This presentation briefly discusses the overall mandate of a PMO department working in an IT Department of an enterprise

1. PMO
For MIS/IT DEPARTMENT

2. - Vision
- Mission Statement
- Objectives
- Justification
- Responsibilities / Mandate
- Success Criteria
- Implementation Strategy
- Metrics
- Structure
WHAT IS INCLUDED

3. To be a hub of strategy and execution
for effective management practices across MIS/IT
projects and operational activities
Vision

4. PMO aims to serve as a central organization
with-in MIS/IT responsible for
creating/revamping, implementing, evange
lizing, scrutinizing and supporting all
project internal management
standards, processes and guidelines.
Mission Statement

5. By setting up a pro-active, vigilant, agile and
vibrant project management office MIS/IT
wants to achieve following objectives across
IT services:
Objectives
Usage of best documentation
standards
Usage of best project management practices
Clearest visibility of all work activities
Control over management of
quality
Improved inter-team
communication mechanisms

6. By setting up a pro-active, vigilant, agile and
vibrant project management office MIS/IT
wants to achieve following objectives across
IT services:
Objectives
Overall improvement in other departments’ perception about
MIS/IT’s professional/managed approach towards providing its
mandated services
THUS...
*HAPPY END-USER*

7. WHY DO WE NEED THIS ALL..????

8. Justification
In absence of a dedicated Project/Program
Management Office MIS/IT was facing some
very irritating problems….
No Defined
Operational S.O.P.
or Guideline
No dedicated
Strategizing &
Standardization
body
IT Team’s Lack of
knowledge about
Basic Project
Management
IT Team’s Lack of
knowledge about
effective
Documentation.
Very Blur or
invisible progress
tracking &
traceability
No shared platform
for Information
Sharing &
Collaboration
Chaotic Working
Style
Lesser control on
Quality

9. SO WHAT WILL IT ACTUALLY DO..??

10. Main Responsibilities
It will work on..
 Devising/Creating
 Updating (Based on
feedback)
 Doing implementation
& end-user education
 Providing Consultancy
 Performing Quality
Assurance
the..
 Policies, Standards
& Guidelines
 Processes &
Mechanisms
 Documentation
Standards &
Templates
For..
 Project Selection
 Project Planning/Scheduling Management
 Requirements/Scope Management
 Business Blue Printing Management
 Solution Design Management
(High/Low Level OR Functional/Technical)
 Solution Implementation Management
(Development/Configurations)
 Quality Management
 User Trainings Management
 Data Migration & Cutover Management
 Broad-level/Detailed-level Progress
Tracking & Reporting Management
 Communications Management
 Risk Management
&
 Enterprise Project Management

11. Other Responsibilities
To explore, analyze, compare, implement & provide
support for technology-based solutions for all areas
included in the PMO mandate
Provide a centralized documentation repository with
a standard document-keeping/archiving structure and
its usage guidelines/standards for all (project/non-
project) documentation and make sure it is used as
per the standards
To arrange mentoring/coaching programs for all
project managers/other managers or team members
on topics related to project management, IT
processes, effective communication and
documentation
Segregate the work responsibilities of each MIS/IT
sub-departments among each other

12. Responsibilities (what are not!)
To get involved in performing activities which project
teams are responsible to do e.g. following:
 Project documentation (Project plan, Req.
doc., Testing doc. Etc.)
 Project communication & related docs (meeting
notes)
 Or other project execution activities
Being directly responsible for the success or failure of
the project(s)
To provide (human) resources for doing project
management for all or specific projects

13. AND HOW WILL IT SUCCEED..??

14. Critical Pre-requisites for Success
On part of Higher Management
Iterative Approach – planning & doing things in
parts/pieces or iterations
On part of PMO (itself)
Proactive (rather re-active) approach
Agility & Flexibility – to adapt quickly in
response to internal & external requirements
and factors
Buy-in & Support for PMO practices
implementation as per its mandate
80/20 rule adoption – First priority is for the
things which can achieve you 80% results by
making 20% of your effort
Adherence to ‘standards’ each and every time

15. On part of Rest of the IT Department
Flexibility – to adapt changes prescribed by
PMO
Eagerness to look for ‘standard practices’
before starting any work, every time
Willingness for improvement & change
Critical Pre-requisites for Success

16. SO HOW WILL IT BE DONE..??

17. Implementation Strategy

18. AND HOW WILL THE
PERFORMANCE BE MEASURED..??

19. PMO Metrics
To measure the performance of PMO the
following are the four types of metrics which
will be used
1. Direct Quantitative Metrics
2. Direct Qualitative Metrics
3. In-Direct Quantitative Metrics
4. In-Direct Qualitative Metrics

20. PMO Metrics
1. Direct Quantitative Metrics
Total Number of
documents/Doc. Sections filled - VS -
Total Number of documents/Doc.
Sections Required
Total Number of resolved
discrepancies - VS -
Total Number of found (in PMO
reviews) discrepancies
Total Number of resolved
discrepancies - VS -
Total Number of found (in PMO
reviews) discrepancies
Documentation
Documentation Discrepancies
Process Conformance Discrepancies
The lesser the difference is, the better is PMO’s performance
The lesser the difference is, the better is PMO’s performance
The lesser the difference is, the better is PMO’s performance

21. PMO Metrics
Can be measured by periodic surveys with close-ended questions
Business User’s Perception about IT processes/management techniques
2. Direct Qualitative Metrics

22. PMO Metrics
3. In-Direct Quantitative Metrics
Planned Time/schedule - VS - Actual Time/Schedule
Total Required Scope - VS - Total Implemented Scope
Total Number of resolved issues - VS -
Total Number of identified/found
(in QA) issues
Project Schedule Performance, for all projects
Project Scope Performance, for all projects
Project Quality Performance, for all projects
The lesser the difference is, the better is PMO’s performance indirectly
The lesser the difference is, the better is PMO’s performance indirectly
The lesser the difference is, the better is PMO’s performance indirectly

23. PMO Metrics
Can be measured by periodic surveys with close-ended questions
Business User’s satisfaction about IT services (related to achievement of
business objectives and associated value
4. In-Direct Qualitative Metrics

24. OKAY!! SO WHAT WILL BE THE
STRUCTURE..??

25. PMO Structure
It will be structured as following:

26. THE END