1. Author William Cox, MBA, QPM, PMP Partners OIM-PMO IT Governance Model

2. OIM-PMO IT Governance Model “ Creating the High Performing Organization”

5. Visual Representation of the “PMO Governance System” PMO Governance exerts a multi-directional, cross-functional influence across the targeted enterprise to “raise the bar” on project management and resource control. The graphic below illustrates the numerous interactions and interfaces that occur within and across this system. The outcome is an organization performing at a high level manifest by excellent technical results and high customer satisfaction. Tools Training Policies Procedures Professional Development Projects Projects Projects Projects Projects Components Components Project Delivery Customer Satisfaction Customer Support Performance Management Capital Investment Management Mission Performance PMO

7. Essential Foundation of the OIM PMO Organization and IT Governance Model “ The OIM PMO: Affects the way we govern project execution; Affects the way we deliver services to customers; Affects the way we measure our operational effectiveness; Affects the way we manage and control resources; Affects the way we support the CPIC process.” Matrix (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13)

8. PHASE 1- The Most Critical Project and Program Oversight Priority 1A Resources Required: 5 FTEs Internal Controls Priority 1B Resources Required: 5 FTEs Vendor Management Priority 1C Resources Required: 5 FTEs Financial Management Priority 1D Resources Required: 5 FTEs Objective: Establish effective Program and project oversight of all programs and projects within the Office of Infrastructure Management. Benefits: Effective execution of all OIM projects and Programs; better resource Management and control Risks: Poor mission results; Loss of resources; unhappy Customers Objective: Effective internal Controls within OIM. Benefits: Effective control of All resources and compliance With statutory mandates. Risks: Material weaknesses and inability to certify Statement of Assurance at end of FY. Objective: Effective vendor management. Benefits: Improved asset Management, better control of Vendor performance Risks: Poor mission results; Loss of resources; unhappy Customers Objective: Effective financial Management of all assigned Resources. Benefits: Visibility into source And expenditures of financial Resources. Risks: Mission degradation. Functions in this Phase are critical and must be addressed first .

9. PHASE 2 – The Next Most Critical Program Control Priority 2A Resources Required: 5 FTEs Disaster Recovery Priority 2B Resources Required: 3 FTEs Methodology Development Priority 2C Resources Required: 3FTEs Objective: Establish effective Control of all project and Program-related financial data Including earned value management Benefits: Predictability of Program and project success; Management of budgets Risks: Program and project Failure; loss of visibility Objective: A comprehensive Disaster recovery plan for all Infrastructure-related Requirements Benefits: Ability to quickly Recover and reconstitute Following interruption of capabilities Risks: Failure to reconstitute Mission capabilities following interruptions Objective: A comprehensive project management method that drives consistency and high performance across the entire project and program management community. Benefits: Consistent project management of all infrastructure projects and programs. Risks: Project and program failure. Functions in this Phase are critical and must be addressed as quickly as possible.

10. PHASE 3 – The Next Most Critical Professional Development Priority 3A Resources Required: 2 FTEs Objective: Build an effective process to enable creation of an efficient and capable workforce. Benefits: A fully-capable workforce Risks: Lack of qualified project and program management staff to meet mission critical needs. Functions in this Phase are important and should be addressed as staff and other resources permit. Process Management Priority 3B Resources Required: 2 FTEs Objective: Complete definition of core OIM processes Benefits: Improved mission Performance, higher customer satisfaction Risks: Mission failure Contract Management (Project-related) Priority 3C Resources Required: 1 FTE Objective: A comprehensive set of policies and procedures for managing the project and program outsourcing system in support of all project and program teams. Benefits: Improved outsourcing results greater project completion. Risks: Poor vendor selection, unsuccessful projects, excess costs

11. PHASE 4 – The Next Most Critical Vendor Management Priority 4A Resources Required: 2 FTEs Tools Support Priority 4B Resources Required: 2 FTEs Customer Relationship Management Priority 4C Resources Required: 5 FTEs Objective: A comprehensive vendor management system that enables effective acquisition of contract services and control of vendor performance. Benefits: A complete set of contract outsourcing vehicles that enable effective selection and management of outsourcing alternatives. Risks: Inability to manage and control vendors, with resulting failure of the internal control system. Objective: A comprehensive set of project, program, and portfolio management tools enabling automation of PMO processes, performance measures, and senior leader dashboards and portfolio management. Benefits: Visibility into all current and prospective IT investments, with substantial savings in labor and other capital investments. Risks: Failure to capitalize on data and analysis that can ultimately determine success or failure of project investments. Objective: Creation of a Storefront that supports, enables, and facilitates delivery of superior services to the entire OIM customer community. Benefits: Higher mission success; better customer analysis; higher customer satisfaction. Risks: Failure to meet customer needs; loss of confidence by customers and leaders in the infrastructure management system. Functions in this Phase are necessary to successfully implement a fully-functioning Program Management Office.

