Realizzare e sostenere il cambiamento introdotto dal PMO

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1 Realizzare e sostenere il cambiamento introdotto dal PMO Gaetano Lombardi Milano, 19/11/21 PMI-NIC - utti i diritti riservati

2 Indice PMO come Sistema Dinamico PMO Operative Enablers Realizzare e Sostenere il cambiamento emplate PMI-NIC - utti i diritti riservati 2

3 PMO as Dynamic System Product Roadmap Re Organization Operation Organization Maturity Project Management Office Development Model Development Process PMI-NIC - utti i diritti riservati 3

4 PMO Maturity Growth and Fall Organization strikes back Project Office Development ( impact on business, maturity, position ) PMO Maturity PMO Maturity ime ime ime PMI-NIC - utti i diritti riservati 4

5 PMO Growth Dynamic Model Vision & Development Process Maturity PMO Maturity Effective Operation Organization Capability ime Quality Investements in PMO Empowerment positive loop Line Responsibility - Improve operation positive loop PMO Responsibility Cost ROI ROE PMI-NIC - utti i diritti riservati 5

6 PMO Growth Dynamic Model Vision & Investements in PMO Development Process Maturity PMO Maturity Effective Operation Unclear Responsibility and too much bureacracy negative loop Organization Capability Cost ime Quality Line Responsibility Not effective - improvements negative loops PMO Responsibility ROI Projects to projects delay negative loops ROE PMI-NIC - utti i diritti riservati 6

