100-Dayy Plan

for Success
as

Director
of

Project Management
(
(PMO))
By: Jack Brown, B.Sc., PMP©, ITIL©
 How Will I…..?
 Pertinent Questions to Answer Indeed….

 Manage outstanding projects and build

key partnerships

 How will I deliver on objectives and

thrive
h in this
h high
h h performance
f
environment?

Jack Brown, B.Sc., PMP©, ITIL©

Jack Brown, B.Sc., PMP©, ITIL©
 How I Deliver Change…

 “… The customer was looking g for help

p restructuring
g its Securityy Initiatives into
Programs and Projects. Jack has leveraged his experience with large-scale
integrations and industry best practices to provide a vision and framework for the
organization all of the work efforts being delivered, into well defined Projects and
Programs with clearly defined deliverables. He provided a structure for the delivery
of these efforts and has inculcated this into the organization through partnering,
mentoring, and training. He has made an ally of the customer whose sees the
Project Office that he has created as enabling the efficient delivery and
communication of value to the enterprise…”
enterprise…

Jack Brown, B.Sc., PMP©, ITIL©

 Planning
g for Process
Improvement & Delivery

“… as Information Security Program Manager, Jack is exemplary, demonstrating

attributes of leadership, direction, expertise, and focus to a non project aligned
organization Under Jacks direction
organization. direction, the Information Security groups program and
project management processes and programs were transformed from an ad hock
and just in time project activity; to a repeatable and manageable process driven
organization. Jack worked through a very resistant and resilient division, successfully
building and implementing project management processes that were aligned with the
Corporations business strategy and goals, as well as building a solid management
structure around the program initiatives, and all at a very stressful and fragile time for
the organization. Jack’s work improved our organization and positioned us for future
success ”
success…”

Jack Brown, B.Sc., PMP©, ITIL©

Jack Brown, B.Sc., PMP©, ITIL©
 Initial Thoughts
… Just exactly what do I need my plan to do, and how will it develop?

• 100 day plan establishes initial priorities

• 100 day plan builds foundation for longer term Dept.

Dept plan & mgmt approach

• 100-day plan initiatives need to be stated in measurable terms

• 100-day plan initiatives need to be presented in a task & status dashboard

• U O
Use On-Going
G i reviews
i on the
th Progress
P off the
th 100-Day
100 D Pl
Plan to
t Sh
Shape Long
L term
t
Future

• Needs to Utilize & Incorporate Rolling-Wave planning

Jack Brown, B.Sc., PMP©, ITIL©

Planning Framework
Initial few weeks  Conduct briefings with peers and subs to set stage for creating
& evolving 100 day plan to:

 Construct
C t t agenda d for
f the
th 100 dayd plan
l (draft
(d ft short
h t term
t plan)
l )
 outline high-level action topics
 form basis for dialogue during briefings
 set measures of achievement for 100-day plan with stakeholders

 Ensure current assumptions were clear and valid

 what are my assumptions of where the group is
 where do I think the group need to go
 confirm assumptions with exec to ensure no surprises during 100 plan execution

 Baseline current issues and opportunities

 determine business communities perceptions of department and improvements needed
 determine where business community perceives the dept impacts
 Articulate these perceptions into the 100-Day plan as action items

 Get buy-in from the department leaders into the plan to provide input
 Re:
 challenges to be met
 opportunities to be identified
 Incorporate these into the plan

Jack Brown, B.Sc., PMP©, ITIL©

Build “Buy-In”
y byy Listening
g&
Leading
 Interviews, Planning Meetings and Questions let my peers and
subordinates know I’m listening to their input and feedback.

 Learn Hot Button Issues:

 ie: frustrations with previous leadership
 ie: expectations for responsiveness from myself and Exec mgmt
 Ie: lack of tools, processes, budget, support, etc… (even if only perceived)

 Establish Myy Management

g style
y early:
y
 Proper and Diligent Planning, Accountability, Empowerment, Support, etc…

 Use My 100-day plan to tune my Directions, Mandate, Authority and

Vision to ensure it aligns with:
 - Prevailing Executive Management Style
 - Corporate Culture

Jack Brown, B.Sc., PMP©, ITIL©

From Processes to Plan… Ask
Questions
 How Do We Get from Zero (0) to a
feasible “Plan” ?

 … byy asking
g QUESTIONS…

Jack Brown, B.Sc., PMP©, ITIL©

5 Why’s Cause & Effect
 The following example demonstrates the basic
process:
 My car will not start. (the problem)
 Why? - The battery is dead. (first why)
 Why? - The alternator is not functioning. (second why)
 Why? - The alternator belt has broken. (third why)
 Why? - The alternator belt was well beyond its useful service
life and has never been replaced. (fourth why)
 Why? - I have not been maintaining my car according to the
recommended service schedule
schedule. (fifth why
why, root cause)

5 Why’s
Why s of Cause & Effect Can Then Lead Naturally to
to….

Jack Brown, B.Sc., PMP©, ITIL©

Follow the Discovery Process
 Who?
 What?
 Where?
 When?
 Why?

