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Digging Deeper into a PMO Implementation Plan
Categories:
PMO
Categories: PMO
| In my last post, we discussed the five basics of a PMO implementation plan. Here, I'll delve deeper into those five: 1. Current State Assessment When assessing the current state, it might be helpful to hire an external consultancy, as internal initiatives may lose momentum along the way. The people internal to an organization might not be able to ask the right questions or they might even resist due to a fear of change. An external consultancy can assist in overcoming political issues by adopting a structured approach. Usually, consultants force or drive change because that's what they are hired to do. In the end, a good diagnosis will point out issues and opportunities for improvement. 2. Future State Vision Based on the assessment, it is possible to design a future state vision, describing how projects, programs and portfolios should be managed in order to fulfill organizational needs. That's because when the current state is clearly understood, it is easy to compare to benchmarks. Consequently, the organization can realize what is missing or what is done but could be improved. Ultimately, the future state vision details exactly what the organization wants to become. 3. Gap Analysis The next step is to carry out a gap analysis by comparing the current state to the future vision. This analysis has to focus on three factors:
A successful gap analysis clearly identifies what is missing or what could be improved, prioritizing which features, processes and structure the PMO should have, according to effectiveness (cost x benefit), desirability (sponsorship; what the company want to implement) and feasibility (what is realistic and what is possible to do). We have to select and prioritize based on cultural and organizational feasibility, not only based on resources available. For example, imagine an organization wants to implement enterprise project management (EPM) software. There are plenty of options in the market. Some have fancy features and are more expensive. It might be desirable to have top-notch software, so we won't have to substitute or upgrade it for years. However, it is effective to choose software that offers the simplest solution and satisfies future state needs. Finally, it might be feasible to start with familiar software to overcome people's resistance and rejection to the PMO implementation. In this particular case, project professionals might desire the best EPM in the world (desirability) -- but the company could do well with a free version or simpler software (effectiveness). Finally, considering that people unfamiliar with project management practices will have to use the software, it might make sense to get something familiar or similar to other software they already use (feasibility). 4. Implementation Strategy After the gap analysis, introduce stakeholder requirements to define the implementation strategy. I recommend thinking of the PMO like a new business unit or a small new company. The PMO should have its own mission, vision and goals. We have to identify who are its stakeholders and customers, so we can define its value proposition and its services. Personally, I use the Business Model Generation canvas to do that. The implementation strategy defines the approach to implement a PMO, major expected results and the overall framework, considering organizational strategy and corporate project management governance. Consequently, the PMO business model must support and enhance strategic alignment by selecting, prioritizing and managing portfolios of projects that sustain and boost organizational strategy. 5. Implementation Plan Finally, the implementation plan is the detailed project management plan for implementing the PMO. While the implementation strategy is the approach chosen to implement the PMO, the implementation plan puts that strategy into action. We start by defining its scope and work breakdown structure. Then we create a schedule of tasks to deliver the project scope. Resource needs are identified and a budget is set. Other subsidiary plans are created to manage integration, scope, time, cost, quality, communications, human resources, risks, procurement and stakeholders. The implementation plan should be as detailed as you need. I want to emphasize the importance of defining a business model for your PMO, allowing for performance measurement and improvement after the implementation. In my next post, I'll provide a framework for sustaining and improving your PMO, once it is set up and running. Do you have any tips or examples of PMO implementation plans? For more on PMOs, check out the PMI® Thought Leadership Series: Strategic Initiative Management - The PMO Imperative. |
Keep the Schedule Plan Strong -- and Constraint-Free
Categories:
Project Planning
Categories: Project Planning
