If your organization doesn\'t have a PMO or is planning to create a PMO I hope this document can help you understand the structures of each PMO office. Many organization have PMO but are not sure how to align it with their current business.
2. Ā ProjectĀ ManagementĀ OfficeĀ
Ā
ā¢ Abstract
ā¢ Introduction
ā¢ PMO Structure
ā¢ Approach to Project Management within PMO
o Project Scope
o Project Communication Plan
o Project Roles and Responsibility
o Project Resource Management
o Project Deliverables
o Project Performance Measures
o Project Milestones
o Project Risks
o Project Change Control Process
ā¢ Continuous Improvement
Ā Ā P a g e Ā |Ā 2Ā Ā
3. Ā ProjectĀ ManagementĀ OfficeĀ
Ā
Abstract
The purpose of this paper is to understand how to align the PMO with the strategic business
objectives of Your Organization. The PMO will improve the throughput of business systems
projects, lower costs, and improve resource utilization.
The PMO is the center of excellence for project management by providing project support
services, and not overhead. It will increase visibility of the quality project management skills
that Your Organization team will provide.
The main tasks of the PMO and the PM in preparation for and during an engagement are:
ā¢ Project Communication
ā¢ Project Planning
ā¢ Project Scheduling
ā¢ Risk Analysis
ā¢ Project Tracking/Measurement
ā¢ Implementation/Release
Ā Ā P a g e Ā |Ā 3Ā Ā
4. Ā ProjectĀ M
ManagementĀ O
OfficeĀ
Ā
Introduc
ction
This pape is about my expectatio and provides inputs f an effecti PMO ma
er m on for ive ainly around
d
areas suc as intake, structure, re
ch elease, and re
esource man
nagement.
I persona have trie to apply a far as my i
ally ed as input both m personal e
my experience a doing
and
research by reading a wide variet of documents and arti
ty icles on this subject. Alth
hough the
majoritie have a com
es mmon theme one can not compare ap and ora
e pple anges and mu look at th
ust he
whole thi with an open mind a flexibilit
ing o and ty.
For a PM office to be successfu it must be based on ce
MO ul e ertain govern
nance and ap
pply a
standardi
ized rules an methodolo
nd ogies across board. You canāt have a PMO and ooperate in a non-
standardi
ized environnment.
Ā P a g e Ā |Ā 4
5. Ā ProjectĀ ManagementĀ OfficeĀ
Ā
Architecture
One of the main objectives of the structure is to reduce uncertainty and confusion that typically
occurs for project management teams. The structure defines the relationships among members of
the project management and the relationships with the external environment. The structure
defines the authority by means of a graphical illustration called an organization chart.
There three forms of PMO Architectures that are currently handled by most organizations.
a. Supportive
Common
Hands off approach
Considerable authority to its project managers to deliver projects within estimates
No control over, or guidance offered to the project leaders
Support is provided through ongoing training, coaching, administrative
requirements, and performance reporting
b. Controlling PMO
Disciplined
Controlling services include: Periodic reviews, project audits, performance
assessments, and corrective action.
PMO has direct influence over the projects that includes risk management, quality
standards enforcement, and communications channels.
Success is determined by cost containment and adherence to task completion
c. Directive PMO
PM report directly to the PM Director
Committed to important projects
Provides the PMO direct responsibility for project outcome
Allowing direct control over project resources to the Project management team
Enhance the probability of success in project deliverables
It can hinder creativity and flexibility in the process
Ā Ā P a g e Ā |Ā 5Ā Ā
6. Ā ProjectĀ ManagementĀ OfficeĀ
Ā
Your Organization
PMO Architecture
The Directive PMO architecture is what I think is suitable for any team that wants to use a PMO
style project management. It is a hybrid of:
Support PMO ā to support PM within Your Organization to help them become
more successful through training, mentoring, administration, and reporting
Controlling PMO ā to provide project reviews, audits, assessments, and
governance and to enforce standards, implement processes and manage overall
risk.
