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this is one of my project to established a PMO consultancy company. any enquiries please dont hesitate to contact me
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Pmipmo
Why a Program/Project Management Office (PMO)?
What Is a PMO?
Implementing a PMO
Suggestions to Jump Start PMO implementation
Questions & Answers
PMO Mandate
This presentation briefly discusses the overall mandate of a PMO department working in an IT Department of an enterprise
Pmo Why?
This document discusses implementing a Project Management Office (PMO). It defines a PMO as an organization that standardizes project governance processes and shares resources. PMOs centralize, coordinate, and oversee project and program management. The goals of a PMO are to improve project practices and results, help managers achieve goals, provide metrics on lessons learned and results, and develop professional skills. There are three types of PMOs: supportive, controlling, and directive. Best practices for a PMO involve selecting a balanced team with various skills, developing tools and templates, and collecting measurable data and lessons learned from projects. When starting a PMO, its goals should align with the organization's strategy and it should continuously add value through communication and
PMO 2.0 - Building PMO Capabilities
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
TBO PMO Model
Is your business considering building a Program Management Office (PMO)? This slide depicts the questions to ask and tasks to address to successfully define, measure, analyze, improve and control a PMO.
For more information about building a successful PMO, please see www.tbointl.com
Transforming Business Operations: Our Name is Our Mission
TBO International, with offices in Houston and San Antonio, is recognized as a firm that consistently helps improve organizational performance through our expertise, objectivity and partnering. Our success is measured by achieving our client's business targets, whether performance, economic or behavioral.
PMO Presentation
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
Real example of PMO deployment
The document discusses establishing a project management office (PMO) to standardize project management practices, provide training and career development for project managers, and help align projects with business strategies. Key elements of an effective PMO include establishing governance over project selection and decision making, using a standardized project management process with stage gate reviews, implementing supporting tools and templates, and promoting continuous improvement of processes.
Pmo
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
Recommended
Pmipmo
Why a Program/Project Management Office (PMO)?
What Is a PMO?
Implementing a PMO
Suggestions to Jump Start PMO implementation
Questions & Answers
PMO Mandate
This presentation briefly discusses the overall mandate of a PMO department working in an IT Department of an enterprise
Pmo Why?
This document discusses implementing a Project Management Office (PMO). It defines a PMO as an organization that standardizes project governance processes and shares resources. PMOs centralize, coordinate, and oversee project and program management. The goals of a PMO are to improve project practices and results, help managers achieve goals, provide metrics on lessons learned and results, and develop professional skills. There are three types of PMOs: supportive, controlling, and directive. Best practices for a PMO involve selecting a balanced team with various skills, developing tools and templates, and collecting measurable data and lessons learned from projects. When starting a PMO, its goals should align with the organization's strategy and it should continuously add value through communication and
PMO 2.0 - Building PMO Capabilities
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
TBO PMO Model
Is your business considering building a Program Management Office (PMO)? This slide depicts the questions to ask and tasks to address to successfully define, measure, analyze, improve and control a PMO.
For more information about building a successful PMO, please see www.tbointl.com
Transforming Business Operations: Our Name is Our Mission
TBO International, with offices in Houston and San Antonio, is recognized as a firm that consistently helps improve organizational performance through our expertise, objectivity and partnering. Our success is measured by achieving our client's business targets, whether performance, economic or behavioral.
PMO Presentation
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
Real example of PMO deployment
The document discusses establishing a project management office (PMO) to standardize project management practices, provide training and career development for project managers, and help align projects with business strategies. Key elements of an effective PMO include establishing governance over project selection and decision making, using a standardized project management process with stage gate reviews, implementing supporting tools and templates, and promoting continuous improvement of processes.
Pmo
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
Project Management Office Roles Functions And Benefits
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
Oim Pmo It Governance Structure Cox
The document outlines a proposed IT governance model and program management office (PMO) for an organization called OIM. It describes the key elements and functions of the PMO, including project execution, process management, vendor management, financial management, and customer relationship management. It proposes implementing these elements in 4 phases, with the most critical elements in phase 1. The PMO aims to improve project delivery, investment decisions, resource management, and customer satisfaction through implementing standardized processes, tools, and training across the organization.
