Ibm PMO

IBM Program Management Office
(PMO)
October 2nd, 2009

An effective PMO provides value contributes to the success of the
Program
Making sure that the Program and Projects are Defined Right, Started Right
and Executed Right with minimum or no waste and maximum benefits, by:
 Establishing Standard Development Processes and Tools, Discipline and Ease-of-Use in

Implementation
 Providing Rigor and Integrity in Project Tracking, Monitoring and Reporting
 Ensuring Linkage and Synchronization of Solution Development and Business Processes
 Facilitating Organizational Change Management
 Facilitating Definition of and Compliance to Enterprise Architecture and Policies
 Measuring and Tracking of Costs and Benefits
 Providing Independent Review and Assessment of Status and Progress
Confidential Page 2 | IBM Rational Worldwide PMO | 10/02/2009 © Copyright IBM Corporation 2009
IBM Best Practice incorporates 12 key activities under the management of
Program Management Office
Program Sponsor
Initiative Priorities/Guidance
&
Steering Committee
Consolidated
Initiative
Progress
Program Management Office Reporting
- Program Leadership
- PMO Team
Initiative Initiation
Initiative Close
Planning & Comm. & Issues Change
kick-off
Monitoring Reporting Management Control

Contract & Resource Document Infrastructure
Requirements, Fin. Mgmt. Management Management Management
Services, Quality Risk Benefits Knowledge
Documentation Management Management Management Management Individual
Initiative
Progress
Individual Initiatives - Initiative Owners, Leaders & Users Reporting
& Deliverables
Define Setup Plan Track Run Transition

Fin. Mgmt. Management Management Management
Planning and Monitoring Approach Quality

Management
Risk
Management
Benefits
Management
Knowledge
Management
Gather key inputs Define projects as part of program Define project outputs or deliverables
 Program charter and desired timeframes
 Scope definition
 Current project inventory
Project 1
 Customer requirements
Program - Product A
 Future capabilities of - Product B
relevant projects Project 2
 Current operational - Product A
- Product B
performance levels -Product C
 To-be performance targets Project 1 Project 2 Project 3
Project 3
 New opportunities -Product A
Program Sequencing plan Establish resource requirements

and overall impact of desired
Phase 1 timeframes
Phase 2 Establish program
Interdependencies
Phase 3 1 Workplan
2
Phase 4 3
Resources
Review impact and adjust
variables as required to
achieve an acceptable plan
Benefits
• Project outputs
• Timeframe
• Resources including cash
Program Management
Issues
Office
Planning & Comm. & Change
Manageme
Monitoring Reporting Control
nt Infrastruct
Resource Document
Communications Content Contract &

Fin. Mgmt.
Quality
Manageme
Manageme
nt
Risk
Manageme
Manageme
nt
Benefits
Manageme
ure
Manageme
nt
Knowledge
Manageme
nt nt nt nt
Start-up Staying the Course Closure

- Provide many structured, - Conduct periodic - Highlight project
specific communications communication successes
using a variety of media assessments to evaluate
the effectiveness of - Document and share
- Create channels for two- communication efforts successes and
way communication “lessons learned”
- Step up communication
- (Remember, this is a high efforts that will provide
visibility time for the the organization and the
project, and team with positive
communications sent feedback
during this period will set
the tone for expectations - Increase individualization
of behavior) of message
The issue management process enables delivery teams Fin. Mgmt.
Quality
Management
Risk
Management
Benefits
Management
Knowledge
Management Management Management Management
Identification Evaluation Tracking Escalation Resolution

(as necessary)
- Issues are - Issues are - The program - Issues beyond the - An action plan is
identified and reviewed and teams are control of the developed by the
documented in evaluated in the responsible for program teams are program teams
program PMO status tracking all issues escalated to the
- A contingency plan
collaboration tool meetings in a standard PMO, Initiative
is also developed
database or tool Leader, &
- Issues are - Decisions are for critical issues
Executive
prioritized as made to resolve or - The issue tracking
Committee - The action plan is
high, medium, low escalate the issue database or tool
reviewed in status
based on overall will be updated - Escalated issues
meetings to
impact to project before status continue to be
monitor progress
objectives and meetings by the tracked in the
degree of urgency program teams database or tool - Issues are closed
until final once action plan is
resolution complete and the
issue is resolved
Change Control Contract &

Fin. Mgmt.
Resource
Management
Document
Management
Infrastructure
Management
Quality Risk Benefits Knowledge

Controlling changes will be a constant task for the project and program manager.
No matter how well planned your programs unforeseen events will impact on the
scope, timeframes and resources originally anticipated.
There are four basic steps for managing program The level at which approval is required depends upon the
change impact of the change
Incorporate
Impact Who agrees
Agree
• Register
Assess
• Assess impact Register
• Agree or reject Within project Project Manager
• Incorporate Change
into baseline Request
plan Within the program Program Manager
Reject
Outside the program Program
Sponsor/Steering Group
.... ripple factor
Resource Management Approach Monitoring
Contract &
Reporting
Resource
Management
Document
Control
Infrastructure

Assess Skill
Key Inputs Define Skill Gaps
 Program charter Requirements
 Program/project Develop
Develop
definition Program Org
Resource Plan
Structure
 Organizational skill Understand
inventory
Constraints
Update Program
Sequencing
Quality Management Contract &

Fin. Mgmt.
Resource
Management
Document
Management
Infrastructure
Management

It is important that Quality control and assurance processes are defined at the start of the
Program and then monitored throughout the whole lifecycle. Without these procedures in
place there would be no defined standards for documents, or for Program reviews. This
could lead to some of the most basic Program quality functions not being met i.e. regular
reviews at a project and Program level.
Produce Program
Quality plan
Perform Program
and project reviews
Produce Project to ensure
Quality plans adherence to
quality plans
Update procedures from

review findings
Performance can be assessed using the seven Program Management
Planning & Comm. &
Issues
Office
Manageme
Change
keys to success (reporting, quality) Contract &
Fin. Mgmt.
Resource
Manageme
nt
nt
Document
Manageme
nt
Infrastruct
ure
Manageme
Quality Risk Benefits nt
Knowledge
Manageme Manageme Manageme Manageme
nt nt nt nt
Process: Seven Keys to Project Success
• Scope is Realistic and Managed (description, requirements,

timeframe, resources/cost)
• Team is High-Performing (contact list, project managers,
resources, identification of SMEs, cross-functional team-
members, defined roles and responsibilities)
• Work & Schedule are Accurately Determined (project plan,
high-level milestones by date, detailed approach with
corresponding activities, status tracking & reporting, issues log,
action plan)
• Stakeholders are committed (stakeholder assessment, who

will this impact, are they committed, communication plan)
• Delivery Organization’s Benefits are Realized (project team’s
goals)
• Business Benefits are Realized (alignment with organization’s
strategy, alternatives considered, measuring and tracking of
specified project benefits, project post-mortem)
• Risks are Mitigated (risk assessment and monitoring,
assumptions to be validated, checkpoints to evaluate progress)
Risk and Issue Management and Mitigation Planning &
Monitoring
Comm. &
Reporting
Issues
Management
Change
Control
is a Key to Program Success Contract &

