Project & Program Management

Suhail M. Al-Almaee - Director Strategic Planning and Supporting Initiatives

Muhannad H. Tayem - Director Consulting - Deloitte
Mounes R. Shadid - Project Management Specialist
salmaee@yesser.gov.sa
mtayem@DELOITTE.COM
mshadid@yesser.gov.sa
pmo@yesser.gov.sa

Opening & Objectives
Suhail M. Al-Almaee - Director Strategic Planning and Supporting Initiatives
salmaee@yesser.gov.sa
mshadid@yesser.gov.sa
pmo@yesser.gov.sa

Agenda
S. # From To Topic Presenter
1 01:00 01:10 Opening & Objectives Suhail Al Almaee
2 01:10 01:25 Introduction Muhannad Tayem
3 01:25 01:50 PMO Overview Muhannad Tayem
4 01:50 02:10 Portfolio Management Overview Muhannad Tayem
5 02:10 02:25 Q&A
6 02:25 02:40 Break
7 02:40 03:10 YesMethod Yessers Case
Mounes Shadid &
Suhail Al Almaee
8 03:10 03:25 Q&A
9 03:25 03:30 Closing Suhail Al Almaee
Objectives
Build awareness about the Project/Program Management and PMO
Communicate key success factors and challenges
Present YesMethod as a case for applying Project/Program Management
standards
Listen to your experience in relation to the subject
Introduction
Muhannad H. Tayem - Director Consulting Deloitte

mtayem@DELOITTE.COM
Introduction Key Definitions
Project
B
Project
C
Project
D
Project
A
Program
1
Program
2
Portfolio
Project
E
Program
Project
Portfolio
A Project is a temporary endeavor undertaken to create a product,
service or
result
to obtain an objective (deliverable) and terminate.
A Portfolio is Overall collection of the
organizations grouping of high-level initiatives
and their respective projects/programs.
A Program is a set of projects that
have a common objective and
interdependencies that need to be
managed. A set of interrelated and
inter-dependent projects .
Introduction The Project Life Cycle
Analyze Analyze
Portfolio Portfolio
Initiating
Prioritize Prioritize
Planning
Monitoring &
Controlling
Executing
Closing
Idea
Benefits
Harvesting
Business
Case
Monitoring &
Controlling spans the
life of a project and is
used to actively
manage and
communicate its
progress.
The project life cycle
is the business
process for
requesting, selecting,
developing and
implementing
projects to achieve
organizational
strategies and
objectives.
Introduction Management Disciplines
Project Management is concerned with the definition and delivery of specific
work streams within an overall program framework.
Program Management is
the application of
consistent tools and
methods in order to deliver
and co-ordinate related
projects and Programs.
Portfolio Management is the management process of translating strategy or
policy into actionable Programs that can be developed in a portfolio of
Programs.
Introduction The Management Framework
Portfolio Management has primary focus on:
Translating business strategy into manageable initiatives
Managing and tracking the portfolio of initiatives
Regular checkpoints at which the benefits and results of
the initiatives are reviewed to understand their impact
Portfolio
Management
Program
Management
Project
Management
Program Management focuses amongst others:
Creation and management of key Program
deliverables including business case and others
Identify, manage and address interdependencies
between projects
Program benefits tracking and realization
Portfolio
Management
Program
Management
Project
Management
Project Management has primary focus on:
Execution and delivery of planned project deliverables
and milestones
Management of project schedules, budget, issues,
risks, and change requests using defined tools
Escalation of project issues, change requests and
risks, where necessary
Portfolio
Management
Program
Management
Project
Management
Introduction PMBOK
The Project Management Body Of Knowledge (PMBOK) is a collection
of processes and knowledge areas generally accepted as best practice
within the project management discipline. (Published by PMI)
1. Initiating
2. Planning
3. Executing
4. Monitoring & Controlling
5. Closing
Process Groups
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
Knowledge Areas
Inputs
Tools &
Techniques
Outputs
Documents
Plans
Designs
Mechanisms
applied to
inputs
Documents
Products
PMO
Muhannad H. Tayem - Director Consulting Deloitte

