Deliver Value Now Model

This model puts organization goals first. Improvements in PM methodology are viewed as a means to an end, and not the end in itself. It is a holistic approach, embracing methods, skills and strategy that views project management as one piece of a bigger puzzle. It enables consistent motivation for the entire organization to seek out accelerated project deliveries, a stronger, more balanced project portfolio and better project performance. Benefits from the Deliver Value Now Model include A...

Microsoft Project Why Or Why

Microsoft Project is a powerful product, with extensive capabilities for both the single and multi-project environment. We are big fans of Microsoft Project as a project manager's tool. However, we have some reservations about its use as an EPM tool, based on the capability we have seen as it exists at the time of writing. Microsoft products are constantly changing and being enhanced. Therefore, we recommend that you validate current product features and capabilities to determine if our...

Minimum Expectations Are Usually Good Enough

Standardizing expectations among team members is often one of the most misunderstood functions performed by project managers. Simply handing out assignments is not sufficient. Holding team members accountable is important, but is also not sufficient. Look at the processes that the team members will use to complete their assignments. The point here is to ensure that the processes are manageable, controllable, and measurable. It is said that, To be able to manage, you must be able to control, and...

How The Pmo Can Help Project Teams

The PMO can provide vital support services to help the project team members deliver a quality project faster by assisting in project kick-off meetings. For example, the PMO can educate team members on the concepts of the Deming Workbench (or other tools to reduce rework). In addition, the PMO can proactively solicit the known obstacles to achieving the project goal and deadline, and create a plan to overcome those obstacles start building team communications help define the entrance and exit...

Subsystem Project Managementengineering

If the airline industry had the same record as we have in project management (74 failure), there would be thousands of crashes in the U.S. every day. Using another comparison, for almost 4 days out of every week, our car would break down before getting us to our destination. Or three quarters of hospital patients would not get out alive While project management goes beyond just the engineering function, most engineering involves extensive project work. The core problem of engineering in many...

Six Sigma Where Does It Fit In Project Management

Six Sigma talks about reducing defects to parts per million. Another way to view Six Sigma is that it will increase predictability of the results your customers expect. Already this implies that we are dealing with a repetitive process (e.g., manufacturing parts or handling service calls, making pizzas, taking mortgage applications, etc.). While each project is unique in some way, there are some processes that are repeated across all projects. For example, every project involves planning,...

The Critical Chain Steps To Improve Multiproject Flow

Critical Chain is a methodology to plan and manage projects for greatly increased project flow and significantly reduced cycle time per project. The constraint of an individual project and the Critical Chain solution is described in Kerzner's text, Project Management, A Systems Approach, 8th edition, in the chapter on Critical Chain. The overall philosophy of the methodology is described in Goldratt's book, Critical Chain. In the multi-project environment, Goldratt assumes that the constraint...

Oklahoma State University Case Study

Computing & Information Services (CIS) at Oklahoma State University (OSU) is responsible for providing information technology and customer support for OSU and eight other institutions. This unit comprises 170 full time employees and 100 student employees. In 1996, OSU decided to undertake the deployment of Lotus Notes for the entire campus. At that time, CIS had very hierarchical and functionally independent groups. With the introduction of the Lotus Notes deployment project, there was a...

Stage Synopsis

As PMO improvements are considered, it will be important to perform an assessment of the current situation. Management and sponsors may already agree that numerous and compelling reasons exist which are sufficient to proceed with the PMO improvement plan. Making these improvements may be very vital to the business mission of the enterprise. Several questions are worth considering during this phase 1. How important is it that project cost data such as labor time is processed through the...

Methodology Specialist

Role Works with project teams in the application of the project management methodology. Responsibilities Assesses team's methodology usage for method compliance and associative risk management for all key projects. Works with Project Management Mentor to identify and overcome obstacles and resistance. Value Same measurement as PMO Executive secondary measurement is percentage of project management community claiming that methodology is worthwhile. Required Skills Should have a strong background...

Pmo Value Model

Typically, two philosophical approaches for PMOs exist today. One model, which we call the Cost Containment Model, focuses on containing project costs. The other model, called the Throughput Model, focuses on meeting organization goals. A Throughput Model is displayed in Figure 2.1. The model reads counter-clockwise, starting from the top right corner. A value-oriented PMO provides information and recommendations to a Governance Board that defines and manages the enterprise project portfolio...

