Why Is A Pmo Valuable To Your Organization

IIL's Webinar Learning Series 0

Why is a PMO valuable to your organization?

By Dr. Harold Kerzner IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

1

IIL's Webinar Learning Series 1

Governance Issues Poor alignment between project objectives and broader business goals Poor business case development resulting in the go-ahead of projects that provide limited or no value Badly specified project outcomes measured in real business terms

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

2

IIL's Webinar Learning Series

2

Benchmarking “Benchmarking and ongoing monitoring are part of the success metrics required for optimization of project processes. Customer-defined measures, such as project order responsiveness, etc., are benchmarked against industry standards (best and average). …. Implementation of the standard project process will enable the implementation this business unit’s ‘best practice’ into the standard project process for enterprise-wide improvements.” (Bill Marshall, Formerly Director, Nortel Networks) IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

3

IIL's Webinar Learning Series

3

Benchmarking “In 1996, we began looking at our business from the viewpoint of its core processes…… As you might expect, project management made the short list as one of the vital, core processes to which quality principles needed to be applied.” (Martin O’Sullivan, Vice President, Motorola) IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

4

IIL's Webinar Learning Series

4

Process Champion

“Benchmarking resulted in our Group assigning a process champion and process action team to project management.”

(Martin O’Sullivan, Vice President, Motorola) IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

5

IIL's Webinar Learning Series

Growth at American Greetings

According to Jeff Weiss, President and Chief Operating Officer: The program management office provides the structure and discipline to complete the work that needs to get done. From launch to completion, each project has a roadmap for meeting the objectives that were set.

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

6

IIL's Webinar Learning Series

Growth at American Greetings

According to Zev Weiss, Chief Executive Officer: Through project management, we’ve learned how to make fact-based decisions. Too often in the past we based our decisions on what we thought could happen or what we hoped would happen. Now we can look at the facts, interpret the facts honestly and make sound decisions and set realistic goals based on this information.

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

7

IIL's Webinar Learning Series 7

Activities for a PMO Strategic planning for project management

Education and training

Benchmarking

Disaster recovery plans

Cost reduction and continuous improvements Mentorship Lessons learned files Problem-solving hotline Templates Career path

IIL-Webinar

Assessing risks Customer relations management Portfolio management Capacity planning PMIS Guardian of project management intellectual property

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

8

IIL's Webinar Learning Series

8

Project Office versus COE

Project Office

Center of Excellence

Permanent line function for project managers

May be a formal or informal committee (may be part-time)

Focuses on internal lessons learned activities

Focuses on external benchmarking activities

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

9

IIL's Webinar Learning Series

9

Project Office versus COE

Project Office

Center of Excellence

Champion for the implementation of the methodology (driving it from the top down)

Champion for continuous improvement activities and mainly external benchmarking

Expertise in the use of the project management tools

Expertise in the identification of project management tools

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

10

IIL's Webinar Learning Series 10

PMO Implementation Risks

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

11

IIL's Webinar Learning Series 11

The Project Office (COE)

Companies are now struggling with the organizational reporting location for the Project Office/COE.

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

12

IIL's Webinar Learning Series 12

The PMO’s Charter

Is the charter for the PMO to manage the present or to focus on the future?

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

13

IIL's Webinar Learning Series

13

Mission

Drive continuous improvement through successfully managed projects delivering bottom-line results

Goals 1. Opportunity Identification

2. Project Management

3. Change Champion

Facilitate identification of Text opportunities to grow revenue, reduce costs and optimize assets

Develop and institutionalize Textprogram management processes and tools

Champion and enable change

Guiding Principles Out-of-the-box thinking

Teamwork

Big, hairy, audacious goals

Open and direct communication

Fact-based decision making

Results orientation

PMO’s mission, goals and guiding principles © 2009 International Institute for Learning, Inc.

IIL-Webinar

WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

14

IIL's Webinar Learning Series 14

Value-Added Activities for the PMO The project manager focuses heavily upon customer value-added activities, whether it be an internal or external customer. The PMO focuses on corporate valueadded activities.

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

15

IIL's Webinar Learning Series 15

Ways for a PMO to Fail Focusing on profitability or cost reduction of a single project Not understanding the cost of paperwork

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

16

IIL's Webinar Learning Series 16

PMO Questions Is the PMO overhead or a direct labor charge? Can we measure the return on investment of a PMO?

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

17

IIL's Webinar Learning Series 17

Measuring the ROI on a PMO Tangible measurements include:    



CSF: Customer satisfaction KPI: Projects at risk KPI: Projects in trouble KPI: The number of red lights that need recovery, and by how much added effort Throughput of work year over year

Intangible elements may also exist and these may not be able to be measured  

Early-on identification of problems Quality and timing of information

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

18

IIL's Webinar Learning Series 18

More Critical PMO Evaluation Questions Is the PMO becoming more productive year-over-year? If so, is it causing the rest of the organization to become more productive as well? Are we convinced that we are working on the right projects?

