PMO Series:PMO Series: Developing Leaders? Look to Your PMO
Presented By:
Art DrakeVice President – AIG Global Operations & SystemsDirector At Large – Enterprise Management Association – International
PMI© San Francisco Bay Area Chapter, October 20, 2010
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Agenda
Background Opening Perspective Leadership Defined Leadership Trends Why The PMO? Competency vs. Maturity Operations Maturity Strategic Design What’s Next?
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Background
Pre-2008 No consistent PM skills model across AIG Defined the AIG Project Lifecycle (had 35 variations) No consistent adoption of a PMO model; Improved ‘project’ governance
mandated Global AIG PMO established; monthly project portfolio reporting implemented
2008 Defined and implemented PMOs across in Corporate and in all Business Units Varying levels maturity; defined a roadmap for each PMO and measured
progress PM/PMO maturity model and approach designed; central PM & PMO training
2009 – “Run for the hills!” 2010
“Operations Professionalism” Global PMO redesigned into the Global VMO Strategic Design and Target Operating Models; disciplined process management Clear directive to “get ready”
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I Say “leader.” You say?
Visionary
Charismatic
Tough
Mentor
Annoying
Energetic
Trusted
Multi-taskerCrazy
Fun
PioneerInnovativeRadical
Thought Leader
Integrity
Creative
CommandEntrepreneur
OrganizerRelationship Builder
Respected
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To Name A Few
Abraham LincolnJack Welch
Ronald Reagan
Mahatma Gandhi
Vince Lombardi
Winston Churchill
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Another Perspective (or Perception?)
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Words To Live By
“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” John Quincy Adams
“Leadership and learning are indispensable to each other.” John Fitzgerald Kennedy
“Nothing so conclusively proves a man's ability to lead others as what he does from day to day to lead himself.” Thomas J. Watson, Sr.
“Management is doing things right; leadership is doing the right things.” Peter F. Drucker
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Leadership Defined*
Vision – a clear, vivid picture of where to go, as well as a firm grasp on what success looks like
Openness - being able to listen, accept new ways of doing things that someone else thought of; building trust
*As described in HR World
Integrity – integration of outward actions and inner values; builds trust
Creatively - the ability to think differently, to get outside of the box that constrains solutions
Dedication - spending whatever time or energy is necessary to accomplish the task at hand
Fairness - dealing with others consistently and justly
Magnanimity – ensures that credit for successes is spread as widely as possible throughout the company
Assertiveness - the ability to clearly state what one expects so that there will be no misunderstandings
Sense of Humor – ability to relieve tension and defuse hostility; more importantly, use humor to energize followers
Humility - is not self-effacing but rather tries to elevate everyone
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An Industry Perspective (CCL)
Trend 1: The Rise of Complex Challenges
Trend 2: The Innovation Revolution
Trend 3: The Art of Virtual Leadership
Trend 4: Collaboration Nation
Trend 5: The World of Interruption
10 Leadership Trends
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Trend 6: Authenticity Is the Next Celebrity
Trend 7 & 8: The Fallout From The Baby Boom And Filling The Leadership Void
An Industry Perspective (CCL)
10 Leadership Trends, cont’d
Trend 9: Leadership For Longevity
Trend 10: What’s Next?
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The PMO Executive Council Perspective (1/2)
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The PMO Executive Council Perspective (2/2)
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A PMO Peer Group Perspective
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Competency vs. Maturity
Build on basic organizing and planning skills Develop broader perspective; managing across projects Build relationships and trust to take on more responsibility Provide leadership in the ‘project’ space Learn to manage change “Trusted Advisor”
Leadership
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Time
Maturity
A Balancing Act
Individual Capability
Organizational Maturity
The organization cannot mature until individual capability reaches
required level
The individual cannot exert total capability since organization
cannot adjust
Sub-optimized Organization Optimized Organization
The organization and individual are advancing/growing in maturity
at a similar rate/speed
Individual Capability
Organization Maturity
Levels 10 2 3 4
Knowledge used to sustain performance
Knowledge used to advance performance
Time
Maturity
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Building Competency – One Approach
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Competency Model Structure
Knowledge Domains Main categories that group related/complimentary subjects Knowledge domains align with personnel development (e.g., organization)
Subject Areas Represent the specific project/program/portfolio management functional
and learning activities (e.g., risk management) Proficiency Level
Establish a metric to evaluate the key learning and performance outcomes expected within the subject area
Learning Levels Training content and structure to address competency maturity:
foundational (what I need to know), operational (applying what I know) and transformational (expanding what I know to improve)
Training Focus Alignment of training to the project, program, and portfolio level of
functions (i.e., establish how risk management is performed at the varying levels)
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Knowledge Domains
Organization The activities and skills necessary to plan, scope, structure and resource a
project effort Maturity within this domain is evidenced by the expanded activities and
skills required to coordinate projects as a program. Governance
The activities and skills necessary to ensure alignment between strategy and execution
Effective oversight of the organized work to ensure expected project outcomes are achieved within stated constraints/controls
Leadership Demonstrated and recognized skills to organize, motivate and mentor
project teams Ability to manage change and stakeholder expectations to ensure the
successful outcome of a project, program or portfolio Individual
Personal initiative to learn and develop an understanding of the business and to grow professional skills; learning agility.
