{"id":1384,"date":"2020-07-13T11:52:33","date_gmt":"2020-07-13T09:52:33","guid":{"rendered":"https:\/\/pactuell.com\/en\/?p=1384"},"modified":"2020-07-13T12:42:08","modified_gmt":"2020-07-13T10:42:08","slug":"uhlmann-pac-introduces-project-management-office-pmo","status":"publish","type":"post","link":"https:\/\/pactuell.com\/en\/uhlmann-pac-introduces-project-management-office-pmo\/","title":{"rendered":"\u201cThe PMO helps us handle change projects even more profes\u00adsion\u00adally.\u201d"},"content":{"rendered":"

\u201cEvery second project fails\u201d, \u201cNinety percent of all major projects do not run as planned\u201d, \u201cResource conflicts arise in 75% of all projects\u201d: A brief Google search comes up with these and other nega\u00adtive reports. The reasons frequently mentioned in rela\u00adtion to these are poor commu\u00adni\u00adca\u00adtion, inad\u00ade\u00adquate prepa\u00adra\u00adtion and plan\u00adning, as well as overop\u00adti\u00admistic assump\u00adtions.<\/p>\n

Stefan Angele joined Uhlmann in 2018. He previ\u00adously spent ten years at Siemens AG, working in Busi\u00adness Manage\u00adment.<\/figcaption><\/figure>\n

This does not have to be! We want to do things better at Uhlmann and have set up a Project Manage\u00adment Office (PMO) for change projects for this reason.<\/p>\n

Mr. Angele, let us start from the begin\u00adning. Since when does the PMO at Uhlmann exist and what trig\u00adgered its estab\u00adlish\u00adment?<\/h5>\n

The PMO was set up at Uhlmann about two years ago. There were various driving forces behind the estab\u00adlish\u00adment of a PMO. First and fore\u00admost, busi\u00adness deci\u00adsions ought to be made on the basis of substan\u00adti\u00adated and updated data. To enable this, it is impor\u00adtant, for instance, to recog\u00adnize depen\u00adden\u00adcies between projects, apply uniform project manage\u00adment stan\u00addards, and link the finan\u00adcial details of a project to annual plan\u00adning.<\/p>\n

The progres\u00adsive growth of our company group in partic\u00adular, as well as the dynamic devel\u00adop\u00adment of markets and busi\u00adness oppor\u00adtu\u00adni\u00adties make it neces\u00adsary to have a central office that keeps an eye on the big picture. It enables us to opti\u00admally support the orga\u00adni\u00adza\u00adtion at all levels.<\/p>\n

A PMO can deter\u00admine the success of the project land\u00adscape.<\/p>\n

Stefan Angele<\/cite><\/p>\n<\/blockquote>\n

How is the Uhlmann PMO orga\u00adnized struc\u00adturally?<\/h5>\n

The PMO is embedded in the Central Func\u00adtion UBE (Strategic Projects and Busi\u00adness Excel\u00adlence). I head the office and there are four employees who are attached to the PMO in a variety of roles, e.g. as key accounts. They are the direct contacts for the ordering parties and project managers in the different busi\u00adness units and divi\u00adsions. The PMO is closely inter\u00admeshed with the Lean Manage\u00adment Office (LMO) and Consulting, the other two pillars of the unit UBE.<\/p>\n

The PMO helps stan\u00addardize methods and processes.<\/figcaption><\/figure>\n
Can you explain a bit more to give us a better idea of the work of the PMO?<\/h5>\n

Gladly. Put simply, PMO lays the foun\u00adda\u00adtion for the profes\u00adsional handling of indi\u00advidual and multiple project manage\u00adment. We stan\u00addardize methods and processes, coach and advise employees, and increase trans\u00adparency throughout the entire project port\u00adfolio. We put the projects into an overall context and rank them in a port\u00adfolio. This also helps to visu\u00adalize resource conflicts, for example. The PMO is a central spar\u00adring partner for project manage\u00adment at Uhlmann.<\/p>\n

