PMO Architecture A Case Study

1. PMO ArchitectureA Case Study Carol Ann McDevittProgram Management Office (PMO) Manager SDM ‘01

2. Agenda A Presentation in Two Parts: • The Process • Navel Gazing

3. Agenda A Presentation in Two Parts: • The Process • Navel Gazing

4. The system architecture process Need Goals Customer Needs Function, Concept, Form Requirements Architecture Specifications

5. Brainstorm • When do you need to architect? • What can you architect? • Can system architecture and system engineering be applied to program management?

6. Architecting a PMO Architecting a Program Management Office AKA Opportunity Set #5

7. Needs - Brainstorming • Coordination of solutions (which usually take the form of programs and/or projects) • Prioritization and communication of the project roadmap • Broad picture of how individual projects can be leveraged across silos • Data and information to make resource allocation decisions and Go/No Go decisions • Standard processes for project/program management • Assistance with the bigger picture, recognizing stakeholders or groups that might be impacted, or who might benefit in the longer term from the project • Tools for tracking resources and project status • Hand off support for transition to business as usual • Solutions that are simple, elegant, sustainable, leveraged • Communication strategy • Where and how projects/programs are aligned to larger business processes • A roadmap that illustrates a consolidation of efforts and deliverables. • Consolidation of projects where necessary • Work taken off other people’s plates • Information management system for collaboration with engineering and manufacturing • A brain and voice on project/program management • Program and project management • Cross-functional teams that do work

8. Projects designed for leveraged deployment Standard processes for project/program management Assistance with the bigger picture, recognizing stakeholders or groups that might be impacted Projects leveraged across Hand off support for transition to business as usual Work taken off other people’s plates Cross-functional teams that do work Program and project management Broad picture of how individual projects can be leveraged across silos Communication of projects/results Communication of the project roadmap Communication strategy Information management system for collaboration with engineering and manufacturing A roadmap that illustrates a consolidation of efforts and deliverables Where and how projects/programs are aligned to larger business processes Alignment of programs with business processes and with corporate initiatives One brain and voice on project/program management Coordination of solutions (which usually take the form of programs and/or projects) Prioritization of the project roadmap Consolidation of projects where necessary Support for Project Managers Project management process and framework Tools and processes for tracking resources and project status Data and information to make resource allocation decisions and Go/No Go decisions Training Needs - consolidated

9. Needs

10. Needs

11. Goal To increase real productivity by taking responsibility for across-group deployment of each project, using effective project management processes, while also eliminating resource wastage due to project overlap or continued work on non-priority projects. (Format: To.... by.... using...., while also.....)

12. Function Increase productivity by • coordinating project management activities • prioritizing projects • providing data for decision making • ensuring no overlapping projects • ensuring projects can be deployed broadly • ensuring executive support for projects • developing project management processes • involving stakeholders • providing tools for data management • ensuring end-game is “business as usual”

13. Concept An overseeing body that reports to senior staff and supports project/program managers by developing project/program management processes.

14. Form Senior Staff Project/Program Managers PMO Director Project management expertise Manager Process-specific expertise

15. OPM Example - Whistle • The process of Making Noise requires (is enabled by) the objects Whistle and Air • Operator (person) handles (enables) Making Noise • Making Noise yields (results in) Noise (tone) Making Noise Whistle Noise (tone) Air Operator

16. Providing data for decision making Ensuring no overlapping projects Ensuring executive support PMO Functional Deployment Senior Staff Project/Program Managers PMO Director Manager Process-specific expertise Project management expertise Prioritizing projects Involvingstakeholders Ensuring end-game becomes business-as-usual Ensuring projects can be deployed broadly Providing tools for data mgmt developing project management processes coordinating project management activities Increasedproductivity

17. Timing Operational • Quarterly PMO project updates to evaluate status • Monthly review of priorities • Weekly updates at staff meetings Dynamic • New project initiation • ???? • ????

18. What is the difference... ...between program management and project management? • Project Management is: • Tactically-driven • Realization of selected objectives • Limited in scope • Focused on project deliverables • Driven by requirements, schedule, and budget • Charged with doing the actual work to meet the objectives • Program Management is: • Strategically-driven • Realization of the business vision • Broader in scope • Integrated and synergistic • Driven by measurable business benefits • Charged with coordinating the projects to meet the global outcome

19. Program Management Program management is the act of steering and coordinating the individual projects towards the overall business objective. • A program manager is like the head of the octopus, with the tentacles being the individual projects. • Each tentacle has an objective that it can meet independently, and resources it can access. • The program manager's job is to coordinate the efforts of each tentacle, so that the global outcome is achieved. • This is where the systems engineering and risk management elements come into play - the complex behavior of the "sum of the parts". courtesy Russ Wertenberg SDM ‘01

20. Agenda A Presentation in Two Parts: • The Process • Navel Gazing

21. Product Development & Project Management From: System-Level Application of the Evolutionary Product Development Process to Manufactured Goods – McDevitt, Cahill, Stambaugh; System Engineering, Vol 7 No 2, 2004

22. Brainstorm When do you need to develop a new management process? in other words… When might you need to architect a program?

23. Role of the Program Architect • What is a Program Architect? • The project architect takes the needs as defined by stakeholders and translates them in to requirements for the program • What are the Program Architect’s responsibilities? • Developing the initial architecture of Cisco's approach. • Getting the program team up and running. • Working with the program manager to get the project startedEnsuring that the program team sub-teams remain aligned with the overall needs. • Maintaining the overall architecture of the project. • Working with the industry consortiums and other stakeholders to evaluate when changes in needs require changes to the program structure.

24. Q and A