This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities. Read more at leadanddeliver.com.

1. ~Author Unknown
Different isn’t always better, but better is always
different.

2. PMO 2.0

3. Mission
3
To provide an enterprise-wide approach to identify,
prioritize, and successfully execute a technology portfolio
of initiatives and projects that are aligned with our
strategic goals and key results.
The Project Management Office is responsible for establishing
and implementing best practices for the benefit of OUR
COMPANY in a way that encourages collaboration,
standardization, and overall improvements.

4. Vision
4
•
Build
project
management
maturity
at
the
organiza6onal
level
•
Source
of
project
management
leadership
and
exper6se
•
Promote
best
prac6ce
standards,
quality,
and
methodologies
into
a
project
management
discipline
•
U6lize
PMBOK-­‐based
methodology
and
ITIL
Framework
as
well
as
support
"best
fit"
approach
for
project
management
•
Provide
a
consistent
channel
of
communica6on
for
project
status,
financial
health,
and
mi6ga6on
of
issues,
risk,
and
dependencies
across
projects,
departments,
and/or
divisions
•
Guide
key
IT
projects
from
implementa6on
through
a
successful
conclusion

5. Accomplishments
5
Since June 2013…*
• Closed - 20 projects
• In Flight - 23 projects
Milestones
Jun ’13 - Established PMO process and templates
Oct ’13 - Began monthly financial tracking and forecasting
in Clarity
Jan ’14 - Finance 101 with Finance team
Mar ’14 - Began monthly status reporting - Executive and
All views
Apr ’14 - Implemented Design ACE process in conjunction
with Strategy, Architecture, Product Development
Ongoing Activities
• Identified and resolved issues with financial tracking systems (Peoplesoft, Clarity)
• Implemented ad hoc status tracking for PO/Invoice tracking, ACE readiness, etc.
• Continued to identify roles & responsibilities with Strategy, Architecture, and Product
Development teams
• Participation, engagement in ORGANIZATION-wide Program Management initiatives
• Clarity Business User Group participant
• Routine meetings with Delivery Partners

6. 6
1
2
3
4
5
Ad-
Hoc
Abbrev
-iated
Organ-
ized
Man-
aged
Optim-
ized
Functional PMO
• Unpredictable, poorly controlled, reactive.
• No standardized tools, processes.
Support PMO
• Standardized processes, but PMO lacks management,
oversight, communication about projects.
• Standardized tools, methodology, templates.
Informational PMO
• PMO collects, consolidates, summarizes, and
distributes project information.
• Coordination and integration amongst groups.
Strategic PMO
• Project metrics Used by Management to
make decisions. Identifies resource utilization
and conflicts.
Enterprise PMO
• Focus on process improvement
CMMI Maturity Model
Project Management Office
Capability Maturity Model Integration
Goal
June
2013
Today
Aug 14
June
2015

7. How do we get there?
7

8. 8
We are requesting Executive Support and Approval
of the following action plan for the PMO.
Phase&1&&
Q3&2014&
• Update'Project'Landing'Pages'in'new'
template'
• Beta'Test'Weekly'Project'Status'
Updates'
• Pilot'Weekly'Status'Updates'
• Update'TeamGan='with'High'Level'
AcBviBes,'Resources'
• Validate'finances'reporBng/'data'
Phase&2&&
Q4&2014&
• Pilot'Issue/'Risk'ReporBng'
• Create'SLT'Status'Page''
• Schedule'Management'
• Finance'201'
• Tech'Strategy'with'Clarity'team'for'
PMO'tools'
• Document'financial'reporBng'
requirements'
Phase&3&
Q1&2015&
• Pilot'Financial'reporBng''
• Implement'addiBonal'clarity'reports'
(Program(and(Project(Level)(
• Validate financial data sources and capture / implement requirements for financial
reporting (Clarity, Qlikview)
• Report project status more frequently/ weekly (Confluence)
• Manage and publish project schedules and roadmaps (TeamGantt)
• Launch issue/risk reporting (Confluence)
• Identify stakeholders, requirements and strategy for resource management
(system TBD)

9. 9
Recommend streamlining tools based on
the following recommendation in the short
term (next 6 months). Pending technology
enhancements, our long term goal is to
leverage the Project/Program/Portfolio
Management capabilities in Clarity.
Centralize Toolsets
Financial' Status' Issue/'Risks' Schedule' Resource'
Confluence( !' !'
Clarity((( !' !' !' !'
TeamGan2( !' !'
TPAS( !'
Peopleso8( !'
JIRA( !'
Various( !'
Stakeholders and requirements need
to be defined for the PMO to
determine where Resource
Management should be managed.
We will manage resources in 2 tools
until we have further identified
requirements.

