This talks about building a holistic Project Management Office including Project Portfolio Management, Change Management and Best practices in project management, change management, portfolio management and resource management. This includes success stories in building this solution.

1. Building a
Successful
PMO to
Improve your
Business
BY CAROLYN REID
CAROLYN REID, CSR
CONSULTING LLC
3/27/18

2. The PMO
 Project Management Office
 Elements of the Project Management
Office (PMO)
 PMO Solution and Success
 PMO Roadmap: the path for Project
Management Improvement
 Success Story
 Project Portfolio Management (PPM)
 Why PPM?
 How does it fit in the Organization?
 Success Story
 Organizational Change Management
 Why OCM?
 Success Story
 The Big Picture
Carolyn Reid, CSR Consulting LLC
2

3. Project
Management
Office (PMO)
Increases project
success with on-
time and on-
budget delivery
and realized
benefits, driving
business growth
through customer
satisfaction
Carolyn Reid, CSR Consulting LLC

4. Elements of the Project Management Office
 Project Governance
 Project Performance
Management
 Project portfolio
management
 Organizational Change
Management
 Resource management
 Information repository
 Project management
processes and methodology
 Training and mentoring in
project management
 Project document library/
knowledge management
Carolyn Reid, CSR Consulting LLC
4

5. The PMO Solution to prevent Project Failure
Causes of Project Failure PMO solution
Scope Creep Structured Project Governance and project change
management system for changes to project scope. Clear,
agreed upon deliverables.
Insufficient resourcing Best Practice Resource Management as part of overall
Project Lifecycle Management
Poor estimation Provide estimation tools and estimates from subject
matter experts
Poor Risk Management, Poor Planning Best Practice Project Management Processes
Lack of Sponsorship, lack of stakeholder
buy-in
Best Practice Organizational Change Management as
part of the overall Project Lifecycle
Project objectives do not tie to the
business strategy
Project Portfolio Management
Carolyn Reid, CSR Consulting LLC
5

6. Ensuring Project Success
Sponsor Support
Training and learning
Teamwork, Cooperation, Communication and Collaboration
Stakeholder buy-in
Business owns the results
People
Best Practice in:
Organizational Change Management
Project Management
Portfolio Management and PMO
Resource Management
Processes and
Procedures
Projects tied to business strategy
Structured corporate culture supportive of project management and change management with
high competency in both areas
The Organization
Carolyn Reid, CSR Consulting LLC
6

7. PMO
Roadmap :
The Path for
PM
Improvement
How
Analysis of current state, gap
identification and path to move
forward to improve the PMO
Why
Ensures continued improvement
Provides recommendations on
high-priority action items and
needed reinforcement
Carolyn Reid, CSR Consulting LLC
7

8. Keys to Success
of a PMO
implementation
Alignment with
Organizational
Strategy
Leaders committed
to Project Mgt./
Culture that
supports Project
Management
Organizational
Change
Management
Competency
Roadmap for
continuous
improvement
Project
Management
training
Best Practice
Project
Management
Processes and
governance
Carolyn Reid, CSR Consulting LLC
8

9. Success Story: Building a PMO for a very large Healthcare
Business
•Projects Failing
•Not achieving corporate strategy
Issues they were dealing with
•Need operational capacity assessment and decision making tool to
minimize resource gaps/ constraintsCapacity Optimization
•Developed and enhanced benefit realization framework
•Measured for Benefits realization
Benefits Realization
•Exceeded aggressive targets across multiple dimensions
•Prioritized 200+ investments based on strategic alignment and ROI
•Achieved strategy and realized benefits
Results
Carolyn Reid, CSR Consulting LLC
9

10. Project Portfolio
Management
Carolyn Reid, CSR Consulting LLC
10

11. Why Project
Portfolio
Management
•Has more ideas/ plans/ regulations that require investment than
you have resources
•Are we doing the right projects?
The Organization
•Need to select projects that ensure Maximum ROI
•Projects must lead to achievement of corporate strategy
•Projects need contribute to growth
C Level and Business Managers
•Match resource capacity to demand
•View performance across the portfolio of projects
•Right-size the portfolio of projects
•Eliminate failing projects
Project Management and Portfolio Management
Carolyn Reid, CSR Consulting LLC
11

12. Signs that you need Project Portfolio
Management
 You are not meeting your strategic
goals
 You are not getting the projected
ROI
 You do not have visibility into the
health of the projects
 Resource (people and budget)
demand exceeds capacity
 Your business is not keeping up with
the market
 You are losing market share
 Priorities change frequently
 You are challenged to achieve
more with less
 Your business is not keeping up with
the pace of the market
Carolyn Reid, CSR Consulting LLC
12

