true Centre of Excellence

10. Ad-Hoc
Common
Language
Level 1
Basic
Knowledge
PM 101/201
Planned
Common
Processes
Level 2
Process
Definition
Managed
Single
Methodology
Level 3
Process
Control
PMP Certification
Integrated
Benchmarking
Level 4
Process
Improvements
Sustained
Continuous
Improvements
Level 5
We are here in
our evolution
PMO as a true Centre of Excellence

11. Our 3 Year Plan
• EPM Organisational Model
Career Development
• Budget Ownership
• Governance & Oversight
• Consulting Organisation
• Continue to Standardise
• Tools Capability
• Maturity Assessment
Enabling ops drive more projects through the pipeline – optimising resources
Enterprise
Wide Focus
FY11 – Standardise
Standardise project
methodologies, processes &
documentation across
GPMO
FY13 +– Integrated EPM
Enterprise wide project focus
• Increased
integration with
Business
PMO
Excellence
FY12 – Excellence
Fully aligned Global
PMO Virtual Team
Continue
to standardise
for global PMO

12. Our new evolution: From
Empowered Thought Leaders of
Change and Business Value
Software
Quality
Assurance
SQA
Business
Analytics
Business
Intelligence
Six Sigma
Change
Management
PMO
Project
Management
PMO
Customer
Partner
Experience
CPE
Our Capabilities

13. Change
Management
Benchmarking
Six Sigma
Project
Management
System Quality
Assurance
People Readiness
Customer Experience
Major
Alliance
Major
Alliance
Major
Alliance
Major
Alliance
Major
Alliance
Major
Alliance
Major
Alliance
Major
Alliance
Our new evolution: To

14. | Commercial Ops PMO
Our Business Impact

15. Best People on the
Biggest Challenges
• Intellectual Property
• Structure
• Accountability
• Process Excellence
• Benefit Realisation
• Delivery
• Professionalism
• Experience
Close
TransitionExecutePlanScope
Initiate
Monitor & Control
Our Value Add

16. FTEVendor Vendor
Complexity
Capability / Cost
Specialized
Consulting
Change
Management
Facilitation
MS Accelerate / VSM
Process Improvement
Project Management
Business
Analysis
Project
Support
Run Support
PMO Offerings “Menu”

17. PMO vision achieved through our
comprehensive services
Project Management
Project
Management
Core Project Management Services
Change
Management
Process
Improvement
Partner
Engagement
Program/Product
Launch ROC
Readiness
Additional Project Management Services
PM Framework/ Tools
/ Templates Support
Project
Management Coaching
Additional Strategic
Initiatives
Workshop
Facilitation
MS Accelerate
Sessions
Showcasing
Project Management
Training
PMO Core Services

18. Our Business Impact

19. | Commercial Ops PMO
Governance

20. Governance relates to all elements of the business from GM
level down
• Individual Steering Committee meetings
• Project management Triangle (Time, Cost, Scope)
• Quality review
GM
PMO
Lead
Project
• PMO Resource Request Process and Governance
• Project Benefit Management Governance
• Identify correct business challenges
• Project Priority and Direction Check-in
• Highlight Risks, Escalation, Help Wanted
Driving for
success in what
we do
Functional Governance

21. Maximise business value for our customers by enabling change through excellence
in Project Management services
• % PMO Framework
utilisation
• % Internal Project NSAT
• # of new service
engagements
• Total $ Benefit realised
• LMX (CPE) for Projects
Ease of doing
business with PMO
Provide PM
Services
Culture, Climate &
Capability
Ensure consistent delivery
using PM methodologies
Provide Facilitation Services
Become change agent
experts
Build & Maintain
organisational IP
• # of Certified PMP’s
• Training Measurement to
be defined by pillar lead
Deliver Business
Simplification Services
Showcase the PMO EPM
Establish a process for
managing CPE
Enhance Expert knowledge
in PMO
Maintain Active Listening
Empower our Employees
Maximise Business
Value
Support Revenue Enablement
Drive the BPR Process
Drive Effectiveness in
Resource Management
Deliver Business Insight
Services
Strategic
Priorities
Strategic
Initiatives
Critical
Success
Measures
Mission
Develop Common operating
agreement / Playbook
Standardise Framework,
Tools & Knowledge Base
Establish a process for
measuring stakeholder value
Build the PMO community
Execute the Intake Process
Supporting strategic
priorities
Provide Benefit Leadership
Governance: Our Strategy on a Page

22. Project
Intake
Continue to
enhance our
pipeline
management
process and
alignment to
strategic goals.
Drive FY14 BPR
Tools
Full adoption of
Project Server
2010 &
associated
Portfolio
Management
benefits.
Strong
Governance
Ensuring that
we have
continued
governance
and Exec
support for
strategic
initiatives
Organization
& People
Optimize PMO
Culture &
Capability.
Be seen as
leaders in PMO
field internally
and externally.
Instill our
common PMO
tools and
template across
the org
Consistent &
repeatable use.
V2.0 PMO
Framework
Capability Governance – Focus Areas

23. | Commercial Ops PMO
Tools and Processes
• Processes
• Framework
• SharePoint
• Tools
• Measures

24. PMO Operations Processes
1. Clear Change
Control Process /
Traceability
2. Approve/reject
3. Change is
inevitable
Change Control
1. Customer
Requests
2. Business Case
Understood
3. Clear Benefits
4. Big Bets
In Take
Processes
1. Strategic
Alignment
2. Guiding Principles
3. Best People on
our biggest
challenges
Project
Prioritization
1. Stages of Project
Lifecycle
2. Apply Tools and
Templates
3. Monitor &
Control
PMO Framework
and Tools

25. A systemic
approach to value
creation
Initiate Scope Plan Execute Transition Close
Monitor and Control
PMO Framework

26. Our Enterprise Project Management
Tools

27. Our PMO Dashboard

28. Project
Initiation Forms
PMO Templates
Project Planning
Forms
Project Scope
Forms
Project Monitor
& Control Forms
Project Close
Forms
Training Materials

29. | Commercial Ops PMO
Challenges & Best
Practice

30. Our Challenges

31.  Align to strategy
 Senior level engagement
 Intake Process & Guiding Principles
 Two week lead in time
 Co-value creation / Shared commitments
 Statement of Work
 Role of the PM
 Framework; Tools; Knowledge base
 Global consistency
 Communications
 Simplifiers / Change Agents
 Collaboration with other PMO Organizations
Best practice sharing

32. | Commercial Ops PMO
PMO Community

33. Helping others be
successful
PMO Community
Information
Sharing
Community
Talk Series
Best Practice
Collaboration Newsletters Networking Awards

34. Helping others
be successful
PMO Community
Networking
Information
Sharing

35. 132The number of PM’s across
MIOL
506The number of Projects
started in FY11 in
MIOL
$128M+
The approx. dollar value
associated with these projects
65
Certified PMP’s
22 in progress
18
Green Belts
14 in Progress
20 Trained
10Black Belts
6 in Progress
SCRUM
AgileWaterfall
SFE 2Master
Black Belts
Microsoft PM Community in numbers
10
The average length in
MONTHS Of a project
288Members of the PjM
Community in MIOL
278 ATTENDED SCENARIO
FOCUSED ENGINEERING
WORKSHOPS
2 PgMP

36. 5 Steps to success

37. | Commercial Ops PMO
Thank you

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