Mgt 613 Project Portfolio Management and the PMO

PMO Implementation Selling the idea: Detailed business case Implementation planning: Implementation plan and marketing

Selling the idea: Detailed business case Present the key PM challenges and define how

Organizational project challenges Current challenge Impact Root Cause Inability for management to have a

Structural placement of PMO • Within departments or divisions • Regional PMO • Enterprise

Costs and return • Start-up costs: Personnel, office space, equipment, office supplies, training and

Implementation planning Assembling PMO implementation team Developing detailed implementation plan Developing a management communication

Who should be included in the implementation team? PMO manager and staff PM subject

Start-up and operation Introduction of PMO to the organization Delivering the initial goals Measuring

Thank You - Questions? Alan C. Maltz, Ph. D. Howe School of Technology Management

Slides: 10

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Mgt 613 - Project Portfolio Management and the PMO Module 11 - Implementing the PMO Dr. Alan C. Maltz Howe School of Technology Management Stevens Institute of Technology Alan. Maltz@stevens. edu 1 © Alan C. Maltz, Ph. D, 2014

PMO Implementation Selling the idea: Detailed business case Implementation planning: Implementation plan and marketing and communication plan Start-up and operation 2 © Alan C. Maltz, Ph. D, 2014

Selling the idea: Detailed business case Present the key PM challenges and define how the PMO will address these challenges Document the intended PMO objectives, roles, responsibilities, and structure Provide an implementation plan for PMO including required resources, time line, and cost for start-up and initial operation Request authorization to proceed with implementation of the PMO 3 © Alan C. Maltz, Ph. D, 2014

Organizational project challenges Current challenge Impact Root Cause Inability for management to have a consolidated view of project statuses across the organization Lost productivity due to extensive additional effort in data gathering Other potential problems due to lack of management oversight The use of different approaches to determine project status e. g. time and cost The use of different formats of project status report Lack of consistent methodology for authorizing/chartering projects 15% of projects are cancelled due to lack of management support and clear business needs Lack of understanding of project charter These challenges >>>PMO objectives, roles, responsibilities, structure, e 4 © Alan C. Maltz, Ph. D, 2014

Structural placement of PMO • Within departments or divisions • Regional PMO • Enterprise PMO Goals and performance measures? 5 © Alan C. Maltz, Ph. D, 2014

Costs and return • Start-up costs: Personnel, office space, equipment, office supplies, training and development for PMO staff, marketing, travel and expense, reward and recognition, etc. • Operating costs • Return? 6 © Alan C. Maltz, Ph. D, 2014

Implementation planning Assembling PMO implementation team Developing detailed implementation plan Developing a management communication plan Introducing and training the PMO implementation team Developing PMO marketing and communication plan Transforming PMO goals into strategies Executing the plan 7 © Alan C. Maltz, Ph. D, 2014

Who should be included in the implementation team? PMO manager and staff PM subject matter experts Project managers and team members Members of management Project stakeholders and internal customers 8 © Alan C. Maltz, Ph. D, 2014

Start-up and operation Introduction of PMO to the organization Delivering the initial goals Measuring value Reviewing Seeking feedback Planning for future: Roadmap 9 © Alan C. Maltz, Ph. D, 2014

Thank You - Questions? Alan C. Maltz, Ph. D. Howe School of Technology Management Stevens Institute of Technology Castle Point on the Hudson Hoboken, NJ 07030 Phone: +1 (561) 632 -4848 E-mail: alan. maltz@stevens. edu Web: http: //www. stevens. edu/ 10 © Alan C. Maltz, Ph. D, 2014