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Different types of PMO
The term PMO is mainly used to describe a Project Management Office, however, some organisations use the term to describe either a Programme Management Office or Portfolio Management Office.- The Project Management Office supports individual projects.
- The Programme Management Office coordinates identify dependencies of projects and supports the transition of outputs to Business as Usual.
- The Portfolio Management Office functions at a corporate level where all change initiatives within an organisation are managed.
The Supportive PMO
The Supportive PMO provides support in the form of on-demand expertise, templates, best practices and lessons learned. This is a great solution for organisations where projects are done successfully in a loosely controlled manner.The Controlling PMO
The Controlling PMO provides support but also requires that the support is used. The PMO sets requirements of specific methodologies, templates and governance guidelines. Projects are also closely monitored by this type of PMO. The Controlling PMO is a solution for an organisation that seeks to align activities, practices and documentation.The Directive PMO
The Directive PMO provides Project Management experience and resources to manage a project. This type of PMO creates a high level of consistency of practise across all projects and is especially effective in large organisations.Purpose of the PMO
The PMO, whatever type, offers guidance and information. It helps the organisation make sure that the right projects are done and that the right decisions are made by the right people, with the right information at the right moment. It helps the organisation govern and deliver projects in line with the organisation's values and organisational goals.The PMO
- Seeks to implement appropriate project selection and prioritise criteria that assess the contribution to strategy, along with validation of the business case.
- Services to support the management of dependencies between delivery, deliverables, business changes and benefits across the projects and programmes.
- Can imply the use of appropriately tailored methodology like PRINCE2 and MSP or other Project/Programme Management methodologies in order to ensure projects and programmes are delivered well, efficiently and effectively.
- Provides a benefits framework and support for Project and Programme sponsors in order to deliver the benefits aligned with the organisation’s goal.
- Designs and implements functions and services that address the current or prospective problem/question that is recognised and acknowledged within the organisation.
- Listens to the decision-makers in the organisation and designs functions and services accordingly.
- Adapts to the maturity of the organisation, the culture, structure and level of sponsorship. Based on this it determines the value of the services to the organisation.
- Keeps an overview of all ongoing, previous and future projects and programmes and serves as a repository for all documentation.
- Creates quality reports that can be used for decision making by executives and boards with up to date, reliable and credible data.
- Demonstrates the value of the services it provides.
Capabilities within the PMO
The set of capabilities and fulfilled roles will be different for every PMO, depending on size, complexity and many external factors. However, for a good functioning PMO, there are some obvious areas that should be covered.- Stakeholder engagement: to ensure the right people are receiving the right messages in the right way – avoiding any misinterpretation
- Project management: to be able to support and/or challenge with credibility
- Analysis: to be able to collate, interpret and analyze often complex data
- Communication: to listen to and be able to present the right messages in the right way so that they will be accepted – even the difficult ones
- Negotiation: to act as a broker between the sponsor, business and PMO. Not usually a daily demand but potentially an invaluable skill at the enterprise level.
PMO Roles
The PMO is essentially providing services to an organization, but what this actually entails can differ between organizations. It is a complex and ever-changing environment and roles and the context of projects and programs highly influence the PMO. The PMO related roles are: . PMO Manager, who has the daily responsibility of the PMO. The Project Management Office Manager is to ensure that their company’s standards are upheld and clearly defined throughout the entire process of each project’s development and execution. PMO Managers are responsible for overseeing the work of all project management office personnel, and thus must take ownership of the resulting quality of each project. . PMO director is a senior level role and is most definitely concerned with taking ownership and accountability for change activities within a business. They are there to make sure an organization has everything in place for strategic initiatives to be delivered successfully. They are often focusing on creating the right environment with strong capability and capacity for delivery to succeed. . PMO administrators help to keep all those things organized. These administrators control documents, facilitate communication between the project office and stakeholders, and collect data to meet reporting requirements. . PMO Analysts hold a managerial position, but they work with employees from all levels who touch on the projects they are assigned to. As both analyst and manager, a successful PMO analyst is a talented multitasker. . Coach, who is responsible for providing ad hoc assistance to individual project managers or project teams. . Communication Specialist is the figure responsible for the communication plan and ensuring that all stakeholders receive timely communications regarding their projects. . Methodologist is this figure is responsible for the methodological content chosen for project management processes. It manages the evolution of templates and best practices, as well as for instructions on their use. Other probable roles within a well organized PMO can be defined into four different levels:- Project Support roles: Project administrator, Project Co-ordinator, Project Support Officer.
