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PMOStepsDetails

Steven Deneir
Steven Deneir

This document discusses strategies for implementing an effective Project Management Office (PMO). It recommends establishing a PMO through a formal program or project. Key steps include: 1) agreeing on the services the PMO will provide, 2) obtaining a complete view of all ongoing initiatives, 3) creating a portfolio delivery plan and tracking progress, 4) identifying dependencies between initiatives, 5) establishing clear governance structures, and 6) defining standard investment criteria. The overall goal is to implement a PMO that supports the organization in achieving strategic objectives through effective management of its portfolio of initiatives and projects.

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息 be.Projectized PRINCE2速, MoP速, P3O速 are Registered Trade Marks of AXELOS Limited BRING SOME LIFE IN YOUR PMO
STEVEN DENEIR 2 Its all about your mindset steven.deneir@beprojectized.be +32 477 26 93 18 be.linkedin.com/in/stevendeneir www.beprojectized.be 20+ years of experience in different project types and in different project roles For private-held & government companies Large & small projects International & local projects Team Manager, Project & Quality Assurance Officer, Project and Programme Manager, Coach roles Delivering quality; defined as meet expectations or satisfy stated needs, requirements or specifications. Specialized in PRINCE2速 and AgilePM速 - Registered Practitioner and Trainer hands-on training towards coaching for Project Managers combining different project management frameworks tailoring and embedding in the organization using agile techniques Multiple PMO implementation programmes - P3O速 and MoP速 Registered Practitioner and Trainer implement an agile and pragmatic PMO that supports the organization in achieving strategic value
DEFINE PMO A decision-enabling and support business model for all business change within an organization. This will include single or multiple physical or virtual structures, i.e. offices (permanent and/or temporary), providing a mix of central and localized functions and services, and integration with governance arrangements and the wider business such as other corporate support functions 4
STRUGGLES PMO isolated More process, system, overhead, Summarizing what others planned Just reporting that nobody reads Just a list of all existing initiatives Bureaucracy preventing or stopping initiatives for no good reason 5
IMPLEMENTATION APPROACH Change 6 Implement a PMO through a programme (or at least project)
0. AGREE ON THE SERVICES 7 perceptions is the reality
10 1. OUTLINE OF THE PORTFOLIO WHAT INITIATIVES ARE ONGOING?
2. DRAFT A PORTFOLIO DELIVERY PLAN AND MONITOR PROGRESS 13
3. TRACK COMPLETED PROJECT PERFORMANCE COMPARED TO FORECAST 17
20 4. IDENTIFY DEPENDENCIES
23 5. ESTABLISH CLEAR GOVERNANCE STRUCTURES
26 6. DEFINE STANDARD INVESTMENT CRITERIA
29 7. STAGED RELEASE OF FUNDING
32 +8. PMO WELCOME PACK
++9. FROM BORING TO DECISIONS 34
37 +++10. HAVE A PMO VISION AND COMMUNICATE IT
39
WHAT TO REMEMBER? 40 0. Agree on the services to provide 1. Obtain a single, complete portfolio view 2. Complete portfolio delivery plan and monitor progress against it 3. Track performance compared to forecast 4. Identify dependencies 5. Establish clear governance structures 6. Define standard investment criteria 7. Apply staged release of funding 8. PMO Welcome pack 9. From boring to decisions 10. Have a PMO vision and communicate it
Be sure to fill out the Delegates Appraisal form 41
Deken Degryselaan 34 BE-8500 Kortrijk Belgium solutions@beprojectized.be www.beprojectized.be Highly skilled trainers your questions and difficulties are answered by a trainer that has 20+ years experience, encountering and solving similar problems your trainer is able to show how different international recognized frameworks/models used together solve project and portfolio management issues An extensive catalogue of portfolio and project management training products and tailor made training Agile Project Management, PRINCE2速, Management of Portfolios (MoP速), PMO (P3O速), Directing a project the role of the project board, Being a Business Ambassador in a Project, Risk Management, Dynamic scheduling with Microsoft Project, International recognized certification Trainers are accredited by APM Group International guaranteeing professionalism, experience, and sound knowledge of the portfolio and project management field Training materials are accredited by APM Group International ensuring full coverage of all key aspects of portfolio and project management The training quality system is also accredited by APM Group International showing you receive effective management and follow-up for each training Companies investing more than average in employee training outperform the market by 45% and have returns that are 86% higher than those companies that spend less than average Bassi, Ludwig, McMurrer, & Van Buren MoP速, P3O速, PRINCE2速 is a registered trade mark of AXELOS Limited. The APMG-International Agile Project Management is a trade mark of The APM Group Limited DSDM, Atern and AgilePM are Registered Trade Marks of Dynamic Systems Development Method Limited 42

