IT PMO Charter (Linkedin)


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  • IT PMO Charter (Linkedin)

    1. 1. August, 2008 PRESENTATION IT PMO Charter Communication Document
    2. 2. Agenda <ul><li>IT Program Management Office – Core Competencies </li></ul><ul><ul><li>IT Governance and the PMO </li></ul></ul><ul><ul><li>PMO Pyramid, “hierarchy of needs” </li></ul></ul><ul><ul><li>PMO Models available </li></ul></ul><ul><ul><li>Planning </li></ul></ul><ul><ul><ul><li>Demand Management </li></ul></ul></ul><ul><ul><ul><li>Project Management Methodology </li></ul></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><ul><li>Project Performance Metrics </li></ul></ul></ul><ul><ul><ul><li>Status Reporting </li></ul></ul></ul><ul><ul><li>Administration </li></ul></ul>
    3. 3. Our multi-layered governance structure will streamline decision making and improve transparency and control of IT Governance Level IT Steering Committee Doosan IT Council Design not completed Project Management and Delivery IT Mgmt Technical and Business Committees 1 2 3 4 5 Governance Body Membership Objective IT Steering Committee <ul><li>CEO, CFO, CIO, BU presidents </li></ul><ul><li>Govern DII IT strategy, funding allocation and investments </li></ul>IT Leadership Team <ul><li>CIO and direct reports </li></ul><ul><li>Govern day-to-day IT operations </li></ul>IT Project Portfolio Committee <ul><li>PMO, Program Managers, Business Liaisons </li></ul><ul><li>Govern the project portfolio and project execution </li></ul>Functional Process Teams <ul><li>Enterprise Architects, Business Functional leads, system leads </li></ul><ul><li>Govern enterprise architecture and standardization </li></ul>Change Control Board <ul><li>Infrastructure tower leads, system leads </li></ul><ul><li>Govern changes to the IT production environment </li></ul>
    4. 4. Program Management encompasses several components of IT Governance which are critical to a smooth running IT department * * * Areas that can be effectively managed by a Program Management Office
    5. 5. The success of a PMO requires success in base-level competencies before results from advanced competencies can be achieved. <ul><li>PMO Maturity exists in layers that are building blocks to the next level of maturity </li></ul><ul><li>At the foundation, a PMO must be able to produce accurate status reports on projects. </li></ul><ul><li>The next foundational element is developing people who can execute projects and understand the benefit that comes from repeatable, lean process methodologies. </li></ul><ul><li>The aforementioned building blocks allow an organization to adopt processes and methodologies to improve project execution and likelihood of achieving promised business benefits. </li></ul>
    6. 6. The charter of the PMO is to be the “center of excellence” for program management which includes the following three areas… DII IT PMO Charter Planning <ul><li>Planning begins with the determination of what IT investments the business will pursue in the coming year. The PMO is required to orchestrate project demand through project funding </li></ul><ul><li>The PMO helps plan during project execution by establishing methodologies and repeatable processes </li></ul>Communication <ul><li>Communications within the IT group include holding regular all-employee meetings, IT PMO meetings, and intra-program meetings. </li></ul><ul><li>Communications beyond IT include monthly CC CIO team progress sharing and executive communications including the PMO dashboard and TSA elimination dashboard </li></ul>Administration <ul><li>Financial administration is a key component of tracking IT Investments. The PMO will handle PO requisitioning and invoice processing for all outside IT spend. </li></ul><ul><li>The PMO will handle meeting planning and large event coordination as needed for the IT department. </li></ul>
