Improving the Effectiveness of a PMO By

Improving the Effectiveness of a PMO By

Integrating Knowledge Management Concepts
Integrating Knowledge Management Concepts
Vittal Anantatmula, CCE
Vittal Anantatmula, CCE
Associate Director and Adjunct Professor Associate Director and Adjunct Professor
Project Management Program Project Management Program
The School of Business and Public Management The School of Business and Public Management
The George Washington University The George Washington University
Washington, DC 20052 Washington, DC 20052
vsa@gwu.edu vsa@gwu.edu
202.994.6122 202.994.6122
Vittal A. Vittal A.
Project Management and Knowledge Management
Project Management and Knowledge Management
(PM)
(PM)
(KM)
(KM)
Knowledge Knowledge
insights derived from information and insights derived from information and
is usually reflected through action. is usually reflected through action.
KM KM
purposeful effort to develop and purposeful effort to develop and
apply knowledge to improve apply knowledge to improve
performance. performance.
Major Focus Major Focus
Systems Thinking Systems Thinking
Organizational Development Organizational Development
Project Project
temporary effort to create a temporary effort to create a
unique product or service. unique product or service.
PM PM
Completing of project within time, Completing of project within time,
budget, and scope and meeting budget, and scope and meeting
stakeholders expectations. stakeholders expectations.
Major Focus Major Focus
Planning Planning
Control Control
Vittal A. Vittal A.
PM and KM
Both PM and KM are Both PM and KM are

Practical Practical

Action Action- -oriented oriented

Not dependent on technology Not dependent on technology

In need of top management support In need of top management support

Associated with change management Associated with change management

Not new! Not new!

KM is KM is
Based on concept of learning Based on concept of learning
Independent of the organization structure Independent of the organization structure
PM is PM is
based on theoretical & practical knowledge based on theoretical & practical knowledge
influences the organization structure influences the organization structure
Vittal A. Vittal A.
What else is common between PM and KM?
Project management is a discipline that also involves:
Teams working together
Learning from each other
Sharing information and knowledge
Integrating all project activities
Data, information, and knowledge related to all aspects of project are
acquired, organized, and assembled to present a coherent picture of project
status, that is what project integration is all about.. Project integration
management harnesses the tool of knowledge management to pursue unity
of effort.
-Denis F. Cioffi, Managing Project Integration, 2002
Vittal A. Vittal A.
PMO formalizes KM among projects and in
PMO formalizes KM among projects and in
organizations
organizations
Project Manager A Project Manager B
Project Management Office
?
?
Knowledge Transfer Knowledge Transfer
Vittal A. Vittal A.
What is a Project Management Office (PMO)?
What is a Project Management Office (PMO)?
PMO is a team of professionals that aims to foster project
management capabilities in an organization.
Promote Promote
Archive Archive
Practice Practice
Train Train
Communication Communication
Problem solving Problem solving
Staffing Staffing
Process support Process support
Project newsletter Project newsletter
Consult Consult
Mentor Mentor
Augment Augment
Data clearinghouse Data clearinghouse
Visibility Center Visibility Center
Monitor Monitor
Documentation Documentation
Materials & Equipment Materials & Equipment
Enterprise Enterprise- -Focused Focused Project Project- -Focused Focused
Source: Rad and Levin, The Advanced Project Management Office, 2002
Vittal A. Vittal A.
Impact of PM, KM, and PMO
Impact of PM, KM, and PMO
At project level At project level
At project and organization levels At project and organization levels
At organizational level At organizational level
PM PM
PMO PMO
KM KM
PMO PM
PMO
KM
Vittal A. Vittal A.
Reasons for implementing PMO
Reasons for implementing PMO

Challenges faced by projects in traditional organizations Challenges faced by projects in traditional organizations
- - organization structure organization structure
- - communication communication
- - support support
Poor project performance Poor project performance
if only we learn from our mistakes.! if only we learn from our mistakes.!
Need to improve project success Need to improve project success
Knowledge management Knowledge management
Most appropriate for organizations having multiple projects, mul Most appropriate for organizations having multiple projects, multiple tiple
locations locations
Vittal A. Vittal A.
Reasons for implementing KM
Reasons for implementing KM
Advances in Technology Advances in Technology
- - Information systems Information systems
- - communication systems communication systems
Globalization Globalization
need to learn fast need to learn fast
new markets new markets
Opportunities Opportunities
Technology intensive products/services Technology intensive products/services
Internal drive (people) Internal drive (people)
knowledge Economy knowledge Economy
Specialization Specialization
Appropriate for all organizations Appropriate for all organizations
Vittal A. Vittal A.
Common Aspects of PMO and KM
Common Aspects of PMO and KM
Repository of tacit and explicit knowledge Repository of tacit and explicit knowledge
Best Practices Best Practices
KM Standards and Methods KM Standards and Methods
Yellow pages of experts Yellow pages of experts
Communities of Learning Communities of Learning
Metrics for results of learning Metrics for results of learning
Project repositories Project repositories
Best Practices for PM Best Practices for PM
PM Standards and Methods PM Standards and Methods
Consulting Consulting
Mentoring Mentoring
Review and analysis Review and analysis
KM
KM
PMO
PMO
Knowledge Acquisition Knowledge Acquisition
Knowledge Development Knowledge Development
Knowledge Sharing Knowledge Sharing
Knowledge Retention Knowledge Retention
Knowledge Utilization Knowledge Utilization
Vittal A. Vittal A.
Both PMO and KM Need..
Both PMO and KM Need..

