project management office (anna maria felici)
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1
Introduzione alle tematiche del Project Office
Bolzano
mercoledi, 24 marzo 2010,
Dott AnnaMaria Felici PMP CMC
e-mail felici.annamaria@fastwebnet.it
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Definizioni
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� Project: A temporary endeavor undertaken to create a unique product, service or result.
� Program: A group of related projects managed in a coordinated way to obtain benefits not available when managing them individually.� Source: A Guide to the Project Management Body of
Knowledge (PMBOK® Guide), 3rd Ed 2004 © Project Management Institute, p 368
� Project: A complex effort, usually less than three years in duration, made up of interrelated tasks performed by various organizations, with a well-defined objective, schedule and budget.
� Program: A long-term undertaking that is usually made up of more than one project.� Source: Archibald, Russell D., Managing High-Technology
Programs and Projects, 3rd ed. 2003, John Wiley & Sons, p 24
Lo schema
settembre 2009 4
Modern project management
� Professional approach
�Focus on individual capabilities
�Project Manager Dual role � Technical expert
� Business leader
�Project Management� Oversight, Control and Support the Project
PMO
�They needs an Organizational entity asbusiness integrator to encompass�People
�Processes
�Tools
�That manage or influence project performances
PMO
�Help Project Managers and the relevantorganization to understand and applyprofessional practice of project Management and to adapt and integratebusiness interest into to project management environment with which isintegrated
� Gerard M Hill The complete Project Management Office Handbook
Sommario
1. Strategic Project Management
2. Operational Project Management
3. PPM
4. PMO8
Strategic Project Management
�Best organizations will integrate strategic management, project management, and operationsmanagement through project portfolio management
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Strategic Project Management
�Portfolios link corporate strategy with project management
� ‘Portfolio steering group’ holds responsibility
�Must implement an integrated project portfolio management process
�Various types/categories of project portfolios
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Project Categories/project Portfolios
�Combe and Githens (1999) identify three general types of project portfolios: �Value-Creating: Strategic or enterprise projects.
�Operational: Projects that make the organization more efficient and satisfy some fundamental functional work.
�Compliance: “Must-do” projects required to maintain regulatory compliance.
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Total Life-Cycle Management
�Total life cycle management:�Including early conceptual & ‘after’ phases
�Portfolio PM links corporate strategy with conceptual life-cycle phase
�Include realization of project benefits as part of PM discipline
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STRATEGIC PLANNING
MANAGEMENT OF OPERATIONS
MANAGEMENT BY PROJECTS
PROJECT
MANAGEMENT
PROCESSES
TOOLS METRICS
PROGRAM
MANAGEMENT
PORTFOLIO MANAGEMENT
ORGANIZATIONAL GOVERNANCE
ORGANIZATIONAL GOVERNANCE
Portfolio Management
� Il Portfolio IT è� un insieme di asset (hw,sw, persone, progetti, processi) � mappati in strategie di investimento (basate su tolleranza al
rischio e obiettivi di business) � secondo un mix ottimale (la percentuale o il range di
investimenti fatti in ciascuna area) � basato su assunti di performance future (aspettative di
crescita strategiche e tattiche dell’Organizzazione) � al fine di massimizzare il rapporto valore/rischio (assicurando
che gli investimenti IT selezionati abbiano come risultato il livello desiderato del valore per i costi ed i rischi coinvolti)
� per ottimizzare i ritorni organizzativi dati dagli investimenti IT
� META Group inc 2002
PM Systems, Tools and Practices
�PM software more specialized to fit project categories or types
�Web-enabled PM used by all; virtual teams
�Wireless everywhere
�PM software vendors will begin consolidation
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PM Discipline and Individuals
�Best practice: Project and Operations management will be integrated through corporate-wide Project/OperationsPlanning and Control System 17
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Kertzner – Project Management pp. 737
OPERATIONAL PROJECT MANAGEMENT
Operational Project Management
� All the processes described in the PMI PMBOK� All the specific practices, systems and methods to be
used for authorizing work packages, planning, and controlling projects and multi-project programs
� These operational responsibilities include –for each project and program within each project portfolio:� Select and assign project and program managers� Design/select/apply the best project life-cycle models for
each project category� Select & implement the specific project planning, scheduling,
executing, and controlling methods and software tools to be used.
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Strategic management
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PPM
�Project portfolio management is fundamentally the integration of �the strategic project management processes and
�responsibilities with the well known operational PM processes and responsibilities.
�PPM provides the bridge between strategic and operational project management
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PMO
The arm of Senior Management to help them to meet their strategic goals byproviding them with a single point of knowledge
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PMO
�VALUE PREPOSITION: The set of qualities of a good or service that allowsit to fulfil the customer's needs and desires, as opposed to simply benefitingthe seller
�MISSION STATEMENT: is a formalshort written statement of the purposeof a company or organization.