Resource Portfolio And The Organizations Constraint

Assume that the organization's constraint is in the market. In other words, if the organization could get more orders, it has the capacity to fill those orders. If the organization has excess internal capacity, and almost all of the organization's project resources are working on projects to improve capacity or internal efficiency or systems, then the PMO should be raising a giant red flag. *See Harold Kerzner Ph.D., Project Management, A System's Approach, 8th edition, John Wiley & Sons,...

Stage Process Deliverables

Operations forecasting and planning report (normally monthly) b. Project portfolio management process implementation a. Project status and scheduling collection processes b. Single data repository of project information a. Call center staffed from within PMO b. Project management mentoring a. Project manager portfolio review meetings b. Supply side leadership portfolio review meetings c. Governance Review Board portfolio review meetings 5. Project management methodology support

The Multiproject Resource Conflict

By definition, project managers live with uncertainty in every project they manage. Since a project is a collection of tasks that have not been done exactly in the same way before, project managers expect some things to go wrong. The problem is that project managers believe they are being given an impossible task to begin with. They know, right from the outset of a project, that they will have to fight hard for resources, and that there is no assurance they will be able to keep their resources...

The Deming Workbench

Edwards Deming, inventor of the Total Quality Management movement, developed the Deming Workbench. The Deming Workbench has many uses, but in the context of our message we are interested in how it helps team members find ways to reduce work task time while enabling them to perform their work assignments right the very first time. The Deming Workbench breaks down into three key components. The first component consists of the input necessary to perform the process. Acceptance of the input...

Questions

5.1 Why is the current practice of strategic planning the number one reason for project manager stress 5.2 What do bad multitasking and splitting resource pools have in common 5.3 What is the connection between strategic planning and bad multitasking 5.4 What problems does bad multitasking create for a project manager For a resource manager 5.5 What might tell an executive that he or she has a flawed strategic planning process 5.6 How do you permanently overcome a flawed strategic planning...

Project Management Trainer

Role Works with project teams, functional units and other organizations to provide and arrange project management training. Responsibilities Teach project management basic and advanced concepts. Value Same measurement as PMO Executive secondary measurement is the agreed upon financial impact of the training, signed off by sponsors or functional executives. Required Skills Professional training experience. When Should be part of the second group of people hired into the PMO. Could be brought in...

Process Of Ongoing Improvement Deming Goldratt And The Pareto Principle

The critical chain system outlined above and described in the referenced texts is intended to bring drastically shorter project cycle times and predictability to project management, at least in the scheduling attribute. Where should the PMO go from there Goldratt brings to project management the concept of Buffer Management. He suggests that individual task times are naturally variable. Protection built in to individual tasks breeds Student Syndrome and Parkinson' s Law. Instead, he advocates...

The Pmo Maturity Model

Level I Level II Level III PMO Defining PMO Searching for Value Organized Delivery Value Poor definition of in-scope or out-of-scope items. Scope statement developed by supply-side project manager, often with IT emphasis. Functional requirements are poor. Functional requirements are better defined in-scope and out-of-scope items are identified, causes of rework are documented. Project teams are in silos. Not aware of team member utilization. Project managers understand their project's position...

Stage New Deliverables

Asset Portfolio Management Process Implementation b. Strategic Objective Portfolio Process Implementation a. Ad hoc Portfolio and PMO Report Generation 3. Project Management Methodology Support 4. Project Portfolio Prioritization processes developed and deployed 5. Project Management Training Support a. Basic Project Manager Training with Materials b. Advanced Project Manager Training with Materials c. Project Team Member Training with Materials

Deming And Goldratt On Project Management Step

Once a system's goals are stated and the holistic measurements are in place, Deming claims that there must be a deep understanding of the system before you begin any improvement process. This is what Lepore and Cohen refer to as Step 2 in any improvement process. We are witnesses to many PMOs that try to drive standardized project management methodology throughout their organizations. They often experience huge resistance from project managers, which may already be a sign that they have not...

Conflicts Between Projects

In order to meet its goals, every organization launches multiple projects during a fiscal year. Some projects may have dedicated resources, resources that work on only one project at a time. However, more commonly we see some resource types, such as IT, used across many projects. Moreover, they are often assigned multiple projects at the same time. Consider, for example, Company A, a large financial services firm with more than 15,000 work force members spread across one dozen business units....

Enterprise Model

This model usually implies a much larger investment and, therefore, usually has a stronger mission, charter and support than the previous two models. It enables risk management as projects initiate and mature in the development cycle. It plays a major role in multi-project management by identifying bottlenecks that hamper all projects. Often within this model, there is some gathering of data to build the enterprise project portfolio (information about the major projects that the organization...

