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Управление проектами: Формирование эффективного офиса управления проектами
1. Project Management 2012: Findings of the year
Establishing an Effective Project Management
Office
CRICOS Provider Code: 03048D
Online PM Conference, 2011
Professor A Jaafari,
Graduate School of Business & Project Management
Asia PacificPacific International College
Asia International College A Leading Australian Higher Education Institution
www.apicollege.edu.au
www.GSBPMollege.edu.au CRICOS Provider Number: 03048D
2. Project Management 2012: Findings of the year
Graduate School of Business and Project
Management
Who is GSBPM and what they • Project Management Graduate Program:
• MBA (Project and Program Management)
offer? • Master of Business and PM
GSBPM is part of Asia Pacific International • Graduate Diploma in PM
College (GSBPM) an Australian Higher • Graduate Certificate in PM
Education Institution, offering: • Executive Diploma in PM
• Postgraduate Education and Accredited • Individual (tailored) programs
Qualifications in Business, General • Business Management Graduate Program:
Management and Project Management
• Master of Business Management
• Competence-based Management • Graduate Diploma in Business Management
Education and Training • Graduate Certificate in BM
• Executive Programs • Executive Diploma in BM and tailored
• Project/Program Health Check programs
• Organisational Diagnostics • 8 Specialisations
• Corporate Training and Consulting
• See www.apicollege.edu.au
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
3. Project Management 2012: Findings of the year
Scope
• A study of Project Management Office in terms:
– PMO definition
– Application range
– Functions
– Position in organisation
– PMO Best practices
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
4. Project Management 2012: Findings of the year
What is a PMO?
• PMO is an organisational unit set up to promote project,
program & portfolio management in an enterprise
• Often it reports directly to the senior managers (shielded
from the line management)
• In some instances it is a division of an organisation that
oversees projects
• The rationale for a PMO is to re-use PM expertise, tools and
templates and continuously improve the same
• It can also be a change management unit
• There is no universal definition or understanding of PMO
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
5. Project Management 2012: Findings of the year
What is a PMO?
• A Project Management Office (PMO) is an organizational unit
to centralize and coordinate the management of projects
under its domain(PMBOK,2004).
• The PMO strives to standardize and introduce repeatable
project delivery process and can be a source for
documentation, guidance, and metrics on the practice of
project management and execution.
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
6. Project Management 2012: Findings of the year
Functions of PMO (source ESI, 2011)
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
7. Project Management 2012: Findings of the year
Top 5 Criteria for Assessing Effectiveness of
PMOs (source ESI, 2011)
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
8. Project Management 2012: Findings of the year
PMO Success Statements (source: ESI, 2011)
• 92.6% projects on time, in scope, at budget with customer
satisfaction at 3.25 (4 pt scale)
• Decreased attrition rate from 47% to 25% due to better
training
• Increased ROI by 35%
• >75% of projects are “healthy”
• Reduced customer lead times by 30%
• Reduced change orders by 50%
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
9. Project Management 2012: Findings of the year
Benefits of PMO (Nosrati, 2009)
Decrease
Costs
Increase
Increase
Customer
Quality Satisfaction
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
10. Project Management 2012: Findings of the year
PMO functions
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
11. Project Management 2012: Findings of the year
PMO Maturity Path (Hill, 2007)
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
12. Project Management 2012: Findings of the year
Functional Elements of a PMO (Nosrati, 2009)
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
13. Project Management 2012: Findings of the year
Types of PMO
• Project Management Support Office (PMSO)
• PM Competence Centre
• Project/Program Management Office
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
14. Project Management 2012: Findings of the year
PM Support Office
• Typically provides the following services in parallel to several
active projects:
– Project administrative and technical support
– Tools and software support
– Specific services to project managers as needed, e.g.
planning, scheduling, estimating, etc.
• May be known by different names, such as Projects Support
Office, PM Office, Technical Support Office,…
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
15. Project Management 2012: Findings of the year
PM Competence Centre
• Is not tasked with implementation of strategy or
projects/programs
• Has no responsibility for project/program results
• May provide mentoring and advice
• Engages in professional assessment & development of PM
staff
• Develops methodologies/processes and standards that are
used widely in the organisation
• R&D
• Knowledge System
• Forum on PM best practices and related areas
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
16. Project Management 2012: Findings of the year
Full Project/Program Office
• A full PMO acts as enabler of organisational change & capability
development
• In addition to being a PMSO and a PM Competence Centre, it provides:
– Project audits and recovery services
– Acts as ‘project/program manager’ on all or certain (strategic/large) projects
– May provide administration and technical support for all projects
– Is responsible for staffing needs of projects, i.e. PM human resources
development
– Provides a service to all projects to support them
– Provides preferred methods and tools
– R&D
– Knowledge System
– Forum on areas relevant to project-based management etc.
