1. An Approach to PMO
Program Management
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2. Objectives of presentation
 Reply to the following questions:
 What is a Program?
 What is a Project?
 What is an Operation?
 Who is Program Management?
 Why do we need Program Management?
 Which tools does Program Management use?
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3. Definition of Programs
 According to PMI, a program is a group of projects managed
in a coordinated way to obtain benefits not available from
managing them individually. Many programs also include
elements of ongoing operations.
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4. Definition of Projects
 Projects are initiated in response to a problem or to take
advantage of an opportunity. They are defined as a temporary
endeavor that consumes resources, incurs cost and produce
deliverables over a finite period of time to achieve a specific
goal. Projects come in all shapes and sizes. They can vary in
length or complexity, but the above mentioned definition of a
project holds true for all of them.
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5. Examples of projects
 Web and Mobile Applications
 Organizational Process Re-Engineering
 Relocation Of Facilities & Equipment
 Designing A Web Enabled Systems
 Developing New or Enhancing Existing Products
 Migration from mainframe to a windows-based distributed
client-server system
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6. Operations
 Operation type activities are similar to project activities in
that they too produce deliverables, consume resources and
incur cost. However they are on-going or repetitive in
nature, hence they are not project activities or tasks. Some
examples of operation activities are weekly maintenance of
databases, paying invoices or help desk operations activities.
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7. From my experience
 Programs are much larger than projects.
 They are made up of many projects and on going activities such as
operation type activities.
 Programs are similar to projects as they consume resources, incur
cost and produce deliverables.
 Programs are more complex and include repetitive operation type
activities such as maintenance work, facility administration etc.
Programs are funded typically on a fiscal year basis.
 Projects in general are more time focused than programs.
 Tools for planning and managing projects, together with other
concepts, can be extended to the development and management
of programs.
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8. Need of Program Management
 Overall co-ordination
 Company wide standardization
 Improve communication
 Monitoring
 Management Reporting
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9. PMO Objectives
 Develop a project tracking application (monitoring,
controlling and reporting all project activities)
 Time Tracking
 Develop Project Management Processes
 Training program
 Risk Management Process
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10. Process Management
 Project approval processes
 Planning and estimation processes
 Project management methodology: PMI or ?
 Structuring of projects into phases and modules
 Set of formal deliverables that should be produces
 Common Terminology
 Risk Management process
 Dependency Management process
 Issue Management process
 Monitoring processes
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11. Risk Management
 Risk identification and documentation
 Risk evaluation in terms of impact and probability
 Risk response planning
 Risk response control
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12. Time Tracking
 Tracks number of hours being spent on a project
 Gives visibility on projects being worked on
 Identifies which projects are getting the priority needed
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13. Reporting
 Collecting weekly status reports
 Time reporting for managers
 Portfolio reporting to project sponsors
 Reporting for IT Steering Group
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14. Training
 Improve performance
 Exposure to all areas of knowledge
 Incentive
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15. Portfolio Management
 Portfolio management is managing projects governed by
variables influenced by the market, funding, resource and
legal requirements. Here, in this context, priority
management is very important.
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16. Recommendation
 Building a PMO takes time
 Recommend to start one step at a time
 It requires continuous improvement of project management
policies and tools
 Relationships with peers at other institutions and
organizations and share ideas
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17. Contacts
 Please feel to contact me via my blog at
http://brunociano.blogspot.it
 Art and Science in Project Management by Bruno Ciano is
licensed under a Creative Commons Attribution - Non-
Commercial - No Derivative Works 3.0 Unported License.
 See license at http://creativecommons.org/licenses/by-nc-
nd/3.0/deed.en_US
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