Deming And Goldratt On Strategic Planning

If you ask people across an organization what they think of their executives' strategic plan, we encounter many individuals who roll their eyeballs and ask, What strategic plan Deming's principles apply as much to strategic planning as they apply to any other process. However, in strategic planning, the stakes are much higher. We must build greater predictability into a strategic plan. The book Execution (see Bibliography) points out how lame some strategic planning processes are. One of the...

SUMMARY

The PMO will have little or no impact, and will not survive long term without executive buy-in. For executives to enthusiastically support the PMO, they must believe that it will solve some of their biggest project management problems. The PMO must do its homework, interviewing the executive team to assess what their biggest project management problems are, and what the value of solving these problems is to the organization. This information will be crucial in delivering a buy-in presentation...

Acknowledgments

The creation of this book completes a personal, life-long ambition to document the knowledge gained over my career in helping PMOs bring value to business while I was helping project managers, team members, and others become more successful in project management. This book was written in record time by most standards. The initial draft of more than 300+ pages was completed in 5+ months. The toughest part of writing this book was not the development of new material but rather how to limit what...

Pmso Functions

By developing and teaching project management best practices, the PMSOs support Quintiles' global project operations by providing project management consulting across the company helping select and administer improved project management tools and systems developing project metrics, project analysis procedures and risk management techniques facilitating project kick-off meetings, project reviews and lessons learned meetings and sharing the information from these sessions with all project teams...

Project Portfolio Third Pass Analysis

As you can see, the better we understand the key information necessary to analyze each of the project opportunities, the better our decisions will be. In this third pass, we will consider three other vital pieces of information. We stated earlier that our company's project flow is limited by its strategic resource. This is the one resource that, more than any other resource, Table 14.2 Project Portfolio Ranking 2nd Pass Table 14.2 Project Portfolio Ranking 2nd Pass Improve revenue-tied customer...

The Right Tools

Every PMO searches for ways to optimize project management proficiencies within its service areas. PMOs may purchase Enterprise Project Manage ment (EPM) tools that are top of the line and cost hundreds of thousands of dollars. PMOs may also use tools to improve visibility of real-time project progress data. These are all important items to consider. The maturity of the organization with respect to project management skills has a large impact on the acceptance by the user community of the EPM...

Addressing Delivery Acceleration And Threats In Interdependent Project Teams

This calls to mind an experience in Chicago where a small telecom equipment manufacturer was working hard to deliver the first-of-its-kind product sub-component to a major local telephone conglomerate. The firm did not schedule development work using basic project management tools such as Microsoft Project to develop project schedules or task lists. It just jumped in and started working. Does this sound familiar The major problem was centered around three separate engineering research and...

Why Pmi

The project management profession is in high demand in other areas of the world, such as China, India, Japan, and Europe. Many projects today span continents. Currently, PMI is embryonic in its presence outside of North America. Watch out when the PMI influence becomes stronger. The globalization of the world economy is an important contributing factor to PMI future value. More people will be united within PMI for the common cause and good and this will mean more resources to tackle common...

Project Management Mentor

Role Supports project rescues works in the field assisting project teams to gain delivery speed trains project managers to overcome the major deficiencies conducts project assessments reports to the PMO executive. Responsibilities Provides coaching and mentoring services to the project management community on top portfolio-related components works with project sponsors and project managers to identify project delivery opportunities and threats. Value Same measurement as PMO executive secondary...

Project Management Tool Mentor

Role Provides technical leadership, coaching and mentoring on all PMO tool utilization. This includes scheduling software application. Reports to the Project Management Mentors. Responsibilities Ensures the integrity of all data captured through the supported PMO tools responsible for the competence of all project manag- ers, resource managers and team members in PMO tools and applications helps with project rescues in rescheduling work loads and expertise in the scheduling tool. Value Same...

The Throughput Model

We have worked with many organizations. We have not seen one organization yet whose purpose in life is to minimize cost. The owners of a forprofit organization expect that organization to make more money, now and in the future. In public companies, the satisfaction of the owners (shareholders) is often directly correlated with the value of the shares. Most companies have found that they cannot cost-cut their way to dramatic, sustained share value growth. Examples include companies such as Apple...

Coach Model

The Coach Model is an extension of the Repository Model. It assumes a willingness to share some project management practices across functions and uses the PMO to coordinate the communication. Best practices are documented and shared and project performance is actively monitored. Results are used to raise enterprise performance and train inefficient or new project managers. In the Coach Model, the PMO acts primarily as trainer, consultant or mentor. It also becomes a source of information on...