13. Benefits of
Project
Portfolio
Management
Improves investment decision making and
provides the organization with the flexibility
to respond quickly to changes in the
market
Enables decision makers to strategically
prioritize, plan and control project
portfolios
Improves resource allocation and
efficiency: Maximizes the ROI of the
Portfolio of Projects and aligns work with
strategy
Carolyn Reid, CSR Consulting LLC
13

14. How does Project Portfolio Management fit in the
organization?
VISION
BUSINESSPROCESS
FOLLOW-UP
STRATEGY
PROJECTS
PORTFOLIO
VISION
BUSINESSPROCESS
FOLLOW-UP
STRATEGY
PROJECTS
PORTFOLIO
Strategic Objectives
Select, Prioritize, Review,
Approve Investments
Balance the Portfolio.
Review Project
Performance
Core Competency
Have goals changed?
Is the Project failing?
Carolyn Reid, CSR Consulting LLC
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15. Keys to success
for a Project
Portfolio
Management
Implementation
Leadership
commitment
and consensus
Clear strategic
objectives
Institutionalized
investment
management
•Portfolio
management
decisions tied to
strategy
Project selection
criteria to
support decision
making process
Carolyn Reid, CSR Consulting LLC
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16. Success Story: Building Project Portfolio Management
Implementation in the Service Industry
•They were not investing in the right projects and were not realizing the expected
benefits.
•They did not have the capacity for all of the projects in work.Issues they were dealing with
•Managed operational capacity risks via resource availability, system impacts, schedule
levers and optimized operations
Capacity Optimization
•Developed and enhanced benefit realization framework
•Measured for Benefits realization
Benefits Realization
•Prioritization model built to achieve corporate strategy and optimize ROI across the
portfolio of projects.
•Strong competitive advantage for the organization
Results
Carolyn Reid, CSR Consulting LLC
16

17. Organizational
Change
Management
Carolyn Reid, CSR Consulting LLC
17

18. Signs that you need structured change management
 Your corporate culture cannot easily change
to keep ahead of the competition
 Your business is not keeping up with the pace
of change in your industry
 Projects fail because of stakeholder resistance
and lack of user buy-in
 You have too many changes in progress at
once causing higher project failure and
increased loss of productivity
18
Carolyn Reid, CSR Consulting LLC

19. Financial
Benefits of
OCM:
• Speed of adoption, ultimate
utilization, proficiency
• Earlier break-even point and pay-
back period
• What portion of your project relies
on people productively using the
new system, process…?
ROI
• Budget overruns when people
don’t adapt
• Minimizing the dip in productivity
Cost
Avoidance
19
Carolyn Reid, CSR Consulting LLC

20. The Change-
Ready, Agile,
High-Performing
Organization
MIT: “Agile Organizational
Revenue growth is 37% faster
with 30% higher profit.”
Research is showing
that top performing
companies are Agile
Quick response to fast
changing markets
The top performers
This Agile
Organization will
have Organizational
Change
Management at a
Corporate Level
20
Carolyn Reid, CSR Consulting LLC

21. Success Story: Building the Holistic Project Management Office
with OCM and PPM for a large technology company
•Projects were failing.
•Productivity was low due to change saturation.
•People we not adopting changes.
Issues they were dealing with
•Established Change Management Office Project Management Office and Communities
of Excellence.
•Provided CM training across leaders/ sponsors, managers/ coaches and employees
•Established best practice Change Management and Project Management processes
Project Management Office Foundation
•Measured for adoption and proficiency
•Managed resistance/ Risk and balanced portfolio according to capacity, amount of
change and prioritization for maximum ROI
•Measured for Benefits realization
Benefits Realization
•Change adoption on major change initiatives leading to realization of expected ROI
•Improved productivity and achievement of corporate Goals
•Improved project success rates
Results
Carolyn Reid, CSR Consulting LLC
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22. Bringing it all
together to
optimize the
Business
BUILDING THE OPTIMIZED PMO WITH:
PROJECT PORTFOLIO MANAGEMENT
BEST PRACTICE PROJECT MANAGEMENT
BEST PRACTICE CHANGE MANAGEMENT
Carolyn Reid, CSR Consulting LLC
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23. The Big
Picture
Carolyn Reid, CSR Consulting LLC
23
Strategic Planning to Benefit Realization is a lifecycle process

24. Thank You
Contact Information:
Carolyn Reid
csreid1@cox.net
602-882-5292
Link In with me:
https://www.linkedin.com/in/carolynreid/
Carolyn Reid, CSR Consulting LLC