The Building Blocks of an Effective and Sustainable

The Building Blocks of an Effective and Sustainable PMO Laura Barnard, PMP February 11, 2015

Laura Barnard, PMP Founder, PMO Strategies Bringing a vast array of PMO consulting, training, and capability building solutions to organizations eager to create sustainable change since 1999 Non Profit Service v Co-Founder Project Management Day of Service (PMDo. S) v Board Member PMI Montgomery County, MD (10 years) v Board Member - VP, Marketing, PMI Washington, DC v Board Member Goodwill Industries of the Greater Chesapeake, Inc. Certifications v PMI PMP® certification (10 years) v Prosci Change Management Practitioner certification v Computer Science Degree from Virginia Tech Slide: 2 2/11/2015 © 2015 PMO Strategies

Project Management Day of Service (PMDo. S) Living the Mission and Getting it Done!

Project Management Day of Service (PMDo. S) The Numbers • • • 300 Project Managers 40+ PMO Volunteers Working for 7 Months (and still going!) 100 Nonprofits $50, 000 in Donations and Sponsorship Well Over $100, 000 in In-Kind Sponsorship and Support Representation from all 5 DC/MD/No. VA PMI Chapters Slide: 4 2/11/2015 © 2015 PMO Strategies

Project Management Day of Service (PMDo. S) Having an Impact Helping those who help others… • 1600 Hours of Pro Bono Project Management Services! • $200, 000 in Project Management Value in One Day! • White House / U. S. Commerce Attention • Delivered: ON TIME, UNDER BUDGET, AND BEYOND OUR STAKEHOLDERS’ EXPECATIONS! THAT’S HOW YOU GET. IT. DONE. WHY? Because it Matters! Slide: 5 2/11/2015 © 2015 PMO Strategies

Good News for PMOs PMI Pulse of the Profession study: 70% of organizations have a PMO, but only 33% are fully contributing business value. Moral of the Story: There’s plenty of opportunity for improvement! Slide: 6 2/11/2015 © 2015 PMO Strategies

THE SCIENCE The PMO Building Blocks Type of PMO for Your Organization Low Down on Methodologies Which PM Tools Make a Difference? Successful Change Leadership Alignment with What Matters Slide: 7 2/11/2015 © 2015 PMO Strategies THE ART PMO Talent Management

The Building Blocks of an Effective and Sustainable PMO THE SCIENCE Slide: 8 2/11/2015

THE SCIENCE The Science Building Blocks Type of PMO for Your Organization Low Down on Methodologies Which PM Tools Make a Difference? PMO Talent Management Successful Change Leadership Alignment with What Matters Slide: 9 2/11/2015 © 2015 PMO Strategies

Type of PMO for Your Organization Identify Your Organizational Appetite and Needs Don’t make these mistakes! Mistake: Assuming your Determining the type without organization doing your needs a PMO homework Slide: 10 2/11/2015 © 2015 PMO Strategies Mistake: Forgetting about the people

Do You Need a PMO? Clarity of purpose q. What business problem are we trying to solve? q. Define the “P”: Portfolio, Program, Project q. Do your homework! - Talk to the C-suite and other business leaders - What keeps them up at night? - What do people complain about? Otherwise… Assuming your organization needs a PMO without identifying the business priorities is a sure way to fast track your PMO to extinction! Slide: 11 2/11/2015 © 2015 PMO Strategies

Type of PMO Needed What will be the most effective? q. Determine the center of gravity q. Investigate the various PMO types - Organization/Business Unit PMO - Project or Program Specific PMO - Project Support or Controls Office - Enterprise-wide/Strategic/Global PMO - Center of Excellence or Competency PMI’s Pulse of the Profession: PMO Frameworks November 2013 Otherwise… If your PMO doesn’t meet the needs of the organization, you are destined for irrelevance! Slide: 12 2/11/2015 © 2015 PMO Strategies

