Types of PSOs

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Types of PSOs

• John Zachar
• Principal Consultant
• CITI Limited
• jzachar_at_citi.co.uk
• Lovat Bank, Silver Street
• Newport Pagnell
• Buckinghamshire
• MK16 0EJ
• 44 (0) 1908 283 600

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Introduction
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Projects
Project
Project
Project
Project
Impacts
Impacts
Impacts
Impacts
Benefits
Benefits
Benefits
Benefits
Sponsor
Sponsor
Sponsor
Sponsor
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Project support office
Status monitoring Cost tracking
Project performance



Allocating project managers Resource utilisation
Project resourcing
Audit Trouble shooting projects Document
management
Project control
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Project support office
Throughput
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Types of project support office
Admin
Admin
Support
Partner
Emphasis
Control
Guidance
Control
Improve
Manage
Capability
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Project support office admin
A

• Data collector
• Keeps the scores and history
• Reports aggregator
• Supports individual projects
• Passive
• Staffed by administrators
• Conduit for information on current projects
• Reviews

Secretariat
Facilitator
Information gathering reviewers
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Project support office control

• Information management
• Interpreter
• Focus on project delivery
• Interventionist
• Staffed by functional specialists
• Some authority
• Perform audits
• Conduit for current projects and reports on the
  portfolio
• Reviews

C
Criteria based reviewers
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Project support office guidance

• Centre of excellence agency of change
• Pro-active and interventionist
• Staffed by process specialists
• Supports portfolio and projects
• Provides training and support
• May own PMs and resource management
• Monitors portfolios and projects, - influences
  project organisational performance
• Reviews

G
Expert reviewers
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Project support office partner
P

• Source of best practices
• Reactive and demand-driven
• Staffed by people capable/competent in PM
• Supports business-led initiatives to improve
• Monitors the portfolio and maintains information
  on the capacity and capability
• Involved in establishing strategic direction
• Represents project management at board level
• Reviews

Portfolio reporting
Coach/trainer
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PSO roles

• Secure funding
• Make go/no go decisions
• Link strategy to PSO objectives

• Integrate with company strategic initiatives
• PSO advocate

Executive sponsor

• Oversee content development
• Specify technology, staffing rollout
  requirements
• Oversee PM method development

• Run day to day operations
• Responsible for all PSO deliverables
• Champion method implementation
• Implement continuous improvement process changes

PSO manager
PSO staff

• Develop content
• Document the method
• Solicit document customer requirements

• Maintain project deliverables, solve problems
• Carry out PSO functions
• Maintain all PSO records

Company PMs

• Provide subject matter expertise guidance on
  method PSO operation
• Buy in to PSO concept operation

• Access use the PSO as agreed
• Implement PM method PSO processes
• Implement training via PSO

Customers

• Provide project management support requirements

• Provide feedback on PSO products services
• Support PSO continuous improvement process

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Central project office
PSO
PS
PS
PS
Project
Project
Project
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Virtual offices
PSO
Project
Project
Project
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Project support office and IT PSO
Info Mgt
Business project
IT project
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Project support office
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Portfolio planning
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The problem
Value Criticality Phasing Size
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Getting control
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Portfolio management
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Portfolio support office
Status monitoring Cost tracking
Project performance



Allocating project managers Resource utilisation
Project resourcing
Audit Trouble shooting projects Document
management
Project control
Portfolio planning
Scheduling Project prioritisation
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Responsibilities

• Prioritisation
• Resource allocation
• Monitoring
• Projects
• Portfolio perspective
• Reporting
• Projects
• Portfolio perspective

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Portfolio resourcing
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Relating calendar to effort
Too little
Fixed team
Too much
Planned effort
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Core competencies
Develop?
Contract?
Recruit?
Procurement managers
Programme managers
Project managers
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Right project manager, right project
Do they know their job?
Have they the right knowledge, experience and
attitudes
Are they accepted by stakeholders?
Is it too new?
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Portfolio support office
Corporate HQ
UK Sales
USA
UK IT development
Hardwareprojects
Softwareprojects
Portfolio support office
project
project
project
project
project
project
project
project
project
project
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World wide management office
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Impact on throughput
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Monitoring
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From PSO to PgSO
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Projects, portfolios and programmes
Benefits
Programme management
Portfolio management
Programme
Portfolio of projects
Project
Project
Project
Project
Impacts
Impacts
Impacts
Impacts
Benefits
Benefits
Benefits
Benefits
Sponsor
Sponsor
Sponsor
Sponsor
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Project support office
Programme support office
Performance
Throughput
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The additional roles
Benefits tracking Status monitoring Cost
tracking KPI monitoring
Performance management
Programme resourcing

Project resourcing
Allocating project managers Resource
utilisation Communication
Audit Issue management Trouble shooting projects
Document management Programme audit
Programme control
Project control

Project planning
Programme planning
Defining projects Project prioritisation/schedulin
g Dependency management Change planning
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Supporting what?
Substantial ambiguity around the physical solution
Programme board
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The PMO team
Programmemanager
Deliverymanagers (PMs)
Designauthority
Changemanager
PMOmanager
Policeman
Umpire
Programmeanalyst
PM Methodowner
Dataanalysts
Datacollectors
Resourcemanager
PMmanager
HRmanager
Benefitsmanager

• Policeman enforces discipline
• Umpire play on when appropriate
• PM Method owner (1 per 6 projects)
• Data analysts collectors (1 per 4 projects)

• Resource manager allocates resources
• PM manager allocates PM to projects manages PMs
  careers
• HR manager manages HR aspects

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Thank you!
Are there any questions?

• John Zachar
• Principal Consultant
• CITI Limited
• jzachar_at_citi.co.uk