7 MW M RX IF ASICs MW M: Freja MW M: LCN MW M: NAUILUS MW M: SkyWalker MW M: Stargate MW M: omahawk Plann ed rel date FOA/early customers ime C o s t Project Status Q u al it y Functionality Business Customer See deviation report: Se Comments date under replanning R1 showing good quality s Increment 1 BI & F bloc Up and Down MINI- LINK N 4 MINI-LINK N 41 MINI-LINK N 42 N Release Nov Dec Jan Feb Mar Apr May Jun Jul Aug SeptOct Nov Dec Jan Feb Mar Apr May Jun Jul Aug SeptOct Nov Dec Jan Feb Mar Apr N4 N41 N41FP N42 N42FP Avg MMU2XS (LCN Ethernet) Skywalker in N42 Skywalker in N41 Low Cost End Node in N42 Low Cost End Node in N41 Modem in N 4 (Stargate) MMU2 DA (omahawk) Nautilus (ALAS 2) MMU2 CA N1 (no traffic blocking) PtP Adaptation (MMU2 E/F PtP) M M U2E/F enhancements Freja ORIONIS (ALAS 2) Dynamic M odulation AILS HREE Glider R15 SP3 AILS WO AILS ONE SONIC SP SONIC SP1 Glider R15 SP4 Columbus (3) Jupiter Bladerunner Columbus (ANSI) Gemini -4&5 Gemini -3 Gemini -1&2 Phase 1 Pre-study (G1-G) Average M per phase - All projects N42 N4 N41 N41 FP N42 ProjectFP Modem in N4, 414 MMU2CS in N, 1 2 MINI-LINK N MINI-LINK N 42 4 MINI-LINK N 5 5 ( ) (29-6-3) ( ) FP 41 FP 42 FP 2% % Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Risk SkyWalker: Bit Pipe& MMU2H, 545 MMU2CS Stand Alone, 5 Freja, 3 Modem in N4 PtP MMU2DA LCN MMU2CS MMU2XS, 5 Stand Alone Nautilus Freja MMU2CS in N 15% Released Ready for Contract Indicative Candidate Releases ( dates) 6 125% 1-Jun-8 9-Sep-8 18-Dec-8 28-Mar-9 6-Jul-9 14-Oct-9 22-Jan-1 2-May-1 1-Aug-1 It s a plan that lists and addresses all the risks, Date It s a plan that lists the available effort in terms Risk Plantoward project s 1% goal, time and quality 5 of man hours according to the project duration It provides a list of CR and their status in gemini project; SkyWalker: Bit Pipe& MMU2H Freja Modem in N4 Resource Plan 75% It is derived by CQ and it is collected bi 4 weekly by CM MMU2CS Stand Alone Nautilus MMU2CS in N CR Log It s a plan that lists and addresses all the risks, SkyWalker: Adaptive Modulation MMU2XS It s a plan that lists the available effort in terms Risk Plan toward project s goal, time and 5% RX IF Asics quality 3 F Delivery of man hours according to the project duration It provides a list of CR and their status in gemini project; Resource Plan 25% Plan It is derived by CQ and it is collected bi weekly by CM CR Log 2 R Log Impacted by % Impacted by F Delivery Plan 1 R Shipment Plan % R Log Phase 2 Phase 3 Phase 4 Phase 5 Impacted by It s a macro plan; synchronization among external Impacted plans by is Impacted by Feasibility study Establishment Realization Handover its main purpose R Shipment Plan (G2-G1) (G3-G2) (-G3) (G5-G4) It provides a list of R and It provides a list of Rs, the shipment CC Development Env Impacted by their status in Gemini project; and release where they have It s a macro plan; synchronization among external plans Impacted is by It is derived by CQ and it is collected been found and shipment and release its main purpose It provides a list of R weekly and by CM It provides a list of Rs, where the shipment they will be corrected CC Development Env Impacted by their status in Gemini project; MS Project Plan and release where they he have info is managed by Gemini SW PM MCI / Baseline It is derived by CQ and it is collected been found and shipment in the and MS release Macro Plan & CQ weekly by CM It provides a report on CC development Baseline Plan where they will be corrected Environment Status It isms handled Project bi-weekly Plan he info is managed by Gemini SW PM MCI / Baseline By CM in the MS Macro Plan & CQ It provides a report on CC development Baseline Plan It s a macro plan; synchronization among internal plans is It provides the information in whcih docs are going to be Environment Status It is handled bi-weekly its main purpose Controlled It specifies wha; between Gemini G2 and Gemini G3 By CM Gemini -1&2 G2 It has been provided by the baseline Plan Later on the info will be stored Design It s a MS macro Project plan; Plansynchronization Provides inputs among to internal plans is It provides the information In the Macro in whcih MS docs Project are Plan going to be HW est Plants & HW needs its main purpose Design MS Project Plan Controlled It specifies specified wha; bybetween Gemini G2 and Gemini G3 It has been provided by the baseline Plan Later on the info will be stored Design MS Project Plan Project In Plan the Macro MS Project Plan HW est Plants & HW needs F MS Design MS Project Plan F Progress Micro plans; their purposef isms to Project coordinate Plan and track It provides a description of ets Plants and includes activities within specifiedthe by subproject the different HW needs by subprojects F Progress It is managed by F PM Micro plans; their purpose is to coordinate and track It provides a description of ets Plants and includes LSV_LLV Plan activities within the subproject Purpose of thi plan is to track the progress and to forecast he completion of testing activities by analysisng LSV_LLV Plan Cs planned vs executed Purpose of thi plan is to track the progress and to forecast he completion of testing activities by analysisng Cs planned vs executed G2 DS3 Project G G1 LCN MMU2XS Nautilus, 54 SkyWalker: Adaptive Modulation, 325 SkyWalker G2 Bit Pipe G2 MMU2 H Planning Error G1 G2 Adap Mod RX IF Asics, 1 Planning Error Planning Error Planning Error Gemini -3 Gemini -4&5 Columbus (ANSI) Bladerunner Jupiter Columbus (3) Glider R15 SP4 SONIC SP1 G1 G2 SONIC SP AILS ONE AILS WO Glider R15 SP3 AILS HREE G2 Dynamic Modulation ORIONIS (ALAS 2) Freja MMU2E/F enhancements (Starrek) Low Cost End Node PtP Adaptation (MMU2 E/F PtP) the different HW needs by subprojects It is managed by F PM It provides the forecast of different releases that will be under J / F (LLV) and S (LSV) he info is managed by Gemini SW PM in the MS Macro Plan It provides the forecast of different releases that will be under J / F (LLV) and S (LSV) he info is managed by Gemini SW PM in the MS Macro Plan F Jupiter Sonic Stargate Starrek Project F Percentuage of faults found at F arget F PMI-NIC - utti i diritti riservati 7