- Portfolio, Programme and Project Support roles: Project Management Officer, PMO Officer, PMO Specialist roles (Project Planner, Project Scheduler, Project Controller).
- Leading and Managing PMO’s roles: PMO Manager, PMO Lead.
- Directing PMO’s roles: Head of PMO, PMO Director, Portfolio Director, e-PMO (enterprise PMO).
P3O - Portfolio, Programme and Project Offices
For the higher-level roles within the PMO, a P3O (Portfolio, Programme and Project Offices) certificate is often requested. P3O is a methodology that helps organisations build support structures that enable the successful delivery of their portfolios of change management programmes and projects. Source: Axelos: Value of the PMO Axelos: Implementing and leading a best practice PMOWaterfall Methodology
The Waterfall approach is a breakdown of project activities into linear sequential phases, where each phase depends on the deliverables of the previous one and corresponds to a specialization of tasks. At the start of the project, the output, outcome and benefits are defined. The Waterfall model originated in the manufacturing and construction industries, where the highly structured physical environments meant that design changes became prohibitively expensive much sooner in the development process. When first adopted for software development, there were no recognized alternatives for knowledge-based creative work. The Waterfall model has a set team working in a linear fashion towards a clearly defined end goal. It makes use of standard documentation of which the format is predefined by the organisation. Examples of this documentation are the PID and the Business Case.Waterfall Methodology: Benefits vs Drawbacks
Benefits | Drawbacks |
---|---|
Clear framework There is a clear understanding of the project timeline and deliverables before the project begins. The full scope of the project is agreed upon by the development team and their stakeholders in advance. | Less customer involvement A hands-off approach is not suitable for every type of product. Some customers will want more involvement as the project proceeds. If there isn’t a framework for that involvement, the waterfall approach could lead to frustration on both ends. |
Documentation Each phase of the process is documented in detail to eliminate any misunderstandings or shortcuts. Documentation should be done at each stage of the process to ensure that all stakeholders are on the same page despite the sequential progress of the project. | Changes can be difficult The whole point of the waterfall methodology is that it follows clear steps and a set timeframe. Once these elements are in place, it can be difficult to make changes once the development team encounters a roadblock. Adaptability is a crucial part of software development to consider, particularly since it can be hard for customers to have a full grasp of the project before it begins. |
Hands-off approach This approach allows for a more hands-off approach from the customer. Once the initial design and project plan is in place, there is little requirement for ongoing customer presence until the review phase. | Short in the effectiveness of requirements One area which almost always falls short is the effectiveness of requirements. Customers are sometimes intimidated by details, and specific details, provided early in the project, are required with this approach. In addition, customers are not always able to visualize an application from a requirements document. Wireframes and mockups can help, but there’s no question that most end users have some difficulty putting these elements together with written requirements to arrive at a good picture of what they will be getting. |
Agile
The major difference between agile vs. waterfall might be summarized by saying that the waterfall approach values planning ahead, while the agile approach values adaptability and involvement. However, there is not just one Agile approach: Agile is a combination of multiple frameworks. The agile methodology has two core elements: teamwork and time. Instead of creating a timeline for one large software development project, agile breaks the project into individual deliverable pieces. These ‘time-boxed’ phases are called ‘sprints’ and last just a few weeks. Once each sprint is completed, the feedback from the previous phase is used to plan the next one. An Agile team starts every day with a short meeting where they discuss the status and objectives of the project they are working on. This is called a daily stand-up meeting, which is beneficial for all team members, regardless of their position in the team. Read here why the daily stand up meetings are being held and how to optimize them.Agile Framework: Benefits vs Drawbacks
Benefits | Drawbacks |
---|---|
Customer involvement By allowing the client to determine the priority of features, the team understands what’s most important to the client’s business, and can deliver the features that provide the most business value. The customer gains a strong sense of ownership by working extensively and directly with the project team throughout the project. | Customer Availability The very high degree of customer involvement, while great for the project, may present problems for some customers who simply may not have the time or interest for this type of participation. |
Early and Predictable Delivery By using time-boxed, fixed schedule Sprints of 1-4 weeks, new features are delivered quickly and frequently, with a high level of predictability. Agile development is often more user-focused, likely a result of more and frequent direction from the customer. | High involvement needed Agile works best when members of the development team are completely dedicated to the project. Because Agile focuses on time-boxed delivery and frequent reprioritization, it’s possible that some items set for delivery will not be completed within the allotted time frame. Additional sprints (beyond those initially planned) may be needed, adding to the project cost. In addition, customer involvement often leads to additional features requested throughout the project. Again, this can add to the overall time and cost of the implementation. |
