Consulting Services

The strategic audit collects, analyses and reports on your organization’s strategic health.  Following a well-structured method, the process starts with data gathering, from meetings with key stakeholders, surveys and desk research.  

The data is then assessed against a series of criteria, including the visibility of the corporate vision and mission, external environment factors, internal capability and innovation, clarity of strategic objectives and strategic choices, commitment of senior management to vision, mission and objectives, focus on market segments, identification of desired client base, competitor activities, forecasting efforts, employee competencies, employee understanding of how to align with strategy and identification of any clear internal or external risks and opportunities.

Following the analysis, our consultant will produce a draft report, with provisional findings and discuss this with your executive team, to gain their input, before issuing a final report with recommendations.

A key part of executing strategy involves ensuring that employees have the right competencies to play their part in delivering successful outcomes.

The training needs analysis follows a structured approach, starting with data gathering, from meetings with key stakeholders, surveys and desk research identifying the strategic objectives, current and future capabilities and any gaps where development action is required.  

Our consultant will then meet with key leaders and managers (often in a workshop environment) to discuss the findings and agree on development action plans, which HR and line management can execute.

Following the analysis, our consultant will produce a draft report, with provisional findings and discuss this with your executive team, to gain their input, before issuing a final report with recommendations.

COMPETENCY FRAMEWORK DEVELOPMENT

Every organization is unique and so are the competencies required. The question is how do you define skills and knowledge (competencies) coupled with behaviors within your own organizational culture so workers perform their roles effectively? IPMO uses a competency development framework based on AIPMO’s research to approach to guide and structure its clients target competency framework. The phrase “what gets measured gets done” requires the competencies of the workers to be in place, therefore, defining and measuring effectiveness – especially the performance of workers – is a critical part of your job as a manager. Additional knowledge is also required as to what services are, they providing or planning to provide if for example that is part of a PMO, or a project delivering to a client. These important aspects are taken into account into the competency framework development.

COMPETENCY-FRAMEWORK-DEVELOPMENT

This service is likely to be driven from a strategic perspective but it must be linked to what is required from the team members with respect to service offered especially in PMOs. The value is high because building competencies take time so this is a proactive approach. The scope is across the organization and the change impact is low because it is building a framework and not implementing the framework

BUSINESS CASE DEVELOPMENT

Business cases alone provide some form of confidence that proposed projects have been considered within a controls framework to ensure the best risk/return investments are made that are strategically aligned. However, business cases can easily be manipulated to show the figures that meet the requirements for approval. The way the risks are identified understood and ranked will vary greatly from person to person. The same is true for assumptions, perceived and actual overlaps with existing projects and business cases. Business cases should be written within a business case lifecycle framework to reduce the risk of the above points as well as preparing them within a structured environment. IPMO Advisory uses AIPMO’s 9’c Business Case Lifecycle Framework in supporting PMOs, functional managers, project, program and portfolio managers to write robust business cases. IPMO Advisory also offers a business case specialist certification from AIPMO.

Figure: 9c AIPMO Principle Based Business Case Lifecycle Framework

BUSINESS-CASE-DEVELOPMENT

This service can easily be underestimated as to the value it creates in the organization. A robust business case will save on failed projects. The scope is across the whole organization and the change impact is medium to the change in governance, processes, and information required to establish and monitor a business case.

TECHNIQUES AND TOOLS ANALYSIS

This area is little understood in the PMO and project communities. AIPMO is both researching into the relationship between techniques and tools as well as producing a book on techniques and tools across projects, program, portfolios, and PMOs. IPMO Advisory as a partner of AIPMO is directly benefiting from the knowledge and insights into the importance of techniques and tools on the success of projects, programs, portfolios, and PMOs.

IPMO Advisory with access to experts from AIPMO has developed a methodology to identify and assess the existing techniques and tools within an organization and to determine their health and applicability to the needs of the projects, programs, and portfolios.