Ā Ā P a g e Ā |Ā 6Ā Ā
7. Ā ProjectĀ ManagementĀ OfficeĀ
Ā
ApproachĀ toĀ ProjectĀ ManagementĀ withinĀ PMOĀ
Ā
TheĀ projectĀ managementĀ teamĀ mustĀ takeĀ standardizedĀ approachĀ toĀ managingĀ aĀ projectĀ withinĀ aĀ PMO.Ā
ThatĀ requiresĀ aĀ clearĀ communicationĀ planĀ andĀ aĀ messageĀ toĀ theĀ projectĀ managersĀ andĀ stakeholdersĀ
aboutĀ theĀ expectationsĀ andĀ goalsĀ andĀ howĀ oneĀ canĀ measureĀ thoseĀ expectationsĀ andĀ howĀ thatĀ isĀ alignedĀ
withĀ theĀ organizationsāĀ overallĀ missionĀ statementĀ andĀ strategy.Ā
Ā
OneĀ suggestionĀ isĀ toĀ applyĀ theĀ ProjectĀ ManagementĀ methodologiesĀ andĀ frameworkĀ identifiedĀ byĀ PMIĀ inĀ
theirĀ PMBOKĀ andĀ oneĀ canĀ customizeĀ itĀ inĀ orderĀ toĀ alignĀ withĀ theĀ overallĀ goalsĀ andĀ visionĀ ofĀ theĀ
organizationĀ asĀ aĀ wholeĀ
Ā
ProjectĀ ScopeĀ Ā
Ā
TheĀ projectĀ managementĀ teamĀ canĀ actĀ asĀ anĀ operationalĀ management.Ā InĀ anĀ environmentĀ whenĀ
individualsĀ andĀ groupsĀ areĀ interdependentĀ andĀ workĀ togetherĀ inĀ orderĀ toĀ achieveĀ theĀ commonĀ
objectives.Ā Ā
Ā
Therefore;Ā theĀ projectĀ managementĀ teamĀ inĀ itsĀ operationalĀ managementĀ roleĀ canĀ helpĀ toĀ integrateĀ theĀ
workĀ ofĀ individualsĀ andĀ groupsĀ soĀ thatĀ itĀ contributesĀ toĀ theĀ organizationsĀ effort.Ā
Ā
Ā ProjectĀ CommunicationĀ PlanĀ
Ā
ThisĀ isĀ anĀ importantĀ documentĀ thatĀ allowsĀ underliningĀ theĀ expectationsĀ asĀ wellĀ asĀ theĀ rolesĀ ofĀ membersĀ
andĀ stakeholdersĀ playĀ inĀ theĀ project.Ā ItĀ underlinesĀ howĀ meetingĀ areĀ carriedĀ out,Ā howĀ often,Ā whatĀ
documentsĀ areĀ neededĀ andĀ whatĀ deliverablesĀ neededĀ toĀ beĀ produced.Ā
Ā
ProjectĀ RolesĀ andĀ ResponsibilitiesĀ
Ā
Project Sponsor
The project sponsor for each project needs to be identified. The Project Sponsor is
responsible for providing support to individual project managers.
ā¢ Secure resources as required for each project and layout the expectations with team
leaders from each group.
ā¢ Resolving internal conflicts and identifying major issues that can have detrimental
effect on the overall projects such as funding etc.
ā¢ Approve scope changes
ā¢ Signing off on deliverables
ā¢ Approve to proceed to the next project phase.