Fin. Mgmt.
Resource
Management
Document
Management
Infrastructure
Management

The PMO should leverage a comprehensive Risk Risks and Issues will be Identified,
Management Process to Manage Risks and Issues Classified and Prioritized
Project Risk Management Process
High
Assess Significant Major Maximum
on Program if Risk Materializes

Risk Risk Risk
 Identify Risks/
Assign Risk Plan
Owner
 Analyze Risks
IMPACT
Medium
 Develop Mitigation
 Baseline Risks Plans Control Minor Major
Significant Risk
 Develop Contingency Risk Risk
Plans
 Monitor Risk Status
 Conduct Risk Review
Meetings
 Implement Mitigation Minor Minor
Low
Plans Significant Risk
Risk Risk
 Monitor
Contingency Plans
Re-
Re-evaluate Risks Risk Materializes Low Medium High
PROBABILITY
 Close out Risk Risk will Materialize
 Send to Issue
Management

Benefits Realization Approach Quality

Management
Risk
Management
Benefits
Management
Knowledge
Management
Realizing cost benefits and sustaining them over time requires the incorporation
of a benefits realization and tracking mechanism to understand change, measure
it and communicate its impact throughout the organization.
Execute
Benefits
Build Business / Benefits Case Delivery
Key Activities include:
• Identify benefits
Secure Benefits Ownership
• Create benefits case
• Define benefits owners Establish and Track
Benefits Measures
• Build action plans
• Create metrics Test Benefits
Strength Realize
• Build a tracking mechanism Results
• Measure and monitor
Issues
Managemen
t Infrastructu
Resource Document
Contract & re
Quick-Start – 30 Days to Kick-Off

Managemen Managemen
Fin. Mgmt. Managemen
t t
Quality Risk Benefits t
Knowledge
Managemen Managemen Managemen Managemen
t t t t
Day 1 Day 5 Day 10 Day 15 Day 20 Day 25 Day 30
1 DEFINE THE CHARTER
DEFINE COMPLETION
2
CRITERIA & SCOPE
3 INITIATE PLANNING
4 SEGMENT THE WORK
4a IDENTIFY DEPENDENCIES
DEVELOP STRUCTURE &

5
GOVERNANCE
PREPARE STAFFING
5a
PROFILES
5b SECURE RESOURCES
PREPARE PMO
6
PROCESSES & TOOLS
7 CONDUCT PMO KICK-OFF
8 ENABLE EFFECTIVE TEAMS
Issues
Manageme
nt Infrastruct
1. Define the Charter:

Resource Document
Contract & ure
Manageme Manageme
Fin. Mgmt. Manageme
nt nt
Knowledge
nt nt nt nt
Objective: Prepare a charter that states the business problems to be solved and the
value proposition.
Why is this Important?: It is essential to clearly articulate the objectives and

benefits that are expected to be realized prior to initiating project planning activities.
Identifying the high-level business problems will provide a focus for the Charter
overall program. Before initiating the project, the executive sponsor(s)
and PMO must:
Goals,
• Identify and prioritize the most critical business issues
objectives,
• Estimate the high-level benefits to be realized by resolving the business issues metrics, etc.
• Specify the goals to be achieved along the following dimensions:
 People and organization: The culture (values and behaviors), skills, communication,
training, and human resource management in the enterprise. The people, their roles and  What is the problem statement?
responsibilities, their performance measures, the organizational structure, and the business
 What are we setting out to achieve?
units.
 What will success look like?
 Processes: The business processes and events that exist within the enterprise.
 Data and information: The current data and information used in the enterprise and how
that data and information is managed and secured.
 Information systems: The information systems in the enterprise or in development, how To Do…
those information systems work together, and how they support the business processes.  Identify high-level business problems
 Infrastructure: The current facilities and physical assets, including their geographies and  Define program goals/objectives
locations. aligned with each business problem
 Document a statement that clearly
articulates the business probems,
Key Point: The charter should reflect the organization’s motivation for initiating this program objectives and potential
work and the business value to be realized. benefits to be realized
Issues
Manageme
nt Infrastruct
Resource Document
2. Define the Completion Criteria and Scope: Contract &

Fin. Mgmt.
Quality
Manageme
Manageme
nt
Risk
Manageme
Manageme
nt
Benefits
Manageme
ure
Manageme
nt
Knowledge
Manageme
nt nt nt nt
Objective: Translate the charter into a series of measurable completion criteria that
will indicate successful performance of the program.
Why is this Important?: This ensures that the project achieves its goals and
objectives and will deliver the expected business value.
Translate the charter into discrete, measurable achievements,

deliverables and results. Charter
Completion Criteria refers to the baseline requirements for Completion Criteria Goals,
successful project completion. This includes descriptors such as: objectives,
• strategies, policies, programs, processes or structures metrics, etc.
• technology design, development, integration or implementation • -----------
• -----------
• -----------
• analysis, design or implementation
• -----------
• recommendations or detailed plans • -----------
• -----------
• organizational unit (e.g.enterprise-wide, functional or
department)
• geography (e.g. global, regional or domestic)  How will key deliverables be managed?
 What are the factors that will contribute to success?

Critical Success Factors represent the „enablers‟ that ensure
 How will we know we are done?
attainment of completion criteria. Examples include:
• executive sponsorship To Do…
• speed/quality of decision-making  Define the requirements for project
• stakeholder-management completion
• availability of requisite resources/expertise  Define the metrics to evaluate and
quantify project success
 Confirm project‟s critical success
factors, completion criteria and metrics
Key Point: Proper definition of the completion criteria will largely define the scope - what with project sponsor
is in-scope and what is out-of-scope - and the parameters of the work effort.
Issues
3. Initiate Planning Monitoring
Contract &
Fin. Mgmt.
Reporting
Resource
Manageme
Manageme
nt
Document
Manageme
Control
Infrastruct
ure
Manageme
nt nt
Knowledge
nt nt nt nt
Objective: Translate charter and completion criteria into a preliminary milestone

plan for assigning resources, monitoring progress and reporting status.
Why is this Important?: It is essential to establish intermediate checkpoints (with

initial estimates of timescale) for reporting and progress checking and identify the
various states the project must pass through until completion.
Milestones represent the key decisions points between the beginning

