Digital White Papers

I L T A W H I T E P A P E R | P R O J E C T M A N A G E M E N T 9 2 0 1 9 P R O J E C T M A N A G E M E N T S U R V E Y R E S U L T S 9.18% 9 28.57% 28 5.10% 5 57.14% 56 Q18 Do project team members track time by project? Answered: 98 Skipped: 65 98 Always Sometimes, depend on th... Sometimes, depends on t... No 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ANSWER CHOICES RESPONSES Sometimes, depend on the projects Sometimes, depends on the time 22 / 82 Project Management Survey 2019 Do you employ project managers from outside your organization on projects (e.g., vendors or consultants)? 73.47% 72 26.53% 26 Do you employ project managers from outside your organization on projects (e.g., vendors or consultants)? Answered: 98 Skipped: 65 98 Yes No 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% CHOICES RESPONSES Project Management Survey 2019 If an organization was considering starting a PMO/team, what is the one piece of advice you would offer? 61.70% Q16 What other services are provided by the PMO/team? (select apply) Answered: 47 Skipped: 116 Assist with change... Assist with client facin... Conduct testing/qual... Develop PM documentatio... Develop process maps Engage in process... Establish PM standards Facilitate meetings Provide project... Provide business... Support project teams Other, please specify 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ANSWER CHOICES RESPONSES Assist with change management Project Management Survey 2019 What other services are provided by the PMO/team? (select all that apply) Assist with change management Assist with client facing projects Conduct testing/ quality assurance Develop PM documentation/ templates Develop process maps Establish PM standards Facilitate meetings Provide project management training Provide business analysis Support project teams Other, please specify Engage in process improvement Do project team members track time by project? Always Sometimes, depend on the projects Sometimes, depends on the time No • Start now. Identify needs and "low hanging fruit" for some immediate impact. • Obtain executive management buy-in. • Get management buy-in and support. • Get buy-in from management and be prepared to discuss how PM can benefit the firm. • Formalize your processes and set expectations accordingly. Consider establishing the PMO outside of the IT organization or give it independence. • Build a team and do not over burden one person with the role. IT Project Management is a HUGE role, especially at a large firm. • Have a clear vision on the types of projects office will handle. All projects or just IT projects. • Get a clear expectation from the leadership. • Start with one function and then add additional function. Know the needs of your organization and build your processes so that they are aligned with the business. • Must have firm management support to facilitate buy-in. • Unsure • This is really tough, particularly in a law firm with potentially opaque decision making processes. Be prepared to fail, fail quickly, reset, transform but don't lose the faith - your Firm needs this even if they think they don't. • Don't overengineer, keep it flexible and focus on adding structure where it provides the most value • Just do it. • A key benefit of project management is that it can manage x-functional teams. Traditional management structures and resourcing are functional. If you want project management and hence PMOs to succeed, you must also use project sponsorship structures to facilitate the support of projects. • Focus on the scope of team and stick to it early on and then look for opportunities where it can expand to offer greater value. • Start slow and step into it - to develop a full blown PMO takes time. • Have processes including a project charter in place. • Utilize PMI principals/templates for PMO. • Take the time to be thoughtful about tools, how they will be used, and why. The right set of tools, enabling intentional process/deliverables, will facilitate collaboration across groups; a fractured and inconsistent set without a specific purpose will do the opposite. • PMP certification brings value to the organization. • Dedication from management. We have support from the executive team to start a PMO but faced with resistant at a lower management level. There are people within the department who do not value the PMO and they rather spent money on outside consultant to manage projects. • Communicate to the rest of the company/organization in English, NOT in PMI speak. • Ensure that a strategic view of the portfolio is agreed upon by senior management AND that the sponsors of the PMO remain engaged monthly. • Ensure all stakeholders understand that the clarity a PMO offers will benefit everyone. • Consistent and prolonged senior management support. • Focus on addressing the biggest pain points in your organization first.

• Cover