Bucharest Hub Initiatives

PMO Step by Step

October 2017

1
 PMO Framework - Concept

Standardized Continuous
Unified PMO One stop Shop methodology Quick project setup improvement

Overview on all Single source of Clear step by step Trainings, FAQ,

Tools and templates
projects / programs information for PMO approach for all PMO Community
projects

• Overseeing organization’s • Sharepoint repository for all • 6 Gates to project completion Ready to use, for all gates: • Common Understanding of
roadmap PMO documents and • Aligned with existing LSS • Presentations PM essentials
• Maintaining framework to instructions methodology • Processes • Adapted courses per PM
facilitate execution • Easy status reporting for • Variations for special projects • Trackers experience
• Facilitating progress and PMs (ex transition, improvement) • Forms • Best practices sharing
ensuring interlocks and • Electronic approval flows • PMO Community
intervention if needed • Feedback

2 Internal Use Only

 Unified PMO

One Stop Shop

Standardized Methodology

Contents
Quick project setup

Continuous improvement
 Step by Step
PMI s Monitoring &
Controlling

a 2 8 r

Initiating Planning Executing Closing

4
 Introducing Gates
How to deliver IT projects

Monitoring & controlling

Initiating Planning Executing Closing

Gate -1 Gate 0 Gate 1 Gate 2 Gate 3 Gate 4

Opportunity Study Detailed Design Development Deployment Launch

Objective Objective:
Objective: Objective: Objective: Objective:
allocate resources 1/ validate design;
1/decide project go/no go; validate development validate before launch evaluate project results,
for opportunity 2/ update on budget and
2/ allocate budget & HR deliverables readiness of deployment close project, hand over
study HR
and operational teams to business owner

Checklist Checklist Checklist

Checklist Checklist
 Final proposal on G-1  Updates on G1 pending Checklist  Updates on G3
 Scope  Updates on G0 pending
checklist items items  Updates on G2 pending pending items
 Objectives items
 Governance  MoC deliverables and items  Evaluate results vs
 Concept  Deliverables progress
 Team detailed planning  Readiness initial baselines
 Impact  Detailed roadmap
 High level roadmap  Test results  MoC deliverables  Feedback
 Governance  Deployment plan
 Budget  Post go-live plan  Adoption
 Deliverables  Management of change
 Lessons learnt
 Resources strategy and plans
(comms, training, etc)
5
5
 PMO framework – Gates exit checklist
Gate -1 Gate 0 Gate 1 Gate 2 Gate 3 Gate 4
Opportunity Study Detailed Design Development Deployment Launch
Objective: allocate resources for opportunity study
Deliverable Author Mandatory
Scope, Objectives & challenges PM & Business owner Yes
Value proposition & benefits PM Yes
Estimated revenue/ saving PM Yes
Market analysis (if case) PM / Market researcher No
Business requirements or Product/Service description PM & Business owner Yes
Project Governance (proposal) PM Yes
Legal impact high level assessment Legal advisor Yes
Customer / Partner experience action plan proposal PM Yes
High level feasibility assessment PM & IT/Technical stream lead Yes
Sourcing strategy (if case): RFQ Y/N + list of potential suppliers PM & Procurement lead Yes (if case)
Resource requirements and team proposal for opportunity study PM Yes
High level planning PM Yes
Issues and risks list PM Yes

6 Internal Use Only

 PMO framework – Gates exit checklist
Gate -1 Gate 0 Gate 1 Gate 2 Gate 3 Gate 4
Opportunity Study Detailed Design Development Deployment Launch
Objective: 1/decide project go/no go; 2/ allocate budget & HR
Deliverable Author Mandatory
Scope, objectives & challenges (update) PM & Business owner Yes

Value proposition & benefits (update) PM Yes

Market analysis (update, if case) PM / Market researcher Yes

Reviewed & detailed business requirements or product/service description PM/ Business Owner Yes

List of distribution channels PM Yes

Project Governance (update) PM Yes

Legal impact assessment, (update), tax, regulatory (if case) Legal advisor, Budget advisor Yes