Charter
and end of a project and typically have three elements:
• a state to be achieved (general
description) Completion Criteria Goals,
• the criteria necessary to achieve this objectives,
desired state (specific & measurable) metrics, etc.
• -----------
• an estimated target date (to be • -----------
• -----------
refined during the next iteration of Key Milestones • -----------
planning) • -----------
• -----------
Validate that the milestone
plan accurately represents
the following:
• expected achievements and
results at specific points during the  What do we need in place by when to
project lifecycle achieve the exit criteria? To Do…
• interim goals on the route to the  What is most important on the path?  Leverage the documentation
goal prepared in Step #1 - Define the charter
 What are the key inter-dependencies?
• interdependencies between and and Step #2 - Define Completion
among related program initiatives Criteria & Scope to define:
 interim or partial goals and
accomplishments
Key Point: Milestone planning should be a group activity that tests the feasibility of  criteria for measurement
the completion criteria and scope - this exercise will serve to bind the participants  estimated target dates
into a committed project team.
Issues
4. Segment the Work Monitoring
Contract &
Fin. Mgmt.
Reporting
Resource
Manageme
Manageme
nt
Document
Manageme
Control
Infrastruct
ure
Manageme
nt nt
Knowledge
nt nt nt nt
Objective: Break down the overall scope (reallocate the completion criteria) into
logical workstreams according to comparable objectives, deliverables, skill-
requirements or timelines.
Why is this Important?: Focuses attention/efforts on the most appropriate aspects

of the project and initiates more detailed project planning. This is the basis for
assigning accountability and avoiding misunderstandings, false starts, and rework.
Conduct a „top down‟ assessment of the overall scope that breaks down the
program into logical, manageable „buckets‟ of work:
Strategic, Operational or What are the objectives/goals of the work?
Infrastructure
People, Process,
What are the approaches/interventions for accomplishing the stated objectives?
Technology or Structure
Assessment
Process:
Deliverables & Timelines What & when are the expected outputs?
Competencies What expertise/skills are required to complete the work?

Project Mgmt How will progress be managed?
Strategy
Strategy Communications
Communications Application
Application Development
Development
Potential Program
Program Design
Workstreams:
Design
Process
Process Design
Design Application
Application Integration
Integration To Do…
Policy  Define specific objectives/goals.
Policy
Technical
Technical Architecture
Architecture Organization
Organization Design
Design  Identify a proposed approach for
Mgmt
Mgmt of
of Change
Change accomplishing each goal/objective.
Prgm/Proj
Prgm/Proj Mgmt
Mgmt
 Specify key milestones and
deliverables for each goal/objective
Key Point: Workstreams are the basis for developing the overall program structure,  Evaluate for parallel or
preparing milestone plans and assigning roles & responsibilities. complementary efforts
 Assess potential for staffing & project
mgmt overlap
Issues
4a. Identify Dependencies Monitoring
Contract &
Fin. Mgmt.
Reporting
Resource
Manageme
Manageme
nt
Document
Manageme
Control
Infrastruct
ure
Manageme
nt nt
Knowledge
nt nt nt nt
Objective: Identify interdependencies - both internal (within/across workstreams)
and external (outside the program) and assess the integration required with relevant
initiatives, programs, stakeholders, partners, customers, employees, etc.
Why is this important? The PMO must anticipate and plan accordingly for
circumstances and timelines - both internal and external to the program - that may
impact the achievement of program objectives/goals.
 Assumptions - factors or conditions that are Illustrative Milestone Plan 7/1 8/1 9/1 10/1
June July August September
generally considered to be highly predictable or Content
Conte nt
Version 1
Conte nt
Version 2
Conte nt
Version 2 .5
Conte nt
Version 3
Conte nt
Version 3 .5
Conte nt
Release 1
constant. Production u6/2 9
Prioritized
u6/2 7
Comp le te
Inte rviews Comp le te
u7/3 1
Prioritized
u8/1 7
Prioritized
u8/3 1
Prioritized
u9/1 4
Prioritized
u9/2 9
u7/1 3 Docume nts

P ubli sh con tent twi ce a mon th u7/2 0 Reviewed
u7/2 5 Appro ve d
 Interdependencies - integration points or starti ng in Au gust Published

u6/2 8
u7/2 7 Published
u7/3 0
Published Published Published Published
Handb ook Handb ook Handb ook Handb ook

Handbook
dependencies which may or may not be directly Production
Version 1
u6/2 9
Fe edback
Analysis
Version 2
u7/3 1
Fe edback
Analysis
Version 3
u8/3 1
Fe edback
Analysis
Release 1
u9/2 9
controlled or influenced, however, which may Update Handbo ok appl ication

at the end of every mo nth
u7/6
Comp le ted
Requir ement s
u7/1 1 Designed
Built and
u7/1 8
substantially impact the ability to achieve the Te sted

u7/2 7 Deployed
u7/3 0
Deployed Deployed
Appro ach and Define Appr oach
completion criteria and overall objectives.

Fe edback In fo.
Pilots Fe edback and Feed back Collected Refined Refined
Process Process u7/3 0 Appro ach and Fe edback Appro ach and Fe edback
Use feedback to im prove Handb ook u7/6 u7/1 3 Participan ts Participan ts
Define Practice T raining Updat e Tra ining Comp le te Comp le te Initial Comp le te
Comp le te Initial Comp le te
Communication
Critical Path - an essential subset of activities or
Comm unication Comm unication

Tr aining u8/1 7 Mat erials Tr aining Comm unication Tr aining
and Tra in ing u8/2 4 Info rmation u9/2 2 u9/2 9
Mat erials Schedule
Appro ach u9/1 5
Develop com mun ications and trai ning u7/3 0 u8/3 1
u7/1 3
dependencies that must be satisfied or achieved Operations

Delivery
Comp le te Initial
Deploym ent
Planning
Comp le te
pr actice
dep lo yment 1
Comp le te Initial
Suppor t
Readin ess
Comp le te Comp le te Fina l
pr actice
dep lo yment 2
Assessments
and Plan s
Deploy
u9/2 9
u7/3 0 u8/1 7 Assessment u9/1 5 u9/2 2
in order to move ahead. P racti ce depl oyment befo re first rel ease u8/3 1
Executive
 Risks - factors or circumstance with a high Risk
probability to negatively affect the ability to Technical
Project
Risk
achieve the completion criteria and overall Risk
objectives. To Do… October 11, 2001 P age 3
Functional  Validate that the milestone plan

Risk accurately reflects all workstreams.
Organization
al Resource  Leverage the documentation
Risk Risk
prepared in Steps #1 - #4 to identify:
 assumptions
Key Point: There is a much higher probability for effective risk mitigation when the  critical path
interventions are proactive rather than reactive.  interdependencies
 program risks
Issues
5. Develop Structure & Goverance Monitoring
Contract &
Fin. Mgmt.
Reporting
Resource
Manageme
Manageme
nt
Document
Manageme
Control
Infrastruct
ure
Manageme
nt nt
Knowledge
nt nt nt nt
Objective: Determine how the project will be structured and governed in terms of
leadership, reporting relationships, decision-making and implementation.
Why Is It Important?: Designates clear functional accountabilities and enables work

to be accomplished in a defined manner.
Prepare a complete map of the Project's organizational structure depicting the high
level functional responsibilities and reporting relationships.
• Define structure based on project objectives, workstreams and the need to assume an efficient/effective deployment
of resources
• Define project governance in terms of leadership, management, reporting relationships and implementation
– Define decision-making authority
– Develop reporting and jurisdictional structure
Executive Council Illustrative