Pmo Gap Analysis Sample Itvamp 2008
ITVAMP creates as sample Gap Analysis for an organization that has some PMO areas but not an entire PMO. EPM is presented with Process Development deliverables. 2008
PMO IT Infrastructure - Job Description
This job description is for an IT Infrastructure Project Manager. The ideal candidate should have independently managed large projects and programs, handled client management and led project migrations. They should have experience managing teams of project managers and analyzing risks. The role requires knowledge of project management tools like MS Project and Excel as well as experience delivering technology projects involving implementation, tools, or system integration. Key responsibilities include planning, supervising, and controlling multiple large-scale projects while managing expectations and issues.
The Project Management Office - Effectiveness and Delivering Value
This whitepaper examines the question of whether PMOs are, in fact, negative entities and lack organizational worth. Or, is it possible to effectively leverage a PMO and deliver value to the organization?
Project Management: How the MBA Can Help You Succeed
The document discusses how an MBA can help one succeed as a project manager. It defines project management and outlines the typical project management process. It then discusses the career path of a project manager and lists key skills needed, such as communication, organization, and problem solving. Finally, it explains how an MBA helps develop important strategic and analytical skills and lists some core MBA courses and suggested reading for becoming a successful project manager.
The State of the Project Management Office (PMO) 2014
PM Solutions Research first surveyed organizations about their Project/Program Management Office (PMO) practices in 2000. In our latest survey, we've taken another look at the PMO, which has become the central organizational structure for standardizing the practices of companies in the delivery of their projects. This research will help us understand PMO trends pointing to solutions that will lead organizations to success in these complex, fast-changing times.
The PMO journey
1. The document outlines Auckland Council's new tools and frameworks for project management, including a project complexity assessment tool, a project management framework, roles definitions, and progress monitoring.
2. It discusses Auckland Council's implementation approach, which includes building project maturity over time through alignment, prioritization, benefits realization and an adaptive approach.
3. Key stats are presented on the success of the initial implementation between August and December 2014, including increased project manager training, use of tools like Gateways and Sentient, and improved compliance with capital expenditure reporting.
Building An Enterprise PMO
The document describes how Dignity Health established an Enterprise Project Management Office (EPMO) focused on business operations and strategic initiatives. Some key points:
- The EPMO was launched in less than 3 months to guide large operational projects across Dignity Health's 21-state health system.
- It has a dual reporting structure to senior leadership and focuses on governance, portfolio management, and process standardization.
- The EPMO works closely with Dignity Health's existing IT PMO to coordinate projects. It utilizes a flexible governance model and intake process to take on strategic initiatives.
- The EPMO aims to deliver projects that improve operations and empower staff through a collaborative culture and application of lean
PMO Strategic Planning
The document outlines the process and key elements of developing a strategic plan for a Project Management Office (PMO). It discusses holding a strategic planning session to define the PMO's business, goals, vision, and key performance indicators. The plan also establishes the PMO's strategic priorities and core values to guide its work in project delivery, training, and customer relationships into the future.
Tips on Implementing a PMO
The document outlines basic steps to implement a Project Management Office (PMO), including listening to determine the purpose of the PMO, creating a charter, assessing organizational readiness for change, determining the current situation, educating others on project management value, creating a strategic and tactical PMO management plan with objectives aligned to business goals, and implementing the plan in phases over 6 months or more to build the PMO's capabilities and integrate it into the organizational culture.
Pmo Concept
The document discusses project management offices (PMOs) and their role and value within organizations. It notes that PMOs standardize project management processes, prioritize projects to support business objectives, and report project progress to stakeholders. PMOs also create documentation, track metrics, and offer training to support best practices. The popularity of PMOs among Saudi Arabian companies has grown significantly in recent years, especially among large enterprises and industries like healthcare, finance, and IT. However, PMOs can face challenges like proving their value and overcoming perceptions that they create unnecessary overhead. When effective, PMOs have been shown to increase the number of projects delivered on budget, better align projects with objectives, and improve customer satisfaction and productivity.
PMO 2.0 - The Strategic Focused PMO
A summary of the current state of PMOs and a view of a PMO that has a more strategic focus on implementing business strategy instead of tactical project execution.
PMO Positioning - Line of Sight
Just getting your project management office started? Take your project management office to the next level with Line of Sight's practical approach to PMO development. This presentation focuses on early stage development. Contact Line of Sight for more information at www.line-of-sight.com/project-management or call us today at 1-800-434-7126.