PMO What Do Organizations Need?
Given our longer term vision, what are the
opportunities today?
How do we translate our strategy into targets for all
our stakeholders to clearly understand?
How realistic are the targets and vision?
What are the
right things
to do?
Will the projects underway let us achieve our
strategic objectives?
What is the correct balance between
growth/innovation projects and
productivity/maintenance projects?
Are we doing
enough of the
right
things?
What is the appropriate governance structure and
risk management approach to facilitate a fast
response to issues and opportunities?
How do you get the message across to change
peoples behavior?
How are benefits being tracked?
Are we doing
the right
things
right"?
Portfolio
Management
PMO
PMO What is PMO?
An organization dedicated to improve the practice and results of project
management.
Provides an opportunity for project managers to develop professionally more
quickly than most could ever hope, if they were working isolated from one
another.
An organizational entity
created to assist project
managers in achieving
project goals.
A group of people with a
mission to support project
managers in the
successful launch,
implementation, and
completion of projects.
PMO
PMO The Value of PMO
Inconsistent planning and scheduling
approaches
Deliverable / technology focus
Little integration across projects
Lack of business management leadership
and visibility
Unjustified projects
Inability to present accurate overall
picture to management
Impact on market and shareholder
perceptions
Strategy
Typical Environment Before
P
r
o
j
e
c
t

M
a
n
a
g
e
m
e
n
t

Project
Office
P
o
r
t
f
o
l
i
o

M
a
n
a
g
e
m
e
n
t

p
r
o
g
r
a
m

M
a
n
a
g
e
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Project
Office
Project
Office
Project
Office
Operational efficiencies through
consistent processes for Monitoring,
Controlling & Reporting
Proactive management , planning and
steering
Delivery oriented to business milestones
Focus on content rich initiatives rather
than process
Coaching and mentoring for project /
program managers
Minimized gaps in strategic business
alignment
Typical PMO environment
Coordination
Delivery
Strategy
PMO
PMO
EPMO
Project
Office
Project
Office
Project
Office
Project
Office
PMO How Can PMO Help You?
Leadership visibility for your project via central reporting function.
issues and risks register facilitates more pro-active management
Avoids project team managers dealing with project interdependencies which cause delay
and misunderstanding
Addresses the information gap that arises between project work and the enterprise, by
providing the link between the two
Common methodology, tools and templates to assist but still leave the Project Managers
with the ultimate accountability to deliver their project
Provides baseline data as a project delivery target against which a project can be
measured
Visibility and success will create a more project based organization and enable
transformation through programs of change
PMO PMO Models
A key success factor for Program Management Offices is to select the
right organization model that fits both the organizations culture and
needs.
Increase Level
of Operational
Excellence
Increase Level of
Business Unit
Responsibility
The PMO has an
advisory role and
provides counseling,
training and tools to
business units
project managers.
Model
Mandate
Support
The PMO provides
active support to
project managers.
Projects are delivered
according to the
project management
standards established.
Control
The PMO is
responsible for project
delivery. The PMO
provides trained
project managers to
business units
sponsors. Projects are
delivered according to
the project
management
standards established.
Lead
PMO Where Does it Fit? (1/2)
Depending on the type of projects under
the PMO, PMO can be under specific unit
to serve specific units projects or at the
level of the organization to server all
units in the organization

The PMO normally consists of a full time,
dedicated team, reporting to a PMO
Head, supporting the program/projects
managers

The structure within the PMO is different
based on the PMO type. The PMO can
also deploy envoys into large individual
work streams to provide program
management support direct and full time
to the work streams.

