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1、Using a Project Management Office to Drive Change and Deliver Benefits,John Alley, MBADirector, Project Management OfficeUniversity Technology ServicesMcMaster University,Outline,types of Project Management Office (PMO)McMasters PMOgovernance model project management tools,Types of PMO,a continuum o
2、f typesthe process PM PMO continuumthe PM trianglePM vs PMO responsibilities,Based on Competency,project officedelivers projectsbasic PMOprovides repeatable PM methodologystandard PMOestablish capability and support infrastructureadvanced PMOapplies PM capability to achieve business objectivescentre
3、 of excellencemanages continuous improvement to achieve strategic business goals,Types of PMO,Gerard Hill, The Complete Project Management Office Handbook, 2004,Based on Focus,tacticalplanning, scheduling, tracking and efficiency across multiple projectscross functionalcoordination and risk reductio
4、n for cross functional projectsstrategicensure project business case is aligned with strategyenterprisefor large project driven enterprises with a focus on ROI,Types of PMO,David Tilk, Price Waters Coopers, 2005,Based on Authority,consultancyresource to project managersno authority over PMs or proje
5、ctscentralizedprovides PM services to other groupsPM reports to PMOmatrix organization,Types of PMO,Megan Santosus, CIO Magazine, 2005,Based on Control Objectives,Types of PMO,Process Guidance,“Project Management Support Office”consulting focus2-3 people, formal officeno direct reporting by PMsrelat
6、ionships essential PMs and managersdelivertrainingflexible tools and templatesconsultingfacilitate evaluation,Types of PMO,Process Guidance,governancemay recommend governance practicesmay support governance bodydoes not make decisions on project selectionproof of PMO benefitshard to prove - no contr
7、ol of practiceno control of project selectionmajor risksseen as a project to define practice but no continuing commitmentindividual personalities can be blockers,Types of PMO,Process Control,“Project Management Office”control focus2-3 people, formal officesupported by senior managementPMs report to
8、PMO in matrixdelivertrainingstandard tools and templatesconduct evaluation,Types of PMO,Process Control,governancesame as process guidance modelproof of benefitspartial control practices (matrix)no control of project selectionmajor riskmanaging the matrix can be a challenge,Types of PMO,Resource Con
9、trol,“Project Management Office”formal office with 3 PMs and project staffPMs report to head of PMOPMO responsible for:trainingstandard tools and templatesconduct project and product evaluationcontinuous improvementdelivering solutions,Types of PMO,Resource Control,governancemay participate in decis
10、ions on project selectionmay participate in strategic planningproof of benefitsfull control practicesno control of project selectionmajor riskmanaging expectations,Types of PMO,Project Control,“Program Management Office”formal office same as resource control modeladds planning staffhead of PMO is se
11、nior managementPMO responsibilities:same as resource control model,Types of PMO,Project Control,PMO involved in strategic plan and delivers projects to achieve that plangovernancecontrols governance practicesmakes decisions on project selectiondoes or participates in strategic planningproof of benef
12、itsfull control practicesfull control over project selectionrisksstrength of strategic planning will control success,Types of PMO,Based on Control Objectives Summary,Types of PMO,The Process Project Continuum,highly repeatable workcost streamresources geared to productionusually minimize process tim
13、eproduces inventory /serves many customersrevenue centre or cost centremanage for efficiencyruns as a steady state,unique workone-time costresources as needed for projectschedule and cost optimizedsingle product /service single customercost centre onlymanage scope/time/resourcescreates change,Proces
14、s Project,Types of PMO,The PMO - PM Continuum,repeat similar(?) projectscost streamresource for number of projectsusually minimize project timeproduces multiple products /serves many customersusually cost centre onlymanage for efficiencymanages change,unique workone-time costresources as needed for
15、projectschedule and cost optimizedsingle product /service single customercost centre onlymanage scope/time/resourcescreates change,PMO (resource control) Project,Types of PMO,The PM triangle .,Time,Scope,Resources($, people),Quality,Strategy,Types of PMO,PM vs PMO Responsibilities,Project Managerund
16、erstand strategydeliver outcome/productprepare business caseprepare chartermanage scope, time and resourcesreport progressselect teamidentify / manage riskscelebrate successapply learnings / best practice,PMO / governing bodystrategic alignmentdefine outcome/deliverableapprove business caseapprove charterapprove changes to scope, time, resourcesmonitor progressselect project managerapprove risk plancelebrate successevaluate projects / define best practice,
