Welcome to PMO 3 0we will begin shortly

Welcome to PMO 3. 0…we will begin shortly • Please visit KAHOOT. IT in preparation for an interactive survey • The Game PIN will be provided • You will need to submit a Nickname to participate

PMO 3. 0 Transforming in a Time of Enterprise-Wide Change Jon Rotholz Terry Branstetter

Introductions • Terry Branstetter, PM Strategic Support Manager • Jon Rotholz, PMO Director Combined 40 years of project management experience; please take a look at our Educause profiles.

Penn State - Current State • Scale • • $4 B annual operating budget 24 Campuses 12 Colleges 150 K+ Faculty/Students/Staff • Information Technology • $250 M • 80 IT Units • 2000 IT Staff

Q 1: Why did you choose to attend this session? • Grow / mature our existing PMO(s) • General project management interest • Discuss organizational transformation • Other

Project Management Office (PMO) • Typical PMO lifespan – 2 years (Project Management Institute) • Definition varies (multiple instances, EPMOs, etc. ) Project Managers across Penn State • Multiple “PMOs” • Local and Enterprise organization / focus

PMO 3. 0 (2018) PMO 2. 0 (2013) PMO 1. 0 (2006? )

PMO 1. 0 – Failure (2006 – 2012) • Limited support from senior leadership • Inexperienced, heavy emphasis on rote methodology • Inappropriate weight given to tool as solution • Lack of organizational buy-in (no PM culture) • Ad hoc project selection • Lack of repeatable processes • Unable to demonstrate value

PMO 2. 0 – Alignment (2013 – 2018) • Good hires (and lucky!) with diverse experience • Critical mass – 100+ years experience • Senior leadership that understands PM culture • Emphasis on scalable “Just Enough” PM processes • Turning the tide, building trust • Increasing value, growing demand

PMO 3. 0 – Designing for the Enterprise • New CIO/VP of IT with a mandate and a vision • Improving Consistency – outcomes, processes, tools, skills • Reimagining IT • Scaling for demand responsiveness • Emphasis on PM maturity and standardized practices

PMO 3. 0 – Success Criteria • Manage the right projects, well – STRATEGIC VALUE • Support a consolidated enterprise project portfolio – GOVERNANCE • Curate enterprise standards & best practices – PM EXCELLENCE • Strengthen the individual practitioner – WORKFORCE DEVELOPMENT

Our Lessons • Startup PMOs need at least one professional onboard • PMOs require support from senior leadership • Scalable PM - “Just Enough” is enough • PMO foundations are capability and trust • Prepare to evolve with the enterprise

Q 2: What is your organization’s attitude towards project management? • Positive • Negative • Neutral • Unknown

Q 3: How many PMO’s are in your enterprise? • Zero • One • Two • More than two

Q 4: What is the state of project management tools? • Single enterprise tool • Multiple tools • No standard tool(s) • Don’t know

Q 5: What is your organization’s satisfaction level with project management and/or its PMO(s)? • High • Mixed • Low • Not applicable

Let’s Keep In Touch! üJon Rotholz – jrr 27@psu. edu üTerry Branstetter – tlb 5594@psu. edu Questions