CEO
Shared
Services
IT
IT PMO
Admin
Core
Business
EPMO
Legal & Risk
It is not recommended to
have more then one PMO
in the organization. In
addition ,the more PMO is
empowered, the more
successful it is.
PMO Where Does it Fit? (2/2)
Generate Ideas Value
proposition
Detailed
Business Case
Execute
Strategic Enterprise
Programmes /
Projects
Steercom
S
i
t
e

L
e
v
e
l

Generate Ideas Value
proposition
Detailed
Business
Case
Execute
Projects
Steercom
Submit to Strategic PMO for
prioritisation & approval
S
t
r
a
t
e
g
i
c

L
e
v
e
l


Approve or decline value propositions and
business cases based on strategic alignment,
fit and prioritisation (based on risk and value)
Set standards and guidelines for running
projects
Provide governance structure during project
execution and approval
Coordinating and encouraging transferring of
best practices
Facilitates consolidated reporting of progress
towards meeting strategic objectives

At the Decentralised level the following will occur:
Detailed business case development by line
Site Steercom / management approval of
value propositions and business cases for
submission to Strategic PMO for prioritisation
and further approval
Execution of approved projects
Reporting of progress to Strategic PMO
Strategic PMO
Decentralised PMO
PMO Typical Approach to Build a PMO
Rollout
Defines
Role and
Staff
Needs
Pilot
PMO
Staff
PMO
Define PMO
Goals &
Governance
Design /Build
PMO
Processes &
Tools
1
2
3
4
5
6
Measure
and
Update
7
PMO Typical PMO Tool Functionality
Ability to manage and
coordinate all changes to the
program/projects schedule,
cost and scope
Can proactively identify
and manage risks and
issues that may impact
achieving the program
objectives
Way to plan,
balance and
schedule
resources for
effective
resource
allocation
Get a single view for
enterprise Portfolio,
Program, and Project
planning and execution
An integrated
framework to execute
programs and projects
to deliver associated
benefits
On-demand reporting and
pre-built analytics for
measuring program
performance
PMO Capability Maturity Model
PMO Maturity Model
Does the organization
recognize projects and run
them differently from its
ongoing business?
(Projects may be run
informally with no
standard process or
tracking system.)
Does the organization
ensure that each project is
run with its own processes
and procedures to a
minimum specified
standard? (There may be
limited consistency or co-
ordination between
projects)
Does the organization have
its own centrally controlled
project processes, and can
individual projects flex
within these processes to
suit the particular project?
Does the organization
retain specific metrics on
its project management
performance and run a
quality management
organization to better
predict future
performance?

Does the organization run
continuous process
improvement with
proactive problem and
technology management
for projects in order to
improve its ability to
depict performance over
time and optimize?
P
r
o
j
e
c
t

1
Initial
Process
2
Repeatable
Process
3
Defined
Process
4
Managed
Process
5
Optimized
Process
Does the organization
recognize programs and
run them differently to
projects? (Programs may
be run informally with no
standard process or
tracking system.)

Does the organization
ensure that each program
is run with its own
processes and procedures
to a minimum specified
standard? (There may be
limited consistency or co-
ordination between
programs)


Does the organization have
its own centrally controlled
program processes and
can individual programs
flex within these processes
to suit the particular
program?
Does the organization
obtain and retain specific
measurements on its
program management
performance and run a
quality management
organization to better
predict future program
outcomes?

Does the organization run
continuous process
improvement with
proactive problem and
technology management
for programs in order to
improve its ability to
depict performance over
time & optimize?
P
r
o
g
r
a
m

Does the organization's
Board recognize programs
and projects and run an
informal list of its
investments in programs
and projects?
Does the organization
ensure that each program
and/or project in its
portfolio is run with its
own processes and
procedures to a minimum
specified standard?
Can programs and projects
flex within these processes
to suit particular programs
and/or projects. Does the
organization have its own
portfolio management
process?
Does the organization
assess its capacity to
manage programs and
projects and prioritize
them accordingly?
Does the organization run
continuous process
improvement with
proactive problem and
technology management
for the portfolio in order to
improve its ability to
depict performance over
time and optimize?
P
o
r
t
f
o
l
i
o