Security impact assessment (if case) Technical stream lead / Security lead Yes

Customer / Partner experience action plan (update) & results, if case PM Yes

High level design /deliverables / workstreams IT/ Technical stream lead Yes

High level operations management plan PM / Technical stream lead Yes

Testing strategy (SIT/UAT) PM Yes

PM / Deployment lead, MoC lead, Business Yes

Management of change high level proposal (Training, Communication, Resistance management, System Setup, Adoption metrics and KPI)
Analyst

Sourcing recommendation (including final supplier decision) – if case Procurement lead Yes

Resource and team allocation until Gate 4, RACI PM Yes

Planning until Gate 4 PM Yes

7 Issues and risks (update)

Internal Use Only PM Yes
 PMO framework – Gates exit checklist
Gate -1 Gate 0 Gate 1 Gate 2 Gate 3 Gate 4
Opportunity Study Detailed Design Development Deployment Launch
Objective: 1/ validate design; 2/ update on budget and HR
Deliverable Author Mandatory
Final product/service/deliverable description/ business requirements PM Yes
Management of change deliverables and planning (Training, Communication, Resistance management, System Setup, PM / Deployment lead, MoC lead, Business Yes
Adoption metrics and KPI) Analyst
Customer / Partner experience action plan (update) PM Yes
Detailed design / detailed architecture PM/ Technical stream lead Yes
Detailed Security assessment Technical stream lead / Security lead Yes
Operations management plan (update) PM / Technical stream lead Yes
Testing detailed planning, scripts / scenarios (SIT/UAT) PM Yes
Legal, tax, regulatory assessment update (if case) Legal advisor, Budget advisor Yes
Contracts with supplier Procurement lead Yes
Resource and team allocation until Gate 4, RACI PM Yes
Planning until Gate 4 (detailed for next phase) PM Yes
List of Issues and risks (update) PM Yes

8 Internal Use Only

 PMO framework – Gates exit checklist
Gate -1 Gate 0 Gate 1 Gate 2 Gate 3 Gate 4
Opportunity Study Detailed Design Development Deployment Launch
Objective: validate development deliverables
Deliverable Author Mandatory
Management of change deliverables (Training, Communication, Resistance management, System Setup, Adoption metrics and PM / Deployment lead, MoC lead, Business Yes
KPI) Analyst
Customer / Partner experience action plan (update) PM Yes
Tests results (SIT/UAT) & release validation IT/ Technical leader Yes
Final Operations management plan Technical leader Yes
Resource and team allocation until Gate 4 Project manger Yes
Planning until Gate 4 Project manager Yes
List of Issues and risks (update) Project manager Yes

9 Internal Use Only

 PMO framework – Gates exit checklist
Gate -1 Gate 0 Gate 1 Gate 2 Gate 3 Gate 4
Opportunity Study Detailed Design Development Deployment Launch
Objective: validate before launch readiness of deployment and operational teams
Deliverable Author Mandatory
Legal, tax, regulatory documents acceptance Legal advisor, Budget advisor Yes
Operational tests results and readiness Technical lead Yes
Functional tests results and readiness Business owner Yes
Final Customer / Partner experience readiness PM Yes
Service transition validation (if case) Technical leader Yes
Supplier performance assessment (if case) Procurement lead Yes
Sales commissioning grid & targets by distribution channels (if case) PM Yes
Allocation of resource and team readiness for launch PM Yes
Detailed planning of launch (until Gate 4) PM Yes
List of Issues and risks (update) PM Yes

10 Internal Use Only

 PMO framework – Gates exit checklist
Gate -1 Gate 0 Gate 1 Gate 2 Gate 3 Gate 4
Opportunity Study Detailed Design Development Deployment Launch
Objective: evaluate project results, close project, hand over to business owner
Deliverable Author Mandatory
Market / end users feedback PM Yes
Product/ service/ deliverables KPI analysis PM Yes
Operational KPIs analysis (technical, process, IT) PM Yes
Financial KPIs analysis Budget advisor Yes
Supplier performance assessment & improvement plan during contract roll-out Procurement lead Yes
Project assessment & Lessons learned PM Yes
Corrective action plan PM& Business owner Yes
Gate 5 plan PM Yes