8 Avg M M U2XS (LCN Ethernet) Skywalker in N42 Skywalker in N41 M odem in N 4 (Stargate) M M U2 DA (omahawk) Nautilus (ALAS 2) M M U2 CA N1 (no traffic blocking) PtP Adaptation (M M U2 E/F PtP) M M U2E/F enhancements Freja AILS HREE AILS ONE SONIC SP SONIC SP1 Jupiter Gemini -4&5 Gemini -3 Gemini -1&2 Phase 1 Pre-study (G1-G) Phase 2 Feasibility study (G2-G1) P hase 3 Establishment (G3-G2) Phase 4 Realization (P RA-G3) Phase 5 Handover (G5-G4) 2% 175% 15% 125% 1% 75% 5% 25% % -25% N4 MW M RX IF ASICs MW M: Freja MW M: LCN MW M: NAUILUS MW M: SkyWalker MW M: Stargate MW M: omahawk N41 N41FP N42 Planning Error Planning Error Planning Error Plann ed rel date N42FP FOA/early customers Project Status ime Cost Qualit Functionality Busin Custo Commen y ess mer ts See deviation report: Se date under replanning R1 showing good quality s Increment 1 BI & F bloc F Jupiter Sonic Stargate Starrek Project F Percentuage of faults found at F arget F Operational Enablers MINI- LINK N 4 MINI- LINK N 41 MINI-LINK N 42 N Release Nov Dec Jan Feb Mar Apr MayJun Jul Aug SeptOct Nov Dec Jan Feb Mar Apr MayJun Jul Aug SeptOct Nov Dec Jan Feb Mar Apr Low Cost End Node in N41 Low Cost End Node in N42 Risk N4 N41 N41 FP N42 N42 FP Modem in N4, 414 SkyWalker: Bit Pipe& MMU2H, 545 MMU2CS Stand Alone, 5 MMU2CS in N, MINI-LINK N 33 MINI-LINK N 42 MINI-LINK N 5 41 FP 42 FP 33 FP 1 ( ) (29-6-3) 2 ( ) Average M per phase - All projects Project Modem in N4 PtP MMU2DA MMU2XS, LCN 5 MMU2CS Stand Alone MMU2CS in N LCN MMU2XS Nautilus, 54 SkyWalker Bit Pipe MMU2 H Adap Mod RX IF Asics, 1 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Released Ready for Contract Indicative Candidate 1-Jun-8 9-Sep-8 18-Dec-8 28-Mar-9 Releases ( 6-Jul-9 dates) 14-Oct-9 22-Jan-1 2-May-1 1-Aug-1 Freja, 3 SkyWalker: Adaptive Modulation, 325 SkyWalker: Bit Pipe& MMU2H Freja Modem in N4 MMU2CS Stand Alone Nautilus MMU2CS in N SkyWalker: Adaptive Modulation MMU2XS RX IF Asics Nautilus Freja G2 G1 G2 G1 DS3 Project G2 G2 G2 G G2 G1 G2 Planning Error Dynamic M odulation ORIONIS (ALAS 2) AILS WO Glider R15 SP3 Columbus (3) Glider R15 SP4 Columbus (ANSI) Bladerunner It s a plan that lists and addresses all the risks, It s a plan that lists the available effort in terms Risk Plan toward project s goal, time and quality It provides a list of CR and their status in gemini project; ofresource man hours according Plan to the project duration It s a plan that lists and addresses all the risks, CR Log It s a plan that lists the available effort in terms It is derived by CQ and it is collected bi weekly by CM Risk Plan toward project s goal, time and F quality Delivery It provides a list of CR and their status in gemini project; ofresource man Plan hours according Plan to the project duration CR LogIt is derived by CQ and it is collected bi R weekly Log by CM Impacted by Impacted by F Delivery Plan R Shipment Plan R Log Impacted by It s a macro plan; synchronization among Impacted external by plans Impacted is by R Shipment Plan its main purpose It provides a list of R and It provides a list of Rs, the shipment CC Development Env Impacted by It s a macro plan; synchronization among external Impacted plansby is their status in Gemini project; and release where they have It provides a list of R and its main purpose It is derived It provides by CQ a and list of it isrs, the shipment CC Development Env Impacted by been collected found and shipment and release MS Project Plan MCI / Baseline their status in Gemini weekly project; and by CM release where they where have It is derived Baseline by CQ Plan Provides they will inputs beto corrected It provides a report on CC development and it is been collected found and shipment and release MS Project Plan he info is managed by Gemini SW PM Environment Status It is handled bi-weekly MCI / Baseline weekly by CM Baseline Plan whereprovides they will inputs beto corrected It provides a report on CC development in the MS Macro Plan & CQ By CM It s a macro plan; synchronization among internal plansit is provides the information in whcih docs are he going info isto managed be by Gemini SW PM Environment Status It is handled bi-weekly its main purpose Design It s a MS macro Project plan; Plan Controlled It specifies wha; between Gemini synchronization among internal plans It provides is the information in whcih docs are going to be the G2 MS and Macro Gemini Plan G3 & CQ By CM It Design MS itsproject main purpose Plan specified has been by provided by the baseline Plan Later on the info will behw stored est Plants & HW needs Controlled It specifies wha; between Gemini G2 and Gemini G3 Design MS Project Plan In the Macro MS Project Plan F MS Project It has Plan been provided by the baseline Plan Later on the info will be stored Design MS Project Plan HW est Plants & HW needs F Progress Micro plans; their purpose F MS isproject to coordinate Plan and In track the Macro MS specified Project by Plan It provides a description of ets Plants and includes activities within the subproject F Progress the different HW needs by subprojects Micro plans; their purpose is to coordinate and track LSV_LLV It provides Plan a description of ets Plants and includes It is managed by F PM activities within the subproject Purpose of thi plan is to track the progress and to forecast the different HW needs by subprojects he completion of testing activities by LSV_LLV analysisng Plan It is managed by F PM Purpose of thi plan is to track the progress and to forecast It provides the forecast of different releases that will be Cs planned vs executed he completion of testing activities by analysisng under J / F (LLV) and S (LSV) he info is managed by Gemini SW PM It provides the forecast of different releases that will be Cs planned vs executed in the MS Macro Plan under J / F (LLV) and S (LSV) he info is managed by Gemini SW PM in the MS Macro Plan Gemini -1&2 Gemini -3 Gemini -4&5 Columbus (ANSI) Bladerunner Jupiter Columbus (3) Glider R15 SP4 SONIC SP1 SONIC SP AILS ONE AILS WO Glider R15 SP3 AILS HREE Dynamic Modulation ORIONIS (ALAS 2) PtP Adaptation (MMU2 E/F PtP) MMU2E/F enhancements (Starrek) Freja Low Cost End Node Competencies PM Career Model CM Career Model Quality Career Model Project Classification Performance Evaluation Processes PMO Project Management Configuration Management Quality Assurance Assessment Knowledge Performance & Capability DataBase Good Practices RCA PMI-NIC - utti i diritti riservati 8

