Q & D Technology, Inc.
“PMI’s 2016 Pulse of the Profession study (PMI, 2016) found that for every US $1 Billion invested in strategic initiatives, organization waste US $122 million due to poor performance. Many of those strategic initiatives also fail to meet their original goals and business intent; fail to deliver within allocated budget parameters; or are delivered late (Rebentisch, p. 10)”
Strategic IT Initiatives require Strategic IT PMO Leadership Professionals
To Provide Wrap-Around Support for your PMO and Manage Your PMs
Q & D Technology, Inc. brings Risk Adverse Strategy to your Technical Solution Delivery and comprehensive Technical PMO reinforcements to the Implementation, while filling all Gaps in your PSO (program support office).
Strategy, "the intentional and advertently derived actions, activities, choices, and outcomes, based on collaborative, cooperative mindsets, morals, vision, and systematic methodology, devised for the explicit purposes of posturing the organization to achieve a calculated acquisition of targeted goals with minimal costs and expenditures, while overcoming internal/external opposing forces, environmental factors, hierarchical distances, competitive pressures, and/or other complexities of organizational psychology and phenomenon." - Dray Nathaniel, 2009
​Q & D Technology, Inc.
Strategic, Collaborative, Multidimensional Technical PMO rigor…
Q & D Technology, Inc.
a Full-Service, Niche, Boutique IT PMO Consulting Services firm, offering Comprehensive, Decisive Hands-On, & Structured Planning, Stand-Up, Oversight, and Quality Management for your Enterprise IT Infrastructure endeavors to undergird your PMO, setting your organizational goals on a solid foundation with Strategic, Collaborative, Multidimensional Technical PMO Rigor.
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When you need Strategic PMO Leadership, hiring a project manager is NOT the correct skillset.
PMO Leadership roles, such as “Program management is a specific approach that sits above project management. It helps senior managers by providing a clear, structured framework within which one can define organizational change requirements, articulate a benefits model, prioritize resulting projects, and conduct change impact analysis (Becker, 1999).”
Senior Level IT PMO Purple Squirrels
Q&D Technology IT PMO Consultants are ALL senior-level and executive-adjacent IT PMO Leadership professions, such as IT PMO Directors, Infrastructure Directors, Technical Program Directors, IT Senior Program Managers, PMO Managers, etc.
We Do NOT Staff PMs
PMO Leaders & Program Owners
“All deadlines and budgets must go through the program manager because they are responsible for risk and resource management (Atlassian, n.d.).”
“There are no “silver bullets” or perfect solutions that work in every circumstance. The individuals working on complex programs must be adaptive and responsive to the unique characteristics of their programs and the challenges encountered throughout the program’s life cycle (Rebentisch, p.17).”
“…senior executives within corporations and government also must change their mindsets. They must see the connections between strategy, benefits, performance. They must recognize the value their organizations could gain from even incremental efforts to reduce wasted investments due to poor program execution (Rebentisch, p. xli)”
When confronted with a complex technical endeavor, often companies assign an engineer as the project manager, or look to a PM to perform the duties of a PM, the senior program manager, the executive sponsor, the business analyst, the project coordinator, while wearing many other hats, and also working on multiple projects. These endeavors often succumb to project and program pitfalls, including severely over-budget, fatal delays, or outright failures.
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The all-around glue that holds the governance of ALL the programs together
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Serves as a HUB in a wheel-and-spoke cross-functional/ departmental/ organizational team, while removing impediments to program success
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Manages & mentors tactical Project Managers
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Leads and directs multiple strategic, highly complex IT programs, workstreams, PMs, and cross-functional Program & PMO teams
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Strategic (Quantifiable) Approaches: Order of Magnitude Estimating, Milestone Maps, Benchmarks, Project Prioritization, & Opportunities for Workflow Accelerations
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Monitors & Measures the effectiveness of all Programs
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Administrates Resources: Program Resource Allocations, Availability, Capacity, Alignment, Thresholds, & Management
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Aligns Programs’ Objectives with the Corporate Mission
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Defines the operational and governance metrics and mechanisms for program execution, including processes, policies, reporting requirements, standards, key performance indicators, and Change Management criteria
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Creates: Deliverables most appropriate for the program’s successful implementation, including the overall Master Program Schedules/Plans, Phasal Deployment Plans, Milestone Maps, and SOW timelines
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Sustainability: Integrates Root Cause Analysis, PMO Practices, & Evaluation Techniques to merge with Risk Management tasks to further lessen unknown collateral damage and prevent unproductive workforce tensions or team burn-out
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Supports program delivery team in conflict, risk, and issue management, resolution, & escalation
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Facilitates Integrated Practices: Maps cross-team and intra/inter-project, inter/intra-program, cross-workstream, & cross-departmental collaboration, alignment, and inter/intra-dependencies
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Establishes Cadence: Parallel Paths of work efforts, optimization of costs, balances competing priorities, monitors project burns, measures expenditures, hosts periodic team interactions, and enforces maintenance, business-as-usual, and IT freeze schedules
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Coordination of Sponsors & Executive Stakeholders: Creates and Serves in Steering Committees comprised of multiple layers of stakeholders, including C-level & V-level Executives, Department Heads, Board Members, Internal Customers, IT Architects, and other core stakeholder groups
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Socializes, Integrates, & Enables: Work Tools, Incentive Awards, Short-term vs. Long-Term Goals, Regulatory Guidelines, Implementation Frameworks and Systems, Principles of various elements of Methodology, and institutes Fail-Safe Parameters
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Qualifiable Capabilities. Embedded Tangible & Intangible Benefits “translate that strategy into products, services, or capabilities that are real and beneficial for customers, employers, and other stakeholders through collaboration, skill, and disciplined approaches (Rebentisch, p.19).”
​Q & D Technology, Inc.
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Specializing in Technical, Infrastructure, & PMO Strategic IT PMO Organizational Consulting, IT Network Solutions, Customized launching of IT PMO Centers of Excellence & PSOs, PMO Workforce Training and Coaching, Scalable PMO Frameworks for Continuous Improvement, & Program, Portfolio, & Project Management