ppso sig spring conference – 10 april 2008 1 types of psos john zachar principal consultant citi...
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Types of PSOs
John ZacharPrincipal Consultant
CITI [email protected]
Lovat Bank, Silver StreetNewport Pagnell
BuckinghamshireMK16 0EJ
+44 (0) 1908 283 600
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Introduction
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Projects
Project
Sponsor
Impacts
Benefits
Project
Sponsor
Impacts
Benefits
Project
Sponsor
Impacts
Benefits
Project
Sponsor
Impacts
Benefits
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Status monitoring Cost tracking
Allocating project managersResource utilisation
Audit Trouble shooting projects Document management
Project performance
Project resourcing
Projectcontrol
Project support office
Milestone date
23
/05
/97
06
/06
/97
20
/06
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04
/07
/97
18
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01
/08
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15
/08
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29
/08
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12
/09
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26
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10
/10
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24
/10
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07
/11
/97
21
/11
/97
05
/12
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19
/12
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02
/01
/98
16
/01
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30
/01
/98
23/05 1
06/06 3 2 5 6 11
20/06
Reporting date 04/07 1
18/07
01/08
15/08
29/08 3 2 4 7 5 6 8 9
12/09 2 4 7 5 6 8 9
26/09 2 4 7 5 6 8 9
10/10 2 4 7 5 6 8 9
24/10 7 5 6 8 9
07/11 5 8 6
21/11 5 8 6
05/12 6 5 8
19/12 6 5 8
02/01
16/01
30/01
13/02
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Throughput
Project support office
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Admin
Types of project support office
Support
Capability
Partner
GuidanceControl
ImproveManage
Control
Emphasis
Admin
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Data collector
Keeps the ‘scores’ and ‘history’
Reports aggregator
Supports individual projects
Passive
Staffed by administrators
Conduit for information on current projects
Reviews
A
Project support office: admin
Information gathering reviewers
Facilitator
Secretariat
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Information management Interpreter Focus on project delivery Interventionist Staffed by functional specialists Some authority Perform audits Conduit for current projects
and reports on the ‘portfolio’ Reviews
Project support office: control
C
Time QualityTechnical
Cost
BusinessBenefits Risk
Cost
Criteria based reviewers
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Centre of excellence –
agency of change Pro-active and interventionist Staffed by process specialists Supports portfolio and projects Provides training and support May ‘own’ PMs and resource management Monitors portfolios and projects, - influences project
organisational performance Reviews
G
Project support office: guidance
Health clinic
StatusMilestone date
23
/05
/97
06
/06
/97
20
/06
/97
04
/07
/97
18
/07
/97
01
/08
/97
15
/08
/97
29
/08
/97
12
/09
/97
26
/09
/97
10
/10
/97
24
/10
/97
07
/11
/97
21
/11
/97
05
/12
/97
19
/12
/97
02
/01
/98
16
/01
/98
30
/01
/98
23/05 1
06/06 3 2 5 6 11
20/06
Reporting date 04/07 1
18/07
01/08
15/08
29/08 3 2 4 7 5 6 8 9
12/09 2 4 7 5 6 8 9
26/09 2 4 7 5 6 8 9
10/10 2 4 7 5 6 8 9
24/10 7 5 6 8 9
07/11 5 8 6
21/11 5 8 6
05/12 6 5 8
19/12 6 5 8
02/01
16/01
30/01
13/02
Expert reviewers
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Source of best practices
Reactive and demand-driven
Staffed by people capable/competent in PM
Supports business-led initiatives to improve
Monitors the portfolio and maintains information on the
capacity and capability
Involved in establishing strategic direction
Represents project management at board level
Reviews
P
Project support office: partner
Coach/trainer Portfolio reporting
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
PSO rolesStaff Planning role Implementation roleExecutive sponsor
Secure funding Make go/no go decisions Link strategy to PSO objectives
Integrate with company strategic initiatives PSO advocate
PSO manager
Oversee content development Specify technology, staffing & rollout
requirements Oversee PM method development
PSO staff
Company PMs
Customers
Develop content Document the method Solicit & document customer
requirements
Provide subject matter expertise & guidance on method & PSO operation
Buy in to PSO concept & operation
Provide project management support requirements
Run day to day operations Responsible for all PSO deliverables Champion method implementation Implement continuous improvement process
changes
Maintain project deliverables, solve problems Carry out PSO functions Maintain all PSO records
Access & use the PSO as agreed Implement PM method & PSO processes Implement training via PSO
Provide feedback on PSO products & services Support PSO continuous improvement process
