Program Management Office By Jeff Burklo Director Typical

Program Management Office By Jeff Burklo, Director

Typical Areas Where Project Management Resides Within a Company l l l l Within an Engineering Group Within Information Technology In a Centralized Group where all Projects Report In a Group that Concentrates Management of High Priority Projects Within a Support Area that Provides Scheduling and Control Assistance Within a Staff Group Charged with Spreading the Word On Project Management On a Specific Project 10/2/2020 page 2

Why PMO Is Critical To Success A Program Management Office (PMO) provides centralized management of decentralized project execution through cross-functional coordination and support implementing common standards, guidelines, tools, and methodology facilitating systems development aligning with Corporate strategy. Benefits of PMO: l l l l l Provides centralized management implementing Corporate strategy Defines and prioritizes projects aligned with the vision, mission & goals Provides consistent / common standards and guidelines Provides consistent / common methodology for online and back office Provides single point for status of projects to executives and makes adjustments, as required Provides a single focus for all executive issues and decisions Provides standards, guidelines, tools, and support for project execution Provides senior technical support Manages changes to project execution 10/2/2020 page 3

The PMO Will Add Value In Four Specific Areas Project Alignment • Resources stay focused on strategic priorities • Stronger visibility and management of cross project dependencies Quality Management and Process Improvement • Continuous learning, capability building and performance improvement Project Execution • More consistent success in launching projects PMO • On time execution that delivers intended value Project Tracking and Reporting • Stronger leadership and stakeholder visibility to work progress • ”Early warnings” of major challenges 10/2/2020 page 4

The PMO Will Play Four Broad Roles To Deliver Value 1. Project Alignment • Understand WDPRO development priorities, and manage the process to evaluate and initiate new projects and to ensure they remain “on strategy” • Help ensure that the portfolio of projects is organized and scheduled to maximize progress toward strategic priorities, and return on investment • Identify and resolve conflicts in program/project priority, resource allocation, and integration, involving Leadership Team as appropriate • Coordinate execution of WDPRO project portfolio with those of other Disney development organizations 2. Project Definition and Execution • • Provide criteria and tools for project definition, scoping, and budgeting Define methodologies and tools for project delivery Identify risks and help Leadership Team to manage them Provide senior project management capacity, as needed, to work on major projects 3. Project Tracking and Reporting • Manage enterprise status reporting system • Manage change control process • Monitor overall schedule and progress of project portfolio; support Leadership Team in identifying potential interventions • Facilitate communications of project status with key stakeholders 4. Quality Management and Process Improvement • Oversee process improvement programs, including sharing of best practices and post project reviews • Conduct quality assurance reviews on programs/projects • Coordinate project management training 10/2/2020 page 5

PMO Components Program Management Office - The PMO by nature comprises the functions of the PSO and PMCOE. The activities performed by the PMO include: strategy implementation, project prioritization, project alignment, project reporting, standards, methodology and project management process, accountability, change management, and project coordination. PMO PSO Program Support Office Provides senior PMCOE technical services to “kick start” various projects simultaneously. These services include: architecture, hardware, software, processes, tools, methodology, and strategic interface expertise. Program Management Center of Excellence Gathering point of expertise, but does not assume responsibility for project results. The primary purpose of the PMCOE is to raise the organizational competence and maturity level of the enterprise. These include: training, process standardization, internal consulting, competency enhancement, best practices, prioritization, tool definition and standardization. 10/2/2020 page 6

PMO Portfolio Management of Projects Mission Vision Goals Project Alignment Strategy Standards Project Priority Program Management Office Methodology Guidance Area A Area B Area. . Project 1 A Project 1 B Project 1. . Project 2 A Project 2 B Project 3 A Project n. . A 10/2/2020 Project 3 B Project n. . B page 7 Project 2. . Project 3. . Project n. .

PMO Project Strategic Alignment STRATEGIC PROJECTS Projects Execution Project C Project B Project D Company Objectives Mission & Vision Project E Project Definition Product Targets Interfacing Project A PRODUCT & MARKETING-RELATED PROJECTS Project Alignment Stakeholder Mgmt Operational Goals Project L Risk Analysis Multi Disciplined Teams Project K Company Corporate Company Strategy Project Prioritization Strategic Planning Team Mobilization Project J Create Product Portfolio Project F Procurement Project G Team Mobilization Organizational Overview Resources Market Oppt’y Logistics Project H Project I OPERATIONAL PROJECTS CAPITAL EXPANSION PROJECTS 10/2/2020 page 8

PMO Success Criteria l l l Executive Sponsorship commitment by corporate executive level to create a standard and consistent approach to project implementation ensuring completion of strategic direction Authority & Control within the company power structure Corporate Priority implementation of corporate strategy to project implementation Enterprise-wide Reach providing consistent standards, guidance, and direction, and reporting of projects via standard mechanism and format Key Resources commitment of executive level to provide dedicated resources for technology direction and standardization Methodology & Tools commitment to identify, implement, and adhere to a standard methodology, tools, and architecture (platform and development) 10/2/2020 page 9

PMO Leadership As the trend for more cross-functional & complex projects continues, more companies are calling upon top executives for high-level oversight of multiple projects and major programs. Enterprise-oriented companies must have a politically savvy, project-wise, system-literate executive facilitator. This facilitator’s responsibilities include: l l l l l Communicating with Executive leadership Involvement in business decisions resulting in new projects Strategic project planning Setting project priorities Oversight of strategic project implementation Implementation of an enterprise-wide project management system Development of Project Management awareness and capability throughout the organization Periodic project reviews and change management Top-level stakeholder accountability, sponsorship, facilitation, and mentoring 10/2/2020 page 10

PMO Leadership Responsibilities Strategic Project Planning Stakeholder Accountability and Interfacing Business Decisions New Projects PMO - Leadership Project Priorities & Resources Project Reviews Oversight of Strategic Projects Project Management Training & Awareness Oversight of Enterprise-wide Project Management System 10/2/2020 page 11

PMO Implementation l Establish PMO l Determine PMO Members Interview Key Stakeholders Create / customize Charter Define roles and responsibilities l Refine PMO l PMO l Define PMO Guidelines Mentor Stakeholders on concept, implementation and deliverables Accept feedback & refine Obtain Stakeholder concurrence Identify and select methodology Execute & Operate PMO Identify and align current projects to Corporate strategy Define requirements of current / future projects Identify application business objectives 10/2/2020 Deliverables PMO l Charter Organization Roles & Responsibilities Detailed Implementation Plan Guidelines Issue / Risk Procedure Change Management Procedure Reporting Guidelines Deliverables Statement of Business Objectives Inventory of Current Projects Inventory of Future Projects Alignment and Prioritization of Projects Risks / Issues on Current Projects page 12