Ā Ā P a g e Ā |Ā 7Ā Ā
8. Ā ProjectĀ ManagementĀ OfficeĀ
Ā
Project Manager
The Project Manager is accountable for:
ā¢ Create and carry out the project charter and project management plan
ā¢ Coordinate major issues, risks and policy conflicts with the Project Sponsor
ā¢ Report and deliver project status/progress in meetings with stakeholders and Sponsor
ā¢ Coordinate the allocation of project team resources to identified tasks
ā¢ Manage the activities of the project and ensure that the project is on schedule and on
budget
ā¢ Coordinate the scheduling of meetings/interviews in accordance with the project plan
ā¢ The overall completion of the project
Project Team
Role Responsibility Name
Secure Resources
Communicate Expectations
Project Sponsor
Sign off on Deliverables and Change
Requests
Develop Project charter and obtain sign-
offs
Project Manager
Manage the over all project and identify
risks and marks milestones
To assist with the development of the
Development Member(s) required product as outlined in SDS as
well as FRD
To review and provide feedback on the
QA Member
quality of the product
Other Stakeholders
The following stakeholders will be affected by your projects and have vested interest in its
success:
ā¢ All Your Organization and employees and external customers will be affected by this
project.
Ā Ā P a g e Ā |Ā 8Ā Ā
9. Ā ProjectĀ ManagementĀ OfficeĀ
Ā
Client(s)
The following client(s) will benefit from the deliverables produced by this project:
Ā
ProjectĀ ResourceĀ ManagementĀ
Ā
TheĀ resourcesĀ ofĀ theĀ projectĀ mustĀ beĀ carefullyĀ allocated.Ā IfĀ crashingĀ orĀ fastĀ trackĀ neededĀ basedĀ onĀ criticalĀ
pathĀ ofĀ theĀ projectĀ thenĀ itĀ mustĀ beĀ carefullyĀ discussedĀ withĀ theĀ projectĀ sponsorĀ andĀ theĀ messageĀ
conveyedĀ toĀ theĀ stakeholders.Ā
Ā
TheĀ resourcesĀ mustĀ beĀ measuredĀ atĀ allĀ phasesĀ ofĀ theĀ projectĀ andĀ reportsĀ generatedĀ thatĀ willĀ provideĀ
adequateĀ informationĀ onĀ theĀ statusĀ ofĀ theĀ projectĀ givenĀ theĀ resources.Ā
Ā
ProjectĀ ApproachĀ Ā
Ā
AĀ phasedĀ implementationĀ approachĀ willĀ beĀ usedĀ
Ā
ProjectĀ DeliverablesĀ
Ā
ā¢ Project Management Methodology, Processes, Best Practices, and ToolsĀ
Ā
The methodology will be based on the Project Management Institute (PMI) PMBOK (Project
Management Book of Knowledge). The methodology will describe the steps that must be done
from start to finish during the project life cycle. It can provide help to a project manager by
steering projects into the right direction.
The project management team can create the templates, and tools to be used and come to
agreement on methodologies and standards.
The team can utilize document management systems, such as SharePoint or Lotus or the PPM
or the Hyper office products.
The PMO will find an acceptable method of tracking actual. Resource tracking will facilitate
resource planning. Project managers will baseline projects and report on variances. By using
tools that more effectively manage resources, the PMO can increase employee satisfaction by
reducing or eliminating the over-allocation of resources.
Deliverables and Tools
o integration, scope, time, cost, quality, human resources, communication, risk, and
procurement
o Issue Tracking
o Change Control and Guidelines
o Cheat Sheet Cards for project management processes, such as the project life cycle, scope
management, project planning.
o WBS
o Logs
o Worksheets
o Checklists
Ā Ā P a g e Ā |Ā 9Ā Ā
10. Ā ProjectĀ M
ManagementĀ O
OfficeĀ
Ā
ā¢ SLA Review Process
w
As a team you need to r
y review and u
understand th SLA requ
he uirements wi the
ith
contractors or consultan working on our proje
nts ects.