Figure: Technique and Tools Framework as part of the AIPMO framework

A report is written as the gaps and issues including recommendations such as to develop a techniques and tools register.

IPMO Advisory can provide consulting support to ensure this area is addressed within the organization especially as there is a major shortfall of competencies across all organizations in this area.

TECHNIQUES-AND-TOOLS-ANALYSIS

This service can easily be underestimated as to the value it creates in the organization. A robust business case framework and processes will save time and on failed projects. The scope is across the whole organization and the change impact is medium to the change in governance, processes, and information required to establish and monitor a business case.

PMO SERVICES AND CAPABILITY ANALYSIS

Every PMO is unique in terms of the demands and how these demands are translated into PMO services. However not all PMOs understand the demands (direct and indirect) and how to translate these into effective PMOs services. To deliver services requires the understanding of how to develop and sustain the capabilities behind the service requests which also includes considering the capacity management. IPMO Advisory uses its PMO Services and capability methodology as a structured approach to determine what services are being offered, what services should be offered if the service levels are being met and if not where are the capability and capacity issues. The Service Economics will also be evaluated to determine if the individual and combination of services are best offered internally, externally or through another PMO within the organization.

Figure: Service Economics: PMOs Services

PMO-SERVICES-AND-CAPABILITY

This service can easily be underestimated as to the value it creates in the organization. A robust business case framework and processes will save time and on failed projects. The scope is across the whole organization and the change impact is medium to the change in governance, processes, and information required to establish and monitor a business case.

ROOT CAUSE ANALYSIS - CONSULTING

What a crisis happens, organizations go into a panic mode and management get their valuable resources to unwittingly address symptoms rather than root cause problems. This happens all the time in part due to pressure to respond or show action without comprehending the problem. There is where an external consultant can come in with a fresh mind and a set of techniques to quickly ascertain the root cause issue.

IPMO Advisory consultants with their broad range of techniques and tools will support the management teams to hone in on the root causes using a SWAT team approach. Once discussed it can support the plan to resolve the root cause problem(s) and quickly get the plans back on track again.

ROOT-CAUSE-ANALYSIS---CONSULTING

This service provides high value because of the timely need to understand root cause issues. All too often management does not understand root cause and assignment people to address symptoms. Root cause issues are often complex to understand therefore requiring specialist techniques. The scope is across the organization and the change impacts varies depending on the root cause.

PMO TOPOLOGY AND PMO SERVICES TOPOLOGY ASSESSMENTS

In a survey from PMI (2013), it should than less than 33% of PMOs meet their full potential. IPMO Advisory’s own experience supports these findings and would be even bolder to state that it is likely less than 10% of PMOs reach their full potential because PMOs need to be continually aligned to the strategy and also tactical needs. Therefore, based on statistics it is very likely that your PMO, or PMOs within your organization is/are underperforming. A PMO topology with an aligned PMO Services topology along with the review of current and future needs will help to bring your PMOs into the high performing category. Once the assessment is completed then a plan can be created to address the shortfalls in terms of misalignment both in terms of the PMO topology and the PMO Services topology and organization needs. IPMO Advisory is a world expert in this area and will guide you through this process to increase your PMOs organizational impact.

PMO-TOPOLOGY-AND-PMO-SERVICES

PMO topology and PMO Service topology assessments including the recommendations is typically done as part of a strategy initiative hence why the strategic score is high. By carrying out an assessment, the methodology and approach can be used one or twice per year to ensure continued strategic alignment. There is a lot of assessment work to determine the current state in terms of what exists and what services are being offered including the capabilities to provide the services. The assessment can cover the whole organization or down to division or department. The change impact will happen once the recommendations are executed therefore there is little impact at this point of the service besides achieving transparency and creating a target design. The full design/implementation of the PMO enterprise PMO topology is described as a separate service because the client may what to plan how and when to move to the target design, so this would be a part 2 of this service