Michael Mrachacz, CSO<\/figcaption><\/figure>\n
\nWhich bene\u00adfits does PMO bring the company?<\/h5>\n

Imagine a project land\u00adscape without PMO. We would see indi\u00advidual project approvals, different methods and templates, and varying reporting systems. In the end, no-one would know what is other\u00adwise going on. We would be unable to recog\u00adnize depen\u00adden\u00adcies, inca\u00adpable of setting prior\u00adi\u00adties, and also have major prob\u00adlems with budgeting. The PMO helps to handle projects even more profes\u00adsion\u00adally.<\/p>\n

It is essen\u00adtial that we build up and pass on central\u00adized know-how, and ensure that all project partic\u00adi\u00adpants speak the same language. It is about the posi\u00adtive feeling of having projects under control at all times.<\/p>\n

In the past, we were often chal\u00adlenged to recog\u00adnize connec\u00adtions between projects and ensure uniform quality stan\u00addards in project manage\u00adment. As the central hub between the Exec\u00adu\u00adtive Board and all project partic\u00adi\u00adpants, the PMO plays a key role for the orga\u00adni\u00adza\u00adtion. It helps us to make qual\u00adi\u00adfied deci\u00adsions on the basis of compre\u00adhen\u00adsive infor\u00adma\u00adtion.<\/p>\n

Michael Mrachacz, CSO<\/cite><\/p>\n<\/blockquote>\n

\n

<\/i><\/i>What are the key elements of a PMO?<\/a><\/h3>\n
\n
    \n
  1. Processes:<\/strong> Defi\u00adn\u00adi\u00adtion of processes, deter\u00admi\u00adna\u00adtion of respon\u00adsi\u00adbil\u00adi\u00adties and roles, stan\u00addard\u00adiza\u00adtion and simpli\u00adfi\u00adca\u00adtion of project manage\u00adment<\/li>\n
  2. Port\u00adfolio manage\u00adment:<\/strong> Ranking of all projects in a general context, linking of the projects with the corpo\u00adrate strategy, prior\u00adi\u00adti\u00adza\u00adtion and resource manage\u00adment<\/li>\n
  3. Project control\u00adling:<\/strong> Deter\u00admi\u00adna\u00adtion and tracking of project effects (target versus actual)<\/li>\n
  4. Commu\u00adni\u00adca\u00adtion:<\/strong> Empow\u00ader\u00adment of the orga\u00adni\u00adza\u00adtion, defi\u00adn\u00adi\u00adtion and execu\u00adtion of training for project partic\u00adi\u00adpants, commu\u00adni\u00adca\u00adtion of bene\u00adfits, announce\u00adment of changes<\/li>\n
  5. Tools:<\/strong> Defi\u00adn\u00adi\u00adtion and provi\u00adsion of tools for all project partic\u00adi\u00adpants\n<\/li><\/ol><\/div>\n<\/div>\n\n\n
    Which type of projects play a role for you in the PMO?<\/h5>\n

    We look at so-called change projects. All orga\u00adni\u00adza\u00adtional and all Lean Six Sigma projects are meant here. In the case of orga\u00adni\u00adza\u00adtional projects, the project work usually chiefly focuses on creating some\u00adthing new, such as estab\u00adlishing new orga\u00adni\u00adza\u00adtional struc\u00adtures or intro\u00adducing new, over\u00adar\u00adching tools. On the other hand, as far as Lean Six Sigma is concerned, we look at existing processes and try to imple\u00adment contin\u00aduous improve\u00adment.<\/p>\n

    Devel\u00adop\u00adment and customer projects are not currently part of our spec\u00adtrum because of the widely varying char\u00adac\u00adter\u00adis\u00adtics, but we have also been able to help define processes and stan\u00addards.<\/p>\n

