the virtual pmo
DESCRIPTION
Consultant and author Jerry Manas shares his slide deck on The Virtual PMO, based on three interconnected trends happening in the workplace today: virtual teams; small-or-zero-staff PMOs; and a much broader and strategic role for today's PMO. Visit Jerry's website at www.marengogroup.com.TRANSCRIPT
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An Emerging ConceptAn Emerging Concept
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The Perfect Storm: 3 Growing TrendsThe Perfect Storm: 3 Growing Trends
Virtual TeamsVirtual Teams(Dispersed (Dispersed Stakeholders)Stakeholders)
Small or Small or Matrixed Matrixed PMOsPMOs(Less Staff)(Less Staff)
PMO 2.0 PMO 2.0 (Broader Role)(Broader Role)
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The Perfect Storm: 3 Growing TrendsThe Perfect Storm: 3 Growing Trends
Virtual teamsVirtual teams• Telecommuting / flexible Telecommuting / flexible
work work • Offshoring/outsourcingOffshoring/outsourcing• Travel restrictionsTravel restrictions• Consolidating markets/ Consolidating markets/
mergersmergers• Global expansion Global expansion • Matrixed organizational Matrixed organizational
structuresstructures• Reduction of brick and Reduction of brick and
mortar expensemortar expense Small or Matrixed Small or Matrixed
PMOsPMOs
PMO 2.0PMO 2.0**
• End-to-End IT work End-to-End IT work processesprocesses
• Resource MgtResource Mgt• Business Strategy Business Strategy
SupportSupport• Business Process Business Process
SupportSupport• Liaison with FinanceLiaison with Finance• Project OversightProject Oversight
* Term coined by Terry Doerscher of Planview
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The incredible The incredible shrinking (and shrinking (and growing) PMO!growing) PMO!
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Can a PMO serve and Can a PMO serve and influence geographically influence geographically dispersed stakeholders with dispersed stakeholders with minimal or no support staff?minimal or no support staff?
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Virtual PMO TrendsVirtual PMO Trends Small staff for administration & operationsSmall staff for administration & operations Processes / artifacts created by cross-Processes / artifacts created by cross-
functional, virtual teams.functional, virtual teams. PMs / Business Analysts mostly distributedPMs / Business Analysts mostly distributed Governance Councils DistributedGovernance Councils Distributed PMO Provides Tools for Reporting and PMO Provides Tools for Reporting and
Soliciting Input/StatusSoliciting Input/Status Can expand to support major projects Can expand to support major projects Broad sphere of influenceBroad sphere of influence Facilitates strategic alignmentFacilitates strategic alignment
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“Vision without execution is a hallucination.”
- Thomas Edison
Expanding PMO Sphere of InfluenceExpanding PMO Sphere of Influence
New PMO Sphere of Influence
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Supporting the Portfolio and Supporting the Portfolio and Program Mgt ProcessesProgram Mgt Processes
Portfolio Management (Doing the Right Work)Portfolio Management (Doing the Right Work)• Ongoing / CyclicalOngoing / Cyclical• Alignment Oriented (Strategy, Funding)Alignment Oriented (Strategy, Funding)• Focus: Prioritization vs. Resource ConstraintsFocus: Prioritization vs. Resource Constraints• Goal: The Right Mix of ProjectsGoal: The Right Mix of Projects
Program Management (Doing the Work Right)Program Management (Doing the Work Right)• TemporaryTemporary• Execution OrientedExecution Oriented• Focus: Project Interdependencies, Benefits & TimingFocus: Project Interdependencies, Benefits & Timing• Goal: Better Integration/Leverage of Related ProjectsGoal: Better Integration/Leverage of Related Projects
Shared Administration & OversightShared Administration & Oversight Manage Common Benefits and StakeholdersManage Common Benefits and Stakeholders Economies of ScaleEconomies of Scale
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Talk about doing more with less!!!
Are we Are we prepared?prepared?
Overwhelmed?Overwhelmed?