Assumptions

Deficient project managers will need to attend project management concept course. 2. All project managers who are managing portfolio projects will buy-in to the PMO project guidelines, including using a standard PMO tool suite as the project management tool. 3. All organization units will ultimately use this tool to report status of their top projects. 4. PMO tools and other training will be provided for all users at every level. Executives will be vocal and positive in support of this...

What Else Does An Executive Need To Know About Project Progress

The PMO should strive very hard to keep executive team project review meetings to a strict, short, regular timetable. The governance meeting is about decision-making and direction, not management (detailed analysis and control). If the discussion goes into areas that are of great interest to one or two executives but not to the others, the PMO can quickly lose control. Individual executives may want to get into great detail on a given project for many valid reasons. The project may...

Doing Projects Without A Project Management Office

What is wrong with operating without a PMO and without a Governance Board Some skeptics claim that not much has changed in project management since the time of the construction of the pyramids, except for one glaring improvement we no longer kill people for not completing their work on time. We are much more civilized we just fire them Organizations track projects in several different ways. Project costs are tracked through the finance department, but often not by project. Resources are tracked...

Assessing The Pmo Maturity Level

The PMO model is comprised of eight levels of maturity and is measured across nine knowledge areas of the project management body of knowledge (PMBOK ) defined by the Project Management Institute (PMI). In applying the PMO maturity model, the PMO must clearly identify the top ten strategic initiatives that reached completion in the last 12 months. This excludes any cancelled projects. Each of these top ten projects are reviewed and compared to the specifications within each knowledge area...

The Project Management Support Office Of The Clinical Development Services Unit

This case study focuses on the project office established within the clinical development services unit of the product development group. This unit is a global contract research organization, with project teams simultaneously executing over 1000 pharmaceutical development projects worldwide. In this environment, maintaining a standardized approach to managing projects is difficult. In September 2000, Quintiles' Clinical Development Services Division established Project Management Support...

The Cost Model Of Project Management

Most of the organizations that we visit operate in the Cost Model of project management. This model has several characteristics First priority in any improvement effort is on reducing cost or increasing efficiency. Reducing the cost of a project is considered valuable, regardless of the impact on project cycle time. Cost numbers and labor utilization are fudged to show good reports, especially when the effect is bad for the organization as a whole. Cost or efficiency is a topic at project...

Input On Metrics From The World Of Project Program And Pmo Managers

The Project Management Institute (PMI) Metrics Specific Interest Group (MetSIG) makes available its MetSIG Web site to general membership within the Project Management Institute (PMI) and Business Partners Sponsors. PMI is an association of Project Managers, Project Engineers and people generally associated with Program and Project Management. PMI has a rapidly expanding membership base of approximately 100,000 members. The MetSIG Web site provides a single repository for knowledge...

The Major Components Of Any Organization

Every organization has interdependent functional departments that are necessary to meet the organization's goals. Sales must be able to effectively sell the product or service. Operations must be able to get the order entered and processed through all the departments. Purchasing must ensure that the raw materials are ordered and delivered. Engineering has to design the product and manufacturing has to produce the product in time to meet the customer need. If any one of the functional areas...

Whats In A Name Epmo Epo Pmo Po

There are many different names for a PMO, implying different authority and functionality. A PMO that simply measures project work without providing expertise in how to do the work is often called a Project Office. The name Project Office is misleading. Many decades ago, the term was used in the construction industry, referring to the main controlling office for a single project. For example, on the site of the construction of the Empire State Building in New York City, you would find the...

Step

Operations Plan Strategic Goals Project Plans ''' .tVi Status Reports Project Prioritization Project Plans ''' .tVi Status Reports Project Prioritization Portfolio Mgt. Operations Plan Strategic Goals Figure 28.3 Stage 2 Implementing a Value-Add PMO generate the awareness sought by management to effectively navigate the fiscal year work plan of projects. Some projects will complete early, some will complete on time, some will complete late, and some will be cancelled. The key to...

The Current Environment Assessment

The first step to successfully gain executive buy-in is to spend an hour with each functional executive, exploring a few simple questions. *See Performance Measurement Group, LLC, Web site (www.pmgbenchmarking.com) with several articles about over 1000 development projects that they have analyzed. Data is from Better Project Management Practices Drop Time-to-Market 20-30 , Signals of Performance, 2(1). **See case studies in Harold Kerzner, Ph.D., Project Management, A Systems Approach, 8th...