5 PMI Chapter Executive Governance / Steering Committee Kos, Lott, Parker, Schendel, Stroncek PMI Strategic Adviser Raji Sivaraman Executive PMO Director Laura Barnard Executive Director J. Kendall Lott Taproot Project Manager - Lisa Iannuzzi (DC) IT Services - Raj Sarikonda (MC) Logistics Director Sharyn Horowitz (DC) Finance Director Jennifer Arndt (B) Volunteer Management Director Danni Richards (DC) Sponsor Engagement Director Lisa Harper (SS) PR & Marketing Director Hector Del Castillo (SS, MC) Logistics Deputy Loretta Letke (B) Finance Deputy Aakash Singhal (MC) Volunteer Mgt. Deputies Cielito Bates (DC) Margit Zimmern (DC) Sponsor Eng. Deputy Ceresh Perry (DC) PR & Marketing Deputy Shantelle Coleman (SS) • Reva Gambrell (SS) • Charles Dickson (MC) • Ullice Pelican (Balt) • Justin Encarnacion (SS) • • Bob Klannukarn (DC) Walter Dyer (B) Pearine Parkinson (SS) Robin Bradshaw (MC) Marco Pompey (DC) Karen O’Hern (DC) Heather Kramer (MC) • • Heath Suddleson (MC) Lisa Hunnicutt (SS) Laurie Mankin (DC) Constance Mc. Aninch (DC) • Mike Hannan (DC) • Diana Hillman-Snably (DC) • • • Regina Robertson (SS) Marlon Marshall (MC) Brittany Yates (DC) Robert Ehrlich (DC, MC) Richard King (DC) Kwema Ledbetter (SS) • • Ashwin Saboo (SS) Barbara Reed (DC) Elizabeth Bollinger (SS) Andy Brown (SS)

Leverage the People determine the success or failure of your PMO q. Get to know the culture What’s the appetite for a PMO? q. Figure out the people Lovers, Haters, and Just Don’t Care q. Engage everyone! They are all potential advocates for PMO success q Turn your detractors into promoters Slide: 14 2/11/2015 © 2015 PMO Strategies Otherwise… Ignore the culture, and the people you’d rather not deal with, and they will consume your PMO.

Low Down on Methodology It’s Knowing What to Use, When and How… q. Project Management vs. Implementation Management “Whats” and “Hows” q. Using the right tool for the job q. Portfolio management and reporting Slide: 15 2/11/2015 © 2015 PMO Strategies

Project vs. Implementation Management Project Management Implementation Management How am I going to get What types of things need to happen for my the work accomplished? project to be a success? SDLC, Agile, Waterfall… i. e. PMBOK Slide: 16 2/11/2015 © 2015 PMO Strategies

Project vs. Implementation Management The Bottom Line… Must know what tools to use when and how q You don’t need every tool/template/process in the toolbox every time q Avoid box checking for the sake of process! spend time on value added activities q If no one uses it, why are you doing it? Slide: 17 2/11/2015 © 2015 PMO Strategies

Portfolio Management and Reporting Focus on what they need to know q. Actions and Decisions Too much information is just as dangerous as not enough!! q. Projects that need attention Leave the others alone to be productive! q. Communicate regularly But don’t have endless meetings! q. Make progress and results visible to everyone q. Think BRAG: Black, Red, Amber, Green Slide: 18 2/11/2015 © 2015 PMO Strategies

