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This presentation primarily targets an Enterprise’s business architecture and how this architecture impacts, constrains, supports and guides the work that a PMO will undertake. Business architecture will also help in determining the types of PMO’s which are needed and at what levels they will be needed in order to achieve Enterprise objectives.
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PMO Symposium 2011
Enhancing the PMO Partnership
Achieve Business Results with Business Architecture
PMO Symposium 2011
AGENDA
Business Architecture People and the PMO Process and the PMO Systems and the PMO Data and the PMO
Take it to the next level
People and the PMOKnowledge workersProject Workers
PMO Symposium 2011
People and the PMO
Knowledge workersEMBRACE AVOIDShort term targeted usage Too many on one projectIncreased skill level Mismatching skill sets
Project workersEMBRACE AVOIDPMO shared resources Overloading great PM’sContinuing Education Mismatching work skills
PMO Symposium 2011
People and the PMO
Value $ saved on hiring $ saved on efficient use of workers Increased skill levels, increasing successful future
programs & projects Effective use of workers (resource leveling)
Process and the PMO
Enterprise process Program & Project processEngagement process
PMO Symposium 2011
Process and the PMO
Enterprise Process
EMBRACE AVOIDCross-functional Lone rangerCommon taxonomy
PMO Symposium 2011
Process and the PMO
Program & Project Process
EMBRACE AVOIDIndustry Standards Police stateProcess efficiency Fire Drills
PMO Symposium 2011
Process and the PMO
Engagement ProcessEMBRACE AVOIDHaving one Ad hoc requestPrioritization No sponsorshipMeasurements
PMO Symposium 2011
Process and the PMO
Process Value Strategic program value, market share $ saved from consistency and alignment Time saved from common taxonomy $ saved by not working on misaligned projects
Systems and the PMO
PMO Symposium 2011
Systems and the PMO
Financial systems Political systems – CLM Infrastructure systemsCulture systems Change systems
PMO Symposium 2011
Systems and the PMO
System Value Funding to complete the programs Realistic scrutiny of testing & schedules Appropriate management of stakeholders
to accept change $ saved from accurately monitoring the
systems
Data and the PMO Data and the PMO Horizon and value metrics Risk Analysis
PMO Symposium 2011
Data and the PMO
PMO Data
EMBRACE AVOIDClear ownership Redundant dataClear definitions Disparate dataSingle Source of Truth Owning everything
PMO Symposium 2011
Data and the PMO
Horizon and Value Metrics
EMBRACE AVOIDFramework for review Change w/o dataTrending (slip) Boring & repetitiveFuture views
PMO Symposium 2011
Data and the PMO
Risk and Contingency
EMBRACE AVOIDRisk Management Plan Lack of RMPRisk validation data Unused planRisk tracking
PMO Symposium 2011
Data and the PMO
Data Value Ability to provide information to make critical
Enterprise decisions $ saved or gained as a result of effective risk
management Trust!
PMO Symposium 2011
Evolution
Never the same Game ChangersProcess Evolution
PMO Symposium 2011
Questions?
THANK YOU!
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