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

19

IIL's Webinar Learning Series 19

Types of Project Offices Functional Project Office: resource management Customer Group Project Office: customer management Corporate Project Office: strategic and operational issues

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

20

IIL's Webinar Learning Series 20

Benefits of a Project Office [for the executive levels of management] (1 of 2) Standardization of operations Company rather than silo decisions Better guidance on resource allocations (i.e. effective capacity planning) Access to and quality of information reporting systems Effective project prioritization process Company efficiency and effectiveness

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

21

IIL's Webinar Learning Series 21

Benefits of a Project Office

(2 of 2)

Elimination of silos Less need for restructuring Fewer meetings (i.e. better time management) Development of future general managers Retention of quality resources Horizontal career path and horizontal decisions

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

22

IIL's Webinar Learning Series 22

Project Office Risks Excessive headcount Potential burnout of talented people Using the wrong people as leads Reliance on excessive paperwork Going “to the well” too often Focusing on job descriptions rather than competencies Unnecessary restructuring for control of the project managers/project office IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

23

IIL's Webinar Learning Series 23

When to Involve the PMO Threshold:    



Dollar value of the project Duration of the project Risks to the company Criticality of the project (i.e. cost reductions) Amount of cross-functionality

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

24

IIL's Webinar Learning Series 24

Project Office Growth According to Jim Triompo, Group Senior Vice President at ABB: “The project office does not deliver projects. The projects managed by the project management office are limited to process/ tools development, implementation and training. The project management office is sometimes requested to perform reviews, participate in division level risk reviews and operational reviews in various countries.” IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

25

IIL's Webinar Learning Series 25

Exel’s Networking PMOs CEO CEO Americas Americas

Senior Senior Director Director Solution Solution Design Design

EPM

PMO Mexico PMO Mexico

IIL-Webinar

PMO Brazil PMO Brazil

PMO UK/Europe PMO UK/Europe

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

PMO Asia PMO Asia

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

26

IIL's Webinar Learning Series 26

Master vs. Regional PMOs (EXEL) Activities for the regional PMOs include:    

Promoting use of the methodology Promoting use of the tools Project execution and delivery Subject matter expertise (which may support the Master PMO)

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

27

IIL's Webinar Learning Series 27

Star Alliance

How does an organization coordinate the efforts of fifteen or more regional PMOs that, when combined, carry annually 405.7 million passengers to 975 airports in 162 countries?

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

28

IIL's Webinar Learning Series 28

Star Alliance Membership Air Canada

Tap Portugal

Air China

Singapore Airlines

Air New Zealand

United Airlines

All Nippon Airways

Asiana Airlines

Austrian Airlines

South African Airways

bmi british midland

Spanair

Egypt Air

LOT Polish Airlines

Lufthansa

Thai Airways Int.

Turkish Air

Other airlines?

Scandinavian Airlines (SAS)



Swiss Air



Shanghai Airlines



IIL-Webinar



Air India Brussels Airlines Continental TAM

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

29

IIL's Webinar Learning Series 29

Star Alliance

The projects carried out for the business units include such topics as information technology, marketing, sales, products, services and frequent flier programs.

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

30

IIL's Webinar Learning Series 30

More Critical Questions

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

31

IIL's Webinar Learning Series 31

PMO Skills

Are all people (PMP®s) qualified to work in a PMO? What skills are important? Will the required skills change if the PMO is involved in multinational activities, or with networking PMOs?

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

32

IIL's Webinar Learning Series 32

Questions Involving P&L Responsibility Are there risks in assigning a PMO P&L responsibility? What if the PMO is now identified with P&L rather than the line organization? Will the line organization “surrender” P&L responsibility easily? Will the line organization allow their best project managers to be transferred to the PMO, either permanently or temporarily? IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

33

IIL's Webinar Learning Series 33

Questions on PMO Governance How should a PMO handle compliance audits? If poor compliance is discovered, is the PMO authorized to enforce corrective action?

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

34

IIL's Webinar Learning Series 34

Questions on PMO Toolkits

What is a PMO toolkit? Are there different tools based upon the type of PMO?

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

35

IIL's Webinar Learning Series

35

Project Selection What projects should we work on now?