    You mentioned the Lean Manage\u00adment Office (LMO). What are the differ\u00adences between the PMO and the LMO?<\/h5>\n

    Both teams are special\u00adists in project manage\u00adment, support the orga\u00adni\u00adza\u00adtion, and train and coach. That is defi\u00adnitely what we have in common. Our activ\u00adi\u00adties are closely coor\u00addi\u00adnated, not least through the orga\u00adni\u00adza\u00adtional anchoring of PMO and LMO in UBE. The differ\u00adences are to be found in closer details. Our Project\u00adPlus process applies equally to orga\u00adni\u00adza\u00adtional and Lean Six Sigma projects. When it comes to content, however, the differ\u00adences become visible in the real\u00adiza\u00adtion phase of projects, e.g., regarding the use of tools and templates. PMO looks more at orga\u00adni\u00adza\u00adtional projects, while our LMO special\u00adists attend to all Lean Six Sigma projects.<\/p>\n

    In our eyes, it is partic\u00adu\u00adlarly impor\u00adtant that the contracting party and the project manager reach a common under\u00adstanding at the start of a project.<\/p>\n

    Stefan Angele<\/cite><\/p>\n<\/blockquote>\n

    Let me take up one point here. What is Project\u00adPlus? Please tell us a bit more about that.<\/h5>\n

    Of course. Project\u00adPlus is our internal brand name for the project manage\u00adment process at Uhlmann. Its appli\u00adca\u00adtion is binding for all change projects. Various spec\u00adi\u00adfi\u00adca\u00adtions have been deter\u00admined in the process phases setup, plan\u00adning, real\u00adiza\u00adtion, and handover, in order to be able to handle projects even more effi\u00adciently and according to common stan\u00addards. The focus is clearly on the first two project phases.<\/p>\n

    In our eyes, it is partic\u00adu\u00adlarly impor\u00adtant that the contracting party and the project manager reach a common under\u00adstanding at the start of a project. This mini\u00admizes the risk of having to take coun\u00adter\u00admea\u00adsures in subse\u00adquent phases. Our process, with its tools and templates, ensures trans\u00adparency and commit\u00adment, and helps all project partic\u00adi\u00adpants to adopt a struc\u00adtured approach.<\/p>\n

    <\/p>\n

    That sounds like a lot of effort. Surely than means extra work for the project?<\/h5>\n

    Admit\u00adtedly, it may appear so at first glance. However, I wish to stress a partic\u00adu\u00adlarly impor\u00adtant aspect at this point. The PMO, the forms to start a project, and the approval process are not ends in them\u00adselves. All our activ\u00adi\u00adties pursue the clear objec\u00adtive of supporting the orga\u00adni\u00adza\u00adtion the best possible way. This covers all project partic\u00adi\u00adpants and all manage\u00adment levels. By making a bit of extra effort at the begin\u00adning, we want to reduce any idling or unplanned expense in the subse\u00adquent project phases. Imagine two captains in their ships, plan\u00adning to reach a harbor.<\/p>\n

    The first captain is highly moti\u00advated, wants to get home quickly, and imme\u00addi\u00adately heads off in one direc\u00adtion. The second captain waits a moment, checks his maps, and confers with his first officer. Only then does he set off. Which ship presum\u00adably reaches the harbor first?<\/p>\n

    \n

    <\/i><\/i>How do I start a project?<\/a><\/h3>\n
    \n
      \n
    1. Procure\u00adment of infor\u00adma\u00adtion through the UBE conflu\u00adence webpages (e.g., instruc\u00adtions for use)<\/li>\n
    2. Contact the PMO (e.g., the respec\u00adtive key account)<\/li>\n
    3. Clar\u00adi\u00adfi\u00adca\u00adtion of the back\u00adground and scope of the project<\/li>\n
    4. Comple\u00adtion of defined project docu\u00adments (e.g., mandate and project assess\u00adment)<\/li>\n
    5. Coor\u00addi\u00adna\u00adtion between ordering party and project leader<\/li>\n
    6. Submis\u00adsion of project docu\u00adments to the rele\u00advant deci\u00adsion-making bodies (EG1 and EG2)\n<\/li><\/ol><\/div>\n<\/div>\n\n\n
      Where can our employees find more infor\u00adma\u00adtion on the PMO?<\/h5>\n

