Agenda Duke Energy at a Glance Project Management Center of
Excellence (PMCoE) Overview PMCoE Governance Duke Energy PM and PC
Career Paths Strategic Initiatives Take-Aways and Wrap-Up
Slide 3
Duke Energy Overview Worlds largest publicly traded utility
Fortune 250 company Serving 22 million people Employing 28,000 $6B
annual capital spend Operations in: Regulated business Renewables
Commercial transmission & power International markets
Slide 4
Enterprise Portfolio PMC Major Projects PMC Program PMC Project
PMC Maint/Ops Transmission Major Projects Trans Program Trans
Project Trans Maint/Ops International/ Commercial Com/Intl Programs
Com/Intl Projects Intl Projects Commercial Projects Distribution
Major Projects Dist Program Dist Projects Dist Maint/Ops IT PMO IT
Project HR PMO HR Project HR Projects Finance PMO Finance Project
Finance Projects Etc Etc. Etc Special Projects Business Connection
to Projects 2,200+ involved in projects 40+ Departments doing
projects $6 Billion in Capital Dollars
Slide 5
HUMAN RESOURCES ITFINANCE Types of Projects Shared Services
Financial System Integration Sales & Use Tax Enterprise
non-retail Billing SharePoint Upgrade Workstation Refresh Active
Directory Integration Enhanced Cyber Security Job Harmonization
PeopleSoft Integration PeopleSoft Self Service Upgrade
Slide 6
DISTRIBUTION TRANSMISSION CONSTRUCTION Types of Projects
Traditional Coal Plant Retirement Environmental Retrofits to
Existing Plants New Plant Construction Transformer Replacements
Capacity Upgrades Sub Stations Smart Meter Grid Modernization
Slide 7
NUCLEAR WIND SOLAR Types of Projects Traditional Joint Ventures
in AZ, CA, NJ, MA and PA Duke Owned Projects in NC, TX, CA, AZ, and
FL Duke Owned Projects in TX, WY, PA, KS, CO and WI Notrees Battery
Storage Project Fukushima Response Plant Retrofits New Plant
Licensing
Slide 8
PMCoE Background 8 Duke Energy PM Deep Dive 2010 Integration
Team 2011 Progress Energy PM Gaps 2007 Duke Energy PMCoE 2012 -
Future
Slide 9
9 A PMO is an important central hub with a mandate to
coordinate and deliver all project activities as determined by the
organization's needs. The PMO strives to standardize and introduce
economies of repetition in the execution of projects. Tasks may
include monitoring and reporting on active projects, programs and
sub-portfolios, and reporting progress to top management for
strategic decisions on what projects to continue or cancel. PMCoE
vs. PMO/Major Projects PolicyPMCoE What Dept Procedures How The
PMCoE is a central hub with a mandate to provide a consistent
framework to deliver the organizations projects consistently. The
PMCoE supports the PMO in the execution of projects and
continuously improves corporate governance.
Slide 10
PMCoE Vision and Mission Vision Become the Industry Leader in
Project Management Mission The PMCoE will: Establish a consistent
and scalable process leveraging best practices, Provide training,
tools and oversight to enhance project performance and certainty,
Engage the project management community to focus on the pursuit of
excellence, knowledge sharing and skills development. Establish a
consistent and scalable process leveraging best practices, Provide
training, tools and oversight to enhance project performance and
certainty, Engage the project management community to focus on the
pursuit of excellence, knowledge sharing and skills
development.