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
PSO
Central project office
Pro
ject
Pro
ject
Pro
ject
Information management
Process consultants
PS PS PS
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
PSO
Virtual offices
Pro
ject
Pro
ject
Pro
ject
Information management
Process consultants
Project support
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Project support office and IT PSO
Businessproject
IT Exec
Information management
Process consultants
Project support
Info Mgt
IT p
roje
ct
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Project support office
Corporate HQ
Black studio Juice studio Red studio
Project supportoffice
Yellow studio
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Portfolio planning
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
The problemLive Dates
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Project 1
Project 2
Project 3
Project 4
Project 5
Project 6
Project 7
Project 8
Project Title & Reference : Management Responsibilities :
CECA Fees Billing System Development Project Sponsor :
ProjectChampion :
Project Manager :
John
Graham, Alf
Primary Objective :
By the end of January, provide the CECA business with a system of fee billing that will remove theredundant processing effort that is creating an increasing and unsustainable cost overhead. Further, the newsystem shall equip CECA to better understand the needs of students and registration centres.
Critical Success Factors :
CSF1 The new system and resulting processes must satisfy the requirements of the public auditor.
CSF2
All invoice references must be singularly consistent from registration to the debtors and creditorssub-ledgers.
CSF3
That a cross reference mechanism be available between invoice, crediting and cash processes.
CSF4
The need and ability to create manual invoices be removed from the Student Administration group.
CSF5
That a consistent cross referencing mechanism be available between Student Administration detailsand all student related financial transactions.
Primary Products :
PRO1 Registration Process
PRO2
Invoicing, Payment and Reconciliation Process
PRO3
Student Change Management Process
PRO4
Management Reporting
Start Date : Estimated Completion Date : Budget/Effort :
8th of November 1988 31st January 1988 (Discuss Approach)
Problem/Purpose :
CECA is an organisation that is self reliant and must fund all of its activities without assistance. If it werenot for the sale of investments, which in themselves have yielded considerable income, the 1988 accountswould have shown an operating loss; it is vital to the survival of CECA as a going concern that it reduce itsmanagement, finance and company administration overheads.
The current fee billing process is a conglomeration of poorly integrated manual and electronic components.This current process architecture creates significant overhead for the Student Administration andAccounting departments.
CECA’s current billing system/process needs replacement. The current system and mechanisms provideonly a basic audit trail for invoicing and cash receipting processes; this situation has been noted by thepublic auditor and has been deemed as unacceptable.
CECA cannot seek to achieve it’s the future strategic business objective of better understanding the needs ofstudents and colleges given the current mechanisms; the fee billing system would be a vital source offeedback in achieving such an understanding.
Benefit Category Benefit Type : Impact Area :
Project Title & Reference : Management Responsibilities :
CECA Fees Billing System Development Project Sponsor :
ProjectChampion :
Project Manager :
John
Graham, Alf
Primary Objective :
By the end of January, provide the CECA business with a system of fee billing that will remove theredundant processing effort that is creating an increasing and unsustainable cost overhead. Further, the newsystem shall equip CECA to better understand the needs of students and registration centres.
Critical Success Factors :
CSF1 The new system and resulting processes must satisfy the requirements of the public auditor.
CSF2
All invoice references must be singularly consistent from registration to the debtors and creditorssub-ledgers.
CSF3
That a cross reference mechanism be available between invoice, crediting and cash processes.
CSF4
The need and ability to create manual invoices be removed from the Student Administration group.
CSF5
That a consistent cross referencing mechanism be available between Student Administration detailsand all student related financial transactions.
Primary Products :
PRO1 Registration Process
PRO2
Invoicing, Payment and Reconciliation Process
PRO3
Student Change Management Process
PRO4
Management Reporting
Start Date : Estimated Completion Date : Budget/Effort :
8th of November 1988 31st January 1988 (Discuss Approach)
Problem/Purpose :
CECA is an organisation that is self reliant and must fund all of its activities without assistance. If it werenot for the sale of investments, which in themselves have yielded considerable income, the 1988 accountswould have shown an operating loss; it is vital to the survival of CECA as a going concern that it reduce itsmanagement, finance and company administration overheads.