 & HOW? – How do WE Fix or Improve This?

Jack Brown, B.Sc., PMP©, ITIL©

Q
Questions Can Lead to Order.
Cause & Effect (of my plans)

Jack Brown, B.Sc., PMP©, ITIL©

What Is Myy Plan for Targeted
g
Activities?
 - Create Activities Plan (note Completed / In Progress / Not Started)
 - Major Activity Progress
 - Meet All Major Stakeholders (internal and external)
 - Establish Regular Executive Management meetings With CIO / VP
 - Document First Set of Quick Hits in a Plan and Set Priority
 - Perform an HR Assessment
 - Assess Contracts & Associated SLA’s for Delivery Health & Status
 - Initiate IT Strategic / Tactical & Operational Planning
 - Deliver a Communication Strategy – Intra-PM & External
 - Pilot
Pil V Value
l Add & P Priority-Setting
i i S i P Process Di
Discovery MMeetings
i
 - Set up Business Management Meetings
 - Organize Industry Best Practices Focus Team
 - Begin Planning Phase to Transition the Administrative PMO Towards an
“Enterprise” PMO with OPM3 Characteristics
 - Create & Deliver a Monthly Progress Dashboard to Pertinent Stakeholders

Jack Brown, B.Sc., PMP©, ITIL©

 Who are my
PMO & Project Management Managers Current Staffing Issues Executive Strategy
PMO & PM Interconnect /Support Methods are Current Staffing Levels Corporate Vision
in Place Staffing Projections VP/CIO 1 yr & 3yr
3 plan
l

Questions Asked Budget Available

Budget for Lights-On
Lights On Operations

Budget for Project Management Team Growth

Who Are Our Stakeholders PMO/PM Strengths

Who are the Clients We support
pp
Internal PMO/PM Weaknesses
External Client Lists Current Contracts

Threats to Strategic, Tactical and Operational Plans Contract SLA’s & How are We Delivering Results

Project Management Strategic Plan Current Client Feedback

Project Management Tactical Plan How Do Clients Provide Feedback
Current Operational Plan How is Client Feedback Recorded, Tracked & Acted Upon
Organization Structure How Do We Interface with Clients
PM Team Makeup
PM Team Profiles – Skill Sets and Activities
BRAINSTORMING Team Managers Current Issues
Current Services Offered Team Needs
How do teams Interconnect / Interface / Communicate to provide meshed support Team Mgr’s Wish Lists
What is the Health of the PM Cross Team Relationships
Training Plans
PM External interactions (within Company) What are the Service Processes
How are Teams Engaged What’s Missing
What’s Documented
Opportunities for Improvements
What are the Current PMO Processes
Jack Brown, B.Sc., PMP©, ITIL©
 Jack Brown, B.Sc., PMP©, ITIL©

Draft Framework
 Pre-Arrival
 Peer Introductions (Phone Calls)
 House Keeping

 DAY 1 - Take Control

 Identify the KEY Stakeholders - UP / DOWN / ACROSS
 Complete Personal Setup with Items from Pre-Arrival
 Start Analysis and Mgmt team Brainstorming ASAP

 DAY 30 - Get Buy-In for One Burning Objective & Create the New Strategy
 Determine and Share the Mission / Vision & Values
 Get Buy-In to Strategy and forward momentum even if only 70% right - it can be refined as more is learned

 DAY 45 - Use Milestones to Drive Team Performance

 Provide measures to mark successful progress - Focus on Positives not Negatives

 DAY 60 - Invest
I t in
i Early
E l Wins
Wi to
t Build
B ild T
Team Confidence
C fid (D
(Deliver
li b
by 6 month
th mark)
k)
 Identify Potential Opportunities for Improvements that are Easy Hitters - Builds team confidence

 DAY 70 to 100 - Get the Right People in the Right Roles

 Support and Recognize People Who are in the Right Jobs and Performing Well
 Move People Who are in the Wrong Role and Performing Poorly
 Invest in People who are in the Right Role But Not Performing Well
 "Evolve to New Roles, those People Who are in the Wrong Roles, But Who are Performing Well"
Jack Brown, B.Sc., PMP©, ITIL©
Jack Brown, B.Sc., PMP©, ITIL©
Jack Brown, B.Sc., PMP©, ITIL©
 Thank You for Your Time
Today

t has Been My Pleasure to Present Today

J k Brown
Jack B B.Sc.,
B S PMP®,
PMP® ITIL®