Overall Status Report for Week Ending 1/10/2015 X Status Summary § Overall status reported as Green. We have received several in-kind donations this past week which has offset our need for cash contributions to fund the event. To date, we have achieved $9, 525 in individual cash donations. Corporate sponsorships include HP $15, 000, Xerox $5, 000, PMI Educational Foundation ($3, 500), University of MD ($5, 000), L 3 Communications ($3, 500), and $5, 550 from our early sponsors – M Powered Strategies, PMO Strategies, and Fortezza Consulting. (M Powered has since contributed a lot more in supporting ALL of our in-person meetings and feeding our PMO). Key Decisions Made § All volunteers must belong to one of the 5 DMV area PMI chapters. § Our fundraising efforts focus on crowd fundraising; team and individual donation efforts. Items Requiring Management Attention Ø Registration for day of Volunteers ends on Monday, January 12. Ø Need assistance in communicating crowd fundraising competition to break 10 K before the event. Ø Need sponsorship (cash) and in-kind services contributions. Accomplishments for this Reporting Period ü Given that we have only one reporting period left, we would like to highlight all the great things this team has accomplished in 4. 5 months ü Developed a team of 40 pp. ü Collectively raised $40, 000 in corporate sponsorships and almost $10, 000 in individual and team donations. Received over 110, 000 in in kind donations. ü Sheraton Premiere Hotel offered discounted Food and Beverage and complimentary meeting space (value $35, 000). . ü BISGlobal is our CRM reporting tool and account management system (Value - $20, 000 ) ü PC Retro donated 60 laptop computers, extra batteries, supplying extension cords, and power strips (Value TBD ) ü Mobile App developer and provider - Simtelligent - (Value - $15, 000 ) / Swag Bags - ITC Inc. – (Value ) / 2000 ü Av sponsor – A Plus Office Equipment (Value TBD ) / Print Sponsor – Print Falcon (Value TBD) / PMR Consulting Services - $5, 000 / Photography Services – Bob Klannukarn Planned Activities for Next Reporting Period § Will be sending more frequent last minute communications and reminders to all day of Services volunteers on Monday, Wednesday and Friday of this week. § Continuing to follow-up with REP’s for cash sponsorships and crowd sourcing opportunities. § Matching process to begin on January 7 th and finalized on January 14 th. § First Volunteer training to begin January 8 th and second on January 13 th.

Overall Status Report for Week Ending 1/10/2015 Deliverables Financial Source Status In-Kind Donations – Good and Services Sponsorship l Cash Sponsorship l Individual Cash Donations Total Cash Received l l Chapter Competitions % Target / Current Comp Goal Comments Milestone Status Sheraton - $35, 000 70% $100, 000 $110 K BISGlobal - $20, 000 Ability to support priority Simtelligent - $15, 000 1 items. HP $18, 400, Xerox $5, 000, PMIEF $3500, Umd $5, 000, L 3 75% $50, 000 $40, 950 Comms - $3, 500 Misc. First volunteer training sponsors $5, 050 31% $20, 000 $9, 525 Individual donor in the lead 67% $70, 000 $ 50, 475 Broke 50 K!! % Current Target Comp Date Baltimore l 61% $5, 000 $3, 031 DC l 23% $5, 000 $1, 149 Montgomery County l 17% $5, 000 $838 Silver Spring l 27% $5, 000 $1, 355 Southern Maryland l 0% $5, 000 $0 Individual Donors l 63% 5, 000 $3, 152 Crowd Fundraising Total l 31% $30, 000 $9, 525 Original Current % Delivery Comp Date Comments As of Jan 5, we can account for 100% of our 12/29 priority one items execute the event First session very well received. Two of them will 1/8 be live and have an additional one recorded ♦ 100% 12/31 ♦ 100% 1/8 Second Volunteer Training ♦ 0% 1/15 On track Gained a swag Bag Sponsor ♦ 100% 1/5/15 1/5 Able to offer all of our guests a swag bag for their materials January communications package sent to chapters ♦ 100% 12/30 1/7 Gain a print sponsor ♦ 100% 12/31 1/5 Will save on overall cash outlays Gained a computer sponsor ♦ 100% 12/31 12/30 Assist in promoting a nice professional image Metrics Chapter Volunteer Counts (includes double counting multi-chapter) Chapter X Day of Volunteers % Original Current Comp Target Count Milestone Status Nonprofits l 48% 200 96 Day of Service PM Volunteers l 63% 600 380 PMO Volunteers l 150% 40 60 Placed PMO Volunteers l 114% 36 41 PMO Volunteers Total Volunteers Baltimore 35 4 39 DC 219 18 237 Montgomery County 42 10 52 Silver Spring 37 9 46 Southern Maryland 2 1 3 TBD (all other or blank) 22 8 30 Comments In December goal is to achieve 100 by Jan 9 th Need chapters to push for volunteer sign ups. Continue to assign volunteers from existing pool as needs arise. Current needs are met, but expecting further needs over coming months.