Establishing an Effective PMO
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
Setting up a pmo
A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.
Making the Case for a PMO to Help Defense ROI
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
Notes - Discover the right tools for your Project Management Office (PMO)
The document discusses the process of selecting project management tools for a PMO. It covers identifying requirements, validating requirements through a proof-of-concept and pilot, and developing a business case. Key steps include understanding current pain points, prioritizing requirements, testing requirements against a basic tool, gathering feedback, and using the results to justify moving forward. The goal is to select tools that meet business needs and have support from stakeholders and executives.
Implementation of the pmo proposal
The proposal is for implementing a Project Management Office (PMO) at Federal Signal Technologies to improve project management capabilities. The PMO will operate independently to provide standardized processes, tools, and reporting across projects. It will be implemented in phases over 12 months to establish governance, assess maturity, deploy standards and tools, and ensure portfolio and project alignment with business goals. Key activities include socializing the PMO charter, conducting training, and measuring returns through improved costs, schedules, and stakeholder satisfaction. Initial costs are estimated at $136,417 over six months.
Portfolios, Programs, Projects and the Enterprise PMO
The document discusses the role of Project Management Offices (PMOs) in enabling the delivery of corporate and business strategies. It notes that PMOs have been shown to decrease failed projects by 30% and increase projects delivered under budget by 25%. The document then outlines how PMOs can support business alignment, project portfolio management, project governance, and more. It describes how corporate strategy drives business strategies, and how business strategies are implemented through programs, projects, and products. Finally, it argues that a PMO is needed to integrate business and technical strategies, apply standard practices and metrics across all projects, and provide a unified view of strategic endeavors through portfolio, program and project monitoring.
Rate your project manager in canada
This document discusses project management and the PMP certification. It defines what a project is and some common issues that arise in projects. It then discusses how project managers can help organizations meet their goals by resolving issues, optimizing performance, and directing the organization. The document outlines reasons to become PMP certified such as demonstrating expertise, gaining networking opportunities, and increasing salary and job prospects. It also discusses options for obtaining PMP certification and the benefits of being certified.
IT Project and Digital Media Marketing Consulting
It is focusing on behalf of Digtialleverage Consulting Services providing Business Development Services by using Technologies in an appropriate manner at a right time in right place.This can offer as on-Site or offshore model.
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Project Management Office Roles Functions And Benefits
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
Oim Pmo It Governance Structure Cox
The document outlines a proposed IT governance model and program management office (PMO) for an organization called OIM. It describes the key elements and functions of the PMO, including project execution, process management, vendor management, financial management, and customer relationship management. It proposes implementing these elements in 4 phases, with the most critical elements in phase 1. The PMO aims to improve project delivery, investment decisions, resource management, and customer satisfaction through implementing standardized processes, tools, and training across the organization.
Pmo Gap Analysis Sample Itvamp 2008
ITVAMP creates as sample Gap Analysis for an organization that has some PMO areas but not an entire PMO. EPM is presented with Process Development deliverables. 2008
PMO IT Infrastructure - Job Description
This job description is for an IT Infrastructure Project Manager. The ideal candidate should have independently managed large projects and programs, handled client management and led project migrations. They should have experience managing teams of project managers and analyzing risks. The role requires knowledge of project management tools like MS Project and Excel as well as experience delivering technology projects involving implementation, tools, or system integration. Key responsibilities include planning, supervising, and controlling multiple large-scale projects while managing expectations and issues.
The Project Management Office - Effectiveness and Delivering Value
This whitepaper examines the question of whether PMOs are, in fact, negative entities and lack organizational worth. Or, is it possible to effectively leverage a PMO and deliver value to the organization?
Project Management: How the MBA Can Help You Succeed
The document discusses how an MBA can help one succeed as a project manager. It defines project management and outlines the typical project management process. It then discusses the career path of a project manager and lists key skills needed, such as communication, organization, and problem solving. Finally, it explains how an MBA helps develop important strategic and analytical skills and lists some core MBA courses and suggested reading for becoming a successful project manager.