12. Essential Foundation – PMO Governance

13. Professional Development Role: Build the PMO Workforce Responsibilities: Provide all human capital to enable the PMO to staff and run its operations with highly-skilled personnel. Methodology Management Role: Manage Project Control Systems Responsibilities: Design, implement, and oversee all project control systems Customer Relationship Management Role: Manage Vendor Support Responsibilities: Design, Implement, and Oversee all Vendor Management Systems Vacant (Fed) PMO Business Support Role: Manage all business support. Responsibilities: Provide resources and leadership to enable execution of critical business support functions. Training Role: Responsibilities: Guidelines, Policies Role: Responsibilities: Demand Management Role: Responsibilities: Certification Role: Responsibilities: Standards, Forms, Templates Role: Responsibilities: Product Management Role: Responsibilities: Reporting and Role: Responsibilities: Procedures Development and Management Role: Responsibilities: Service Catalog Role: Responsibilities: “ The OIM PMO: Affects the way we govern project execution; Affects the way we deliver services to customers; Affects the way we measure our operational effectiveness; Affects the way we manage and control resources; Affects the way we support the CPIC process.” Contract Management Role: Responsibilities: Project Tools Development Role: Responsibilities: Outsourcing Methods, tools Role: Responsibilities: Policies Development Role:. Responsibilities: Tools Management and Support Role: Manage and Support Automated Tools Responsibilities: Define requirements, Write solicitations, evaluate alternatives, Support implementation, maintain tools Requirements Management Role: Responsibilities: Evaluation and Selection Role: Responsibilities: Support Services Role: Responsibilities: Customer Demand Analysis Role: Responsibilities: Service Catalog Marketing Role: Responsibilities: Product Services Portfolio Role: Responsibilities: Recognition Role: Responsibilities: Lessons Learned Role: Responsibilities: Knowledge Management Role: Responsibilities: Mentoring Role: Responsibilities: Essential Foundation – PMO Business Support

14. Internal Controls Management Role: Manage Internal Control Systems Responsibilities: Design, Implement, and Oversee all Internal Control Systems Project Control Management Role: Manage Project Control Systems Responsibilities: Design, implement, and oversee all project control systems Vendor Management Role: Manage Vendor Support Responsibilities: Design, Implement, and Oversee all Vendor Management Systems Vacant (Fed) PMO Control Systems Role: Manage Control Systems Responsibilities: Design, Implement, and Oversee all Control Systems Federal Mandate Compliance Role: Establish a tracking system to make sure that all mandates are complied with. Responsibilities: Design, update, and manage data base system to track compliance activities. Earned Value Management Role: Develop EVMS policies and procedures. responsibilities: Implement an EVMS system that fully complies with OMB requirements for data integrity and control. Vendor Policies and Procedures Role: Develop VM Policies and Procedures Responsibilities: Create a comprehensive set of policies and procedures to govern how vendors will be managed. Policies and Procedures Role: Develop comprehensive set of Policies and procedures addressing Federal mandates. Responsibilities: Oversee all Federal mandate compliance activities. EVMS Data Base Design Role: Develop and manage EVMS data base systems. Responsibilities: Enable collection, validation, analysis, and use of EVMS data for project control. Contract Vehicles Role: Develop VM Contract vehicles Responsibilities: Design contract vehicles to support project outsourcing efforts. Reporting Role: Create and manage all Federal mandate reporting requirements. Responsibilities: Develop report formats, templates, and other enabling support for reporting compliance with Federal mandates. Reports Design/Management Role: Provide custom reports to Managers and customers as needed. Responsibilities: Design, deploy, and support all EVMS reporting system requirements. Oversight and Performance Role: Create Service Level Agreements Role: Develop a complete set of Vendor-based service level Agreements (SLAs) to control Vendor performance and to Support contractual actions. “ The OIM PMO: Affects the way we govern project execution; Affects the way we deliver services to customers; Affects the way we measure our operational effectiveness; Affects the way we manage and control resources; Affects the way we support the CPIC process.” Essential Foundation – PMO Governance Control Systems

15. PMO Governance Relationship Structure

20. “ Closing the Gap” The OIM PMO Governance as a Tool The OIM PMO Governance provides the tools needed to close this gap and move toward the vision level (i.e., higher performance) of the organization. “ The Gap" Mission Vision Process A Process B Process C Process D Process E Process F

49. Level One Milestone Chart – First Phase PMO Stand-up Effort