DESIGN AND IMPLEMENTATION OF AN ENTERPRISE PMO TOPOLOGY AND PMO SERVICE TOPOLOGY FRAMEWORK

Nearly all organizations have grown their PMOs organically without consideration to how best can a limited set of PMO resources collectively service their organization. Whether you are looking to establish PMOs in your organization or if you have existing PMOs but not happy for one or more reasons the designing an enterprise PMO Topology and PMO Services Topology are two major sets of activities that are required for every organization. Within this type of assignment, a current assessment would be required using models like the McKinsey 7s model to understand the current state. Then the topologies would be developed along with a governance framework, stakeholder framework, KPI framework and then a change management framework to come to a target operating model. IPMO Advisory would put together the scope of the project and the types of frameworks required to implement both the topologies and if required a target operating model for PMOs.

DESIGN-AND-IMPLEMENTATION-OF-AN

This service could be part 2 of the previous service to provide transparency on the current topologies and high-level target design, or it may be done completely from this service offering. The biggest difference is the higher value, complexity and change impact as this service implemented the proposed topology designs including the changes to governance, systems, and organization capacity and capabilities.

ENTERPRISE PMO TECHNIQUES AND TOOLS IMPLEMENTATION FRAMEWORK

AIPMO has clarified the importance of a structured approach to techniques and tools because of the proven link between using a comprehensive methodology (within which there are hundreds of tools and techniques) and project success. Joslin and Müller (2015), showed that using a comprehensive and tailored methodology directly influences project success by up to 23%. Similar findings have shown that applying the most appropriate techniques and tools at any given stage of a project, or program lifecycle is also linked to project/program success (Patanakul et al 2010). Patanakul et al, findings also showed that the inappropriate use of tools and techniques in a certain project and program phases increases the chance of overall failure. This was due to the lack of understanding when and when not to use certain tools and technicals hereafter called T&Ts. The same is likely to be true for project portfolio management but not empirically proven at this point.

Referring to the figure below AIPMO have spent over two-man years collecting information on published techniques and tools, developing filters to remove terms that are not techniques and tools but called by the same term, then working out the categorization of the types of techniques. Around 220 terms were left from over 320 terms that are considered either a technique of some type or a generic tool (non-commercial tool). AIPMO research team have shown that just five project success factors are linked to 29 techniques and tools. Where the average number of technique a project manager knows is around 10. Therefore a major shortfall.

Figure Link between Techniques and tools – Success Factors – Project Success

IPMO Advisory’s used AIPMO Enterprise techniques and tools framework shown below to carry out an organizational assessment or a PMO assessment of the techniques and tools employed, whether they are contributing to success or failure and where there are gaps both in terms of techniques would be valuables if understood and tools such as the nine registers that are required to run projects including the techniques and tools register. IPMO Advisory will work with your team for the assignment as well as give certification training on techniques and tools from AIPMO based on the upcoming book on ‘Technique and tools for PMOs, projects, programs, and portfolios’.

ENTERPRISE-PMO-TECHNIQUES-AND

This service is strategic in nature and requires specialist competencies to develop and implement. The value is extremely high as research shows the links between techniques/tools to success. The scope is organizational and the change impact is medium to high depending on the techniques/tools gaps.

LEAD AND AGILE ASSESSMENTS/ IMPLEMENTATION

There is so much hype around Agile that we offer of service to understand from a systems perspective if the risks of implementing Agile within organizations. There are over 40 success factors based on research that must be in place for Agile to succeed. The report will also include how to mitigate the risks of agile projects if they are new to the organization or if agile is not working in organizations.

LEAD-AND-AGILE

This service is likely to be driven from both strategic and tactical needs because of the demand both management and from PMO that wants to ensure that Agile success factors are in place. The value is extremely high because the assessment will provide the details of whether an Agile environment will be a success or not and what needs to be changed/improved. The of assessments is unlikely to be across the whole organization but more within divisions or departments. If the assessment/recommendations are put into place there is likely to be a high change impact due to different approaches and mindsets of Agile versus a more traditional approach to running projects.