Which PM Tools Make a Difference? Manage it like a project q. Preparing for

Preparing for the Tool The right tool for your organization is going to be the one that meets your business objectives as simply as possible. q. Treat it like any other project Gather requirements first! q What business problem are we solving? q What solution is best for our people? Do they already have “new tool exhaustion”? Slide: 22 2/11/2015 © 2015 PMO Strategies

Customization Gone Wild If you aren’t using the software as designed, you risk degrading quality. q. Simplify your process first q. Understand requirements BEFORE selecting software q. Consider changing the process to fit the tool q. Remember the 80/20 rule The more you customize the tool, the more complicated it will be to use! Slide: 23 2/11/2015 © 2015 PMO Strategies

Bottom Line on Tools Avoid workaround syndrome: The overly complicated tool is the one that won’t get used. q. Don’t over customize q. The tool will work fine if used as designed q. Prioritize what you need from the tool q. Instead of tons of integration, consider… - starting from scratch with a new tool - using a system of integrated capabilities Slide: 24 2/11/2015 © 2015 PMO Strategies

The Building Blocks of an Effective and Sustainable PMO THE ART Slide: 25 2/11/2015

The Art Building Blocks Type of PMO for Your Organization Low Down on Methodologies Which PM Tools Make a Difference Successful Change Leadership Alignment with What Matters Slide: 26 2/11/2015 © 2015 PMO Strategies THE ART PMO Talent Management

PMO Talent Profile What really matters? q. Certifications matter, but only so much q. Communication and expectations management Do what they say they will do q. Natural change agents: it’s a lifestyle q. The real prize: empathy Can they see others’ perspective? q. The chameleon: knowing how to meet stakeholders where they are q. Instinctive leaders, others tend to follow Slide: 28 2/11/2015 © 2015 PMO Strategies

Finding the Talent and Keeping Them Happy Know how to manage them q. Have a clear idea of who you need q. Leverage your super stars to help you interview q. Hire diverse skills to create diversity of thought Diverse strengths helps to solve different problems q. Take the time to get to know them so you can manage them as individuals q. Challenge and develop them…they want to grow and improve q…then GET OUT OF THEIR WAY! Slide: 29 2/11/2015 © 2015 PMO Strategies

Change Resistance in the PMO Managing change starts at home q. Stop talking and listen q. Have they heard this before? PMOs go through a lot of change…have they already seen this movie? q. What do they fear? q. What do they know that you don’t? q. Give them the WIIFM! What’s In It For Me (them) q…then, it’s time for the tough love Slide: 30 2/11/2015 © 2015 PMO Strategies

Successful Change Leadership How to Get the Right People on the Right Road, Going in the Right Direction q. The balance of projects, people and change q. Start with change agents q. Sponsor engagement q. The mathematical equation Slide: 31 2/11/2015 © 2015 PMO Strategies

Projects, People and Change Remember that the actual project is only one piece of

Start with Change Agents People make change happen The number one obstacle to success for major change projects is employee resistance and the ineffective management of the people side of change. Prosci Best Practices in Business Process Reengineering benchmarking study q. PMO change agents q. Change agents in the organization q. Leadership from the bottom up q. Change agents must drive accountability q. PMO leader’s role in accountability Slide: 33 2/11/2015 © 2015 PMO Strategies

Sponsor Engagement Driving accountability with sponsors The number one factor in determining success or failure of a change initiative is sponsor engagement. Prosci Change Management Methodology q. Teach them how to be sponsors q. Actively and regularly engage them q. Give them the information they need to make educated and informed decisions q. Make them look good, by driving results (future PMO advocates in the making) Slide: 34 2/11/2015 © 2015 PMO Strategies