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Subject Areas
Knowledge Domains Subject Areas
Organization Project/Program Planning Resource Management Project Estimating Project Scheduling Project Budgeting Procurement Management
Governance Strategic Alignment Risk Management Scope Management Execution Management Project Accounting Quality Management
Leadership Relationship Management Change Management Team Development Mentoring Business Acumen
Individual Communication Facilitation / Negotiation Decision Analysis Learning & Growth Personal Leadership
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Model Structure
Knowledge Domain:
Governance
Subject Area: Risk Management
Project Program Portfolio Operational
Fundamental:
Operational:
Transformational:
Advanced:
Framework consistent across domains and perspective (individual vs. organization)
Methodologies, Tools, Training align to the individuals growth plan
Corresponding organizational view to determine gaps
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Start With A Basics
Project Manager Competency Model
PM KnowledgeThe industry knowledge and formal education in project management practices (expertise)
PM PerformanceThe individuals past project management performance (experience)
Personal AptitudeThe individuals personal behaviors and characteristics (qualities)
Competency is generally recognized as a set of characteristics that encompass knowledge, skills, attitudes, behaviors and other personal traits that can be learned, improved and measured.1
1Crawford, Lynn, “A Global Approach To Project management Competence (1997).
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Organizational Competencies
PMO Competency Model
Communications & ReportingThe PMO provides regular and consistent communications to all of its constituents; Data-driven scorecards are used by all levels of management to monitor project performance
Portfolio Oversight & Governance
The PMO exerts control and governance over the entire project
portfolio from an enterprise perspective; Facilitating key
portfolio decisions (alignment / investment)
Operational Controls & Tools
The PMO promotes and enforces the use of
standardized processes and supporting tools to ensure
consistency
At the PMO level, competency is centered around the PMO’s organizational collective ability to drive performance and attain an expected level
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Organizational Capability
VMO Competency Model
OrganizationalPerformanceThe VMO ensures that portfolio outcomes are realized in the business and monitors current initiatives to ensure delivery of benefits
Strategic Planning & Alignment
The VMO actively facilitates the strategic planning sessions,
capturing strategic priorities, ensure alignment, and establishing
the portfolio design
Driving ChangeThe VMO provides direction
and support to key initiatives to ensure change management
is used and that change ‘capability’ is retained in the
business
At the VMO level, competency is focused on the overall organizational change capability.
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Operational Maturity
Project Management
Operations Management
Operations Leadership
Current Operational Performance
Process Improvement
Process Reengineering
Operations Optimization
Competency Levels Process Maturity Levels
Project Management Skills
Operations Management Skills
Operations Leadership Skills
Transitioning from projects (change) to operations (performance)
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The Path To Leadership Development
Use Strategic DesignTM to transform the organization Understand the current operations while planning for the future Actively engaged in the change Encourage and mentor Remain behind; Achieve target performance levels
Organization ACurrent State
Organization AFuture State
Change Strategies
Execution
Business Strategic PlanEnvisioning The
Future
Change Gap Identification
Transformation Plan
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Strategic Design
Baseline the current ‘operational’ state Envision the future and create the strategy Design a future Target Operating Model (TOM) Define the program of work to transition to the TOM ‘Implement’ the program of work – All 14 Dimensions Remain behind to achieve target performance levels
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What’s Next?
First round of organizational assessments planned for 2011 – establish a baseline
Develop the Strategic Design capability by EOY 2010 Integrate project/program performance to personal performance
process by EOY 2011 Integrate program outcomes to Sponsor performance process by EOY
2011
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Biography
Art Drake is currently a Vice President in the Global Operations & Systems Organization, specifically, the Value Management Office at AIG. In this role, Art is responsible for the development of organizational competencies in the areas of portfolio, program and project management across AIG. In his current role, Art has developed several models for measuring the performance of programs and portfolios, leading to improved training and mentoring for program and project managers. Prior to coming to AIG, Mr. Drake was the Director of the Program Management Office and Business Analysis & Strategy Group for EmblemHealth of New York. Art is currently one of the Founding Directors of the Enterprise Management Association – International (EMA-I). EMA-I is focused on advancing change management competencies for teams and organizations. Art is also the former Executive Chair of the Program Management Office Specific Interest Group (PMO SIG), a PMI © component.