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"Estrella Partners provides consultative services for all aspects of PMOs, including but not all inclusive of Program Resourcing /
Staffing, Program Assessments, Program Business Case, PMO start-up, PMO Management, and any subcomponent of a program from Risk Management to Quality Assurance, to Deliverables Management, to Communications, etc..."
Source: Estrella Partners Group LLC
Program Management Office: A Term Not Fully Understood
Program Management is also known as :
Programme Management,
Effective Program Management,
Project Management,
Enterprise Program Management,
Program Management Methods,
Program Management Process,
IT Program Management,
Program Management Plan,
Project Management Program,
Business Program Management,
Professional Program Management,
Program Management,
Program Management Approach,
Program Management Best Practices,
Program Management Information,
Program Management Cost,
Program Management Definition,
Program Management Directive,
Program Management Software,
Program Management Experience,
Program Management Guide,
Program Management Model,
Program Management Office,
Program Management Office Definition,
Government Program Management,
Program Management Qualifications,
Program Management Requirements,
Program Management Resources,
Program Management Review,
Program Management Services.
By Al Uretsky
Managing Partner
June 2009
Introduction
The terminology Program Management Office, also commonly abbreviation as PMO,
has been around for some time now, even well before it became a popular buzz
word during the Year2000 era. None the less, the core concepts, methods, and
benefits remain constant for the most part while the variable over the years
primarily tend to be in the area of resources and tools. The term program office
itself has meant different things to different people and organizations. The
lack of understanding of what a program office is and when it should be
leveraged is often the most common pitfall and reason for failure. Programs come
in many forms from Enterprise-wide, departmental, and special-purpose.
Our definition of a Program Office is a supporting organization established
for the purpose of providing project management expertise to facilitate a
collective group of related projects within a specified parameter, operating
under a single charter defined by consistent standards and procedures related to
core project management guidelines, with the ultimate objective of achieving
project delivery excellence. Program offices leverage economies of scale to
manage project governance, standardize documentation, streamline communications,
define and track metrics, and critical success indicators, ensure stakeholder
sponsorship and reporting, and other key components to drive increased quality
and operational efficiencies. In order to do so, this process needs to remain
flexible and leverage elements of consultancy best practices in project /
program management, industry standards as defined by Project Management
Institute (PMI), and clients internal process, procedures, and resources, each
as applicable, thus resulting in a unique customized solution refined for a
specific situation and environment.
A majority of project offices created in the past 2-5 years were looking to
achieve increase project delivery success, increase their alignment between
technology and business departments, improve their strategic goals, increase
cost efficiency, and focus on core project management areas of scheduling,
project financials, scope creep, project resources.
The Problem
Most common reason for failure is not taking the time to establish a clear
understanding of Program Office concepts, defined goals and objectives, and a
strategic direction with executive sponsorship.
Organizations around the world continue to self define, borrow and collect,
what they believe to be best practices among a crowded and sometimes difficult
portfolios of content to navigate through to determine what truly is trial and
error vs. best of breed. Firms are increasingly establishing Program Offices to
influence and drive thought leadership and organizational improvement. And yet
90% of projects still do not meet time/cost/quality targets. There are many
reasons for such failures and technology is not the most critical cause, but
rather poorly defined goals and objectives, inadequate project management
implementation, lack of communication, and unfamiliarity with scope and
complexity, and executive management buy-in. Most project failures are due to
lack and/or improper implementation of project management methodologies.
The benefits of a well structured and strong performing Program Office is an
organization that operates more efficiently, reduced level of risk, potential
cost savings, increased project success rate, increased level of staff
satisfaction, identification of potential revenue opportunities, and increased
benefits realization.
Program Office Assessments
Typically the initial stage, these can be performed on either an existing
Program Office to determine a Programs level of effectiveness recognizing the
strengths and weakness with a recommended course of action or an assessment of
an organization (enterprise or departmental) and its need and ability to execute
an effective Program Office.
It is important to recognize that there is no one size fits all model for
Program Offices. An effective program Office needs to be customized to an
organization culture, management structure, methods, etc to leverage a firm's
strengths and strengthening a firm's weaknesses. A typical SWOT analysis can be
leveraged for such an assessment, which can be performed via a series of
interviews and questionnaires with key stakeholders. It is often determined that
firms with PMOs in place are sometimes focused on the wrong imperatives and need
to adjust their strategy to shift their attention towards activities that are
more aligned with their corporate charter and objectives.