The State of the Project Management Office (PMO) 2014
PM Solutions Research first surveyed organizations about their Project/Program Management Office (PMO) practices in 2000. In our latest survey, we've taken another look at the PMO, which has become the central organizational structure for standardizing the practices of companies in the delivery of their projects. This research will help us understand PMO trends pointing to solutions that will lead organizations to success in these complex, fast-changing times.
The PMO journey
1. The document outlines Auckland Council's new tools and frameworks for project management, including a project complexity assessment tool, a project management framework, roles definitions, and progress monitoring.
2. It discusses Auckland Council's implementation approach, which includes building project maturity over time through alignment, prioritization, benefits realization and an adaptive approach.
3. Key stats are presented on the success of the initial implementation between August and December 2014, including increased project manager training, use of tools like Gateways and Sentient, and improved compliance with capital expenditure reporting.
Building An Enterprise PMO
The document describes how Dignity Health established an Enterprise Project Management Office (EPMO) focused on business operations and strategic initiatives. Some key points:
- The EPMO was launched in less than 3 months to guide large operational projects across Dignity Health's 21-state health system.
- It has a dual reporting structure to senior leadership and focuses on governance, portfolio management, and process standardization.
- The EPMO works closely with Dignity Health's existing IT PMO to coordinate projects. It utilizes a flexible governance model and intake process to take on strategic initiatives.
- The EPMO aims to deliver projects that improve operations and empower staff through a collaborative culture and application of lean
PMO Strategic Planning
The document outlines the process and key elements of developing a strategic plan for a Project Management Office (PMO). It discusses holding a strategic planning session to define the PMO's business, goals, vision, and key performance indicators. The plan also establishes the PMO's strategic priorities and core values to guide its work in project delivery, training, and customer relationships into the future.
Tips on Implementing a PMO
The document outlines basic steps to implement a Project Management Office (PMO), including listening to determine the purpose of the PMO, creating a charter, assessing organizational readiness for change, determining the current situation, educating others on project management value, creating a strategic and tactical PMO management plan with objectives aligned to business goals, and implementing the plan in phases over 6 months or more to build the PMO's capabilities and integrate it into the organizational culture.
Pmo Concept
The document discusses project management offices (PMOs) and their role and value within organizations. It notes that PMOs standardize project management processes, prioritize projects to support business objectives, and report project progress to stakeholders. PMOs also create documentation, track metrics, and offer training to support best practices. The popularity of PMOs among Saudi Arabian companies has grown significantly in recent years, especially among large enterprises and industries like healthcare, finance, and IT. However, PMOs can face challenges like proving their value and overcoming perceptions that they create unnecessary overhead. When effective, PMOs have been shown to increase the number of projects delivered on budget, better align projects with objectives, and improve customer satisfaction and productivity.
PMO 2.0 - The Strategic Focused PMO
A summary of the current state of PMOs and a view of a PMO that has a more strategic focus on implementing business strategy instead of tactical project execution.
PMO Positioning - Line of Sight
Just getting your project management office started? Take your project management office to the next level with Line of Sight's practical approach to PMO development. This presentation focuses on early stage development. Contact Line of Sight for more information at www.line-of-sight.com/project-management or call us today at 1-800-434-7126.
Establishing an Effective PMO
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
Setting up a pmo
A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.
Making the Case for a PMO to Help Defense ROI
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
Notes - Discover the right tools for your Project Management Office (PMO)
The document discusses the process of selecting project management tools for a PMO. It covers identifying requirements, validating requirements through a proof-of-concept and pilot, and developing a business case. Key steps include understanding current pain points, prioritizing requirements, testing requirements against a basic tool, gathering feedback, and using the results to justify moving forward. The goal is to select tools that meet business needs and have support from stakeholders and executives.
Implementation of the pmo proposal
The proposal is for implementing a Project Management Office (PMO) at Federal Signal Technologies to improve project management capabilities. The PMO will operate independently to provide standardized processes, tools, and reporting across projects. It will be implemented in phases over 12 months to establish governance, assess maturity, deploy standards and tools, and ensure portfolio and project alignment with business goals. Key activities include socializing the PMO charter, conducting training, and measuring returns through improved costs, schedules, and stakeholder satisfaction. Initial costs are estimated at $136,417 over six months.