9 he emplate Define, Analyze Vision & Development Process Maturity PMO Maturity Improve, Control Effective Operation Organization Capability ime Quality Investements in PMO Cost Line Responsibility - PMO Responsibility ROI ROE PMI-NIC - utti i diritti riservati 9

10 Evolutive steps Le fasi da eseguire sono: Define Comprendere la necessità del cambiamento Measure / Analyse Comprendere la realtà ed il posizionamento, possibilmente facendo riferimento a modelli di PMO o benchmarking Improve Eseguire, ovverro implementare il cambiamento Control - Controllare, ovvero fare in modo che l implementazione divenga parte integrante del processo e possa essere una solida base per realizzare il prossimo miglioramento in accordo alla direzione strategica PMI-NIC - utti i diritti riservati 1

11 Checklist & Reference Model Quella di seguito presentate possono essere utilizzate o come checklist o come modello di riferimento, e sono dettagliate per ogni fase Queste sono costruite sulla base di good experiences e practices nella realizzare cambiamenti all interno di PMO L utilizzo come modello di riferemento e conseguente valutazione dell applicazione, permette ad un PMO di valutare la sua capacità di guidare la realizzazione del cambiamento e di individuare la fase da migliorare cosi come quali attività eseguire (esempi sono nel campo Note) PMI-NIC - utti i diritti riservati 11

12 Checklist, Reference Model: Definizione Realizzare e Sostenere il cambiamento REALIZZARE IL CAMBIAMENO, PASSI EVOLUIVI: DEFINIZIONE APPLICAZIONE NOE La definizione del problema / opportunità per realizzare il cambiamento è connessa alle necessità di business e del cliente, ed alle strategie del Project Management Office E stato identificato uno sponsor nell organizzazione Il PMO ha identificato un driver come responsabile della realizzazione del cambiamento E stato definito ed approvato il business case per la realizzazione del cambiamento La capacità di cambio dell organizzazione è stata analizzata Organizational Culture Evaluation Una risk analysis sulla realizzazione del cambiamento è stata eseguita Risk Analysis La definizione degli obiettivi connessi al cambiamento da realizzare sono Specifici, Misurabili, Applicabili, Realistici e legati al empo (SMAR) Obiettivi SMAR, KPI, Balanced Scorecard Stakeholders chiave per la realizzazione del cambiamento sono stati identificati Scopo della realizzazione del cambiamento è stato chiaramente comunicato, e gli stakeholders chiave condividono il cambiamento Un piano di comunicazione è stato definito Il piano di comunicazione prevede differenti modalità e mezzi Identificazione degli stakeholders Piano di comunicazione PMI-NIC - utti i diritti riservati 12

