strategic pmo for business value creation (pmi・pmi-tw pmo day)
TRANSCRIPT
“Strategic PMO for business value creation”
Koji ShiotaCorporate Advisor, Management Solutions Co., Ltd.
Introduction塩田 宏治 KOJI SHIOTA
MBA
PgMP , PMP , CBAP , CITA-A , TOGAF9 Certified,
CSM, CSPO, ITCMF-Associate, OCEB
Corporate Advisor, Management Solutions Co. Ltd.
Business CareerNTTDATA Corporation
IT Consultation and developmentSony Corporation, Sony (China) Ltd, Sony Global Solutions Inc.Leading project management of many global BPR/System projectsIT organization management in overseas entity(Portfolio management, Program/Project management, Enterprise Architecture representative,Global PMO establishment, Global BPM/BA organization establishment
Establish CreaVision Ltd and join Management Solutions Co. Ltd as acorporate advisor.
Success rate of the project(PMI Survey)
64%
50%
55%
Successfully met the original goals
and business intent of the project
Finished within their initially
scheduled times
Finished within their initial budget
Change is required
Many organizations have plans
for change across many areas
of their business in response to
the rapid changes happening
globally.
Success rate of the Change Program(PWC Survey)
Almost achieved 38%
According to the global survey by PWC in 2014,
the rate of change program to meet the
organizational objective this five years is 38%.
Definition of Success (PMBOK®)
Project Management Program Management Portfolio Management
Success is measured by product and project quality, timeliness, budget compliance, and degree of customer satisfaction.
Success is measured by the degree to which the program satisfies the needs and benefits for which it was undertaken.
Success is measured in terms of the aggregate investment performance and benefit realization of the portfolio.
How do we measure the success of
Transformation Initiative?
PMO roleBusiness
Goal
Portfolio
Management
Program
Management
Project
Management
Enterprise-level
management of
investment performance
and portfolio of projects
Manage multiple
project as a whole
Manage single
project activity
PMO
Business Transformation InitiativeBusiness
Transformation Initiative
(Program/Project)
Business Operation Change
Solution Delivery(Development)
An Transformation Initiative always contains
at least 2 components.
Create Potential
Value
Realize Potential
Value
Relation to PPM Framework
Strategy
LevelPortfolio Management
Program Management
Project Management
Execution
LevelProduct
need&req.&design
Product Delivery
Product Group need&req.&design
Product Group Delivery
Investment theme
Business Strategy/ Model/Architecture
IT
PPM
Activities
Primary
Activities
IT Investment theme
IT Strategy/Architecture
BIZ
Relation to PPM Framework
Strategy
LevelPortfolio Management
Program Management
Project Management
Execution
LevelProduct
need&req.&design
Product Delivery
Product Group need&req.&design
Product Group Delivery
Investment theme
Business Strategy/ Model/Architecture
IT
PPM
Activities
Primary
Activities
IT Investment theme
IT Strategy/Architecture
BIZ
BusinessArchitecture(Enterprise)
SystemArchitecture(Enterprise)
System development Framework
EnterpriseArchitectureFrameworkBusiness
Analysis Framework
Business Analysis&Change Management
Architecture Management
TOGAF ADM Zachman Ontology
Key Question to Project Management People
How much are we
contributing to Business
Value Creation?
Key transformation of our role
Delivery Management
Value Creation
Management
Key Change of Mindset and Role
Do thingsright
(Manage “How”)
Key Change of Mindset and Role
Do thingsright
(Manage “How”)
Do rightthing
“Why” and “What”
Governance
Project
level View
Program
level View
How to start?
Where is to be a starting point?
Additional Capability Required
Strategy
LevelPortfolio Management
Program Management
Project Management
Execution
LevelProduct
need&req.&design
Product Delivery
Product Group need&req.&design
Product Group Delivery
Investment theme
Business Strategy/ Model/Architecture
IT
PPM
Activities
Primary
Activities
IT Investment theme
IT Strategy/Architecture
BIZ
Expand the competency
and the role
PgMCompetency
BA CompetencyPM
Competency
Example of Business Value Oriented PM/PgM/PMO
PM
Product Concept
Product Design
Product Dev.
Business Case
Project Mgmt
PTPart
APart
B
Go UpstreamProject
InitiationProject
Planning
PM is assigned
somewhere in between
ProgramInitiation/Planning
PM/PMOPgM PMO
Business Owner
PgM/PMO can help BO to define what is
the right thing to do for transformation
How to analyze “the right thing”BABOK V3 PMI BA Practice Guide
BA Planning
Need Assessment
Requirement Elicitation
and Analysis
Solution Evaluation
Traceability and Monitoring
BA Planning and Monitoring
Strategy Analysis
Requirement Analysis and
Design Definition
Solution Evaluation
Elicitation and Collaboration
Requirement Lifecycle
Management
Benefit realization Management
ProgramIntegrated
Benefit
Project1
Project2
Project3
Divide
Benefit
Benefit
Benefit
20XX.xx 20XX.xx
Program roadmap
20XX.xx 20XX.xx
20XX.xx 20XX.xx
Define the structure of benefit and the roadmap to realize
Governance
Program Managerand
PMO
Project1 Project2 Project3
Delivery Responsibility
Micro Management
• Business Goal Realization
• Operational standard and
delegation of execution
• Problem Solving Focus
Governance
Problem Solving
PMO Formation for business Value CreationOwner/Sponsor
Program Manager orProject Manager
Business Leader Delivery Leader
Biz Sub-
Leader
Biz Sub-
Leader
Delivery Sub-
Leader
Delivery Sub-
Leader
Dev. Sub-
Leader
Dev. Sub-
Leader
Vendor PM
PMO
Biz PMO Sys PMO
Summary• Contribution to business value creation is expected
to PMO under business transformation pressure
• “Do right thing” requires Business Analysis Competency for PMO
• Delivering benefit requires Program Management Competency for benefit realization and governance for PMO
• PMO can play the central role and gain more recognition through these contributions to businessunder the expanded concept of project management (Beyond PMBOK).