    7. 7. Planning is the first PMO core competency. <ul><li>The PMO is responsible for coordinating the selection and funding of IT initiatives across all DII businesses: </li></ul><ul><ul><li>Search out all demand for new IT projects </li></ul></ul><ul><ul><li>Initiate sessions with IT-Business review session to determine projects with greatest alignment to LRP </li></ul></ul><ul><ul><li>Pull together final IT capital plans for each business, make adjustments to meet AOP stretch targets </li></ul></ul><ul><li>The PMO is responsible to work within IT to determine a standard project management methodology which enforces repeatable efficient processes </li></ul><ul><ul><li>Methodologies will be developed with grass-roots support to encourage adoption </li></ul></ul><ul><li>Build a culture of respect for project management as a discipline </li></ul><ul><ul><li>Organize training and certification programs for people involved with project management </li></ul></ul><ul><ul><li>Work with IT Leadership team to build PM training into their teams development plans </li></ul></ul>
    8. 8. Demand Management is the first step in selecting which projects will be funded IT Management Business Management Project Requests Business – IT Councils force-rank Projects for Alignment to LRP objectives Final IT Project Portfolio and Capital Plan Achieved Frontline Workers LRP Filter AOP Filter IT Project Portfolio AOP Challenge Is applied and Further eliminates projects Project Ideas will outnumber the number that can be funded
    9. 9. The PMO will ensure that projects are executed in a disciplined and structured manner <ul><li>Initiate and transition project from concept stages into IT Project development </li></ul><ul><li>Develop initial business case and create project charter </li></ul><ul><li>Identify and engage Project Stakeholders and Requirements Providers. </li></ul><ul><li>Develop and document Preliminary Project Plan, which covers plan for Define phase activities </li></ul><ul><li>Conduct tollgate review </li></ul><ul><li>Develop business requirements </li></ul><ul><li>Develop systems requirements </li></ul><ul><li>Develop high level architecture design </li></ul><ul><li>Define deployment strategy </li></ul><ul><li>Initiate RFP / RFQ process </li></ul><ul><li>Conduct make/buy/reuse analysis </li></ul><ul><li>Refine business case </li></ul><ul><li>Conduct tollgate review </li></ul><ul><li>Migrate to new system </li></ul><ul><li>Update site deployment materials and system documentation </li></ul><ul><li>Transition to operations </li></ul><ul><li>De-install legacy systems </li></ul><ul><li>Conduct tollgate review </li></ul><ul><li>Close project </li></ul>Project Management Methodology Construct <ul><li>Conduct Construct-phase kickoff </li></ul><ul><li>Develop architecture design </li></ul><ul><li>Develop detailed design </li></ul><ul><li>Develop data migration strategy plan </li></ul><ul><li>Develop test plans </li></ul><ul><li>Complete system / site deployment plan </li></ul><ul><li>Code and unit test </li></ul><ul><li>Configure, integrate, and deliver system </li></ul><ul><li>Setup QA environments </li></ul><ul><li>Conduct tollgate review </li></ul><ul><li>Conduct system testing </li></ul><ul><li>Conduct data migration testing </li></ul><ul><li>Conduct user acceptance testing </li></ul><ul><li>Conduct site readiness review </li></ul><ul><li>Analyze defect and change requests </li></ul><ul><li>Verify release readiness </li></ul><ul><li>Conduct tollgate review </li></ul>Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 G1 G2 G3 G4 CER Approval Charter Approval Go/No Go G5 Approve for Test Project Close-Out Deploy Plan Define Test
    10. 10. The Plan/Define deliverables build upon each other to culminate in the ultimate Plan/Define milestone – a completed and signed CER Business Requirements Document System Requirements Specification Technical Architecture Specification Comments CER G1 G2 The project charter sign-off is the official beginning of the project CER (signed) <ul><li>Build/Buy Analysis </li></ul><ul><li>RFP/RFQ </li></ul>If Necessary <ul><li>Plan/Define documentation serves as the “building blocks” for the CER </li></ul><ul><li>Plan/Define documentation forces project teams to “plan the project” </li></ul><ul><li>The objective is to gain efficiency from a repeatable methodology, while allowing the project teams the flexibility to manage time and resources </li></ul>Project Plan Project Charter  In order for a CER to be approved the Plan/Define documentation must be completed Fund/No Fund Decision