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

36

IIL's Webinar Learning Series

36

PMO Involvement in Projects HIGH TECHNOLOGY / RISKS

BREAKTHROUGH

PLATFORMS

ENHANCEMENTS

MAINTENANCE

PROJECTS

LOW HIGH IIL-Webinar

PMO INVOLVEMENT

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

LOW Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

37

IIL's Webinar Learning Series 37

Strategic PMO Issues Determining the staffing tolerance for projects Analyses of the number of change requests Validate funding, schedules and deliverables on existing projects Bringing some projects to closure at a quicker rate

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

38

IIL's Webinar Learning Series 38

View from the Top (EDS) Most organizations have a PMO established and this was generated from the view that their individual projects required oversight. This is a significant jump for many organizations that ten years ago did not see value in project managers and are now funding a PMO. But most of them are paying the price to staff the PMO, but still do not see the value; they see it as a necessary evil. In other words, things would probably be worse if we did not staff the PMO.

IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

39

IIL's Webinar Learning Series 39

Project Office Growth According to Ron Kempf, Director PM Competency & Certification, HP Services Engagement PMO at Hewlett-Packard: “For large, global companies the need for project management standardization and support is essential. To solve this problem, companies have developed a network of global project management offices all coordinated from a single source. At HewlettPackard, this network is referred to as the HP Services Project Management Office.” IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

40

IIL's Webinar Learning Series 40

Project Office Growth According to Ron Kempf, Director PM Competency & Certification, HP Services Engagement PMO at Hewlett-Packard: “HP Services PMO structure supports more than 8000 project managers in 160 countries with regional offices located in Americas, Asia Pacific, Europe, Middle East, Africa, and Japan. Three focus areas are – health of the portfolio, project management development, and processes.” IIL-Webinar

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

41

IIL's Webinar Learning Series 41

PMO Mission The PMO provides an enterprise-wide approach to identify, prioritize and successfully execute a portfolio of IT initiatives, aligned with the business units’ strategic objectives. Consideration  Are we (Company, Question IT) doing the right things?

 Are we doing enough of the right things?

 Are we doing the right things right?



Are projects aligned with strategic goals? (e.g., shareholder value, customer satisfaction, etc.)



Are resources deployed against projects with the highest strategic value?







PMO Tool/Process 

Objective strategic fit analysis



Effective project prioritization



Consolidated resource planning

Given our strategic objective, will we meet our strategic goals? (e.g., SVA = $100M improvement)



Rigorous benefits tracking

Will we hit current fiscal year targets or should we manage expectations of stakeholders?



Accurate portfolio reporting



Common tools and processes for projects (e.g., standard status reporting, issue & risk management, etc.)

What are the necessary capabilities to effectively manage the technology portfolio (e.g., benefit realization)?

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

IIL-Webinar

Version 5.0

What is the PMO - its mission • The PMO assists in defining a standard Project Management methodology to use with IT projects. It supports the consistent application of this methodology to all IT projects. • The PMO evaluates IT projects against strategic plan regardless of the owner (responsible business unit). • The PMO assures that only the projects with the most value are allocated resources. • PMO processes and tools complement and support standard FE IT Project Management processes. Why does it exist - the business need for the PMO • Ensures that only highest value projects are completed. • Optimizes resource allocation. PMO “Guiding Principles” • Complements traditional project management. • Complements the merger benefits tracking process. • Authorized to manage, allocate, and ensure availability of resources. • Manages project interdependencies. • Measures project performance.

IIL-Webinar

© 2004 International Institute for Learning, Inc.

1-‹#›

IIL's Webinar Learning Series 42

PMO and Project Life Cycle Project scoping & planning

Project initiation

PMO evaluates projects

 Standard opportunity P M O

form to capture projects

 Standard business case rigor

 Link to strategic

PMO monitors delivery

PMO prioritizes projects



Prioritize based established criteria tied to strategic goals & KPIs



Formalized detailed project planning

objectives

IIL-Webinar

Project delivery



Resources (dollars & FTEs) go to projects with strategic value



Standard status reporting



Monitor/Document benefits realization

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes: In the Initiation phase of a project, the PMO evaluates projects. • Should further analysis be done (develop a Business Case)? • Should IT resources be allocated for planning? In the Planning phase of a project, the PMO prioritizes projects • Should IT resources be allocated for development & delivery? • Integrate the project into the Master Schedule (the IT project portfolio). In the Delivery phase of a project, the PMO monitors across projects. • Identify impacts on Master Schedule and take action. • Track benefits realizations after project completion.

IIL-Webinar

© 2009 International Institute for Learning, Inc.

43

IIL's Webinar Learning Series 43

Evaluate projects

…then evaluated using a standard business case…

Ideas are generated throughout the entire organization…

•Opportunity options •Resource requirements •Refined project costs

Business Case

Filter

•Refined savings •Benefits (financial, strategic, payback) •Project metrics •Benefits realization •Risks •Exit strategies •Refined people, process, technology impacts •Schedule/milestones •Complexity •Standard technology?