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PMOStepsDetails

  • 1. 息 be.Projectized PRINCE2速, MoP速, P3O速 are Registered Trade Marks of AXELOS Limited BRING SOME LIFE IN YOUR PMO
  • 2. STEVEN DENEIR 2 Its all about your mindset steven.deneir@beprojectized.be +32 477 26 93 18 be.linkedin.com/in/stevendeneir www.beprojectized.be 20+ years of experience in different project types and in different project roles For private-held & government companies Large & small projects International & local projects Team Manager, Project & Quality Assurance Officer, Project and Programme Manager, Coach roles Delivering quality; defined as meet expectations or satisfy stated needs, requirements or specifications. Specialized in PRINCE2速 and AgilePM速 - Registered Practitioner and Trainer hands-on training towards coaching for Project Managers combining different project management frameworks tailoring and embedding in the organization using agile techniques Multiple PMO implementation programmes - P3O速 and MoP速 Registered Practitioner and Trainer implement an agile and pragmatic PMO that supports the organization in achieving strategic value
  • 3. DEFINE PMO A decision-enabling and support business model for all business change within an organization. This will include single or multiple physical or virtual structures, i.e. offices (permanent and/or temporary), providing a mix of central and localized functions and services, and integration with governance arrangements and the wider business such as other corporate support functions 4
  • 4. STRUGGLES PMO isolated More process, system, overhead, Summarizing what others planned Just reporting that nobody reads Just a list of all existing initiatives Bureaucracy preventing or stopping initiatives for no good reason 5
  • 5. IMPLEMENTATION APPROACH Change 6 Implement a PMO through a programme (or at least project)
  • 6. 0. AGREE ON THE SERVICES 7 perceptions is the reality
  • 7. 10 1. OUTLINE OF THE PORTFOLIO WHAT INITIATIVES ARE ONGOING?
  • 8. 2. DRAFT A PORTFOLIO DELIVERY PLAN AND MONITOR PROGRESS 13
  • 9. 3. TRACK COMPLETED PROJECT PERFORMANCE COMPARED TO FORECAST 17
  • 11. 23 5. ESTABLISH CLEAR GOVERNANCE STRUCTURES
  • 12. 26 6. DEFINE STANDARD INVESTMENT CRITERIA
  • 13. 29 7. STAGED RELEASE OF FUNDING
  • 15. ++9. FROM BORING TO DECISIONS 34
  • 16. 37 +++10. HAVE A PMO VISION AND COMMUNICATE IT
  • 17. 39
  • 18. WHAT TO REMEMBER? 40 0. Agree on the services to provide 1. Obtain a single, complete portfolio view 2. Complete portfolio delivery plan and monitor progress against it 3. Track performance compared to forecast 4. Identify dependencies 5. Establish clear governance structures 6. Define standard investment criteria 7. Apply staged release of funding 8. PMO Welcome pack 9. From boring to decisions 10. Have a PMO vision and communicate it
  • 19. Be sure to fill out the Delegates Appraisal form 41
  • 20. Deken Degryselaan 34 BE-8500 Kortrijk Belgium solutions@beprojectized.be www.beprojectized.be Highly skilled trainers your questions and difficulties are answered by a trainer that has 20+ years experience, encountering and solving similar problems your trainer is able to show how different international recognized frameworks/models used together solve project and portfolio management issues An extensive catalogue of portfolio and project management training products and tailor made training Agile Project Management, PRINCE2速, Management of Portfolios (MoP速), PMO (P3O速), Directing a project the role of the project board, Being a Business Ambassador in a Project, Risk Management, Dynamic scheduling with Microsoft Project, International recognized certification Trainers are accredited by APM Group International guaranteeing professionalism, experience, and sound knowledge of the portfolio and project management field Training materials are accredited by APM Group International ensuring full coverage of all key aspects of portfolio and project management The training quality system is also accredited by APM Group International showing you receive effective management and follow-up for each training Companies investing more than average in employee training outperform the market by 45% and have returns that are 86% higher than those companies that spend less than average Bassi, Ludwig, McMurrer, & Van Buren MoP速, P3O速, PRINCE2速 is a registered trade mark of AXELOS Limited. The APMG-International Agile Project Management is a trade mark of The APM Group Limited DSDM, Atern and AgilePM are Registered Trade Marks of Dynamic Systems Development Method Limited 42