PMO Capability Maturity Model - Sample
Communication
Management
Financial Management
Governance
Integration
Management
Issue Management
Organization Change
Management
Procurement/Vendor
Management
Quality Management
Resource Management
Risk Management
Schedule Management
Scope Management
Initial Optimized Repeatable Defined Managed
Current Sate
Future State
PMO What is in it for me?
Leadership
Alignment with Strategic Plan
Standard, effective business processes
Project/Portfolio decision support information
Staff
Improved communication with business sponsors and team
members
Individual performance
Professional/career development, recognition and
opportunities
Management
Work prioritization
Efficient allocation and utilization of resources
Higher project success rates
PMO Key Success Factors
Apply what is relevant to you of the Best Practice and Do not complicate
the implementation or the model
Have the right skilled team
Ensure partnership the between PMO and the business units
Do it Gradually and not all at once
Give enough support and authority to the PMO team
Use the Right tools
Leadership Support
Portfolio Management
Muhannad H. Tayem - Director Consulting Deloitte

Portfolio Management From Strategy to
Business Change
MARKET ENVIRONMENT STRUCTURE & RESOURCES
FINANCIAL ENVIRONMENT
PERFORMANCE MANAGEMENT
Strategy Selection and
Translation
Strategy
Formulation
Strategy
Implementation
Portfolio Management
Portfolio Management Benefits
Gain visibility on project portfolio
Align investments with business objectives
Make the right choices when prioritizing investments
Develop ability to execute
1
2
3
4
Portfolio Management Benefits Gain
Visibility on Your Project Portfolio
Best Practices Samples




Project information is hard to
collect

Portfolio view is non-existent

Controlling costs is challenging
The Issues
A logical grouping of
initiatives in a project
program portfolio
hierarchy.
Project
B
Project
C
Project
D
Project A
Program
1
Program 2
Portfolio
Project E
A simple spreadsheet to
collect project
information and to
guide project managers
through what they
should document.
A complete set of
reports on your current
and proposed portfolio,
which project, when,
for how much and
highlighting the
financial impact.
Portfolio Management Benefits Align Your
Investments with Business Objectives
Best Practices Samples



Strategic alignment is difficult
to assess

Impact of projects on business
process is unclear

Project benefits are hard to
define
The Issues
A standard framework to
translate strategy and
identify the impact of
your projects.
A view of the
planned benefits and
their impact on the
organization for the
upcoming years.
An industry-specific
process map to assess
impact of projects on
business processes.
Portfolio Management Benefits Make the
Right Choice When Prioritizing the Investments
Best Practices Samples




Projects cant be compared

Investments cant be justified

Project prioritization process is
unclear
The Issues
IN
N
O
V
A
TIO
N
G
R
O
W
TH
M
A
IN
TE
N
A
N
CE
P
R
O
D
U
CTIV
ITY
Sustain above
average returns
Increase revenue
and business size
Prevent m
argin
erosion and asset
deterioration
M
argin and asset
utilization
im
provem
ent
Future
Invest ment s
Exis ting Assets
IN
N
O
V
A
TIO
N
G
R
O
W
TH
M
A
IN
TE
N
A
N
CE
P
R
O
D
U
CTIV
ITY
Sustain above
average returns
Increase revenue
and business size
Prevent m
argin
erosion and asset
deterioration
M
argin and asset
utilization
im
provem
ent
Future
Invest ment s
Exis ting Assets
IN
N
O
V
A
TIO
N
G
R
O
W
TH
M
A
IN
TE
N
A
N
CE
P
R
O
D
U
CTIV
ITY
Sustain above
average returns
Increase revenue
and business size
Prevent m
argin
erosion and asset
deterioration
M
argin and asset
utilization
im
provem
ent
Future
Invest ment s
Exis ting
Assets
IN
N
O
V
A
TIO
N
G
R
O
W
TH
M
A
IN
TE
N
A
N
CE
P
R
O
D
U
CTIV
ITY
Sustain above
average returns
Increase revenue
and business size
Prevent m
argin
erosion and asset
deterioration
M
argin and asset
utilization
im
provem
ent
Future
Invest ment s
Exis ting
Assets
Maintenance Productivity
Growth Innovation
Future
Investments
Existing
Assets
A clear categorization of
your investment types,
allowing alignment to
business objectives
(innovation, growth,
productivity,
maintenance)
An assessment of project
value and risk to support a
transparent prioritization
process based on tradeoff
between tangible &
intangible value and
various types of risk.
Portfolio Management Benefits Develop
Your Ability to Execute
Best Practices Samples



