100 Day Plan for Directing a PMO

100-Day Planfor Success

as

Directorof

Project Management(PMO)

By: Jack Brown, B.Sc., PMP©, ITIL©

How Will I…..? Pertinent Questions to Answer

Indeed….

Manage outstanding projects and build key partnerships

How will I deliver on objectives and thrive in this high performance environment?

Jack Brown, B.Sc., PMP©, ITIL©


How I Deliver Change…

“… The customer was looking for help restructuring its Security Initiatives into Programs and Projects. Jack has leveraged his experience with large-scale integrations and industry best practices to provide a vision and framework for the organization all of the work efforts being delivered, into well defined Projects and Programs with clearly defined deliverables. He provided a structure for the delivery of these efforts and has inculcated this into the organization through partnering, mentoring, and training. He has made an ally of the customer whose sees the Project Office that he has created as enabling the efficient delivery and communication of value to the enterprise…”


Planning for Process Improvement & Delivery

“… as Information Security Program Manager, Jack is exemplary, demonstrating attributes of leadership, direction, expertise, and focus to a non project aligned organization. Under Jacks direction, the Information Security groups program and project management processes and programs were transformed from an ad hock and just in time project activity; to a repeatable and manageable process driven organization. Jack worked through a very resistant and resilient division, successfully building and implementing project management processes that were aligned with the Corporations business strategy and goals, as well as building a solid management structure around the program initiatives, and all at a very stressful and fragile time for the organization. Jack’s work improved our organization and positioned us for future success…”



• 100 day plan establishes initial priorities

• 100 day plan builds foundation for longer term Dept. plan & mgmt approach

• 100-day plan initiatives need to be stated in measurable terms

• 100-day plan initiatives need to be presented in a task & status dashboard

• Use On-Going reviews on the Progress of the 100-Day Plan to Shape Long term Future

Initial Thoughts

• Needs to Utilize & Incorporate Rolling-Wave planning

… Just exactly what do I need my plan to do, and how will it develop?


Initial few weeks Conduct briefings with peers and subs to set stage for creating & evolving 100 day plan to:

Construct agenda for the 100 day plan (draft short term plan) outline high-level action topics form basis for dialogue during briefings set measures of achievement for 100-day plan with stakeholders

Ensure current assumptions were clear and valid what are my assumptions of where the group is where do I think the group need to go confirm assumptions with exec to ensure no surprises during 100 plan execution

Baseline current issues and opportunities determine business communities perceptions of department and improvements needed determine where business community perceives the dept impacts Articulate these perceptions into the 100-Day plan as action items

Get buy-in from the department leaders into the plan to provide input Re:

challenges to be met opportunities to be identified Incorporate these into the plan

Planning Framework


Build “Buy-In” by Listening & Leading Interviews, Planning Meetings and Questions let my peers and

subordinates know I’m listening to their input and feedback.

Learn Hot Button Issues: ie: frustrations with previous leadership ie: expectations for responsiveness from myself and Exec mgmt Ie: lack of tools, processes, budget, support, etc… (even if only perceived)

Establish My Management style early: Proper and Diligent Planning, Accountability, Empowerment, Support, etc…

Use My 100-day plan to tune my Directions, Mandate, Authority and Vision to ensure it aligns with:

- Prevailing Executive Management Style - Corporate Culture


From Processes to Plan… Ask Questions How Do We Get from Zero (0) to a

feasible “Plan” ?

… by asking QUESTIONS…


The following example demonstrates the basic process:

My car will not start. (the problem) Why? - The battery is dead. (first why) Why? - The alternator is not functioning. (second why) Why? - The alternator belt has broken. (third why) Why? - The alternator belt was well beyond its useful service

life and has never been replaced. (fourth why) Why? - I have not been maintaining my car according to the

recommended service schedule. (fifth why, root cause)

5 Why’s of Cause & Effect Can Then Lead Naturally to….

5 Why’s Cause & Effect


Follow the Discovery Process Who? What? Where? When? Why?