Portfolios, Programs, Projects and the Enterprise PMO
The document discusses the role of Project Management Offices (PMOs) in enabling the delivery of corporate and business strategies. It notes that PMOs have been shown to decrease failed projects by 30% and increase projects delivered under budget by 25%. The document then outlines how PMOs can support business alignment, project portfolio management, project governance, and more. It describes how corporate strategy drives business strategies, and how business strategies are implemented through programs, projects, and products. Finally, it argues that a PMO is needed to integrate business and technical strategies, apply standard practices and metrics across all projects, and provide a unified view of strategic endeavors through portfolio, program and project monitoring.
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Project Management Office Roles Functions And Benefits
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Notes - Discover the right tools for your Project Management Office (PMO)
Portfolios, Programs, Projects and the Enterprise PMO
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Rate your project manager in canada
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Benefits Realization Management إدارة تحقيق المنافع
Benefits Realization Management إدارة تحقيق المنافعAbdelrahman Elsheikh PMOC,PMP,CBAP,RMP,ACP,SP,MCITP,ITIL
هذه المحاضرة تتحدث عن إدارة تحقيق المنافع
Benefits Realization Management.
قمت فيها بشرح تعريف إدارة تحقيق المنافع
Benefits Realization Management
ودعمت الشرح بمثال عملي لتسهيل المفهوم.
تطرقت إلى الحاجة التي دعت إلى ظهور هذا المفهوم وكيف أن تطبيق إدارة تحقيق المنافع
Benefits Realization Management
يسهم في تحسين نسب نجاح المشاريع فضلا على المساهمة الفاعلة في تحقيق استراتيجية المؤسسات مدعما بأرقام من بحوث قامات بها ال
PMI.
انتقلت بعدها إلى شرح
Benefits Realization Management Framework
والذي يحدد إطار عمل لإدارة تحقيق المنافع. حيث يدعم هذا الإطار وكيفية يمكن تعريف المنافع ومن ثم العمل على قياسها ومتابعتها وضمان تحققها أثناء تنفيذ المشاريع والبرامج مرورا بالقيام بكل ما يلزم باستدامة المنافع بعد انتهاء المشاريع والبرامج وانتقالها للتشغيل وإدارات المؤسسات الأخرى.
انتقلت بعدها لتعريف دور مكتب إدارة المشاريع المؤسسي
EPMO
في هذا الإطار ودور مدير المشروع اثناء مراحل المشروع المختلفة.
تم شرح الموضوع من جانب عملي بحيث يسهل تطبيق هذه المفهوم في مؤسساتنا والاستفادة منه.
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This document discusses implementing organizational project management in a European IT organization. It begins by providing background on the organization, which is a large, mature Japanese IT company with headquarters in Japan and smaller, younger structures in Europe. The challenges of the cultural differences between the European and Japanese operations are discussed.
The document then summarizes the three layers of organizational project management - project management, program management, and portfolio management. It describes starting the implementation with program management, followed by a project management tool and then focusing on project management basics.
Finally, the document emphasizes the importance of linking project portfolio management to business strategy and objectives in order to select the right projects and monitor if promised benefits are realized. Regular reviews of the portfolio arePMO's and the CxO webinar, 6 June 2023
PMO's and the CxO
Tuesday 6 June 2023
APM PMO Specific Interest Group
Presented by:
Paul Evans
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/pmos-and-the-cxo-webinar/
Content description:
The majority of projects have either PMO’s or people who fulfill this function coupled with the governance that reports up the chain to the CxO level. In theory, this should enable any issues arising to be evident early so clear direction and support can be provided to resolve the issue. After all the success of the project is in the interest of the board as well as the project team. So why is there often friction between the two and many projects struggle to obtain the support or even interest of the board? This webinar looked at the roles and responsibilities of the CxO and the PMO and the issues that arise that prevent the two working effectively together. Solutions such as a Chief Project Officer and Enterprise PMO are then explored.
CAPM Exam preparation - series 1
CAPM exam preparation developed for self learning.
Plz don't mind some logo and strikethrough.. they were meant to create fun for myself.
You may join the course from Udemy as I take and enjoy the class from there.
With discount it was only $11.