13 Checklist, Reference Model: Analizzare REALIZZARE IL CAMBIAMENO, PASSI EVOLUIVI: ANALISI APPLICAZIONE NOE Modi di lavorare e/o effettiva applicazione dei processi sono conosciuti, descritti e mappati nell organizzazione in modo da comprendere come realmente eseguiti Definizione dei processi, Audit di processo, Modello di riferimento PMO Misure / fatti su attività e processi connessi al cambiamento in analisi, sono / possono essere raccolti Modelli di Project Management Office, Standard di Project Management sono utilizzati per identificare desiderate performance / capacità Processi Processo benchmarking interno ed esterno, Modello di riferimento PMO Dati di benchmark interni ed esterni sono raccolti per confrontare il posizionamento performance / capacità attuale e desiderata Processo benchmarking interno ed esterno, Modello di riferimento PMO Sulla base dei dati raccolti (modo di lavorare, misure, fatti) le root causes relative al gap tra l attuale e la desiderata perfomance / capacità sono state identificate Attività di root cause analysis Le barriere critiche e le competenze necessarie per chiudere il gap tra performance / capacità attuale e desiderata sono state identificate PMI-NIC - utti i diritti riservati 13

14 Checklist, Reference Model: Implementare il cambiamento REALIZZARE IL CAMBIAMENO, PASSI EVOLUIVI: IMPLEMENARE IL CAMBIAMENO Le soluzioni identificate indirizzano le root cause e possono chiudere il gap verso le performance desiderate APPLICAZIONE NOE Il Business Case viene periodicamente rivisto in accordo al tracciamento dei costi, soluzione identificate, risultati attesi Business Case I rischi connessi all implementazione della soluzione sono periodicamente analizzati e tracciati Soluzioni per mitigare i rischi o di contenimento sono preparate Risk Analysis Le risorse necessarie all implementazione sono state allocate Un piano di implementazione ed un progetto pilota è stato definito Implementation Plan, Project Charter Un piano di training per indirizzare le necessarie competenze è stato preparato Un piano di misure per monitore il progresso dell implementazione verso gli obiettivi definiti è stato definito I piani sono stati rivisti ed approvati dagli stakeholders chiave PMI-NIC - utti i diritti riservati 14

15 Checklist, Reference Model: Controllo REALIZZARE IL CAMBIAMENO, PASSI EVOLUIVI: CONROLLO APPLICAZIONE NOE Alla conclusione delle attività, i risultati vengono analizzati e il raggiunguimento degli obiettivi prefissati è analizzato Capability & Performance review Rispetto ai risultati raggiunti, il Business Case viene analizzato Business Case analysis Se realizzata con successo, la soluzione viene integrata nei processi del PMO Meccanismi per controllare nel tempo l implementazione della soluzione vengono definiti Internamente al PMO viene identificato un responsabile per consolidare le attività Un analisi è eseguita se l implementazione può essere estesa ad altre parti dell organizzazione Lesson Learned sono state preparate dal team che ha contributio all implementazione del cambiamento Knowledge Management Risultati e lesson learned sono condivisi e rivisti con gli stakeholders chiave Risultati e lesson learned vengono comunicati all interno dell organizzazione PMI-NIC - utti i diritti riservati 15

16 Valutazione Applicazione Per ogni item della checklist è possibile dare una valutazione da 1 a 5 in accordo all seguente scala: - Non so cosa sia e non si capisce perchè dovrebbe essere implementata 1 - Viene fatto qualcosa, ma non saprei dire chi e come 2 E stato definito come e da chi, ma ogni attività non viene tracciata e non se ne valuta l efficacia 3 Le attività vengono eseguite in accordo a policy e procedure definite 4 Quando possibile, vengono collezionate ed analizzate misure per verifcare l efficiacia delle politiche ed attività relative al processo di realizzazione dei cambiamenti 5 I dati collezionati vengono utilizzati per miglirare continuamente le attività relative al processo di realizzazione del cambiamento PMI-NIC - utti i diritti riservati 16