Unable to adapt to changes

No continuous view of the
portfolios life

Inability to allocate resources
to the right place at the right
time
The Issues
Monitor Portfolio Status
and Performance
Identify New
Opportunities
Reprioritize/
Optimize Portfolio
A consistent
framework to
integrate all your
existing standards
and approaches into
the Managing for
Value responsibilities
Policies
and
Standards
Roles
and
Responsibilities.
Methods &
Approaches
Tools and
Enablers
Organizational
Structure
Deployment
and
Monitoring
Portfolio Management Portfolio Capability
Pathway
Manage
Return
Strategic
Context
Measures Control
P
a
r
t
i
c
i
p
a
t
i
o
n

Visibility
Understand
Spending
Define
Opportunities
Consistently
Improve
Business
Value
Actively
Manage
For Value
Tactical
Strategic
Improve
Strategic
Alignment
Emphasis
Process & Measurements
People
Technology
Build
Repeatable,
Invocable
Capability
Portfolio Management The Portfolio
Management Process
Translate Strategy
into quantifiable
metrics
Monitor Initiatives
Progress against the
Metrics
Gather, Assess &
Prioritize Initiatives
Deploy initiatives as
part of the
projects/programs
cycle
1
2
3
4
Break (15 Minutes)
YesMethod
Suhail M. Al-Almaee - Director Strategic Planning and Supporting Initiatives
Mounes R. Shadid - Project Management Specialist
salmaee@yesser.gov.sa
mshadid@yesser.gov.sa
pmo@yesser.gov.sa

YesMethod
Success through simplicity
YesMethod
Overview (1/2)
Yesser PMO Started as Project Support Office
Pre- initiation phase ( Quick wins):
oProject Progress Reports
oExecutive Dashboard

Project Initiation & Planning
oYesser PMO Project Charter
oYesser PMO Project Schedule

PMO Development Phase (Yesser PMO)

As Yesser projects were running at different stages, Yesser PMO didnt request
all the templates from each running project

A review Process has been developed to review Yesser Projects and decide the
needed templates for each project

Overview (2/2)
The review Process has been approved from Yesser Management and
department heads before implementing it with project managers

Many awareness sessions have been conducted with Project Managers to
clarify the developed PM methodology:
One to One Meeting
Group Meeting

Yesser Management team has been informed regularly about Implementation
progress

PMO Team was available for coaching and supporting Yessers Project managers
YesMethod
Management
Management Support
Effective sponsorship
Resources
Skilled resources
Process
PM Methodology
YesMethod Implementation Success Factors
YesMethod Templates
Samples Charter and Weekly Progress Report
[UNAUTOMATED] YesMethod Folder Structure
Projects Dashboard
Yesser PMO Automation [Automated Site]
Yesser PMO Automation [Automated
YesMethod]
Automated Templates and Process Relation
YPMO Automated Site Guideline
Automated Yessers Project Dashboard
Yesser PMO Newsletter
Lessons Learnt
PMO loses support when the facts seem to point a finger at a functional unit or
a project manager
Management influence / support is so important.
Do not to start with a PMO tool , You should concentrate on increasing the
maturity level of the organization.
Management should review the dashboard in by-weekly basis.
Project Managers should feel the Management interest in updating the status
report , raising risks and filling the templates.
PMO should avoid falling into the trap of becoming a "process cop".
Yesser Method should be added in the RFP.
Closing
Suhail M. Al-Almaee - Director Strategic Planning and Supporting Initiatives