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Copyright© Agile PMOC

Delivered by Mohammed Al-Arabi

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The Five (5) Major PMO Functions

The Five (5) Major PMO Functions /1 3

Knowledge

Strategy

People

Knowledge Process

Technology Resource Balancing Time & Cost Tracking

Project Management Office (PMO)

Earned Value Portfolio Management

Metrics

Increasing Project Management Maturity

The Five (5) Major PMO Functions /2 4

Before Establishing

PMO Vision  Project Methodology  Process Automation  Training, Coaching, and Auditing  Reporting System 

After Establishing

The Five (5) Major PMO Functions /3 5

Implement it on the Software tool

Develop the Methodology

Focus On these areas

Project Methodology

What do I focus on to realize our PMO vision?

Process Automation

Who’s Affected?

PMO Vision

Take Decision

Reporting System

Executives

Training, Coaching, and Auditing

To whom the projects information?

Teach the People!

The Five (5) Major PMO Functions /4 6

Implement it on the Software tool

Develop the Methodology

Focus On these areas

Who’s Affected?

What do I focus on to realize our PMO vision?

Teach the People!

Take Decision Executives

To whom the projects information?

PMO Vision /1 7



Part of developing the vision statement requires questions such as:  What

services will be added, changed or stopped?  What processes will be different?  What shape will our new organization be? Accordingly, what are the new roles?  Why are we changing?  What will be the impact on our tools and technology?  What values will need to change?

PMO Vision /2 8

Increasing Project Management Maturity

Project Methodology /1 9

Feedback Client(s)

Inputs

Processes

Outputs

Customer Satisfaction Management

Stakeholders

Project Management Methodology Needs Assessment

Business Case

Benefits Management Plan

I

• • • •

P

E

M&C

C

• • • • • •

Tools Metrics KPIs Dashboards

Validation

Deliverables

Validation

Best Practice Library Lessons Learned Library Metrics Library KPI Library Client Value – Added Activities Improvements for the Next Project

Project Methodology /3 11

Agile Project Management ©2010, 2011, 2012, 2013, 2014, 2015, 2017 Agile Business Consortium Limited

Project Methodology /4 12

Different Hybrid Models  Agile development followed by a predictive rollout 





A combined agile and predictive approach used simultaneously A largely predictive approach with agile components

A largely agile Approach with a predictive component

Project Methodology /5 13



Product-oriented Processes (Project Life Cycle Methodology)

Phase III: Design

Phase IV: Implementation

Phase V: Handover

Process A: Collecting Site Information

Process A: Complete, Review and Approve MOP/ODM Doc.

Process A: Knowledge Transfer, if required

Process B: Developing the Solution (Design)

Process B: Site Preparation and Circuit Termination

Process B: Approve MOP/ODM Doc.

Process C: Order Material

Process C: Change Management

Process C: Preliminary Acceptance Test (PAT)

Process D: Prepare and Review ODM Document

Process D: Staging, Configuring and Shipment

Process D: Clear-out OIL and Provide As-built Doc.

Process E: Requesting Circuit and Assigning IP Addresses

Process E: Installation and Commissioning

Process E: DNOS Final Acceptance

Process Automation /1 14

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Automation is the process of using machines and technology to complete tasks and processes with little or no human assistance. 

Therefore, project management software automation refers to software that can complete basic project management tasks and functions without human intervention.

Process Automation /2 15



 

Employing a business process (BP) / task management (TM) software is the easiest and most effective way to achieve process automation. BPM / TM software creates an architecture for all your processes to be mapped out digitally. There are two types of BPM / TM software you can employ: Legacy software (enterprise-scale software which costs hundreds of thousands of dollars)  Cloud-based software (SaaS which you pay per user on a monthly subscription). 



You may select the tool that the appropriate one for your practice and tailor it to meet your needs.

Training, Coaching, and Auditing /1 Training 16



The process of preparing and managing the training program is as follows:  Determine

the scope of training  Determine your training needs  Create your training strategy (high-level)  Create your training plan (low-level)  Develop the training curriculum  Implement competency development plan  Monitor the execution of the plan

Training, Coaching, and Auditing /2 Coaching 17

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Focus on the people you want to coach:  What

do they need to do to develop further?  Do they have a performance gap?  Is there something they do well which you could build on?

Training, Coaching, and Auditing /3 Auditing 18



Project audits can be used on both the people and process side by serving two major purposes: 1.

2.

Project audits are used to check compliance and ensure that project management processes are being used as they should. Auditing can also be an opportunity for coaching. The auditor can act as a coach and assist all the project members in understanding how the methodology is applicable.

Reporting System /1 19

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What's our progress? Cost Performance Index (CPI)

How much have we paid so far?



How much have we budgeted for this point in time?

 

How much have we paid for our current progress? How much did we budget for this level of progress?

Ahead of Schedule & Over Budget Schedule Performance Index (SPI)

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1. 5

Within Schedule & Budget

1.0

0.5

1.5

Behind Schedule& Under Budget

Behind Schedule & Over Budget

0.5



What are the current major risks and issues?

Which Projects need attention?

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Reporting System /2 20



Using a Software Tool in a Reporting System

Submitting Project Data

Storing Project Data

Executives Dashboard

Internet

Nexus PMO Model /1 21

PMO Vision

Benefit Set Vision & Assess Maturity

Nexus PMO Model /2 22

Project Quality

Project Methodology

PMO

Strategic Planning Vision 1 2

3

4

5

6

7

8

9 10

Benefit Standardization

Nexus PMO Model /3 23

Process Automation

Project Methodology

PMO Vision

Benefit Utilize Technology

Nexus PMO Model /4 24

Project Methodology

Process Automation

PMO Vision Training, Coaching, and Auditing Benefit Develop Competencies

Nexus PMO Model /5 25 Performance Measurement Baseline 80000 70000 60000

BAC

50000 40000 30000

AC

20000 10000 0 January

Project Methodology

?

February

March

A pril

May

June

July

PV EV

Process Automation

PMO Vision Metrics Reports

Measure performance

Reporting System

Training, Coaching, and Auditing

Benefit Taking Right Decisions

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