The new Programme Management

Office (PMO)
Into the detail

Presentation by Muchemi Wambugu

April 2011


© 2011 Deloitte & Touche
Background
The Facts


• Projects happen in two ways:

 a) Planned and then executed or

 b) Executed, stopped, planned, and then executed.

• Tasks progress quickly until they become 90 percent complete and then
remain at 90 percent forever.
• Initial planning is the most vital part of a project. The review of most
failed projects indicates the disasters were well planned to happen from
the start.
• The most valuable and least used word in a project manager's
vocabulary is "NO".
• Wrong decisions made early can be recovered from. Right decisions
made late cannot correct them.
 Murphy is alive and well - and working on your project.

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Programme Management Office (PMO) Challenges

People Process Technology

Based Based Based

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 What we are trying to avoid


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Results Management Office (RMO):The New PMO

Key Components


• Aligning program/organization objectives: Key to contribution

‒ Engages stakeholders
‒ Develops a vision to align to organizations objectives
• Enterprise Domain Knowledge: Key to integration
‒ Delivering using the right resources at the enterprise level
• Organization readiness: Key to adoption
‒ Change management; Stakeholder expectations
‒ Sponsorship and Communications
• Enhanced PMO: Key to effective management
‒ Focus on results rather than cost schedule and scope
‒ Coordination of multiple projects


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Difference between RMO and PMO

Traditional PMO
Reactive Results Management
Anticipatory and proactiveOffice Balances
Why is the RMOrole different?
of traditional Program Management
processes with a broader, flexible view to better plan
Primarily project Domain authority goes beyond Links
for andprogram
respondobjectives
to change and technical execution by
management project management incorporating strategy, people, process, technology in
Costs and milestone
Output-focused Value and Results-focused
Outcome-focused Manages
Focuses and
business on the
and monitors business
strategicdecisions
technical benefits
results, going faratbeyond
all stages of
focused the program
tracking, monitoring and reporting outputs
Administrative Strategic and Agile Monitors the operating environment continuously to
increase agency speed and agility

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How it works

Results

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What we are trying to avoid

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 Appendices

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2011 Deloitte & Touche
How it works

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How it works

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How it works

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How it works

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© 2011Deloitte & Touche.

© 2011 Deloitte & Touche