5 PMI Chapter Executive Governance / Steering Committee Kos, Lott, Parker, Schendel, Stroncek PMI Strategic Adviser Raji Sivaraman Executive PMO Director Laura Barnard Executive Director J. Kendall Lott Taproot Project Manager - Lisa Iannuzzi (DC) IT Services - Raj Sarikonda (MC) Logistics Director Sharyn Horowitz (DC) Finance Director Jennifer Arndt (B) Volunteer Management Director Danni Richards (DC) Sponsor Engagement Director Lisa Harper (SS) PR & Marketing Director Hector Del Castillo (SS, MC) Logistics Deputy Loretta Letke (B) Finance Deputy Aakash Singhal (MC) Volunteer Mgt. Deputies Cielito Bates (DC) Margit Zimmern (DC) Sponsor Eng. Deputy Ceresh Perry (DC) PR & Marketing Deputy Shantelle Coleman (SS) • Reva Gambrell (SS) • Charles Dickson (MC) • Ullice Pelican (Balt) • Justin Encarnacion (SS) • • Bob Klannukarn (DC) Walter Dyer (B) Pearine Parkinson (SS) Robin Bradshaw (MC) Marco Pompey (DC) Karen O’Hern (DC) Heather Kramer (MC) • • Heath Suddleson (MC) Lisa Hunnicutt (SS) Laurie Mankin (DC) Constance Mc. Aninch (DC) • Mike Hannan (DC) • Diana Hillman-Snably (DC) • • • Regina Robertson (SS) Marlon Marshall (MC) Brittany Yates (DC) Robert Ehrlich (DC, MC) Richard King (DC) Kwema Ledbetter (SS) • • Ashwin Saboo (SS) Barbara Reed (DC) Elizabeth Bollinger (SS) Andy Brown (SS)

Mathematical Equation q. When all else fails… C 1 V 1 = C 2

Alignment with What Matters Driving Real Change Across the Enterprise “…the alignment of the PMO to the goals of the organization is key to driving strategy implementation. ” PMI Pulse of the Profession q. Engagement with the C-suite q PMO in strategy q Aligning people Slide: 37 2/11/2015 © 2015 PMO Strategies

Engagement with the C-Suite Engage to stay relevant “ 61% of executives admit that their firms often struggle to bridge the gap between strategy formulation and its day-to-day implementation. ” The Economist Survey: Why good strategies fail – Lessons from the C-suite q. C-suite sets organizational direction, which is realized through strategy implementation q. They need help defining and executing business strategy, even if they don’t know it q. Need to make sure the portfolio stays relevant with business priorities Slide: 38 2/11/2015 © 2015 PMO Strategies

PMO as Strategy Navigator Driving strategy development and delivery “High-performing PMOs are twice as likely as low performers to be involved in the early stages of strategic management…seen as an integral part of strategic implementation. ” PMI Pulse of the Profession q. Show the value of the PMO way in delivering on strategy - PMO as facilitator of strategy definition - PMO as strategic change driver - PMO as strategic portfolio oversight Slide: 39 2/11/2015 © 2015 PMO Strategies

Alignment of People Right people in the right places q. Align talent with their strengths - Business knowledge is often king - Super stars in most crucial areas - Where relationships already exist …but also give them growth opportunities “Where you have resources allocated really says what you have prioritized. Ensuring that the allocation process is aligned with strategic intent is critical. ” Jeff Austin, Vice President Strategy Planning, Du. Pont Pioneer Slide: 40 2/11/2015 © 2015 PMO Strategies

THE SCIENCE The PMO Building Blocks Type of PMO for Your Organization Low Down on Methodologies Which PM Tools Make a Difference Successful Change Leadership Alignment with What Matters Slide: 41 2/11/2015 © 2015 PMO Strategies THE ART PMO Talent Management

Questions? Comments? Slide: 42 2/11/2015 © 2015 PMO Strategies

© 2015 PMO Strategies THANK YOU! Laura Barnard, PMP Slide: 43 2/11/2015 © 2015

Eager to Create Sustainable Change? www. PMOStrategies. com PMO Strategies is a full service solution provider for all of your PMO and change management needs. Leverage our battle-tested experience building, transforming, and rescuing PMOs for organizations eager to create sustainable change since 1999 Professional Services Training Services v PMO Coaching v Project Leadership and Management v PMO Assessment v Building an Effective & Sustainable PMO v PMO Roadmap v Hyper-Productive Portfolio Management v PMO Startup v PMP Certification v PMO Rescue v Risk Management v PMO Transformation v Communications Management v PMO and PM Staffing v Project Scheduling and Estimating v Change Management v Scoping and Requirements Slide: 44 2/11/2015 © 2015 PMO Strategies