| The project schedule plan is probably one of the most important project management assets a project manager has to develop, maintain and manage throughout a project. Why? Because compared to other planning documents -- such as the resources plan, costs plan or risk management plan -- a project schedule will generally have widespread visibility within the project's environment and among stakeholders. For instance, your project sponsors will want to see your project schedule and understand whether you are on track to deliver it on time. The beneficiaries of your project will want to see it to understand your next deliverables or key milestones. Your core project team will seek it out to find out how work activities are planned and relate to one another, and how resources are allocated. And, probably most important, you as the project manager will need it to be your map throughout the project, guiding you to drive the project to its target. Now, if your project schedule is incomplete or flawed -- for example, it's missing work tasks or it features wrong dependencies between project tasks -- you will most likely steer your project into a wall. And even if you put everything right into it (i.e., all work activities, the right durations, right resources assigned, right dependencies), that still might not be sufficient for a successful delivery. That's because, as you know, a project schedule is not a linear sequencing of work tasks that perform exactly as initially planned. In addition, your project schedule will be subject to the project's challenges and constraints, such as resources scarcity, work overload, aggressive milestones or delays. It's these unexpected or imposed factors that will constrain your project schedule and demand that you react quickly, applying various tactics and techniques, to adapt the project schedule and make it ultimately work. There are several techniques that can help in analyzing, adapting and improving a constrained project schedule. Among these, three stand out for their effectiveness:
In my next post, I'll dive deeper into what these three techniques are, when to apply them and how to do so. How do you manage constraints to your project schedule? |
Procurement: A Project Manager's Best Friend
Categories:
Procurement Management
Categories: Procurement Management
| We all agree that projects need things. These things can run the gamut, from pencils to gas turbines. In the past, the corporate function that acquired things for projects was called "purchasing." Its sole role was to do what the title implies — purchase things. As corporate governance evolved, so did the purchasing department into what we now know as procurement. Today, procurement has to orchestrate the acquisition of hundreds, if not thousands, of things for projects on a daily basis. In addition, this department puts in place policies that keep project managers from purchasing a gas turbine when they need only a pencil. Traditionally, project managers have viewed procurement departments as a barrier to progress and a constant source of frustration. However, this friction can sometimes be the fault of the project manager, who's not practicing good stakeholder management with procurement team members. As with any other stakeholder, team members from procurement need to be an integral part of the project team. Let's look at ways to make this happen, as well as the benefits of doing so:
By adopting these practices, you can better leverage the specialized skills of procurement team members — and you just might be able to acquire both pencils and turbines in a manner that will keep your project on schedule. What methods can you recommend to help integrate procurement into your project team? Find out more about procurement in A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fifth Edition. |
Five Basics of a PMO Implementation Plan
Categories:
PMO
Categories: PMO
| I often say that establishing a project management office (PMO) is not for the faint of heart. It is a very difficult endeavor -- not just because it involves advanced knowledge, but also because it challenges status quo in the organization. In my previous post, we discussed The Must-Haves of Establishing a PMO. Now we are going one step further by laying out an implementation plan. Implementing a PMO involves five basic -- but essential -- sets of decisions: 1. Current State Assessment
2. Future State Vision
3. Gap Analysis
4. Implementation Strategy
5. Implementation Plan
Not following these steps can result in serious problems. For example, if we don't conduct a gap analysis, we will probably end up with an unfeasible plan, disconnected from reality. I once participated in a PMO implementation that was doomed to fail under the original plan. The future state vision was nearly impossible to reach, considering the current state of the organization. While conducting the gap analysis, it became clear that we should lower our expectations to implement that PMO. In that particular case, it was necessary to implement a rudimentary PMO to kick-start a cultural change to embrace project management. That was the chosen implementation strategy, which led to a feasible implementation plan supported by key stakeholders. In my next post, we'll dive deeper into these five steps with best practices and examples on how to carry them out. What other questions do you think are helpful to ask of your organization when building a PMO implementation plan? For more on PMOs, check out the PMI® Thought Leadership Series: Strategic Initiative Management - The PMO Imperative:
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8 Steps for Better Listening
Categories:
Communications Management
Categories: Communications Management
| In my last post, I discussed the benefits of learning to listen. Here, I will share easy, actionable steps to help develop your listening skills. While going through the steps below, please remember, listening more and talking less are two sides of the same communication coin.
What is your top tip for becoming a good listener? Read PMI's The Essential Role of Communications to learn more about effective communication. |