Global PMO Only
Operations Communications Business HR
• Regional HR Operations • Corporate Communications • Business HR VPs To Do…

• HR Communications • BU-Leads
• Global & Local Business Partners  Align project structure with project
• Legal (including outside counsel) • Regional/Business Communicators • Site HR Leads
objectives
• EWD & Strategic Change Mgmt
 Establish project structure
• PMO • Regional Coordinators • Business/Site Coordinators  Define high-level functional roles and
PWC
• Communications • Notification Planning • Communications Center responsibilities
 Establish role accountabilities, and
project governance (meetings,
Key Point: The bigger and more complex the intervention, the stronger the need for communications, reporting and conflict
effective governance to clarify direction, accelerate decision-making and reinforce a management)
consistent approach.
Issues
5a. Prepare Staffing Profiles Monitoring
Contract &
Fin. Mgmt.
Reporting
Resource
Manageme
Manageme
nt
Document
Manageme
Control
Infrastruct
ure
Manageme
nt nt
Knowledge
nt nt nt nt
Objective: Determine the roles and responsibilities of each functional group. Takes
into account required leadership, planning, reporting, issue resolution,
implementation, and follow-up responsibilities
Why is this Important?: Identifies the necessary knowledge, skills, and abilities to
meet the project‟s objectives and establish its deliverables
Role Planning and Developing:

• Develop high level job functional description
• Develop duties and responsibilities based on project scope
• Assess the required knowledge, skills and abilities to accomplish project‟s objectives
• Identify the correct level of relevant experience required to attain the project‟s objectives and
complete deliverables
• Identify the necessary competencies and personal attributes** to be part of the work team,
i.e. decisive, organized, structured, assertive, etc.
• Write profiles and begin to search for appropriate skills within the organization
Illustrative Only: Subject Matter Expert
Project Manager Executive Sponsor Team Lead

 Manage details  Champion the effort  Lead Project to  Provide knowledge of
of project(s)  Ensure resources for achieve targets and process and customer To Do…
 Coordinate team including at least objectives requirements  Identify broad job functions to
team activities one fully dedicated to the  Communicate  Provide data necessary
Project progress and for analysis
perform work stream requirements
and track
progress  Generate support for the solutions to Sponsor  Complete the analytical Write role descriptions
effort exerting influence and other activities
stakeholders
Identify the critical skills to perform
and impact  Act as change agents in
 Break down  Schedule work their functions each high level function for the
organizational barriers sessions  Participate in Project project/team
 Communicate objectives  Manage project sessions
and progress across hp activities to plan  Evaluate processes
Key Point: Project success is highly dependent upon identifying and aligning the the
** See Appendix
right people.
5b SECURE RESOURCES

Issues
5b. Secure Resources Monitoring
Contract &
Fin. Mgmt.
Reporting
Resource
Manageme
Manageme
nt
Document
Manageme
Control
Infrastruct
ure
Manageme
nt nt
Knowledge
nt nt nt nt
Objective: To locate and secure the most qualified resources to achieve the project‟s
objectives and goals.
Why is this Important?: The best resources are usually in high-demand and short-supply.
The process for locating and securing project resources will include a
combination of the following steps:
1. Identify the skills and responsibilities desired for the project
2. Identify potential team members and determine their availability
3. Interview candidates to ascertain skill levels and project commitment
4. Discuss project with potential members and their managers
5. Secure commitment of resources across the organization and assure
release from current roles and responsibilities
6. Attempt to get broad representation of skill sets and diverse backgrounds
and skill sets across the organization
7. Assess the prospective members‟ ability to team with other team
members
8. Assess the team members‟ ability to deal with project‟s reporting To Do…
relationship including matrix management  Informally socialize, role descriptions
 Discuss candidates applicable
9. Conduct on-board meetings with each project member required knowledge, skills, and abilities
and experience
Key Point: Make sufficient time to properly evaluate candidates, establish  Match skills and requirements
expectations and secure the commitment required for the prospective role. Seek a against staff
balance of leaders, team players and a diversity of thought in assembling the team.  Assure commitment of matched staff
and their supervisors
Program Managemen O ce
P & C mm & C
6. Develop PMO Processes & Tools (ops manual) M
C
M m
&
R
M
R
m
M
D
M
m
m
m
C
M m
Q R B K w
M m M m M m M m
Ob ec ve Deve op he PMO p ocesses and oo s o manag ng he p og am and

beg n dep oymen o he eam
Why s h s mpor an ? Th s s he s oppo un y o he PMO o demons a e

eade sh p se he one o he ove a p o ec and es ab sh a common ope a ng
p a o m o he n eg a ed eam
• Wha
What is
s the
he p
program
og am s structure,
uc u e how have • Wha a e he p og am s ove a • What are the tools for tracking
roles/responsibilities
o es espons b es been de defined
ned and how goa s & ob ec ves he assoc a ed progress and what is the schedule
might
m gh they
hey evo
evolve
ve throughout
h oughou the
he p
program?
og am? me ne and key m es ones? for status reporting?
OW
OW NER
NER PH
PHASE
ASE 11 PH
PHAISE
AISE 22 PH
PHASE
ASE 33
Executive Council EXECUTIVE •Developed restructuring plan, initiati ve objecti ves •Continued project suppor t
COUNCIL •Deter mined project charter, net reducti on and ti meline •Going for ward communi cation
GLOB AL PMO •Built tools and process to trac k and monitor pr ogram •Monitored project milestones / headcount metr ics Monitor and repor t headc ount metrics
•On-going tracking of progress
•Wor ked w/ Regional HR leads r egarding program
•Developed agenda, reviewed ac tion items, and escalated concerns / issues
for bi- weekl y E.C . teleconferenc e. polic y modifications for c ountr y i mplementation
•Integrated polic y and procedure decisions and their i mplicati ons upon •Documented issues and decisions
Global PMO regional and/or countr y-s pecific project plans
EMEA - Country Progress Tracking and PMO Assessment

•Supported business, operations and communi cation project teams.
WFR EMEA - Country Progress