& HOW? – How do WE Fix or Improve This?


Project Failed

Scope Creep

Lack of Definition

Process Failures

Project Staff

No Project Control Book

All Stakeholders not DiscoveredLack of team Skill Sets

Lack of Change Control

No Defined Oversite

No WBS createdLack of coordination

Questions Can Lead to Order.Cause & Effect (of my plans)


What Is My Plan for Targeted Activities? - Create Activities Plan (note Completed / In Progress / Not Started) - Major Activity Progress - Meet All Major Stakeholders (internal and external) - Establish Regular Executive Management meetings With CIO / VP - Document First Set of Quick Hits in a Plan and Set Priority - Perform an HR Assessment - Assess Contracts & Associated SLA’s for Delivery Health & Status - Initiate IT Strategic / Tactical & Operational Planning - Deliver a Communication Strategy – Intra-PM & External - Pilot Value Add & Priority-Setting Process Discovery Meetings - Set up Business Management Meetings - Organize Industry Best Practices Focus Team - Begin Planning Phase to Transition the Administrative PMO Towards an

“Enterprise” PMO with OPM3 Characteristics - Create & Deliver a Monthly Progress Dashboard to Pertinent Stakeholders


Who Are Our Stakeholders

InternalExternal

Who are the Clients We support

PM Team Makeup

Executive StrategyCorporate Vision

Project Management Strategic PlanProject Management Tactical Plan

Budget AvailableBudget for Lights-On Operations

Budget for Project Management Team Growth

Organization Structure

PMO & Project Management ManagersWho are my

PMO/PM Strengths

PMO/PM Weaknesses

Opportunities for Improvements

Threats to Strategic, Tactical and Operational Plans

PMO & PM Interconnect /Support Methods arein Place

What is the Health of the PM Cross Team Relationships

Client Lists Current Contracts

Contract SLA’s & How are We Delivering Results

Current Client Feedback

PM Team Profiles – Skill Sets and Activities

Training PlansWhat are the Service Processes

What are the Current PMO Processes

VP/CIO 1 yr & 3yr plan

Team Managers Current Issues

Team Needs

Team Mgr’s Wish Lists

Current Operational Plan

Current Staffing LevelsCurrent Staffing Issues

Current Services Offered

Staffing Projections

How are Teams Engaged

How do teams Interconnect / Interface / Communicate to provide meshed support

How Do We Interface with Clients

How Do Clients Provide Feedback

PM External interactions (within Company)

How is Client Feedback Recorded, Tracked & Acted Upon

Questions Asked

What’s Documented What’s Missing

BRAINSTORMING


Pre-Arrival Peer Introductions (Phone Calls) House Keeping

DAY 1 - Take Control Identify the KEY Stakeholders - UP / DOWN / ACROSS Complete Personal Setup with Items from Pre-Arrival Start Analysis and Mgmt team Brainstorming ASAP

DAY 30 - Get Buy-In for One Burning Objective & Create the New Strategy Determine and Share the Mission / Vision & Values Get Buy-In to Strategy and forward momentum even if only 70% right - it can be refined as more is learned

DAY 45 - Use Milestones to Drive Team Performance Provide measures to mark successful progress - Focus on Positives not Negatives

DAY 60 - Invest in Early Wins to Build Team Confidence (Deliver by 6 month mark) Identify Potential Opportunities for Improvements that are Easy Hitters - Builds team confidence

DAY 70 to 100 - Get the Right People in the Right Roles Support and Recognize People Who are in the Right Jobs and Performing Well Move People Who are in the Wrong Role and Performing Poorly Invest in People who are in the Right Role But Not Performing Well "Evolve to New Roles, those People Who are in the Wrong Roles, But Who are Performing Well"

Draft Framework






Thank You for Your Time Today

It has Been My Pleasure to Present Today

Jack Brown B.Sc., PMP®, ITIL®

Education

100 Day Plan for Directing a PMO