11 Internal Use Only

 Unified PMO

One Stop Shop

Standardized Methodology

Contents Quick project setup

Continuous improvement
 Step by Step Project
Scorecard

Key PM Tools Budget /

Resource
Plan

Risk
Management

Monitoring & controlling

Initiating Planning Executing Closing

Gate -1 Gate 0 Gate 1 Gate 2 Gate 3 Gate 4

Opportunity Study Detailed Design Development Deployment Launch

Project Project Document MOC Change Project

Governance Comms Training Operational Project
Charter Plan Repository Current / Future Impact Closure
/ R&R Plan Plan Handover Retrospective
State Analysis

Adoption

13 Internal Use Only

Project Charter Gate -1 Gate 0
Building a Strong Foundation

• This document will serve as the foundation of the

project and guide you throughout.
• It should be reviewed and approved by the Project
Sponsor, to ensure your expectations are aligned.
• Revisit this document during each phase to make sure
you are still on track.
• Update and review the document with Project Sponsor
when there are major changes.
• This format is most commonly used by our team
[Insert your project name here]
January February March April May June
2-6 9-13 16-20 23-7 30-3 6-10 13-17 20-24 27-3 6-10 13-17 20-24 27-31 3-7 10-14 17-21 24-28 1-5 8-12 15-19 22-26 29-2 5-9 12-16 19-23
<Date>: Milestone <Date>: Milestone
<Date>: Go-Live
<Date>: Milestone
<Date Range>: Key Activity

Context & Description Benefits & Risks:

• Describe what is missing now, what is not working properly Benefits: Risks:
• What are the opportunities for improvements • What are the benefits for the company, • Identify min 2 major risks and have in mind
• Focus on issues, no solution in this step partners, employees? Insert concrete mitigation plans
• Budget if any benefits, end state ones • No risk = huge risks

Objectives: Stakeholders & Team:

• Min 2 objectives (one primary, one secondary) Governance Team members:
• Make them SMART, short and concise • Project Sponsor • ...
• Project Lead
• Project Team

Scope: Key Deliverables/Success Criteria:

In Scope: Out of Scope: Deliverables: Success Criteria:
• What are you going to address • What you are not addressing • Insert what exactly you are going to deliver: a • Which results will make your project a
new process, a new tool, a new engagement success
model, etc • How will you know you have completed the
project successfully
• Include both the measurement method and
the results
 Project Governance Gate -1 Gate 0

Project Governance describes groups of people with a vested interest in the project. There are different levels of governance, with
you, the project manager, ensuring linkage between them. There is often 3 level of governance.
Steering Committee
• Decision making body, generally with a financial Executive
stake or other high level of dependency on the Sponsors
project. For some projects, your Sponsor may act
also as Steering.

Project Sponsors
• Ensures the project is going in the right direction, Project
make funding decisions, helps to resolve escalations, Sponsors
help to socialize the project with other organizations.

Project Core Team

• The tactical / “hands on” team who is performing Project
PMO
activities to deliver the project deliverables Manager

Integration User
IT Portal Services User Services MOC
Services Experience

Work Streams may vary by project

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Governance matrix [Insert your project name here]

Role Name Role Description

Project Sponsor Decision Maker • Ex
• Manage escalations
Project Lead • Ex
• Manage Interactive Dashboard Tracker
• Ad project documentation to team SharePoint:
• Maintain project status document
• Run project team calls...
eService Lead
UX Architect Consultant
User Setup
PRP IT
E2E Architect
Profiling
MOC
Adoption
Metrics &
Reporting
Testing
RACI Charts Gate -1 Gate 0

• RACI charts are used to show ultimate ownership of R = Responsible for Implementation – who actually performs the
activities, as well as who actually does the activity activity
A = Accountable decision owner – often this is the project sponsor or
• It is a good perspective on any operational processes someone on the project steering – only 1 A is permitted
impacted by the project, and can also be used to C = Consulted for expertise, interest, influence
organize your project activities I = Informed of Progress or decisions