The duration to perform a PMO assessment or health-check can vary depending
on the size and complexity of the organization and should be customized for the
particular needs and direction of that client's leadership team. I have recently
heard of those that promise these can be done in as quick as 8-hours, clients
should be weary of those that promise unrealistic expectations, which not only
delivery poor, generic, unsubstantiated deliverables, but also a bad name to the
consultancy business. A typical assessment / health-check should be performed by
a seasoned Program Manager, with credible experiences / references, and an
understanding of the client's industry / business model.
Program Office Methodologies
PMO approaches will vary from organization to organization. Many will
leverage those generic methods and tools from shareware sites, usually without
any guidance or education and others use adhoc materials to bring together what
can appear to be a Program approach, but falls short based on completeness and
experience. Most consulting firms have joined the band wagon over the years of
providing PMO services, but few actually have the skills and capabilities to
deliver them successfully. As important as the methods, approach, tools, and
templates are to the success of a Program, success is highly dependant of
experience program leadership. The best methodology will fail if not executed
properly and vise versa a purely average approach can be successful with the
correct leadership and guidance. An experienced Program Manager will know what
pitfalls to avoid, identify the critical success factor and key indicators, how
to apply a program methodology, what is needed and what is flexible, and how to
adapt to a client's culture / environment.
Program Office Components
Many organization will focus their attention of various components or aspects
of a Program Office, but it is the ‘whole' that is greater than the means in
this model. A Program office is only as strong as the weakest link in the model;
all aspects are just as important as one another. There are certain aspects of a
Program Office that may not be required depending on the focus such as Testing
in a non-software development effort, but these needs should be evaluated as
necessary. Again, depending on the size and complexity, some components can be
consolidated or under the management of a single resource, but the existence of
that function should still be recognized.
There are components both within the Program Office and external to the
Program, but just as important for the success of the effort. The key leadership
elements of a Program Office are; Program Sponsor, Internal and External
Stakeholders, Steering Committee, and Program Manager. The core elements of a
Program Office are; Project Planning and Mentoring, Communications Management,
resource management, Risk / Issues Management, Project change Control, Project
Planning and Monitoring, Quality Assurance, Financial Management, Testing, and
Project Coordinators assigned to the respective project within the program. A
sample structure is depicted in the following diagram. This approach can and
should be modified on a case by case base and could reflect other areas such as
Organization Change, Green Sustainability, etc...
Program Sponsor
A Program Sponsor is ultimately the most valuable role within a Program. It
may not be the most active role with regards to day to day responsibility, but
without the buy-in of executive management, accountability, support, and
strategic vision, then no Program Office will have any chance of success,
regardless of how talented the Program Manager and how well defined and mature
the program model. The identification of the Program Sponsor is vital and should
take into consideration someone within the organization who has the authority
and accountability to align with the strategic objectives of the Program Office.
This individual must be an internal resource who is well respected within their
organization by both peers and management, as well as having access to the
budget and peer management necessary to execute the charter of the program. The
executive sponsor is often the channel of communication to executive level
internal / external stakeholders.
Program Office Resources
Program Office resources, lead by a Program Manager, need to be staffed with
exact precision. A Program Office requires superior skills, not simply Project
Managers, but rather the elite group of most seasoned Project Managers. This is
a position that is not learned on the job, but must be filled by an individual
who has "been there, done that" and has the scars to prove it. It is only from
lessons learned and experience earned that one can prove to be a viable
candidate to lead a Program Office. Program Managers are often trained by taking
on the role of Project SWAT Team Leaders, those that come in to fix troubled
engagements. This person is more than a Project Manager, and although competent
in all aspects of Project Management (with or without certification), also needs
to be familiar with the intricacies and complexity of a program. A task master
in the extreme; detail oriented, quality focused, communications expert,
facilitator, mediator, mentor, executive coach, resource manager and motivator.
This individual leads by example, knowledgeable in all areas of a Program
Office, although they are not necessarily a subject matter expert in each area.
In addition, being knowledgeable in the industry and subject matter will provide
additional value to their role.
Program Office Tools
There are a vast number of tools available in the project / program
management market and naturally there are some that are better than others,
specifically functionality, scalability, security, ease of use, vendor support,
etc... It is not our intent to take a position or endorse any particular tool,
but we have relationships with the leading industry tool vendors in order to
streamline product acquisition and implementation. We can adapt to those tools
that a client may already have in house or has particular interest in, we can
assist our clients in conducting package evaluations based on their particular
needs, or we can make recommendations based on our experiences.
