The PMO

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• The PMO
• Identify, Train Retain . . .
• Project Managers

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(No Transcript)
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• Admin stuff
• Roster
• Any A / D / Cs
• Facilities Rooms
• Every one have books?
• MS Project on the network

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• Chapter 1 PMO
• Book emphasizes 2 points
• PM is the critical to the success of any
  organization that conducts projects.
• A Project Office does not need to be constructed
  as a complete entity in one massive upheaval
  but can evolve gradually. Think tooler here . .
  .
• Evolving allows companies to build slowly and
  tune the process to their particular style and
  needs.

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• Chapter 2 PMO Why Project Management?
• The PM has 3 jobs
• Elaborate and enforce the goals scope of the
  project
• Compile the project plan
• Manage deviations from the plan.
• No plan is ever followed perfectly but without
  one, a project will struggle.
• All projects benefit from the process, they do
  not have to be gigantic or feared for too much
  bureaucracy.

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• Chapter 2 PMO Why Project Management?
• Most requests for proposals (RFPs), require
  service providers to provide credentials of their
  proposed project managers and to outline their
  project management process.

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• Chapter 3 PMO The Role of a Project Office
• See the table of Role functions on page 16
• Table problem Are you out of your mind!???
• See bullet points on pp. 18 19
• Key The priorities (goals, steps, deliverables)
  and objectives among projects are often muddled
  and constantly changing.
• There can be MUCH ambiguity!

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• Chapter 3 PMO The Role of a Project Office
• The broader the scope of a project office, the
  greater the impact in its advocacy of project
  management disciplines throughout the company.
• Focus on your own projects (think class project
  here), build your own internal project office,
  and get your projects under control.

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• Chapter 4 PMO Preparing for a Project Office
• Evaluate your present level of project management
  on a scale from 1 to 6 see table 4-1 p. 24
• Use table 4-2 p. 29 for basic road map tasks
• Use table 4-5 p. 50 for startup and ongoing cost
  estimates

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• Chapter 5 PMO Finding Developing PMs
• Skills can be taught attitudes are almost
  impossible to change!
• See all the Look for people who . . . pp. 54
  56
• See handouts on The Positive Person,
• put in books at 54.
• How many are soft skill vs hard skill
  oriented?

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• Chapter 5 PMO Finding Developing PMs
• 4 Reasons to become a project manager
• PM is a very good career (fascinating. . .?)
• PM is increasingly respected
• PM is in demand
• PM is growing in virtually all companies.

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• Chapter 5 PMO Finding Developing PMs
• Project Manager Example
• http//www.calence.com/careers/openpositions.asp
• Preferred Requirements PMI Certified Project
  Management Professional (PMP) Cisco networking
  products experience Cisco IP Communications
  deployment experienceDesired, Skills and
  Knowledge Participating in large, complex
  projects Technology sales or pre-sales MS
  Office Products, MS Exchange and MS Project
  Project management principles, practices, and
  procedures to the completion of moderately
  difficult assignments Manages projects up to
  25M Leadership techniques and principals
  Defining, apply and interpret appropriate metrics
  and reporting to monitor and control project
  progress Broad nature of assignments requires
  originality and ingenuity Analytical,
  negotiation and facilitation Written and oral
  Communication

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• Chapter 5 PMO Finding Developing PMs
• Project Manager Example
• http//jobs.hrblock.com/epostings/jobs/submit.cfm
• Senior Project Manager
• Minimum Requirements
• Bachelors degree in Computer Science,
  Information Technology, Business Administration
  or related field or the equivalent through a
  combination of education and work experience.
• 9 years IT, business, and/or consulting
  experience
• 7 years of project management experience
• Project management experience to include
  experience leading large mission critical
  projects that involve significant business and
  technology change.
• Experience leading teams in a matrix management
  environment with demonstrated record of
  establishing priorities and meeting deadlines.
• Ability to be an effective leader in a fast paced
  pressure environment.
• Experience developing and managing project
  budgets.
• IT and/or business consulting experience to
  include budgeting, systems analysis and design.
• Experience developing and negotiating
  partnerships with external vendor/ suppliers.
• Knowledge of business case development including
  cost/benefit analysis, NPV, and current and
  future state assessment
• Advanced oral, written and interpersonal
  communication skills. Strong presentation and
  facilitation skills necessary to communicate and
  persuade a wide range of audiences.
• Advanced supervisory skills with the ability to
  oversee tasks delegated to subordinates

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• Chapter 5 PMO Finding Developing PMs
• Project Manager Example
• http//kchasjobs.com/
•  Senior Technical Designer - (Kansas City,
  Missouri) - Citibank 10/23/06 (06043095) 
•  Senior Java Developer - (Kansas City, Missouri)
  - 60.00 to 70.00/hr - Various projects relating
  to Sales, Risk and - PSC 10/09/06 
•  Business Analyst/Web Project Lead - (Overland
  Park, Kansas) - Digital Evolution Group, LLC
  10/02/06 
•  Senior Project Manager (9260) - (Kansas City,
  Missouri) - H R Block 09/28/06 
•  Senior Project Manager (9260) - (Kansas City,
  Missouri) - H R Block 09/28/06 
•  Sales Operations Coordinator - (Overland Park,
  Kansas) - Marketing - Business Development -
  Brooke Corporation 09/25/06 

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• Chapter 6 PMO Supporting Project Managers
• One of the realities, particularly in small
  companies or departments, is that the PM is also
  a subject matter expert. What does that mean?
• Ideally, managing several projects concurrently
  is no different than managing them consecutively.
  Each must be planned, staffed, executed and
  closed out, by the PM.

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• Chapter 6 PMO Supporting Project Managers
• Managing project risk is becoming very critical
  to business success. For example

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• B R E A K ??

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Mind Break . . .?
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• Puzzle Test Prize
• http//www.brl.ntt.co.jp/people/hara/fly.swf

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http//www.planview.com/company

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• L A B T I M E