(by group andTracking
reduction targets) and PMO Assessment
OPER ATIONS •Provided functional leadership for WF M reduction effort to ensure that •WFM Program C onsultation •Program post- mortem, project debrief / learni ng's WFR
Program Wednesday, 22/08/01targets)
(by group and reduction
restructuri ng objecti ves are met
•Provided advice and support to HR Lead teams / Busi nesses that wi ll help
•Coordinated corporate business partners (IT,
security, payroll, fleet, EAP, EH &S, HR Ser vic es)
•Report final program metrics
Program Wednesday, 22/08/01
them to i mplement structure and wor kforce reduction. to ensure s mooth executi on of program Gr o u p C o u n tr y P la n P la n No t if ic a t io n No t if ic a t io n Star t P la n n e d P la n n e d Fin a l t a r g e t A ctu al A ctu al PM O
d r a f t e d a p p r o v e d lis t a v a ila b le lis t v e r if ie d n o t if ic a t io n d ate 50% d ate n u m b e r p e r ce n tag e as s e s s m e n t
•Provided overall coordination for WFM program to ensure c oordination of •Ensured c onsistent and thorough processes for Gr o u p C o u n tr y P la n P la n No t if ic a t io n No t if ic a t io n Star t P la n n e d P la n n e d Fin a l t a r g e t A ctu al A ctu al PM O
a n d f in a liz e d o f f p a y r o ll 1 0 0 % o f f to d ay to d ay
planning, program management and ti mel y infor mation regarding implementation throughout the US d r a f t e d a p p r o v e d lis t a v a ila b le lis t v e r if ie d n o t if ic a t io n d ate 50% d ate n u m b e r p e r ce n tag e as s e s s m e n t
G1 S W IT Z E R L A N D Y Y 1 6 -Au g 1 1 -S e p 3 0 -N o v 3p 1a y
-Dr oellc 79 0%
implementation. a n d f in a liz e d o f f p a y r o ll 1 0 0 % o f f to d ay to d ay
G1 TU R K E Y Y Y 1 6 -Au g 2 2 -Au g 2 4 -Au g 0 7 -S e p 16 0%
G1 S W IT Z E R L A N D Y Y 1 6 -Au g 1 1 -S e p 3 0 -N o v 3p 1a y
- Dr oellc 79 0%
G1 R U S S IA Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 1 -O c t 11 0%
G1 TU R K E Y Y Y 1 6 -Au g 2 2 -Au g 2 4 -Au g 0 7 -S e p 16 0%
EMEA - Country Detail As Reported by Country HR Managers

G1 C Z E C H R E P U B L IC Y Y 1 6 -Au g 2 3 -Au g 0 1 -O c t 3 0 -N o v 10 0%
Operations Communications Business HR •Ensured goals were met by busi ness

G1
G1 R U S S IA
IS R A E L Y
Y
Y
Y 1 6 -Au g
1 6 -Au g
2 4 -Au g
2 8 -Au g
3 1 -O c t
2 8 -S e p 2 8 -O c t
3 1 -O c t
10
11
0%
0%
EMEA - Country Detail As andReported by Country HR Managers

•Deter mined business goals •Own meeting reduction c ommitment G1
G1 C Z E C H R E P U B L IC
H U N G AR Y Y
Y
Y
Y 1 6 -Au g
1 6 -Au g
2 3 -Au g
2 4 -Au g
0 1 -O c t
3 1 -O c t 3 0 -N o v
3 0 -N o v
8
10
0%
0%
COMMU NIC ATIONS •Communi cated to Business Management &
•Owned sel ection and final business list, PRB 1 & 2, SPAR reductions
employees
•Champion change / define future initiati ve G1
G1
G1
ECE*
IS R A E L
H U N G AR Y
In d iv id u a l
Y
Y WFR
N /A
Y
Y
1 6 -Au g
1 6 -Au g
1 6 -Au g
(by group reduction targets)
2 8 -Au g
2 8 -Au g
2 4 -Au g
2 8 -S e p
3 0 -N o v
3 1 -O c t
3 0 -N o v
2 8 -O c t
3 0 -N o v
3
10
8
0%
0%
0%
Wednesday, 22/08/01targets)
G1 P O R T U G AL Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 1 -O c t 3 0%
•Developed communicati ons processes to support •Communi cate and moti vate
G1
G1
GREECE
ECE*
Y Y WFR
Program
In d iv id u a l N /A 1 6 -Au g
1 6 -Au g
2 8 -Au g
2 3 -Au g
3 0 -N o v
3 1 -Au g 3 0 -S e p
3 0 -N o v
2
(by group and reduction
3
0%
0%
implementation of the str ategy objecti ves
Wednesday, 22/08/01
G1 P O R T U G AL Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 1 -O c t 3 0%
G r oup 1 11 8 8 142 0%
G1 GREECE Y Program Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 0 -S e p 2
A c t uCommunication
0%
Preparedness for
G r oup 1
C o u n tr y P la n P la n
1d 1r a f t e d 8 a p p r o v e d8
Pr o p o s e d Pr o p o s al
Plan
Star t P la n n e d
Issues Fin
P la n n e d
&aDecisions
l tar g e t A ctu al
1 4 2 n u m b e r p e r c e n t a0
al
%
PM O
Fin a l t a r g e t t o d a yA c t u a l&t oChange Management