Allows for change While the team needs to stay focused on delivering an agreed-to subset of the product’s features during each iteration, there is an opportunity to constantly refine and reprioritize the overall product backlog. New or changed backlog items can be planned for the next iteration, providing the opportunity to introduce changes within a few weeks. | Frequent refactoring The iterative nature of Agile development may lead to frequent refactoring if the full scope of the system is not considered in the initial architecture and design. Without this refactoring, the system can suffer from a reduction in overall quality. This becomes more pronounced in larger-scale implementations, or with systems that include a high level of integration. |
Waterfall vs Agile: Comparison
Agile Framework | Waterfall Methodology |
---|---|
Separates the project development lifecycle into sprints. | Divides project development process into distinct phases |
Follows an incremental approach | Is a sequential design process. |
Is known for its flexibility | Is a structured development methodology so most times it can be quite rigid. |
Can be considered as a collection of many different projects. | Completes project development as one single piece. |
Is quite a flexible method which allows changes to be made in the project development requirements | Does not include a scope of changing the requirements once the project development starts |
Follows an iterative approach because of this planning, development and other phases may appear more than once | Completes all the project development phases like designing, development, testing, etc. only once |
Reviews the test plan after each sprint | Rarely discusses the test plan during the test phase |
Is a process in which the requirements are expected to change and evolve. | Is ideal for projects which have definite requirements and little change |
Performs testing concurrently | Starts with the ‘build’ phase, after which the ‘testing’ phase follows |
Introduces a product mindset where the product satisfies needs of its end customers and changes itself as per the customer’s demands | Shows a project mindset and places its focus completely on accomplishing the project |
Works exceptionally well with Time & Materials or non-fixed funding. It may increase stress in fixed-price scenarios | Reduces risk in the firm fixed-price contracts by getting risk agreement at the beginning of the process |
Prefers small but dedicated teams with a high degree of coordination and synchronization. | Has limited team coordination/synchronization |
Has product owners prepare requirements just about every day during a project | Has business analysis prepare requirements before the beginning of the project |
Has a test team that can take part in the requirements change without problems | Has limited opportunity to initiate any change in requirements |
Can alter the description of project details anytime during the process | Needs detailed description |
Has interchangeable Agile team members that, as a result, work faster. | Includes straightforward processes, so the project manager plays an essential role during every stage |
How important is the technological competence of the Scrum Master? At times it may seem like the Scrum Master is a simple motivator with management skills rather than IT, or is it the link between the product owner and the team?
By carefully reading the guide to Scrum by Ken Schwaber and Jeff Sutherland we find no reference to “Technological” competencies of the Scrum Master. But it is absolutely possible that the Scrum Master is also part of the Development Team.Do customers easily accept to pay a Scrum team for a specific period without however being certain of the final result?
If you are used to procurement through “Fixed Scope” contracts, it can be difficult to change even if the goal is to seize an opportunity. Remember, Agile is a mindset. Therefore it is necessary for everyone (Customer / Supplier) to evolve; from a “closed” approach, with low external sharing, it is necessary to gradually move to an “open” approach, based on a cycle of learn-share-collaborate-improve, to encourage the exchange and transfer of knowledge in unconventional ways.What responsibility does the Scrum Master usually have in the context of cost and time control of a project?
The Scrum Master has many responsibilities (that you can discover here), but among these, there are no items that specifically concern the management of Time & Cost project constraints. It is a shared responsibility of the entire Scrum Team. Remember that Time & Costs are fixed and that the Scrum Team must be “Good” in setting the Sprint Goal. Here you can discover the responsibilities of the other Scrum Team members; the Scrum Developer and the Scrum Product Owner.If after multiple sprints the sprint goal is not reached, is this a failure for the Scrum Master? And what approach should the Scrum Master take in this circumstance?
The situation described is not a failure for the Scrum Master but certainly is a reason for reflection for the entire Scrum Team; issues to reflect on could be:- What did we not understand about the project/product?
- Is there a technical knowledge gap to fill?
- Internal/external changes to the client that make the sprint goal systematically obsolete?
But if the objectives are not reached during the sprints, does that mean that the time of the project is prolonged? If so, how does that work with the costs?