Leadership Leadership

Organization Organization

Technology Technology

Learning Learning
. and a culture that promotes open communication . and a culture that promotes open communication
One of the major functions of the PMO, at both the project and One of the major functions of the PMO, at both the project and
enterprise levels, is in knowledge management. enterprise levels, is in knowledge management.
- - Rad and Levin, The Advanced Project Management Office, 2002
Vittal A. Vittal A.
Improving the Effectiveness of
Improving the Effectiveness of
PMOs
PMOs
Using KM
Using KM
PMO Level
PMO Level
PMO Leadership should
align strategic plan of PMO with organizations plan
adopt systems thinking approach
encourage and reward learning, risk taking, and knowledge
sharing
use resources in the best possible way to share knowledge and
ideas
foster a culture within the PMO and among the PM teams that
supports trust, open dialogue, and team learning supports trust, open dialogue, and team learning
Vittal A. Vittal A.
Improving the Effectiveness of
Improving the Effectiveness of
PMOs
PMOs
Using KM
Using KM
PMO Level
PMO Level
PMO Organization Structure should
acquire legitimacy for PMO to represent all PM teams
facilitate personal interactions among all PM professionals
encourage sharing both tacit and explicit knowledge
integrate efforts of all project teams for better performance
Vittal A. Vittal A.
Improving the Effectiveness of
Improving the Effectiveness of
PMOs
PMOs
Using KM
Using KM
PMO Level
PMO Level
PMO Technology Infrastructure should
promote efficient capture of tacit and explicit knowledge
develop comprehensive information and knowledge repository
make knowledge accessible all PM professionals
support efficient and effective knowledge sharing
Vittal A. Vittal A.
Improving the Effectiveness of
Improving the Effectiveness of
PMOs
PMOs
Using KM
Using KM
PMO Level
PMO Level
PMO Learning should
provide an opportunity for individual learning that is linked to
PMO learning, which in turn linked organizational learning
establish link between individual performance, project goals, and
organization goals
develop benchmarks and metrics to measure results of learning
challenge people to perform better by setting higher standards
for individuals and projects
Vittal A. Vittal A.
Improving the Effectiveness of
Improving the Effectiveness of
PMOs
PMOs
Using KM
Using KM
Project Level
Project Level
Learning Before Executing Projects
Peer Assist Groups
Codify and adopt good practices
Collective wisdom
Vittal A. Vittal A.
Improving the Effectiveness of
Improving the Effectiveness of
PMOs
PMOs
Using KM
Using KM
Project Level
Project Level
Learning While Executing Projects
What is supposed to happen?
What actually happened?
Why are they different?
What can be done about it
now (to correct) and in the future (to prevent)
Vittal A. Vittal A.
Improving the Effectiveness of
Improving the Effectiveness of
PMOs
PMOs
Using KM
Using KM
Project Level
Project Level
Learning After Executing Projects
Successes
Failures
Key insights and learning
Filtering and archiving
Vittal A. Vittal A.
Improving the Effectiveness of
Improving the Effectiveness of
PMOs
PMOs
Using KM
Using KM
Project Level
Project Level
Communities of Practice
Identify lessons learned
Develop best practices
Make them visible
Continuously improve project performance
Vittal A. Vittal A.
BP Amoco Learning Model for Projects
BP Amoco Learning Model for Projects
Learning Before Doing
Peer assist groups
Codify & adopt good practices
Collective wisdom
Learning While Doing
Action review
What was supposed to happen?
What actually happened?
Why are they different?
What can we do about it?
Learning After Doing
Success and failure
Key insights and learning
Learning Loop
Communities of Practice
Identify lessons learned
Develop best Practices
Make it visible
Vittal A. Vittal A.
Knowledge Management in Organizations
Knowledge Management in Organizations
Structure that facilitates personal interactions and captures tacit knowledge
Organization Structure
Technology Infrastructure
promotes efficient capture of tacit
and explicit knowledge
supports efficient and effective
knowledge sharing
makes knowledge accessible in the
entire organization
Leadership
Practice strategic plan and systems thinking approaches
Encourage and reward learning, risk taking, and knowledge sharing
Use resources in the best possible way to share knowledge and ideas
Learning
Provide an opportunity for individual learning that is linked to organizational learning
Establish connection between individual performance and business goals
Develop metrics and benchmarks to measure results of learning
Challenge people in the organization to perform better by setting tougher standards
Culture
That supports
trust, open
dialogue,
and team
learning
Vittal A. Vittal A.
Improving the Effectiveness of
Improving the Effectiveness of
PMOs
PMOs
Using KM
Using KM
Anticipated Results
Better project selection
Improved project success rate
Better rationale for terminating runaway projects
Excellence in project management
Increased overall efficiency, effectiveness, and innovation
Transition into a Learning Organization