The key point we would like to convey it that regardless of the tool
selection, a program is only as effective as the resources engaged. It is
important to remember that a tool is just that, ‘a tool' and not a replacement
for expertise, nor should it become the be all, end all on a project / program
where common sense and experience should take precedence.
Estrella Partners Group Solution
At Estrella Partners, we have seasoned Program Managers with a variety of
industry experiences. Our Program Office services are based on 3 main offerings;
Program Office Health Check, Program Office Coaching, and Program Office
Management.
A Program Office Health Check is a review of an existing Program. This
engagement could take from 2-4 weeks depending on the size and complexity of the
program and client organization. An Assessment is performed by a seasoned
Program Manager and results in a set of key findings with supporting detail,
potential areas of risk, areas of strengths and weakness, strategic
recommendations, and a road-map for success.
With Program Office Coaching, one of our experts is assigned as a
professional coach / advisor aligned to the Program Manager and / or Program
Sponsor. It is this PMO Coach who will evaluate the existing Program and provide
on-going advice and guidance. This coach will then be available to review
deliverables and work-products, cover key positions while team members take
holidays / vacation, to brainstorm on ideas, concepts, strategy, vision and
review management reports for red flags. The focus is to help streamline
procedures, ensure risks are identified and mitigated as feasible, benefits are
achieved and that the PMO Manager and PMO Sponsor have visible success in the
eyes of their team and key stakeholders.
Program Office Management services range the full gamut from Program business
case, strategy / vision, tool evaluations and implementation, program initiation
through completion. Our team can provide leadership in any particular area of a
Program Office, including the overall management and leadership.
About Estrella Partners Group
Estrella Partners Group LLC is a consortium of proven,
senior-level executives who possess the ability to understand their clients'
complex business problems, develop creative solutions to these problems, and
effectively help them implement these solutions. Each member of the Estrella
team contributes a unique combination of skills and style to Estrella Partners.
Each was selected not only because of his or her abilities and openness to
collaboration, but above all, because of their inherent commitment to client
service and dedication to client success.
Estrella Partners is focused on assisting clients identify revenue
opportunities and increase operational efficiency through the use of
Organization Change Management, Program Management, Risk Management, and Green
Advisory Services.
We are an organization that treats its clients with the utmost respect,
honesty, and professionalism - all with better than competitive rates. Our
resources have the hands-on experience necessary to lead client teams or manage
projects that are beyond our client's internal team's comfort level.
We are supported by a dynamic group of professionals that encompass both deep
industry and functional subject matter expertise with a proven track record of
providing exceptional value as trusted advisors.
About the Author
Al Uretsky has 20-years of consultancy experience that spans Business
Development, Program Management, and Practice Operations. He has been with Ernst
& Young, Fujitsu Consulting, and most recently at IBM Global Services for
the past 9-years. He has managed a national banking practice for Fujitsu, has
lead a national asset commercialization and licensing team for IBM, managed all
consulting services globally to JPMC on behalf of IBM, and most recently managed
financial reporting, operations and strategy for IBM global solutions.
Al is recognized for consistently achieving and exceeding management business
objectives based upon well thought out process/procedures, analysis, and concise
execution aligned with corporate strategic vision and values. Al has consulted
to executives in many prestigious organizations, such as; JPMorganChase,
Republic National Bank, American Express, American Stock Exchange, Bank of
Tokyo-Mitsubishi, Sovereign Bank, NY Institute of Finance, Pearson Education,
Simon & Schuster, EMI Records, Standard & Poors, etc.....
Al is a graduate of New York University's Stern School of Business, where he
focused in Information Systems and International Business specializing in
Japanese management. Al is a member of Licensing Executive
Society (LES), Project Management Institute (PMI),
Technology Advisory Counsil (TAC), and Technology
Executives Networking Group (TENG). On a community level, Al is a School
Board Member for the local Elementary District of 4000+ students.
For further information, Contact;
Al Uretsky, Managing Partner
Estrella
Partners Group, LLC
Tel.: (623) 594-9283
auretsky@estrellapartners.com
Web site: www.estrellapartners.com
Table of Contents
- INTRODUCTION
- THE PROBLEM
- PROGRAM OFFICE ASSESSMENTS
- PROGRAM OFFICE COMPONENTS
- PROJECT OFFICE SPONSORSHIP
- PROGRAM OFFICE RESOURCES
- PROGRAM OFFICE TOOLS
- ESTRELLA PARTNERS GROUP SOLUTION
- ABOUT ESTRELLA PARTNERS GROUP
- ABOUT THE AUTHOR.
- FOR FURTHER INFORMATION