Slide 11
Enterprise PMCoE PMCoE Organization PMCoE Executive Governance
Committee Director of Enterprise PMCoE Enterprise PM Governance
Enterprise PC Governance PMCoE Support and Services Senior PM
Training and Support Services Sr Project Controls Specialist
Project Director Training Project Manager II Project
DirectorManager of Project ControlsManager Support Services Senior
PM
Slide 12
Career Path Development Policy & Standards Training Tools
& Templates Team Workshops Answers to Questions Career Path
Development Policy & Standards Training Tools & Templates
Team Workshops Answers to Questions Diagnostics Acumen Fuse
Schedule Analysis Assessments Portfolio Reviews Reviews Independent
Estimate Stage Gate Diagnostics Acumen Fuse Schedule Analysis
Assessments Portfolio Reviews Reviews Independent Estimate Stage
Gate PMCoE Framework Best Practices Lessons Learned Benchmarking
PMCoE Policy and Standards Project Management Center of Excellence
Support Services Excellence in Project Management
Slide 13
Governance Hierarchy Company Policies Tier 1 Policies, Laws and
Regulations (POLICY) - Approval of Business Transactions Policy -
Achieving Excellence in Project Management Tier 1 Policies, Laws
and Regulations (POLICY) - Approval of Business Transactions Policy
- Achieving Excellence in Project Management PMCoE Standards Tier 2
- Enterprise Standards (ENTSTD) - Stage-Gate Authorization Standard
through Project Career Path Qualification and Training Standard
Tier 2 - Enterprise Standards (ENTSTD) - Stage-Gate Authorization
Standard through Project Career Path Qualification and Training
Standard ImplementationStandards Tier 3 Implementation Standards
(IMPSTD) - Group, department, section and/or unit procedures, as
applicable Tier 3 Implementation Standards (IMPSTD) - Group,
department, section and/or unit procedures, as applicable
GeneralReference Tier 4 General Reference Materials (GENREF) -
Project Management Institute (PMI), Project Management Body of
Knowledge (PMBOK), etc. Tier 4 General Reference Materials (GENREF)
- Project Management Institute (PMI), Project Management Body of
Knowledge (PMBOK), etc.
Slide 14
Structure of Standards
Slide 15
Project Investment Lifecycle PlanExecuteDevelopAssessScan
Operate & Maintain Value Inputs Identify Opportunity or Threat
Determine Impact / Benefit, Timing and Potential Responses Refine
Candidate Responses (Projects) and Prepare for Initiation Develop
Project Plan and Prepare for Execution of Major Commitments Execute
Commitments, Refine the Plan and Prepare for Construction and
Installation of Assets Construct and Install Assets, Turn Over
Assets to the Receiving Asset Owner and Prepare for Close of the
Project Operate and Maintain Assets Delivered by Project Generate
Return on Investment Retire at End-of-Life or Disposition Asset
abcdefgh BuildCommitInitiateSelectIdentify Close Commission
Slide 16
Enabling a Scalable Project Management Framework Project Rank
and Assignment Cost plus Complexity = Project Rank Project
Complexity
Slide 17
Project Rank Comparison Black ~1% Brown ~1% Green III ~1% Green
II ~1% Green I ~6% White 90% Brown ~30% Black ~30% White ~20% Green
I ~10% Green II ~6% Green III ~4% Total Project Count Total Project
Spend
Slide 18
The Project Delivery System 18 [1] Determine Project Profile
Matrix Rank [2] Assign Rank- Appropriate Organization & Project
Management [3] Use Rank- Appropriate Processes, Tools &
Templates [4] Deliver Products & Services According to Plan
SelectInitiateClose DevelopPlan & Execute
Slide 19
PM and PC Career Paths Sr Project DirectorProject DirectorSr
Project ManagerProject Manager IIProject Manager IProject Mgmt Spec
19 Manager PCSupervisor PCPrincipal PCSSr PCSPCS IIPCS I Project
Rank Project Controls Project Management
Slide 20
Change Management Approach 20 Coalition Building (Executive
Level Presentations) Active & Visible Participation (EGC
Meetings) Direct Communications (Up, Down and Across Organization)
Sponsor Engagement Identify Change Agents in Each Department
Collaborate with Change Agents to Align Department Processes
Workshops with Project Teams Coaching & Org Transformation
Enterprise-Wide Cascading Communication Recurring Communications
Communication Executive Series Management Series Performance Series
Training Resistance Management
Slide 21
Future Initiatives Continuously Improved Project Management
Framework Mature Management of Tail and Reputational Risks Mature
our benefits realization process Highly Skilled and Effectively
Utilized Workforce of Project Professionals Comprehensive Workforce
Strategy Match portfolio to human capital Attract > Develop >
Retain > Re-Deploy Transparent Project and Portfolio Performance
PPM Deployment A consistent enterprise framework enables maturation
of the project management competency 21
Slide 22
Key Take-Aways PMOs and PMCoEs must adapt to business needs and
culture of their organization Effective governance should be
scalable and aim to provide transparency in decision making
Excellence is a journey actively benchmark and dont work in a
vacuum! 22
Slide 23
Contact Information 23 P. Brandon Lane, MBA, PMP
[email protected]@duke-energy.com | (980)
373-2782 LinkedIn:
http://www.linkedin.com/in/phillipbrandonlanehttp://www.linkedin.com/in/phillipbrandonlane