Communication Implementation
A p p r o ach Statu s p r o g r am to d ate 50% d ate g e as s e s s m e n t
Group 1 P la n Preparedness for
Plan s o f f p a y r o ll 1 0 0 % oIssues & Decisions
•Deter mined business goals •Ensured goals ar e met by business C o u n tr y P la n Pr o p o s e d
Pr o p o s a
e lm p lo y eSet a rt P la n n e d P la
f fn n e d d a yA c t u a l PM O
BUSINESS UNITS •Own meeting reduction c ommitment
•Owned sel ection and final business list, PRB 1 & 2, SPAR reductions •Communi cated to Business Management & •Champion change / define future initiati ve
d r afte d
SwitzerlandGroup 1
ap p r o ve d
Greenep mr opglor ayme et os odf fa tpea y5 r0o%plla y r1o0lld0 %a t eo f fYellow
A p p r o ach
Statu s
&Yellow
Change Management
n u m b e r p e r ce n tag e as s e s s m e n t
to d ay to d ay
Implementation
Green
G2 U N IT E D K IN G D O M Y Y V o l,M a n A pprov ed 0 3 -S e p 0 9 -N o v ####### 429 0%
employees
•Communi cate and moti vate G2 F R AN C E Y Turkey SwitzerlandV o l,M u t 2 Green Green
1 5 -N o v 3 1 - M a r - 0 2 # # # # #p#a#y r o ll Green 4 1 Yellow
5 0 % Green Yellow Yellow Green
Communications •Identified and esc alated i ssues
G2
G2
G2
U N IT E D K IN G D O M
G E R M AN Y
F R AN C E
Y
Y
Russia
Y
Turkey
Y V ol
V o l,M a n
V o l,M u t
2
A pprov ed
2
Yellow Green
0 3 -S e p
1 7 -S e p
1 5 -N o v
0 9 -N o v
3 1 -M a r-0 2 # # # # # # #
#######
3 1 -M a r-0 2 # # # # # # #
Green
342
429
Green
415
0%
0%
Green
0%
Green Green Yellow
G2 N E T H E R L AN D S Y V o l,C o ll 3 0 1 -S e p 3 1 -D e c ####### 72 0%
•Program management and issues resolution •Partnered with indi vidual Site H R Leads •Evaluate i mpact of program on HR poli cies /
G2
G2 G E R M AN Y
S P A IN CzechY Russia Republic T B D V o l 1
2Green 1 7 - S e p
Yellow
0 1 -O c t
3 1 - M a r - 0 2 # # # # # # #Yellow
3 1 -J a n -0 2 # # # # # # # 7 1Green
342
0 % Green
0 %Green Yellow Green
PwC •Partnered with business units to create project plans and trac king progress •Assisted with the integration of project plans initiati ves, ie, i mpact to next ranking, EWD trai ning G2 N E T H E R L AN D S Y V o l,C o ll 3 0 1 -S e p 3 1 -D e c ####### 72 0%
G2 IR E L A N D Y
Israel Czech Republic M a n ,V o l,M u t,PM 3
Green Green
3 1 -Au g 3 1 -D e c #######
Green
56
Yellow 0%
Green Green Green Yellow
Workforce Reduction Program - EMEA
against goals across Corporate Communicati ons, Business Unit objecti ves, comp issues. G2 S P A IN TB D 1 0 1 -O c t 3 1 -J a n -0 2 # # # # # # # 71 0%
G2 IT A L Y Y V ol 1 0 1 -S e p 3 1 -D e c ####### 51 0%
HR, Regional and Countr y HR Operati ons, Gl obal •Plan and s upport program i mplementation outside Hungary
Y Israel Green 3 1 -WFR 4 7Green
0 %Green Green
Workforce Reduction Program - EMEA
M a n ,V o l,M u t,PM 3
•Partnered with R egional leads to devel op program ti meline and milestones HR functions and external contr actors G2
G2 IR E L A N D
B E L G IU M V o l,C o ll 1 3 1 -Au g
0 3 -S e p
3 1 -D e c
O ct #######
####### 56
0%
the US G2 IT A L Y Y V ol 1 0 1 -S e p 3 1 -D e c ####### 51 0%
for indi vidual countries •Developed detailed notifi cation and communic ation
G2 S O U T H A F R IC A Y
ECEHungary V o l, ( MVa no )l,C o ll 3
Red2 4 - A 0u 3g - S e p 3 0 - S e3p1 WFR 3 1 -O c t
Red 32 0%
Green Green
Program
Week of August 27th 2001
1
•Refine WFR methodolog y based upon results of G2
G2 B E L G IU M
N O R W AY Y Mut 3 2 4 -Au g 3 1 -Au g
-O c t #######
3 0 -N o v 31
47
0%
0%
•Partnered with C ommunications regarding strategy and mes saging processes
Y Portugal
Y ECE
1Red 2 8Red
G2 S O U T H A F R IC A V o l, ( M a n ) 3 2 4 -Au g 0 % Green Green
debrief and lessons learned G2 A U S T R IA Y Mut A pprov ed 0 -S e p
Program
3 0 -S e p
3 1 -D e c #######
3 1 -O c t 32
0%
Week of August 27th 2001

G2 N O R W AY Y Mut 3 2 4 - A u g 3 1 - O3c 1t - A u g3 1 - O3c0t - N o v 31 0%
G2 SWEDEN Y
Greece Portugal Mut
M u t
3
A p p r o v e d
2 8 -Au g 27 0%
G2 G2 D ENA MUAS R TKR IA Y Y Y Y Man A pprov ed 2 4 -A1 u0 g - S e p 3 1 - O3c1t - D e c3 1 - O # #c t# # # # # 17 28 0% 0%
•Project Advisor y, issue r esoluti on •Project advisor, i ssue resolution •Evaluate i mpact of program on HR poli cies / G 2 G 2 F IN L S AW N DE D E N Y Y Greece M a n ,M u t
Mut
2
3
0 5 - O2c 8t - A u g 3 1 - D e3 c1 - O c#t # # # #3#1#- O c t 17 27 0% 0%
Man A pprov ed
initiati ves, ie, i mpact to next ranking, EWD trai ning G2 G2 POLA DNEDN M A R K Y Y 2 7 - A u2 g4 - A u g 3 0 - N o3 v1 - O c t3 0 - N o3 v1 - O c t 17 0% 0%
•Partnered with Pr ogram Management Team to design “exit day” process, •Oversaw notification and separation Y
Group Y
2 M a n ,M u t A pprov ed 13
program-training requirement training objecti ves, comp issues. G 22