The current fee billing process is a conglomeration of poorly integrated manual and electronic components.This current process architecture creates significant overhead for the Student Administration andAccounting departments.
CECA’s current billing system/process needs replacement. The current system and mechanisms provideonly a basic audit trail for invoicing and cash receipting processes; this situation has been noted by thepublic auditor and has been deemed as unacceptable.
CECA cannot seek to achieve it’s the future strategic business objective of better understanding the needs ofstudents and colleges given the current mechanisms; the fee billing system would be a vital source offeedback in achieving such an understanding.
Benefit Category Benefit Type : Impact Area :
Project Title & Reference : Management Responsibilities :
CECA Fees Billing System Development Project Sponsor :
ProjectChampion :
Project Manager :
John
Graham, Alf
Primary Objective :
By the end of January, provide the CECA business with a system of fee billing that will remove theredundant processing effort that is creating an increasing and unsustainable cost overhead. Further, the newsystem shall equip CECA to better understand the needs of students and registration centres.
Critical Success Factors :
CSF1 The new system and resulting processes must satisfy the requirements of the public auditor.
CSF2
All invoice references must be singularly consistent from registration to the debtors and creditorssub-ledgers.
CSF3
That a cross reference mechanism be available between invoice, crediting and cash processes.
CSF4
The need and ability to create manual invoices be removed from the Student Administration group.
CSF5
That a consistent cross referencing mechanism be available between Student Administration detailsand all student related financial transactions.
Primary Products :
PRO1 Registration Process
PRO2
Invoicing, Payment and Reconciliation Process
PRO3
Student Change Management Process
PRO4
Management Reporting
Start Date : Estimated Completion Date : Budget/Effort :
8th of November 1988 31st January 1988 (Discuss Approach)
Problem/Purpose :
CECA is an organisation that is self reliant and must fund all of its activities without assistance. If it werenot for the sale of investments, which in themselves have yielded considerable income, the 1988 accountswould have shown an operating loss; it is vital to the survival of CECA as a going concern that it reduce itsmanagement, finance and company administration overheads.
The current fee billing process is a conglomeration of poorly integrated manual and electronic components.This current process architecture creates significant overhead for the Student Administration andAccounting departments.
CECA’s current billing system/process needs replacement. The current system and mechanisms provideonly a basic audit trail for invoicing and cash receipting processes; this situation has been noted by thepublic auditor and has been deemed as unacceptable.
CECA cannot seek to achieve it’s the future strategic business objective of better understanding the needs ofstudents and colleges given the current mechanisms; the fee billing system would be a vital source offeedback in achieving such an understanding.
Benefit Category Benefit Type : Impact Area :
Value
Criticality
Phasing
Size
Pj32Pj21Pj19Pj56Pj23
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Getting control
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Portfolio management
Portfolio management
Project
Sponsor
Project
Sponsor
Project
Sponsor
Project
Sponsor
Portfolio of projects
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Status monitoring Cost tracking
Allocating project managersResource utilisation
Audit Trouble shooting projects Document management
Project performance
Project resourcing
Projectcontrol
Portfolio planning
SchedulingProject prioritisation
Portfolio support office
Milestone date
23
/05
/97
06
/06
/97
20
/06
/97
04
/07
/97
18
/07
/97
01
/08
/97
15
/08
/97
29
/08
/97
12
/09
/97
26
/09
/97
10
/10
/97
24
/10
/97
07
/11
/97
21
/11
/97
05
/12
/97
19
/12
/97
02
/01
/98
16
/01
/98
30
/01
/98
23/05 1
06/06 3 2 5 6 11
20/06
Reporting date 04/07 1
18/07
01/08
15/08
29/08 3 2 4 7 5 6 8 9
12/09 2 4 7 5 6 8 9
26/09 2 4 7 5 6 8 9
10/10 2 4 7 5 6 8 9
24/10 7 5 6 8 9
07/11 5 8 6
21/11 5 8 6
05/12 6 5 8
19/12 6 5 8
02/01
16/01
30/01
13/02
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Responsibilities
Prioritisation Resource allocation Monitoring
Projects Portfolio perspective
Reporting Projects Portfolio perspective
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Portfolio resourcing
Availability
Suitability
Contention resolution
Escalation
Prioritisation
Arbitration
Things
People
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Relating calendar to effort
Too little
Too much
t d
Time
Stafflevel
td1
Planned effort
Fixed team
Actual effort
Size effort time/ /
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Year 1Year 2
Year 3Year 4
0
5
10
15
20
25
30
Core competencies
Develop? Contract?