Role 1 Role 2 Role 3 Role 4

Deliverable a R A C I
Deliverable b A/R R I I
Deliverable c R A R C
Project Plan Gate -1 Gate 0
Common understanding on what needs to get done

• A project plan is a formal document designed to guide Consider deployment options:

the control and execution of a project, by displaying the • Big Bang: All at once
milestones and critical path actions that need to happen • Pilot: Deploy to limited participants to test out the
within the project solution (choose also criteria to be used for
further deployments)
• It is commonly split into 2 separate documents: • Phased: Roll out by different countries, users,
capabilities (especially if IT dependent), BG…

1-Page Roadmap
• Milestones and key activities
• 1-page format make it easier to
Detailed Action Tracker
explain project to stakeholders
• Track individual activities needed
to meet the timelines
• Mostly used in project core team
meetings
[Insert your project name here]

Month Month Month

Milestone Plan Actual Status
Week Week Week Week Week Week Week Week Week Week Week Week
Work Stream
Milestone  Date: Add detail of milestone if applicable
Milestone 
Work Stream Date: Add details of major milestone if applicable
Milestone 
Milestone  Date Range: Add detail of timeframe activity if applicable
Work Stream

Milestone 
Milestone

Work Stream

Milestone

Milestone

Work Stream

Milestone

Milestone
Milestone
Change Management
Preparing for the future Gate 1 Gate 2 Gate 3

Management of Change (MOC)

is a structured approach to transition
individuals, teams, and organizations
from a current state to a desired future
state by ensuring the change is:
 Understood
What’s Changing Who is impacted Who needs to know How to work with the
 Accepted about it new process
 Expected
Understand what is Understand how the Stay in touch with Ensure people know
 Planned for changing in terms of change impacts your stakeholders to avoid how to work in the new
before and after stakeholders, “nasty surprises” environment
particularly those whose
jobs will change
Current / Future State
A picture is worth a thousand words… Gate 1 Gate 2 Gate 3

Clearly show what will be different when the project is complete

Depending on the project objectives, you may want to show: Current State Future State
 Process Changes: improvements, new / removed / changed
steps, ownership changes, roles and responsibilities, org
changes…
 UI Changes: Screenshots/mock-ups of old vs new
functionality, navigation changes, functionality changes
 Metrics Changes: Baseline vs new, TAT improvements, cost
savings, operational efficiencies

…be creative and produce a slide that gives users a clear

picture of what the project should achieve
Communications Plan
Start spreading the word Gate 1 Gate 2 Gate 3

Define WHO you need to communicate to Define WHAT needs to be communicated

• Project-Related Communications to stakeholders,

Whose job / work is Who are the decision
users, partners…for example:
going to change as a makers / who gives
result of the project? sign-off? • Project description
• Milestones/Timelines
• Impact and preparation needed
Who is not directly • Training requirements & schedule
Who is directly giving
impacted, but should • For IT Project: UAT, upcoming downtime, MTP
input / expertise into
be aware of the Communications Plan
the project? schedule
project?

Define WHEN to communicate Define HOW to communicate

Helpful tips:
 Create distribution lists for consistency
 If you are not sending the communications
yourself, add the responsible person onto the
plan and confirm with them
Template: Communications Plan

Decision
ID Comm Direct Impact
Maker
Contrib Info Only Week -4 Week -3 Week -2 Week -1 Go-Live Week +1
Training Plan
Gate 1 Gate 2 Gate 3
The Training Plan defines and organizes your training schedule and
creation of training materials, and should contain:

Training requirements
• Who needs to be trained, and on what?
Hint: This will probably be the people listed as “Responsible” on the
Operational RACI. Consider there may be more than one group to be
trained, with different training needs.
Materials Preparation
• Who will prepare the training materials?
• Consider that sometimes the materials are prepared centrally / in
English, and then given to the regions for localization – include
localization / translation strategy if needed.
Planning & Execution
• Who will schedule the training sessions?
• Who will execute (give) the training?
Schedule
• When will the training take place, where, how?
Template: Training Plan