Project Management Office
� The spectrum of possible Project Management Office services is very broad. Typical service offerings include:� Administrative Support– offloads documentation tasks from
project managers, including management reporting.� Consulting & Mentoring– provides guidance and consulting to
project managers, project participants, and management team.
� Resource Management– ensures resources are effectively allocated across projects to avoid overloads, conflicts, and disruptions.
� Process Standards & Methods Development– documents project management procedures and in-house lessons learned.
� Software Standards & Support– selects and/or creates software tools for project management.
� Education & Training– selects and schedules, or creates and delivers, project management training courses.
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PMO
Stages and functions
Stage 1
�Project Office�Achieve project deliverables and objectivefor cost, schedule and resource utilization
�1 or more project
�1 Project Manager
Stage 2
�Basic PMO�Provide a standard and repeatable PM methodology for use across all projects
�Multiple projects
�Multiple Project Managers
Stage 3
�Standard PMO�Establish capability and infrastructure tosupport and govern a cohesive project environment
�Multiple projects
�Multiple Project Managers
�Program Manager
�Part time PMO Support Staff
Stage 4
�Advanced PMO�Apply and integrate a comprehensiveproject management capability to achievebusiness objectives
�Multiple projects�Multiple Project Managers�Program Managers�PMO director�Dedicated PMO Technical and SupportStaff
Stage 5
�Center of excellence�Manage continous improvement and cross-department collaboration to achieve strategicbusiness goals
�Multiple programs
�Vice president or director of Project Management
�Dedicated PMO Technical and Support Staff
�Enterprise-wide support staff� Gerard M Hill The complete Project Management Office Handbook
PO FUNCTIONS
�Development Functions�Recruiting project managers from within the organization.
�Hiring project managers externally.�Defining a project manager training path and ensuring that it is followed.
�Providing mentors for novice project managers.�Establishing a mutual assistance program for project managers.
�Conducting project reviews to determine if a project manager needs help.
�Evaluating project managers at the completion of each project and recommending steps for improvement.
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PO FUNCTIONS
� Support Functions� Providing an escalation path for project issues.� Developing procedures to help project managers who are also team
participants balance the demands on them.� Providing assistance to project managers who are required to
manage multiple projects.� Providing a central source of data gathering for costs and time.� Producing standard reports on the status of projects such as
performance against budget or schedule.� Establishing standards for initiating and closing projects.� Providing a mechanism for managing changes to project scope.� Establishing a process to define priorities among projects.� Helping project managers negotiate for needed resources.� Implementing project management tools such as software or
methodologies.� Providing a forum for mediation when a project manager and a
customer dispute aspects of the project such as scope changes� Providing templates for project management deliverables such as
the project charter or project plan.
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PO FUNCTIONS
�Control Functions�Providing line management for project managers.
�Assigning project managers to projects.
�Defining mandatory project requirements such as status reports, team meetings, or project plans.
�Reviewing project management deliverables to ensure that they are produced and to validate their quality.
�Establishing project management standards.
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PMO Functions
�Progetti in corso
The value of a common project management process
� Reduced cycle time� Reduced delivery costs� Improved quality of project deliverables� Early identification of project issues, budget,
scope, & risks� Knowledge leverage & reuse� Improved accuracy of estimates� Improved perceptions of IS organization by
clients� Improved people and resource management� Reduced time to get up to speed on new
projects
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Pitfalls
�The PMO did not define its value preposition�The PMO is not perceived as impactingproject delivery abilities
�The PMO is seen as a threat – most often tooauthoritative
�The PMO is too low in the management reporting structure
�The PMO does not have buy-in from the senior functional managers
�The PMO initiatives are unnecessary overhead�The PMO try to control every project directly
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BUILDING A PMO
� UNDERSTAND THE ORGANIZATION� UNDERSTANDING THE GOAL� DEFINE THE VALUE PREPOSITION� DEFINING THE CHANGE� PILOT� CUSTOMER MOTIVATION� RESOURCE GATHERING� CULTURE & STRUCTURE BUILD/CONNECT� RUN/DEMONSTRATE� MANAGE STAKEHOLDERS/NEGOTIATE OUT CONFLICTS� COMMUNICATE/INCENTIVE/MANAGE CHANGE� TRANSITION� ASSIST
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Cinque standard
PMCDF: The Project Manager Competency Development Framework
2002 standard per la formazione e lo sviluppo dei Project Manager
PMBOK®Guide—Third Edition
Standard per la gestione progettiII ed
II ed
IV ed II ed
II ed
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Cinque standard
settembre 2009 41
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Contatti
Dott AnnaMaria Felici PMP CMCPrograms&professional Development DirectorPMI Rome Italy Chapter -Coordinatrice territoriale APCO LAZIO
Cell.: +39-335-246215Tel : +39-06-42272059fax +39 06 97257288e-mail felici.annamaria@fastwebnet.it
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