– Generally professionalisation of the organisation
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
17. Project Management 2012: Findings of the year
Best practice PMO approach
• On multi-unit organsiations establish a central PMO with full
capabilities
• Provide flexibility at individual business units
• PM infrastructure (knowledge base, processes, tools and
methods, templates) all to be widely accessible via the
organisation’s intranet
• Main focus on professionalisation of PM Practices and
professional development of Project Managers
• All staff working with projects need PM assessment, training
and accreditation as determined by PMO
• Investment in PMO can be recouped in a short period through
savings in project outcomes
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
18. Project Management 2012: Findings of the year
Position of a PMO in Project-based Organisation
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
19. Project Management 2012: Findings of the year
Centralised PMO
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
20. Project Management 2012: Findings of the year
Functions of a PMO (Nosrati, 2009)
1.Project management methodology
1.Project management methodology
2.Project management tools
2.Project management tools
3.Standards & metrics
3.Standards & metrics
4.Project knowledge management
4.Project knowledge management
17.Project portfolio mngt
17.Project portfolio mngt
18.Customer relationships
18.Customer relationships
19.Vendor/contractor
19.Vendor/contractor 5.Project governance
5.Project governance
relationships
relationships 6.Assessment
6.Assessment
20.Business performance
20.Business performance 7.Organization & structure
7.Organization & structure
8.Facilities & equipment
8.Facilities & equipment
support
support
13.Mentoring
13.Mentoring 9.Resource management
9.Resource management
14.Planning support
14.Planning support 10.Training & education
10.Training & education
15.Project auditing
15.Project auditing 11.Career development
11.Career development
16.Project recovery
16.Project recovery 12.Team development
12.Team development
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
21. Project Management 2012: Findings of the year
Conclusions
• The PMO must fit the needs and business practices of the
organisation
• Must determine functions and architecture:
– Whether to have responsibility for project outcomes
– Or simply a support, capability building role
• Project managers traditionally resist monitoring and control
• PMOs must earn their respect; imposition from top will not
work
• Avoid a police role for your PMO!
• A PMO is a vehicle to travel the road to organisational
• Patience and perseverance are needed
Graduate School of Business and Project Management A Leading Australian Higher Education Institution
CRICOS Provider Number: 03048D
Editor's Notes
As noted a PMO can have wide or limited role in an organisation depending on the organisational structure, strategies, policies and actual practices. In this session we review 3 types only but variations in practice are common.
PM support office is generally the first step towards establishment of a full PMO. It starts when a project-based organisation decides that it is more beneficial to support its project managers in various ways such as administration and technical support, or to make tools and templates that can be re-used on multiple projects and or to share project management resources across multiple projects. Many organisations prefer to maintain flexibility and normally stop at this level. This is particularly true of organisations who operate under a switching strategy, i.e. they wish to engage their resources on projects in different fields as market opportunities arise. In such situations, individual project managers need authority and flexibility to be able to use both in-house and outside resources and tools to better meet their individual challenges.
PM Competence Centre (PMCC) typically provides mentoring and advice to active project managers. Its main function is to aid professional assessment and development of project management staff, as well as develop methodologies/processes and standards that suit the organisation’s line of projects. Sometime PMCC engages in R&D (to define/customise a given method) as well as development of organisation specific knowledge bank. A PMCC may also promote adoption of good practice through professional meetings, PM Circles, etc.
A full PMO has wide responsibility not only in terms of project management standards but also in terms of professionalisation of the organisation as whole. A professional organisation (or a performing organisation) has a defined structure and for each position defined performance criteria. Individual appointed to position have the required competencies needed to demonstrate performance. In order for each person to demonstrate performance at their level, they need to possess the blend of competencies (technical and contextual, managerial and socio-cultural) as well as access to tools and knowledge, mentors etc. In addition, they need to work within a well-defined governance/business model and know of the organisation’s practices at various stages of program/project life cycle. A shared vision is essential in the quest to professionalisation of the organisation and individual development.
Multi-national companies, large national companies, government departments and agencies are examples of organisations who operate across multiple business units often operating autonomously. While it is desirable to introduce common language, framework, standards and processes, it is important to retain flexibility as projects are unique, particularly through the environmental influences. Given the extent of complexity, uncertainty and change that surround projects and programs it is important to focus on the development of competent people. In such situations rigid deterministic approaches to planning and bureaucratic management do not work well. Individual and groups have to be empowered to function autonomously and manage the project scope in terms of the prevailing dynamics. Thus, the major task of any PMO in such settings should be development of competent and performing managers. Investment required to train the project management staff and equip the organisation with the appropriate knowledge, tools and system is generally recouped in a short period of time through better project outcomes.