Training Trainees Trainer Date Time Training Materials Scheduled By Materials

Preparation
Operational Handover
Gate 1 Gate 2 Gate 3

The Operational Handover Plan prepares us for managing the new process / functionality on a day to day
basis:
Operational Team:
• Agree to take responsibility
• Understand when it is coming
• Have the proper staffing
• Have the proper training
• Are involved in testing / war room activities

Support Team:
• Understand when it is coming
• Have the proper staffing
• Have the proper training
• Are ready to answer support tickets on day 1
• Best practice: involve in testing / war room activities
 Operational Handover Checklist

Area Sign-Off Criteria Operations Team Manager Support Team Manager Other Teams with direct
<Name> <Name> impact <Name>
Change Impact Is your team aware of the change that’s coming
Do you understand how this change will impact the work your team
does?

Do you understand how this change will impact partners?

Do you have sufficient headcount to manage after go-live?
Are there any gaps that need to be addressed based on your
understanding of the change impact (both internal and partners)?

Communication Have you received the necessary information needed to operate in the
new environment?

Training Has your team been adequately trained on any new processes they will
need to follow?

Have you received the necessary training / reference materials?

Overall Readiness Are there any other gaps that need to be addressed before your team
can take over this process on an operational basis?

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Action Tracker All
Gates
• The purpose of the Action Tracker is to ensure all tasks are
understood, assigned to an owner, scheduled, and tracked
• Regardless of which format you use, the tracker should contain:
Work Stream, Task, Action Owner, Due Date, Status, and Comments
– use other fields as needed
• Best practice: assign each action to a person on the core team – the
action may be to work with another person / team to complete the
action
• Important: completion status needs to be accurate!

Formatting Options:
• MS Project: Can be downloaded for free by HPE employees, great tool –
includes multiple views on the project, may be used to create project plan as
well as tracking actions - requires some training
• PPT: Ok for extremely small / simple projects, not advisable for anything else
• XLS: Most commonly used – works well for most projects, easy to use
• Google Docs: Same usability and advantages as XLS, plus removes version
control issues – visibility can be controlled
• Other Options: There are a lot of software packages available for tracking
project actions.
Sample Action Tracker
Action Owner Baseline Actual Status Comments












 Gate Tracker

31 Internal Use Only

Project Scorecard All
Keeping stakeholders up to date Gates
• A 1-page summary of the project and project status,
used to keep Stakeholders informed of the current
status of the project.
• This document should be kept updated regularly - as a
project manager, you must always be ready to give an
update with short / no notice.
• Overall status should match the status of the lowest
issue.
• Use a format that tells the story effectively.

Use consistent RAG status definitions:

Important:
 Red: There are significant issues with the project. The project requires
immediate corrective action plan to meet business objectives (e.g.. Project
• Be honest, not optimistic – tell it like it is timelines will be missed).
• Highlight / escalate issues early, not after they get out  Amber: Risk exists to project timelines, which need to be addressed urgently
of control to avoid turning red. Create risk mitigation plan.
 Green: On track and performing to plan.
 Overall Status
[Insert your project name here – no acronyms] This Week
Last Week

<Name of Project>
Project Lead Report Date Project Summary:
<Enter a short description of the project to inform stakeholders on a high level what the project is
Project Sponsor Project Start about.
Tip: use project objectives as a starting point>

Activities & Accomplishments Next Steps

• <Activity 1> • <Next Step 1>
• <Activity 2> • <Next Step 2>
• <Activity 3> • <Next Step 3>

Key Activities / Milestones Issues

Status Due Date Activity / Milestone Issue Mitigation Owner







 Not Started
 Project at risk
 Issues
 On track
 Complete
Budget / Resource Tracking All
Gates

Requesting budget for your project: Requesting resources for your project:
• If you will require budget for your project, the project must • Be sure to get the agreement from them and their
not start without budget approval from your Project manager, including:
Sponsor, and acknowledgement from your Budget • Names of Resources
Manager
• Level of Effort (# of hours / % of their time you will
require) – might vary in different phases of the project
Projects may be funded as:
• Run Rate: Coming out your team’s regular budget
• Pay for Play:
• Paid for by another team’s budget (cross charged).
• For headcount, we hire, someone else pays
Budget Template
Estimate Actual Paid By Approved By Comments
(add copy of approval email)