Mr.Joseph Phillips
https://www.udemy.com/share/101WE2AkcZd15VRn4=/
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Ukraine Online PMDay 2022 Autumn
Website - https://pmday.org/online
Youtube - https://www.youtube.com/startuplviv
FB - https://www.facebook.com/pmdayconference
6396901
The document discusses key concepts in project management. It defines a project as having a defined objective, deadline, and requiring integration of knowledge from different organizations. Project management is important for getting work done correctly and on schedule. It also allows for prioritized work distribution, risk management, and standardized processes. The document outlines the project life cycle and emphasizes the importance of planning, organizing, and controlling projects.
Introduction to Business Analysis - Part 2
The document provides an introduction to business analysis, including defining business analysis, the role of a business analyst, and how business analysts work with project managers. It discusses the key responsibilities of a business analyst, such as eliciting, analyzing, communicating and validating requirements. The document also outlines the important skills required of a business analyst, including communication, problem solving, and organizational skills. It describes how business analysts and project managers collaborate and have distinct but complementary roles throughout a project life cycle.
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This presentation talks about best practices to be adopted in each of the knowledge areas of PMBOK to ensure Stakeholders Delight.
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Pmo cks
- 1. PMO (PROJECT MANAGEMENT OFFICE ) PT. Cipta Karya Solusi
- 2. PMO • PMO Meaning • Needs of PMO, why business need PMO • Strategy of PMO • PMO Communication • Meetings • High Level and Detail Design of Recommendation • PMO overview • Customer target • Company need business improvement • Service excellent (external customer) • Sustainable • Change management and BPR (SOP)
- 3. PMO MEANS? • A Project Management Office (PMO) is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. • The primary goal of a PMO is to achieve benefits from standardizing A PMO may also get involved in project-related tasks and follow up on project activities through completion. The office may report on project activities, problems and requirements to executive management as a strategic tool in keeping implementers and decision makers moving toward consistent, business- or mission-focused goals and objectives. • Type of PMO : • PMO Consultancy = consultancy capacity, best practice and SME on detail solutions design, training • PMO centralized = project manager to loan across organization (full/ mini project improvement) • Support of PMO : • Project Support • Project management Process • Training • Portfolio management on PMO process
- 4. PMO - TAILOR • Assessment : • Identify Types of Project • Identify Input • Identify Constraint • Identify Resources • Development : • Develop and document the methodology • Derive output • Improvement : • Conduct Continues Improvement • Monitor KPI • Repeat of each the different types of Projects • Reduce Cost (project budget) CAPEX / OPEX • Improved quality of project deliverables • Early identification and proactive management of project issues and risk • Improved accuracy on estimate • Better communication with clients and stakeholders • Improved perception of your organization by your clients / employee • improved people and resource management FIND A ROOT CAUSE ADVANTAGES
- 5. HOW TO SET UP AND RUN A PMO ? Objectives Sponsor Clients Stakeholders Product / Services Transitional activities
- 6. PMO METHODOLOGY AND DELIVERABLES Initiation : 1. High Level Assessment 2. Project Brief / RFS (Request for Solutions) / Business Case 3. Project Approval Planning : 1. Project Plan/ schedule/Org Structure 2. Detail Assessment 3. Budget / KPI Set-up 4. Kick-Off Developing : 1. Solutions 2. KPI define 3. Work allocation for deliverables Implementing : 1. Work stream Exercise 2. UAT 3. Signed –Off KPI Evaluating : 1. Maintain and Evaluating 2. Project Closure
- 7. Business Unit Work Stream Functions Leader BOD (Board of Director) Strategic Initiatives Managerial Level HRD Finance and Accounting Sales and Marketing IS/ IT Operations Legal / Compliance PMO PMO STRUCTURE HIGH LEVEL
- 8. PMO WORKS Depend On Project Scope and Assessment
- 9. PMO PORTFOLIO • Project Experience : • ERP Implementation • Business Improvement Project
- 10. CHANGE MANAGEMENT WORKSHOP • Change Management • Blueprint Workshop • KUT (Key User Training) and EUT (End User Training) -> Train the Trainer • End User Manual • Steering committee meeting • Communication Plan (Join Planning Session), medium : • Training with scenario (non-error and error script) • Roleplay training • Role-play scenario • Workstream meeting • Change impact assessment / risk impact assesment • Agile Project Management Offices (Strategic Initiatives Offices - AIA) • Communicate between Board to Middle and Bottom Management level • Recommendation and advice to BOD