Ā
Project M
Metrics and Success
o Senior le sponsors
evel ship.
o Improveement program are formal
ms l
o Good me easurement en nables optimiization
o Level of confidence s
f sees organizattion taking on high risk pro
n ojects success
sfully
o Respect and support o projects an project man
of nd nagers
o Not just control orien ā multidi
t nted isciplinary an coaching
nd
o Project health visibili and accura
h ity acy
o Standarddized methods processes, and tools
s,
o Knowled managem and shari of project experiences
dge ment ing t
o End to end engageme across proj life cycle
ent ject e
Ā P a g e Ā |Ā 10
11. Ā ProjectĀ M
ManagementĀ O
OfficeĀ
Ā
Mileston
nes
The f
following list of milestone is for Project Charter d
t es development process
Event Estim
mated Date
Proje Proposal
ect
Busin Requirem Document (BRD)
ness ment t
Func
ctional Require
ement Docume (FRD)
ent
Defin Scope and major Delivera
ne m ables
Meth
hodology, Proc
cesses, Best Pra
actices and Too for Project Closure
ols
Ident Risk
tify
Ident Resources
tify
Cont
tinuous improv
vements
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12. Ā ProjectĀ ManagementĀ OfficeĀ
Ā
Risks
A risk management plan is recommended for all projects and is recommended to be implemented
from the planning stage to the end.
Impact Probability
Risk Response
(L-M-H) (L-M-H)
Funding constraints could limit ability Implementation time line may
to complete objectives along the need to be adjusted.
timeline projected or desired.
PMO Personnel limitations may limit A availability list may need to be
ability to support total Your reviewed and adjusted to add
Organization project workload. additional support.
Ā
Continuous improvement Methods and Methodologies
By implementing some of the Six Sigma methodologies: FMEA and Pareto Charts
FMEA
Ā
AĀ failureĀ modesĀ andĀ effectsĀ analysisĀ (FMEA),Ā isĀ aĀ procedureĀ inĀ productĀ developmentĀ andĀ operationsĀ
managementĀ forĀ analysisĀ ofĀ potentialĀ failureĀ modesĀ withinĀ aĀ systemĀ forĀ classificationĀ byĀ theĀ severityĀ andĀ
likelihoodĀ ofĀ theĀ failures.Ā AĀ successfulĀ FMEAĀ activityĀ helpsĀ aĀ teamĀ toĀ identifyĀ potentialĀ failureĀ modesĀ
basedĀ onĀ pastĀ experienceĀ withĀ similarĀ productsĀ orĀ processes,Ā enablingĀ theĀ teamĀ toĀ designĀ thoseĀ failuresĀ
outĀ ofĀ theĀ systemĀ withĀ theĀ minimumĀ ofĀ effortĀ andĀ resourceĀ expenditure,Ā therebyĀ reducingĀ developmentĀ
timeĀ andĀ costs.Ā ItĀ isĀ widelyĀ usedĀ inĀ manufacturingĀ industriesĀ inĀ variousĀ phasesĀ ofĀ theĀ productĀ lifeĀ cycleĀ
andĀ isĀ nowĀ increasinglyĀ findingĀ useĀ inĀ theĀ serviceĀ industry.Ā FailureĀ modesĀ areĀ anyĀ errorsĀ orĀ defectsĀ inĀ aĀ
process,Ā design,Ā orĀ item,Ā especiallyĀ thoseĀ thatĀ affectĀ theĀ customer,Ā andĀ canĀ beĀ potentialĀ orĀ actual.Ā
EffectsĀ analysisĀ refersĀ toĀ studyingĀ theĀ consequencesĀ ofĀ thoseĀ failures.Ā
Ā
Ā Ā P a g e Ā |Ā 12Ā Ā
13. Ā ProjectĀ M
ManagementĀ O
OfficeĀ
Ā
Ā
Ā
harts
Pareto Ch
Descriptio
on
A Pareto c
chart is a bar graph. The le
engths of the b represen frequency o cost (time o money), an are
bars nt or or nd
arranged w longest bars on the left and the sho
with b ortest to the ri
ight. In this w the chart v
way visually depic
cts
which situ
uations are more significannt.
When to U a Pareto Chart
Use C
ā¢ When analyzin data about the frequency of problems or causes in a process.
W ng y s n
ā¢ When there are many proble or causes and you wan to focus on the most sig
W e ems s nt n gnificant.
ā¢ When analyzin broad caus by looking at their spec
W ng ses g cific compone
ents.
ā¢ When commun
W nicating with others about your data.
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