    11. 11. Communication is the second PMO core competency. <ul><li>The PMO’s core competency remains in reporting project and program status to the business </li></ul><ul><ul><li>The PMO dashboard and TSA Scoreboard for summarizing extensive project detail </li></ul></ul><ul><ul><li>The PMO coordinates and facilitates meetings across stakeholder communities: </li></ul></ul><ul><ul><ul><li>All IT Employee Meeting </li></ul></ul></ul><ul><ul><ul><li>Information Exchange with CC CIO team (Seoul) </li></ul></ul></ul><ul><ul><ul><li>Ad-hoc updates to executive leadership </li></ul></ul></ul><ul><li>The PMO team organizes and facilitates weekly, program-wide and IT-wide program status meetings in the areas of: </li></ul><ul><ul><li>ERP and DMS (Dealer Management Systems) </li></ul></ul><ul><ul><li>IT Infrastructure and Facilities </li></ul></ul><ul><ul><li>These meetings are the primary means of keeping communication alive across stakeholders within a certain IT discipline. </li></ul></ul>
    12. 12. Throughout the project lifecycle we will track key project metrics - project milestone achievement, project cost, and quality of delivery Time Project Performance Metrics <ul><li>The Key milestones </li></ul><ul><li>Estimated and actual time for completion </li></ul><ul><li>Percent completion </li></ul><ul><li>Weightings of milestones towards project completion </li></ul>Cost <ul><li>Estimated cost (and resources) for each project milestone </li></ul><ul><li>Actual cost expended </li></ul><ul><li>Invoiced cost </li></ul><ul><li>Corrective actions for estimated cost over-runs </li></ul>Quality <ul><li>Description of key project related issues </li></ul><ul><li>The relative impact of key issues (high/med/low) </li></ul><ul><li>The project risks and associated escalation actions </li></ul>
    13. 13. IT Status Reporting IT Dashboard IT Executive Summary Project Update Sheets – Timeline/Budget/Issues Project ID - Project Name % Complete CER Date Go-Live Date Next Milestone & Date Total Budget Budget Incurred Over Budget Issues Status Trend DII_ERP_001.2 Hybris frontend for Utility ESA: Phase 1 7.1% 30-Sep-08 31-Mar-09 CER - 9/30/08 $883,000 $30,833 N DII_ERP_002 DIITC Cloning Prep & Clean Up: Phase 1 100.0% 30-Apr-08 21-Jul-08 Phase 1 Complete $388,860 $281,030 N DII_ERP_013 Geith Cleanup 2.3% 1-Jan-09 1-Jul-09 Project Docs & CER - 1/1/09 $1,500,000 $0 N *Identify Resources *The development of Milestones TBD DII_ERP_024 Replace dealer roster functionality - ESA 15.4% 30-Apr-08 31-Dec-08 User Mgmt Build - 8/6/08 $237,000 $0 N   DII_ERP_025 Global Retail Campaign Management 40.7% 25-Apr-08 31-Oct-08 Data Cleansing - 8/15/08 $314,000 $157,980 N   DII_IFR_012 Siebel Replatforming 99.8% 11-Apr-08 14-Jul-08 Close Siebel Contract w/ACS - 7/31/08 $189,039 $175,818 N  
    14. 14. Administration is the final PMO core competency. <ul><li>The PMO will serve as the administrative arm of the IT department due to its visibility across strategic programs and operations </li></ul><ul><li>The PMO will provide the following administrative services to the IT department: </li></ul><ul><ul><li>CER processing and administration including creating “backup support” for capitalization </li></ul></ul><ul><ul><li>Handle PO creation and invoice routing. This should be for Opex and Capex on all US Oracle-based ledgers </li></ul></ul><ul><ul><li>Provide periodic budget vs. actual status reporting at a cost center level and per CER </li></ul></ul><ul><ul><li>Produce financial metrics for the IT-wide dashboard </li></ul></ul><ul><li>IT Department administration </li></ul><ul><ul><li>Coordinate central administrative functions such as IT vacation and travel calendar </li></ul></ul><ul><ul><li>Handle IT’s procurement card (US) </li></ul></ul>