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Some unique opportunities Some unique opportunities await…if we step forward…await…if we step forward…
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The I’s have it:
• Inclusion
• Influence
• Information
The essence of a successful PMO
3 Themes for Success3 Themes for Success
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PMOPMO
HubHub
HubHub
HubHub
Role of PMO
• Principles
• Change Leadership
• Support / Systems
• Knowledge Distribution
Distributed PMO ApproachDistributed PMO Approach
Success Factors:
• Engagement
• Governance
• Enabling Technology
Hub = local manager, PMO, or PM
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Improvement of Activity
Imp
rovem
en
t of
Kn
ow
led
ge
GLO
BA
L
PM
O
LOCAL Managers, PMOs or PMs
* Based on Fons Trompenaars and Charles Hampden-Turner model in 21 Leaders for the 21st Century
The “Through-Through” RelationshipThe “Through-Through” Relationship A Helical Progression toward Better Knowledge of Better Activities*A Helical Progression toward Better Knowledge of Better Activities*
PMO as Knowledge BrokerPMO as Knowledge Broker
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Together, everybody benefits…Together, everybody benefits…
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• Strategic Alignment Strategic Alignment & Importance& Importance
• Product & Service Product & Service Advantage / Advantage / CompetitivenessCompetitiveness
• Market Market AttractivenessAttractiveness
• Leveragability / Leveragability / ReusabilityReusability
• Business Ops Business Ops ImprovementImprovement
• Technical FeasibilityTechnical Feasibility• Leverages Core Leverages Core
CompetenciesCompetencies• Financial RewardFinancial Reward• Regulatory/ContractualRegulatory/Contractual• Socio-Political (Internal Socio-Political (Internal
/ External)/ External)
Global/Divisional ConsiderationsGlobal/Divisional ConsiderationsWhich factors make one project Which factors make one project more valuable than another?more valuable than another?
Q: Can weighting vary throughout the organization?
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Virtual Team ConsiderationsVirtual Team Considerations
Leading with Leading with TeamsTeams
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3 Success Factors of ANY Virtual Team3 Success Factors of ANY Virtual Team
EngagementEngagement
GovernanceGovernance TechnologyTechnology
• Inclusiveness
• Identity
• Training
• Flexibility
• Small Groups
• Goals Focus
• Lean Processes
• Effective Meetings
• Teamwork Technology
• Social Technology
• Shared Information
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Some hints Some hints from a recent from a recent study…study…
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The #1 thing people like about working virtually:
FlexibilityFlexibility
A close #2:
EfficiencyEfficiency
Early Survey Indicators: High Performing Virtual Teams, Manas, Aldridge, Ring, 2008/2009
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The #1 thing people dislike about working virtually:
IsolationIsolation (The Mushroom Effect)
A close #2:
Lack of work/life boundariesLack of work/life boundariesEarly Survey Indicators: High Performing Virtual Teams, Manas, Aldridge, Ring, 2008/2009
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The #1 barrier to adoption for social technology:
VulnerabilityVulnerability
A close #2:
Individual Work PreferenceIndividual Work PreferenceEarly Survey Indicators: High Performing Virtual Teams, Manas, Aldridge, Ring, 2008/2009
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7 Ingredients for Virtual PMO Success7 Ingredients for Virtual PMO Success
1.1. Outcomes FocusOutcomes Focus
2.2. Management InvolvementManagement Involvement
3.3. Inclusion over ComplianceInclusion over Compliance
4.4. Guidelines/Checklists over RulesGuidelines/Checklists over Rules
5.5. Standardize SelectivelyStandardize Selectively
6.6. Knowledge Broker ApproachKnowledge Broker Approach
7.7. Keep it Simple = Quick WinsKeep it Simple = Quick Wins
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““The ability to simplify means to The ability to simplify means to eliminate the unnecessary so eliminate the unnecessary so that the necessary may speak.”that the necessary may speak.”
- Hans Hoffman- Hans Hoffman
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For More InformationFor More Information [email protected]@marengogroup.com www.marengogroup.comwww.marengogroup.com www.PMThink.comwww.PMThink.com www.creatingweinstitute.comwww.creatingweinstitute.com
www.pmthink.comwww.pmthink.com
Jerry’s books are available where books are sold or at www.rmcproject.com.