When the approach is Predictive in the early stages of the project, the focus is on detailing the planning by basing the estimates on the Scope defined in the formal documents (plan-driven approach). During the life cycle of the project, the project plan will be the work management guide and the reference for calculating progress. Changes are managed through a formal system and the value is generated at the end of the project, upon delivery of the final product. When, on the other hand, the requirements are unstable it is advised to focus on making decisions that give priority, and therefore time precedence, to activities with greater added value and actions for greater risk reduction (value-driven approach). It is advised to set budgets and create a plan in advance and to make the project scope negotiable. This rather than trying to fix the characteristics of the product, which will consequently determine the times and costs of implementation (plan-driven approach). When the approach is adaptive, therefore, the planning is carried out iteratively before each Sprint/Iteration, you are able to respond quickly and effectively to change. This results in a reduction in costs and, ultimately, an increase in profitability and Return on Investment (ROI). In more general terms, we move from an “inside-out” model, where you make and sell your product on the market, to an “outside-in” model, where you iteratively build the product/service together with your customer. Here the focus is on the Minimal Viable Product (MVP).Does the Scrum Product Owner also participate in the Sprint Retrospective phase? If so, what role does he/she play in the development team?
The Agile Business Consortium “strongly recommends” the presence of the Scrum Product Owner during the Sprint Retrospective meeting; like all members of the Scrum Team, he/she introspects and actively participates with the goal of continuous improvement.What does the Scrum Product Owner have to say during the daily? Isn’t that an obstacle to the Scrum Master in facilitating the ease of the team?
The Scrum Product Owner may be a member of the Development Team. This is a perfectly viable situation and in such circumstances, the Product Owner can obviously participate and participate fully in the Daily Scrums. If the Product Owner is not part of the Development Team, there are different schools of thought. Eg. Agile Alliance suggests keeping the Product Owner out of the Daily Meeting, Agile Business Consortium instead recommends the participation of the Product Owner and suggests the Development Team invite the Product Owner (it’s a good idea to share the choices and the commitment).Antonietta-Fiorentino
Antonietta Fiorentino is an entrepreneur and Transformation Leader. Bi-modal PMO in digital transformation and for the innovation of large and medium-sized enterprises. For QRP she is a trainer and agile business consultant.Why such a change?
The latest PMI market research shows that CAPM certification holders believe that PDUs represent a more valuable investment of their time and effort, as they allow them to keep abreast of new developments and trends in project management. This new process is easier and less costly for CAPM certification holders as there are many ways to earn PDUs. If CAPM certifiers obtain other PMI certifications, the PDUs they earn with the other certifications can be applied to the CAPM PDU requirements. They will simply have to pay the recertification fee. Thus, if the professional becomes certified (PMP), they can count 15 of the 60 PDUs they earn for the PMP towards their CAPM PDU requirements.Limited time renewal offer
To facilitate the transition from PDU acquisition to maintaining CAPM certification, the following limited-time renewal offer is available: Active CAPM certification holders who renew at the member and non-member price of USD 60 by 31 March 2021 will have an additional three years to their certification cycle. This will give certification holders more time to adjust to obtain the 15 PDUs needed to maintain certification. In addition, regardless of when individuals pass the CAPM certification exam, they can take advantage of this offer. However, those who do not renew by March 31 2021, will need to earn the newly required 15 PDUs before their certification expires, log on to the CLS and pay the renewal fee ($60 member / $150 non-member) to maintain their certification. Holders of expired CAPM certification who take advantage of the member and non-member renewal price offer of $60 USD by March 31 2021 will have their CAPM certification reinstated for three years. For more information, contact our team at switzerland@qrpinternational.com Source: https://www.pmi.org/MSP 4 vs MSP 5
The essence of what a program remains the same as it was with the 4th edition: it is temporary, it is focused on results and benefits, and it is concerned with leading several projects and other work. The basic concepts (principles, themes, and processes) also still form the overall structure of the guide. However, these have been revised with the following principles in mind:- Ensure that MSP remains adaptable and flexible and can be used in a wide range of organizations and environments. There are many different drivers of change, and the MSP approach to program management must ensure that the organization's investment in change is managed wisely.
- Provide guidance for a wide range of investments that benefit from program management, recognizing that the word "program" has many different meanings for organizations and that terms other than "programs" may be used by these organizations.
- Emphasize the incremental nature of a program and show how MSP allows cyclical progression to the desired future state. Organizations are complex, the external context is emergent, and the delivery of benefits and value creation generally cannot be achieved through a series of linear steps.