Project managersProgramme managersProcurement managersRecruit?
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008Right project manager, right project
Do they know their job?
Is it too new? Are they accepted by stakeholders?
Have they the right knowledge, experience and
attitudes
0
1
2
3
Contract management
Schedule management
Client relationships
Risk management
Subcontractor management
High value contracts
Team management
Technical knowledge
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Portfolio support office
Corporate HQ
UK Sales USA
Portfolio supportoffice
UK IT development
Hardwareprojects
Softwareprojects
pro
jec
t
pro
jec
t
pro
jec
t
pro
jec
t
pro
jec
t
pro
jec
t
pro
jec
t
pro
jec
t
pro
jec
t
pro
jec
t
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
World wide management office
PgMO PgMO PgMO
PjSO PjSO
Pj 2
Pj 3Pj 1
PjSO
Pj 2
Pg 1Pj 1
Pg 1
Pj 2Pj 1
Corporate HQ
Europe USAPacific Asia
Africa S.America
PjSO
PgSO
WorldwidePMO
PjSO
PjSO
PgSO
PjSO
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Impact on throughput
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Monitoring
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
From PSO to PgSO
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008Projects, portfolios and programmes
Programme management
Programme
Portfolio management
Project
Sponsor
Portfolio of projects
Impacts
Benefits
Project
Sponsor
Impacts
Benefits
Project
Sponsor
Impacts
Benefits
Project
Sponsor
Impacts
Benefits
Benefits
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Project support office
PerformanceThroughput
Programme support office
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Benefits tracking Status monitoring Cost trackingKPI monitoring
Allocating project managersResource utilisationCommunication
Audit Issue managementTrouble shooting projects Document managementProgramme audit
Performance management
Programme resourcing
Programme control
Programme planning
Defining projectsProject prioritisation/schedulingDependency managementChange planning
The additional roles
Milestone date
23
/05
/97
06
/06
/97
20
/06
/97
04
/07
/97
18
/07
/97
01
/08
/97
15
/08
/97
29
/08
/97
12
/09
/97
26
/09
/97
10
/10
/97
24
/10
/97
07
/11
/97
21
/11
/97
05
/12
/97
19
/12
/97
02
/01
/98
16
/01
/98
30
/01
/98
23/05 1
06/06 3 2 5 6 11
20/06
Reporting date 04/07 1
18/07
01/08
15/08
29/08 3 2 4 7 5 6 8 9
12/09 2 4 7 5 6 8 9
26/09 2 4 7 5 6 8 9
10/10 2 4 7 5 6 8 9
24/10 7 5 6 8 9
07/11 5 8 6
21/11 5 8 6
05/12 6 5 8
19/12 6 5 8
02/01
16/01
30/01
13/02Project resourcing
Project control
Project planning
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Supporting what?
Programme support office
Substantial ambiguity around the physical solution
Programme board
Programme management
Discipline & visibility sustained by properly
structured projects
Delivery management
Balancing complexity of design
ability to deliver sensitivity to change
Design authority
Co-ordinated change made in do-able steps
Change management
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
The PMO teamProgramme
manager
PMOmanager
Policeman Umpire Programmeanalyst
PM Methodowner
Dataanalysts
Datacollectors
Resourcemanager
PMmanager
HRmanager
Benefitsmanager
• Policeman enforces discipline• Umpire – “play on” when appropriate• PM Method owner (1 per 6 projects)• Data analysts & collectors (1 per 4 projects)
• Resource manager allocates resources• PM manager allocates PM to projects &
manages PMs careers• HR manager manages HR aspects
Deliverymanagers (PMs)
Designauthority
Changemanager
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PPSO SIG Spring Conference – 10 April 2008PPSO SIG Spring Conference – 10 April 2008
Thank you!
John ZacharPrincipal Consultant
CITI [email protected]
Are there any questions?