G r oup F IN L A N D 15 13 Y 4
M a n ,M u t 2 0 5 -O c t 3 1 -D e c # # # # # # # 1648 1 7 0% 0 % Communication
2 1 UK
A p p r oGreen 3 0 - N o v Green
Y Group Y2 0 % Green Green
Issues & Preparedness for
M a n ,M u t v ed
Tota Gl 2 P O L AN D 2 7 -Au g 3 0 -N o v 1790 1 3 0%
Communication
26 12
•Provided outplacement c ounseli ng G r oup
* EC2 E...Ea s te r n & C e n tr a1l 5Eu r o p e1-3C r o a tia , R o4m a n ia , S lo v a k ia ( r e d u c tio n ta r g e t 1 e m p lo y e e p e r c o u n tr y )
France UK 1 2 Yellow Green Plan Yellow 1648
Green
0%
Green Green & Change
Yellow Green
0 % Issues & Preparedness forYellow
Tota l 26 21
Plan Green
1790
Decisions Yellow & Change Green
Management Implementation
V o l…(m a n a g e d ) v o lu n t a ry s e v e ra n c e
Germany e - C r o a tia , R o m a n ia , S lo v a k ia ( r e d u c tio n Yellow
r o pFrance ta r g eYellow Yellow Yellow Green Green Yellow Yellow
Implementation Yellow
* EC E...Ea s te r n & C e n tr a l Eu t 1 e m p lo y e e p e r c o u n tr y )
M a n …m a n d a t o ry s e v e ra n c e
C o ll…c o lle c t iv e d is m is s a l
Green Decisions Yellow Management Green ON PLAN
Netherlands
V o l…(m a n a g e d ) v o lu n t a ry s e v e ra n c e
M u t …m u t u a l a g re e m e n t s
M a n …m a n d a t o ry s e v e ra n c e
Germany Yellow Yellow ON PLAN Yellow Yellow Yellow
ON PLAN Green ON PLAN Yellow Yellow
P M …p e rfo rm a n c e m a n a g e m e n t
Spain Netherlands Yellow • New Yellowplans • Open requisitions
Yellow problem: HPC and • CommunicationYellow with worker’s council • Turkey, Czech Republic and Hungary have
ONapprovals
PLAN of country
C o ll…c o lle c t iv e d is m is s a l
1 …A p p ro a c h t o b e d e fin e d
M u t …m u t u a l a g re e m e n t s ON PLAN ON PLAN ON PLAN
2 …A p pProMa …p
c h et rfo
o b rm
e daent ca eilemd a n a g e m e n t completed this week: RSA, Ireland, HPS are revising their targets to avoid started for most countries (France already done their notifications and post
3 …A p p ro a c h a p p ro v e d , s e v e ra n c e d eIreland
t a ils tSpain • New approvals of country plans • Open requisitions
unnecessary high costsproblem: HPC and
where rehiring • Communication with worker’s council • Turkey, Czech Republic and Hungary have
1 …A p p ro a c h t o b e d e fin e d
o b e re s o lv e d
Netherlands, Norway, and Germany. HPS are revising their targets to avoid • FAQstarted customization process set(France
up and notification meetings - went well
already done their notifications and post
2 …A p p ro a c h t o b e d e t a ile d
ItalyIreland Yellow completedYellow
• SpainNetherlands,
this week: RSA, Ireland, is planned
proposal received asand
planned Yellow
unnecessary high costs where rehiring communicated, Greenfor most countries
countries working on them • LHH notification
services taken up by -most
meetings wentnotified
well
3 …A p p ro a c h a p p ro v e d , s e v e ra n c e d e t a ils t o b e re s o lv e d
Norway, Germany. • Decision about future program tracking • FAQ customization process set up and
Belgium Yellow Red is planned with legal council,
Green PMO and employees
Italy Yellow • Spain and Italy
• Spain proposal Yellow
discussion
received planned andGreen
onasAugust Yellow
planning
• Decision about
discussed and
futureHR
program
Yellow
communicated,
tracking communication
countries working on them • LHH services taken up by most notified
29 in Geneva Yellow communicated to country managers • Dailyemployees
and weekly report processes completed
South Africa
Belgium Green Yellow • Spain and Italy Red discussion on August Yellow andGreen with legal council, PMO and
Yellow
• France
planning discussed and
• Decision of additional milestone plan • Process ofYellow
capturing employee questions for those countries who notified
Norway South Africa Yellow Green 29 plan discussed, working on
in Geneva Yellow Yellow communicated to country HR managers
Green Yellow
communication
Yellow
from coffee Yellow
talks established, will be
• Daily and weekly report processes completed
revisions report underway
• Process of capturing employee questions • Additional LHHcountries
for those service offer
who specified
notified and
• France plan discussed, working on • Direct • Decision of additional milestone plan
Austria RedYellow placement and group 2 list communicated approved for Group 1 countries
Norway approval Green
• Finalrevisions YellowBelgium,
on Sweden, Red Green
report underway Green
from Yellow
coffee talks established, will be • Additional LHH service offer specified and
generation process final • Post communicated
notification meetings for those • Tracking of results by PMO defined and
Sweden Austria Yellow Red Spain and France expected
Yellow Green for Yellow
• DirectRed placement and group 2 list Yellow Green approved for Group 1 countries
• Final approval on Sweden, Belgium, • Decision about last day at work made - countries that have notified done presented
August 30 generation process final • Post notification meetings for those • Tracking of results by PMO defined and
Denmark Sweden Yellow Yellow Spain and France
RedYellow expected for could
Greenbe as late as last day of notice
Yellow last day at work made •- Moving Red Yellow
forward program materialdone
• Decision on Finland postponed due to • Decision
period, default about
is that IT access stays countries that have notified • UK training
presentedmaterial for manager training
August 30
Finland Denmark Yellow Yellow acquisition - discussion RedRedplanned for Yellow
could
isGreenbe as late to as
be last
shutday of notice communicated
Yellow Red . distributed as best practice for Group 2
• What is the process for issue

• Decision on Finland postponed due to until itperiod,
requested down • Moving forward program material • UK training material for manager training
• What is the weekly meeting • How will the team be physically

August 30 default is that IT access stays ISSUES country training
Poland Finland Yellow acquisition - discussionRed planned for • Decision that for those countries who
untilYellow
it is requested to be shut down
communicated
Yellow . distributed as best practice for Group 2
• Approval of Italy ISSUES
30 plan expected for
already notified (Hungary, Czech ISSUES country training
August • Decision that nofor changes
those countries
Poland September 6 Republic, Turkey), to lists who OUTSTANDING • Manager training needs to be adapted to
Where no assessment is indicated: Dashboard
• Approval of Italy plan for the country
expected for is be
can missing.
already notified (Hungary, Czech
done now
ISSUES
Group 2 countries - meeting with LHH set up
ISSUESSeptember 6 Republic, Turkey), no changes to lists OUTSTANDING • Manager training needs to be adapted to
Where no assessment •isSome
indicated: Dashboard
finalization issues due tofor
HPSthe countrycanis tobe
• Decision missing.
postpone notifications until
done now (September 3)
Group 2 countries - meeting with LHH set up
ISSUES lists and targets are final (planned for
and HPC changes where replacement • Decision • UK changed outplacement service provider.
• Some finalization issues due to HPS August 31) to postpone notifications until (September 3)
was planned - final list and target date lists and targets are final (planned for OUTSTANDING
and HPC changes where replacementISSUESAugust 31) • UK changed outplacement service provider.
closure expected for August 31 • Final on-off lists to be finalized and sent to
was planned - final list and target date • DueISSUES
to delay in notification, off the OUTSTANDING
• Notification
closurepostponed dueAugust
expected for to this 31 payroll date might shift for as much as global PMO to update the ‘old’ employee
• Due(as to the
delay in notification, off the • Final on-off lists to be finalized and sent to
change a month notification will only database (planned for August 31)
escalation - how will issues be

• Notification postponed due to this global PMO to update the ‘old’ employee
schedule, purpose of each meeting situated - locations, systems,

payroll
start in date might
September shiftcountries)
in many for as much as
OUTSTANDING
change a month (as the notification will only • Waiting for the (planned
database copy of the
for employee
August 31)
OUTSTANDING database for Europe so we can start working
OUTSTANDING start in September in many countries) • Waiting for the copy of the employee
• Question about moving forward not on it
OUTSTANDING database for Europe so we can start working
resolved: how to deal with country
• Question
differences aboutof
in timing moving
when forward not on it
resolved:
notifications arehow to deal with country
finished
differences in timing of when
notifications are finished
and expected attendees? applications and contact lists? logged, assigned & resolved - who
Mon Tues Wed Thur Fri
are the key points of contact?
Topics Meeting Roll-up Reporting EC Briefing via
AM 8:00-11:30AM (continued) TeleConference
7AM PT
PMO Review
10AM-12PM
To Do…
Issue Meeting
PM 1:00-3:00
 Leve age documen a on p epa ed n

