Nancy Cameron Project Manager / PMO Lead 3M / Medical Division IT PMO User Group Teleconference Date: January 8, 2003

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Nancy CameronProject Manager / PMO Lead3M /
Medical Division ITPMO User Group
TeleconferenceDate January 8, 2003
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PMO User Group Teleconference--Agenda--

1. Company Name and Description
2. PMO / Project Offices / PM Professional
   Associations across 3M
3. PMO structure within 3M/Medical Division IT
   Functions / Responsibility
4. Background Why EPM in 3M/Medical Division IT?
5. EPM Toolset
6. Project Management Methodology Status and Use
7. Future Opportunities
8. Top PMO Challenges    

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The 3M Organization
3M's business units comprise six major markets
                                               
                                             
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PMO User Group Teleconference--Background--

• PMO, Project Offices, Professional Associations
  within 3M
• PMO structure within 3M/Medical Division IT

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3M/MD-IT Project Office--Vision Statement--

• Develop and implement Project Management process,
  tools and methodologies to give us
• visibility into the work being done and the
  process for doing that work.
• visibility into the effort expended for that work
• visibility of resource commitment across projects
  and their availability for new work
• information to help us to prioritize efforts and
  new work requests at an organizational level.

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Enterprise Project Management
Methodology
Resource Management
Tools
Templates
Alignment with Business Strategy and Objectives
Portfolio Management
Collaboration
Asset Management
Project Management
Knowledge Management
Phase III
Process
Phase I
Phase II
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Enterprise Project Management--Framework--
Business Alignment Process Improvement Project / Portfolio Mgmt Resource Mgmt Asset Mgmt Knowledge Mgmt
3 2 - 3 2 2 2 3
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PMO structure in 3M / Medical Division IT--Roles
/ Responsibilities--

• Project Manager, Business/IT projects
• Process Improvement utilize Six Sigma
  methodology to define,improve and measure project
  management/PMO processes as well as all MD-IT
  operational processes
• Coach project managers and resource managers
• project scheduling
• resource utilization
• project prioritization
• PM Training project scheduling/control
• Documentation
• Future . . . Sharing / learning best practices

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Processes Improvement Opportunities --High Level
Activity Map--
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EPM ToolSet

• System Users / Components Used 
• 100 licensed users (MD-IT, Corp IT, Business)
• Time, Workbench, MSProject (import), Resourcer
  (ltd) and Planner
• Reports built in Business Objects   
• Maturity of System Use 

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EPM Implementation / Decisions

• Both project non-project time tracked
• Time-Tracking required for all MD-IT resources
• Single source project initiation
• Efforts larger than 24 hours are projects
• Required PM documentation w/ suggested templates
• Weekly project status
• Monthly usage/status reporting
• Criteria / weighting to prioritize projects

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Project Management Methodology-- Done/Yet to do
--

• Utilize
• RUP SDLC methodology
• Process Information Guide (PIG)
• Lotus Notes Team Room project communications
• To Do
• Right-size project templates, documentation for
  the types of projects/support we provide
• Incorporate aspects of Six Sigma process
  methodology into projects common terminology
• Profile projects author PMLC methodology into
  Planner
• Develop common templates, roadmap

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PMO Future Opportunities

• Niku 6 upgrade (web-based)
• Metrics identification / measurement
• Align project/portfolio management processes with
  Six Sigma methodology
• Embed SDLC, PMLC Six Sigma methodologies within
  EPM tools
• Charge-back system interface with Niku
  Peoplesoft

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PMO Top Challenges

• Selling value of PMO organization to MD-IT
  management new sponsorship
• Functional responsibility with accountability
• Position Six Sigma process improvement, controls,
  measurements within PMO
• Expanding Project Management maturity establish
  improvement measures
• Niku 6 upgrade implementation