- Enable program teams to recognize the many ways in which outputs and changes can be delivered, including iterative (Agile), traditional, and hybrid approaches.
Key Elements of MSP 5
The MSP 5th edition emphasizes greater flexibility, adaptability, and responsiveness by taking an incremental approach to the program lifecycle and enabling organizational agility. The MSP 5th edition consists of a set of principles, themes, and processes that provide a clear roadmap for the program life cycle and ensure successful organizational results. The MSP guide offers 3 lenses:- 7 universal principles
- 7 themes facilitating governance and essential controls
- 7 processes representing the incremental life cycle which, if flexible and adaptable, allows an orderly cyclical progression with clear decision criteria.
. Vision
An updated approach to the structure of a vision statement.. Benefits
A reinforced vision of a key principle of SHP throughout the guide.. Risks
A broader discussion of risks and risk mitigation across the program.. Organizational Structure and Roles
Well-established roles within the MSP have been reviewed and updated, and new roles are being introduced and discussed.. Business Case
One of the main challenges is to obtain funding for a program. In the updated basic guide, this topic is discussed and provides a new approach to its development.. Blueprint
A key element of MSP has evolved into the target operating model, and the MSP 5th edition explains its use and benefits in more detail.. Stakeholder Engagement and Communications Planning
Key elements of the new working methods, responding to the main challenges of today's program management.Agile Program Management Integration
The MSP 5th edition offers the multimodal delivery mode, which allows multiple ways of working, depending on what suits you best during delivery. The same program or project can combine different approaches to work, its components, with projects using iterative (agile), traditional or hybrid life cycles, or continuous improvement activities. Leaders need to decide when to invest in addressing change drivers, for example:- adopt disruptions and emerging technologies and trends,
- build new physical infrastructure,
- respond to societal expectations and policy changes,
- establish more effective working partnerships across supply chains,
- using scarce resources as efficiently as possible.
Main Differences between Exams
The MSP 5th edition certification scheme includes only two levels: MSP Foundation and MSP Practitioner. In addition to a completely redesigned program, there are several differences between the MSP 4th and 5th edition exams that will bring new benefits to candidates :- The MSP Foundation exam has been streamlined so that candidates can now focus on learning MSP content, rather than learning to answer complex questions.
- The MSP Practitioner exam has also been simplified to give the candidate more time on the exam to focus on the questions and reduce the reading load.
- Both exams have seen a reduction in the number of questions for each level: the MSP Foundation exam has been reduced from 75 to 60 questions, and the MSP Practitioner exam has been reduced from 80 partial questions to 70 questions. Despite the reduction in complexity and number of questions, the time allocated to write the exams remains at 60 minutes and 150 minutes respectively for MSP Foundation and MSP Practitioner. This is to ensure that candidates have sufficient time to be able to answer each question to the best of their ability.
- Both exams have been refocused based on the cognitive ability (Bloom level) required. The MSP Foundation exam covers all key concepts at the level of knowledge and understanding (Bloom's 1 and 2). There are no new concepts introduced at the MSP Practitioner level; the exam simply assesses the same concepts at a higher cognitive level (Bloom's 3 and 4), where the candidate is asked to apply and analyze the concepts in context.
Benefits of the MSP 5th Edition Method
- It aligns projects and programs with organizational strategy.
- It provides a disciplined approach to profit management that facilitates business changes.
- It ensures an appropriate division of responsibilities and obligations.
- It facilitates organizational agility.
- It helps to understand the risks associated with a program.
- It is a proven best practice in the successful implementation of organizational change through the application of program management.
Would you like to follow an MSP training course?
Our training is once again available in face-to-face and distance learning. QRP is ISO 9001:2015 certified. Contact our team at +41 (0)43 588 10 36 or switzerland@qrpinternational.com to learn more about our virtual classroom, face-to-face, or intra-company offers!Why QRP?
QRP is a PMI Authorized Training Partner (ATP). To maintain this designation, we must continuously meet rigorous standards for quality and effectiveness. As ATP we completed the PMI Train the Trainer – PMP Exam Prep® program and we use PMI-developed training course content. Training with an Authorized Partner will ensure you are trained:- By an organization you can trust,
- With high-quality PMI-developed course content,
- By PMI-approved instructors.
- quality training,
- licensed content for Project Management Professional (PMP)®,
- online learning assets like quizzes, knowledge checks and videos,
- trainers with a badge that shows they are PMI-approved instructors,
- assistance from the trainer for the exam subscription (if applicable).