Business Units Prepare Briefing 3PM
3:30-5:30
Roll-up Reporting
7:00PM
S eps #1 #5 o p epa e
 eam s uc u e
 o es & espons b es ma x
 p og am m es one p an
Key Point: PMO processes/tools should be defined and available for the kick-off  s a us epo ng p ocess & emp a es
meeting, but will continue to evolve and be refined throughout the program’s lifecyle.  mee ng schedu e
 on boa d ng og s cs
 ssue esca a on p ocess & oo
Issues
7. Conduct PMO Kick-Off Monitoring
Contract &
Fin. Mgmt.
Reporting
Resource
Manageme
Manageme
nt
Document
Manageme
Control
Infrastruct
ure
Manageme
nt nt
Knowledge
Objective: Plan and conduct a „program kick-off‟ with the integrated project team to nt nt nt nt
provide an overall context and introduce the purpose, structure and members of the
project management office (PMO).
Why is the important: This is the first opportunity for the PMO to demonstrate
leadership with the integrated team and sets the tone for going-forward.
Plan for the meeting:

 Clearly define the purpose, the objectives and agenda
 Carefully consider and identify the appropriate attendees (stakeholders, sponsors, team members, partners, etc.)
 Prepare relevant supporting documentation as needed (consider sending some materials to attendees in advance)
Meeting objectives may include the following:

 Orientation & Introductions
 provide contextual background for this program and a high-level status update
 accommodate a question and answer period
 Overview of PMO Structure
 introduce the PMO structure and individual members of the PMO, the business unit leads and our partners
from LHH and PwC
 review high-level roles/responsibilities for the PMO, business units, regions, LHH and PwC
• Project Planning: Timeline, Phases and Milestones
 review an integrated milestone plan and major phases
 validate immediate and medium-term business objectives To Do…
 Schedule meeting date/time, secure
 PMO Tools & Processes
meeting space and equipment
 discuss PMO tools and processes (several of which are under construction) (projector, flip-charts, etc.)
 Leverage the documentation,
prepared in Steps #1 - #6 to define:
Key Point: The processes/tools introduced at the program kick-off will inevitably be  meeting objectives & agenda
refined and augmented throughout the lifecycle of the the project.  supporting documentation
 Identify attendees and draft invitation
stating objective/agenda
Issues
8. Enable Effective Teams Monitoring
Contract &
Fin. Mgmt.
Reporting
Resource
Manageme
Manageme
nt
Document
Manageme
Control
Infrastruct
ure
Manageme
nt nt
Knowledge
nt nt nt nt
Objective: Provide the necessary support to enable a high performing team.
Why is this Important?: Performance will suffer if team members do not have the
requisite competencies to satisfy their team and project role.
Establishing Effective Teams:

• Define team forming, storming norming and performing on-boarding exercises
• Develop warm-up and set-up times to execution. Assure the team meets these milestones
• Review team morale at periodic check-points but particularly at the start of the project
• Assess team dynamics and performance against expectations shortly after start of program
• Assess need for additional assistance in: transition management, team partnering, matrix
management, retention anxiety
• Assess need for further skill training: Microsoft applications, issues management, reporting,
platform/facilitation skills, etc.
Forming
To Do…
Performing Storming  Develop team meeting schedule,
communications, and conflict resolution
process
Norming  Develop and incorporate guidelines
for the team assessments
 Quickly assess team and skill
Key Point: Team must follow the normal stages of development to be highly development process
effective, supplemented by infrastructure support of individual development needs  Take immediate remedial action to
include training or staff replacement
PMO Learned Keys to Success
 Keep it simple to start and then evolve

 Provide visibility to stakeholders and teams to encourage collaboration
 Begin internal and external communications immediately and maintain
consistency
 Plan for external influences or dependencies
 Encourage standards but provide for feedback and flexibility
 Be prepared and plan to mentor, train, educate
 Iterative approach is key to PMO adoption
 Plan for incremental successes and small wins
 Follow your own standards and processes
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IBM Program Management Office

October 2nd, 2009

 Establishing Standard Development Processes and Tools, Discipline and Ease-of-Use in

 Providing Rigor and Integrity in Project Tracking, Monitoring and Reporting

 Ensuring Linkage and Synchronization of Solution Development and Business Processes

 Facilitating Organizational Change Management

 Facilitating Definition of and Compliance to Enterprise Architecture and Policies

 Measuring and Tracking of Costs and Benefits

 Providing Independent Review and Assessment of Status and Progress

Monitoring Reporting Management Control

Contract & Resource Document Infrastructure

Planning and Monitoring Approach Quality

Program Sequencing plan Establish resource requirements

Communications Content Contract &

Start-up Staying the Course Closure

Contract & Resource Document Infrastructure

The issue management process enables delivery teams Fin. Mgmt.

Identification Evaluation Tracking Escalation Resolution

Change Control Contract &

Quality Risk Benefits Knowledge

Resource Management Approach Monitoring

Quality Risk Benefits Knowledge

Quality Management Contract &

Quality Risk Benefits Knowledge

Update procedures from

Process: Seven Keys to Project Success

• Scope is Realistic and Managed (description, requirements,

• Stakeholders are committed (stakeholder assessment, who

is a Key to Program Success Contract &

Quality Risk Benefits Knowledge

Project Risk Management Process

on Program if Risk Materializes

Contract & Resource Document Infrastructure

Benefits Realization Approach Quality

• Measure and monitor

Quick-Start – 30 Days to Kick-Off

Day 1 Day 5 Day 10 Day 15 Day 20 Day 25 Day 30

1 DEFINE THE CHARTER

4 SEGMENT THE WORK

DEVELOP STRUCTURE &

7 CONDUCT PMO KICK-OFF

8 ENABLE EFFECTIVE TEAMS

1. Define the Charter:

Why is this Important?: It is essential to clearly articulate the objectives and

2. Define the Completion Criteria and Scope: Contract &

Translate the charter into discrete, measurable achievements,

 What are the factors that will contribute to success?

3. Initiate Planning Monitoring

Objective: Translate charter and completion criteria into a preliminary milestone

Why is this Important?: It is essential to establish intermediate checkpoints (with

Milestones represent the key decisions points between the beginning

4. Segment the Work Monitoring

Why is this Important?: Focuses attention/efforts on the most appropriate aspects

Competencies What expertise/skills are required to complete the work?

4a. Identify Dependencies Monitoring

constant. Production u6/2 9

u7/1 3 Docume nts

 Interdependencies - integration points or starti ng in Au gust Published

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controlled or influenced, however, which may Update Handbo ok appl ication

substantially impact the ability to achieve the Te sted

Appro ach and Define Appr oach

completion criteria and overall objectives.