NON-VALUE ADDED BUSINESS CASES

…non-value added opportunities & projects

are eliminated…

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

IIL-Webinar

Version 5.0

The Participant’s PMO evaluates Notes: projects • Ideas are generated. • Captured using an Opportunity Form. • Determine if resources should be allocated to evaluate further. • Develop a Business Case. • Determine if resources should be allocated for project planning.

IIL-Webinar

© 2009 International Institute for Learning, Inc.

44

IIL's Webinar Learning Series 44



Prioritize

Business Business Business Case Case Business Case

All Business Cases . . .

Case

. . . are be evaluated relative to

Understand resource availability

their strategic impact. . .

. . . to prioritize initiatives

Strategic Programs Value 147 PowerOn Remote 100 Website for Vendors 86 B2B Pantellos 70 SAP for IT 90 Energy 2000 Reorg 71 Dereg Bill Ready 55 SAP 4.6 Upgrade 44 Disaster Recovery 26 CCS Test data MVS - Retire unused applications55 20 Multi-Function Devices 10 Ethernet Back bone 10 Upgrade to Windows 2000 Server 10 Lotus R5 Rollout

Understand Strategic Goals

   

Financial (SVA,EPS) Customer (Index) Operational(Index) Employee Development (Index)

  

Expense Cost $

10

Cumulative Cumulative Expense Capital CumulativeResource Resource Cost Cost Capital Cost Reqmt Reqmt $

10

$

8

$

18

$

13

$

31

$ $ $ $ $ $ $ $ $

IIllllu usst trraat tiivve e

and allocate resources. . .

4

$

35

6

$

41

4

$

45

$

10

$

23

$

4

$

$

$

10

2

33

0.5

2.5

2

4.5

2

6.5

37

$

2

$

39

$

45

$

84

0.5

$

32

$

116

Resource Driven -Off Cut 3

$

48

$

23

$

139

87

$

135

$

3

$

142

2

$

137

$

23

$

165

Capital Driven -OffCut 12

$

149

$

2

2

7 9

28 7

16

2

18

1

19

7.5 231

$

396

0.5

19.5

3

$

152

$

3

$

399

1

20.5

1

$

153

$

4

$

403

0.5

21

Expense Driven -OffCut

Understand Project Complexity Relationship w/other projects

Program Plan.

Technical complexity Risk

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

IIL-Webinar

. . . resulting in a Master

Version 5.0

The Participant’s PMO prioritizes Notes: projects • Project plans are developed for Business Cases. • Project plans are are prioritized relative to their strategic impact. • Resources are allocated for execution. • Projects become part of the Master Program Plan.

IIL-Webinar

© 2009 International Institute for Learning, Inc.

45

IIL's Webinar Learning Series 45

Monitor delivery

Master Program Plan

Each project will be delivered using defined standards outlined in the PMO Guide and project management best practices. Scoping and Planning

Project Delivery

Project Plan

Status Reporting

Issues/ Risks

Change Control

Resource Allocation

Benefits Tracking

PMO Database © 2009 International Institute for Learning, Inc. WWW.IIL.COM

IIL-Webinar

Version 5.0

The Participant’s PMO monitors Notes: projects • Status reporting. • Managing issues and risks. • Change control. • Resources use is monitored. • Tracking the benefits.

IIL-Webinar

© 2009 International Institute for Learning, Inc.

46

IIL's Webinar Learning Series 46

Project Manager Identification • Leadership • Judgment • Flexibility • Sound business knowledge • Credibility • Communications • Team building

Soft Skills

Hard Skills • Define project • Solve problems • Project management • Business knowledge • Technical understanding IIL-Webinar

PM Attitude

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

• Independent • Accountable • Willing to work within process

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

47

IIL's Webinar Learning Series 47

PMO Process: Projects Portfolio Reductions ($ millions) $240M $80M

Reductions $80M or 35%

$160M PMO Process Reductions

Reductions based on Business Case criterion:     

Starting Portfolio

IIL-Webinar

Financial Corporate Safety Customer Service Excellence Operational Performance Employee Development

Final Portfolio

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

Participant’s Notes:

IIL-Webinar

© 2009 International Institute for Learning, Inc.

48

IIL's Webinar Learning Series 48

Evaluations

IIL-Webinar

Participant’s Notes:

© 2009 International Institute for Learning, Inc. WWW.IIL.COM

Version 5.0

We really appreciate your attendance and participation in this webinar. If you found this to be a valuable experience, please recommend the course to your friends and coworkers!

IIL-Webinar

© 2009 International Institute for Learning, Inc.

49