10. ~Shigeo Shingo
Improvement usually means doing something
that we have never done before.
10

11. Appendix
11

12. Appendix:
CMMI - PMO
12

13. 13
1
2
3
4
5
Ad-
Hoc
Abbrev-
iated
Organ-
ized
Man-
aged
Optim-
ized
Functional PMO
• Unpredictable, poorly controlled, reactive.
• No standardized tools, processes.
Support PMO
• Standardized processes, but PMO lacks management,
oversight, communication about projects.
• Standardized tools, methodology, templates.
Informational PMO
• PMO collects, consolidates, summarizes, and
distributes project information.
• Coordination and integration amongst groups.
Strategic PMO
• Project metrics Used by Management to
make decisions. Identifies resource
utilization and conflicts.
Enterprise PMO
• Focus on process
improvement
CMMI Maturity Model
Project Management Office
Capability Maturity Model Integration
time

14. 14
CMMI Maturity Model
Project Management Office
Level 1: Functional
PMO
Level 2:
Support Project
Office
Level 3:
Information Project
Office
Level 4:
Strategic Project
Office
Level 5:
Enterprise Project
Office
People. Located
throughout the
organization.
Organization.
Organized by
function. Project
Managers are part-
time with other
functional
responsibilities.
Processes.
Unpredictable,
poorly controlled,
reactive.
Tools. No
standardized tools,
processes. Success
is based on heroics.
People. Have PM
background.
Organization. Weak
Matrix. Project
Managers have
limited authority.
Processes.
Standardized, but
PMO lacks
management,
oversight,
communication
about projects.
Tools. Standardized
tools, methodology,
templates.
People. Hold
credentials or
certifications, e.g.,
PMP-certified.
Organization.
Organization. Weak/
Balanced Matrix.
Project Managers are
full-time resources with
low/ moderate
authority.
Processes. PMO
collects, consolidates,
summarizes, and
distributes project
information.
Coordination and
integration amongst
groups. Improved cost
and schedule
performance.
Tools. Templates,
collaboration tools.
People. PMP, PgMP
certified.
Organization.
Balanced/ Strong
Matrix.Project
Managers are full-
time resources with
moderate/ high
authority.
Processes. Project
metrics Used by
Management to
make decisions.
Identifies resource
utilization and
conflicts.
Tools. PPM/ EPM
tools.
People. PMP, PgMP
certified.
Processes. Focus
on process
improvement
Tools. PPM/ EPM
tools.

15. Where we started from…
Focus
Areas
Level 1:
Functional PMO
Level 2:
Support Project
Office
Level 3:
Information
Project Office
Level 4:
Strategic
Project Office
Level 5:
Enterprise
Project Office
Financial
Status
Schedule
Issue/ Risk
Resource
June2013
15
Progress

16. Where we are today…
Focus
Areas
Level 1:
Functional PMO
Level 2:
Support Project
Office
Level 3:
Information
Project Office
Level 4:
Strategic
Project Office
Level 5:
Enterprise
Project Office
Financial
Status
Schedule
Issue/ Risk
Resource
June2014
16
Progress

17. Appendix:
PMO Detailed Recommendations
17

18. Project Financials
• Data validation for current
processes
• Finance 201 to better
understand project cost to
Client, allocations, etc.
• Define requirements with
Clients, Finance & SSO for
Financial Reporting
June 2015 Goal: Level 3
TPAS
Clarity Invoice List
18
Tech Strategy: Automate project financials. This can be done
via several alternatives, including via Qlikview reporting with
SSO, better integration of CART into Wiki, other solutions TBD.

19. Status Reporting
19
June 2015 Goal: Level 3
Tech Strategy: Leverage Confluence for real-time status reporting. With increased reliance
on Confluence, need to confirm resiliency and failover with Tools.
• Report status more frequently for teams and executive stakeholders.
• Create real-time status dashboard for all projects. Identify other
dashboards and metrics as required.

20. Schedule Management
• TeamGantt to
manage and publish
project schedules,
activities, and
dependencies.
• Coordination with
project teams for
changes to schedules
and progress.
20
June 2015 Goal: Level 3

21. Issue / Risk Management
• Report Key Issues/
Risks on status
dashboards.
• Include Issue/ Risk log
on Project Landing
pages for ongoing
issue/ risk
management.
Issue/ Risk Log
Link from Landing Page
21
June 2015 Goal: Level 3

22. Resource Management
• Add Resources to
TeamGantt to view
resource allocations
across projects.
• Availability
forecasting for
resources.
22
June 2015 Goal: Level 3
Tech Strategy: Need to understand all of the requirements related to Resource Management
to recommend a strategic tool. In the short term, the PMO will manage teams within Clarity
and TeamGantt.