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Building A Project Management Office: in The Real Business!
Building A Project Management Office: in The Real Business!
Mohannad Al-Ghabban
Building
a Project
Management
Office
In The Real Business!
Table Of Contents
03 Establish PMO
Governance 08 Introduce Stakeholders
05 Communicate &
Managing Challenges
10 Launching & Monitoring
PMO Charter
It’s All Starting With a Problem or An Opportunity!!
STEP
Define The objectives
02
STEP
Look for Allies
06
STEP
Align Resources
07
STEP
Introduce Stakeholders
08
Current State
Examples of Problems
• Lack of consistency of performance on projects
• Lack of consistency in documents, plans and reports
• Constant requests from project managers to program managers and functional heads for support
Opportunity NOT a Problem!
Examples of Opportunities
Implement The
“Right” System
To Implement And
Adjust The
Framework
As Needed
Developing Selecting The
The “Right” “Right” Projects
Culture And
& Programs
Capabilities
To Do
Doing The
Selected
Projects &
Programs
“Right”
4) Align Possible Risks and Response Strategies
ss
Ev
e
al
ss
ua
A
te
Risk
Management
re
u
g e
s
a
a
n
e
a
M
M
5) Communicate & Manage Challenge
Acceptance from
management by providing clear of projects and by rolling out best
frameworks and outcomes to the practices and
kepping them board and other ensuring processes
aligned to their leaders through and procedures
Limited resources timelines strong reporting are followed
The ADKAR® Model of change is a well-known and widely used tool that helps you analyze your
change and better understand it. The five ADKAR elements—awareness, desire, knowledge, Action,
and reinforcement—are the building blocks for creating change from the human perspective.
A D K A R
Awareness
What is and isn’t working in Knowledge Action Reinforcement
my organization Desire Provide Training or Training the basics Identify champions & provide
What are my options Point out to the benefit coaching after the change Monitor Performance & rewards & positive feedback
Communication that there is
a problem
of Change Define Skill Gaps Provide feedback Learn from early mistakes
Announce the Change Identify risks involved Provide Resources & Share Set Goals Monitor & Maintain the
Focus attention on the most Build momentum information Adjust process performance
important reasons to change Address Fears Learn to think as a team
Cash: money or its equivalent. Bank Deposits: money placed into banks, including checking
accounts and money market accounts. Holdings of Stocks: publicly traded stocks can be
easily converted to cash, and are considerer financial resources of an organization.
Technical resources means mentors, space, equipment, travel to events, use of office
equipment, use of computers, and other similar forms of assistance.
8) Introduce Stakeholders
Identify
Stakeholder
Manage
Stakeholder
Create
Stakeholder
Engagement
Plan Monitor
Stakeholder
9) Design Solution
Its An Element Of
Output Within The
A Detailed Statement Of The Team / Group / The Set Of Activities Its Any Project Factor Scope Of A Project & A
The Desired Outcome Individual, Who Will Be Within A Specific Time Result Of Objective
-
That Is Considered To Be
That Will Bring A Value Responsible For Frame For Each Activity. focused Work
True, Real, Or Certain
Or Solve A Problem To Execution And This Is Done Mainly By Completed Within The
The Organization Completion Of The Project Management Without Empirical Proof Project Process
Desired Task Or Demonstration
Sustain
Training
Run a
Pilot
Customize
Benefits
monitoring
Prepare Analyze Plan Measure
Scalre as
Needed CELEBRATING Opportunity
SUCCESS!
discovery
Return
to Pilot Adjust
Plan
THANK YOU