IT (LoE)
Translations
Travel
Software / Hardware
FTE Incremental
Contingent Incremental
Other (specify)
Other (specify)

Resource Template
Resource Name Manager Key Activities LOE Mgr Agreement Comments
(add copy of approval mail)
Risk Management All
Managing projects in the real world Gates

Risk can be defined as an uncertain event or condition that, if it

occurs, has a negative (threat), or a positive (opportunity), effect on
a project’s objectives

The key features of a risk are:

• It’s in the future
• It’s something that might or might not happen
• It’s something that our project schedule assumes will not happen
Making those “nasty surprises” less
Good risk management will increase the chance of success for your nasty and less surprising
project!
Risk Management All
Expecting the unexpected Gates
Risks are collected and rated according to : Impact
Probability
Low Medium High Very High
• Probability - how likely is it to happen?
Very High ME HI HI VH
• Impact – what will be the impact if it does happen? Consider
impact on project scope, schedule, cost, quality, performance. High LO ME HI HI

Based on this rating, you can assess the best mitigation. For Medium LO ME ME HI
example: Low LO LO ME HI
• If probability and impact are both high, immediate action
Very Low LO LO LO ME
needs to be taken to avoid the issue or mitigate (reduce the
impact). It might also be an option to plan as if the risk is Strategies for dealing with negative risk:
going to happen. Avoid Take action to reduce the probability or impact to zero, enabling the risk
to be circumvented.
• If probability and impact are low, it might be best just to Mitigate Take early action to reduce the probability / impact. For example, add
accept it. additional testing, or resources.
Accept Deal with the issue if it happens – establish a contingency reserve of
time, money, resources.
Plan In Assume the risk will happen – when possible, plan it in to the project
plan.
Transfer Transfer the risk to another party, so that they are responsible for
A risk is not always negative! A positive risk is seen as an opportunity
management and impact. For example, have the work done by a fixed
price contract, making the contractor liable.
Risk Management Template
Detail major risks which may impact the project. List all risks for the entire project duration.
Risk Probability Impact Mitigation Plan
 Gate 4
Project Closure

• Complete operational handover

• Get formal approval of project completion
• Send project closure email
• Send individual thank you emails to the
project team member’s and their
managers
• Complete any remaining project
retrospective activities and adoption
tracking
Project Closeout Checklist
Gate 4

Project Closeout
Project Name: Sign off by:
Project Lead: Date:

Item Yes No Comments

Has the Project satisfied needs and expectations?

Have all deliverables been reviewed and accepted?

Has the Operational Handover been completed?

Have project documentation and other items been prepared, collected,

audited, archived, and/or disposed?
Do you agree the project should be closed?

Will there be a project retrospective? And if so, when?

Are there still adoption tracking activities in progress?

What other actions are remaining (please specify)

Adoption Management Gate 4
Generally, adoption can be tracked by measuring against adoption goals and/or the number of support tickets coming in
Adoption Tracking Support Ticket Tracking
Target Setting • Understand baseline / current • Confirm with Support Team
• Define adoption targets (eg., # what level of tickets would be
of users, # of visits, # or % of considered as stability
eligible transactions via new • If an existing process is being
process…) replaced, this would be
• You may have several calculated based on average
different targets tickets in legacy environment

Reporting • Ensure reporting is in place at • Get access to support reports

time of go-live before go-live
• Targets may need to be
revisited to align with
available reporting

Monitoring • Track actuals vs target until target is reached

Improvement Plan (if • If targets not met, investigate root cause, develop improvement
needed) plan (eg., refresh training, additional comms…)
Lessons learned template Gate 4

Project cycle What went well Challenges & Areas of Mitigation

Improvement
Initiating

Planning

Executing & Monitoring

Closing
 Unified PMO

One Stop Shop

Standardized Methodology

Contents
Quick project setup

Continuous improvement
PM Trainings

• Sessions kicked off in Bucharest

and raised impressive interest
with over 20 participants signed
up for the first round