      We have created new conflu\u00adence webpages for UBE. Inter\u00adested colleagues will find plenty of infor\u00adma\u00adtion related to the PMO, our process, the tools, and upcoming training. Our instruc\u00adtions for use are filed in PDF format on the first page. These cover key infor\u00adma\u00adtion and check\u00adlists for orga\u00adni\u00adza\u00adtional and Lean Six Sigma projects in a compact form. Also to be found on our webpages are all rele\u00advant contacts. Should anyone have ques\u00adtions or feed\u00adback, I encourage colleagues to contact me or my team directly at any time.<\/p>\n

       <\/p>\n

      <\/p>\n

       <\/h5>\n
      <\/i> For more infor\u00adma\u00adtion, visit our conflu\u00adence site.<\/a><\/h5>\n
       <\/h5>\n
      What future plans do you have for the PMO?<\/h5>\n

      We are very pleased with what we have achieved so far, but what is neither wanted nor permitted is stag\u00adna\u00adtion. My LMO colleagues will agree with me: There are always leverage points for improve\u00adment. Impor\u00adtant aspects in this busi\u00adness year are, for example, that we further improve our process together with our internal clients, anchor port\u00adfolio manage\u00adment more deeply in the orga\u00adni\u00adza\u00adtion, and extend our training program. Prob\u00adably our biggest project is the company-wide intro\u00adduc\u00adtion of new soft\u00adware for single and multiple project manage\u00adment. We are checking various options, also in conjunc\u00adtion with our project leaders. As you see, we have plenty of plans and our work remains exciting.<\/p>\n

      Mr. Angele, many thanks for this infor\u00adma\u00adtive inter\u00adview. We wish you and your colleagues continued success with the PMO.<\/h5>\n","protected":false},"excerpt":{"rendered":"

      Stefan Angele took over as head of the PMO at the begin\u00adning of fiscal year 20\/21. We spoke to him about the bene\u00adfits of the PMO and learned about future plans. [\u2026]<\/p>\n

      Read More\u2026 from \u201cThe PMO helps us handle change projects even more profes\u00adsion\u00adally.\u201d<\/span><\/a><\/p>\n","protected":false},"author":4,"featured_media":1406,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"wp_typography_post_enhancements_disabled":false,"footnotes":""},"categories":[1],"tags":[13,14,15],"class_list":["post-1384","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-pactuell","tag-pmp","tag-project","tag-project-management-office"],"acf":[],"_links":{"self":[{"href":"https:\/\/pactuell.com\/en\/wp-json\/wp\/v2\/posts\/1384","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pactuell.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/pactuell.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/pactuell.com\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/pactuell.com\/en\/wp-json\/wp\/v2\/comments?post=1384"}],"version-history":[{"count":22,"href":"https:\/\/pactuell.com\/en\/wp-json\/wp\/v2\/posts\/1384\/revisions"}],"predecessor-version":[{"id":1415,"href":"https:\/\/pactuell.com\/en\/wp-json\/wp\/v2\/posts\/1384\/revisions\/1415"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/pactuell.com\/en\/wp-json\/wp\/v2\/media\/1406"}],"wp:attachment":[{"href":"https:\/\/pactuell.com\/en\/wp-json\/wp\/v2\/media?parent=1384"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/pactuell.com\/en\/wp-json\/wp\/v2\/categories?post=1384"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/pactuell.com\/en\/wp-json\/wp\/v2\/tags?post=1384"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}