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Erp-PMO

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Project Governance Models and Program Management Office

Project Governance Models and Program Management Office

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    Erp-PMO Erp-PMO Presentation Transcript

    • Project Governance Models and Program Management Office (PMO)
      Group 6
      Sharad Nirwal
      Shubham Gupta
      Sumeet Duggal
      Sunayan Pal
    • What is Project Governance?
      Project Governance uses the basic principle of Governance and applies it into both the management of individual projects via Governance structures, and the management of projects at the business level. It defines accountabilities and responsibilities for strategic decision-making across the project.
      It will:
      Outline the relationships between all internal and external groups involved in the project
      Describe the proper flow of information regarding the project to all stakeholders
      Ensure the appropriate review of issues encountered within each project
      Ensure that required approvals and direction for the project is obtained at each appropriate stage of the project.
    • 5. Outsourcing
      4. Transformation
      Define policy and
      outsource execution
      Funding stream allocations
      Agency identity
      Retain monitoring and control
      “Big Browser”
      3. Transaction
      Evolve PPP model
      Strategy/Policy
      Competition
      People
      Confidentiality/privacy
      Outsource service delivery staff
      Process
      Job structures
      Fee for transaction
      Technology
      Outsource process execution staff
      Relocation/telecommuting
      E-authentication
      2. Interaction
      Organization
      Cost/
      Searchable
      Performance accountability
      Self-services
      Complexity
      Database
      Multiple-programs skills
      Skill set changes
      Public response/
      Privacy reduces
      Portfolio mgmt.
      email
      Sourcing
      Content mgmt.
      Inc. business staff
      Outsource customer
      facing processes
      Increased
      Integrated services
      Presence
      1.
      Trigger
      support staff
      BPR
      Outsource backend processes
      Change value chain
      Governance
      Relationship mgmt.
      New processes/services
      Publish
      Online interfaces
      Change relationships
      Knowledge mgmt.
      Channel mgmt.
      (G2G, G2B, G2C, G2E)‏
      E-mail best prac.
      Existing
      Content mgmt.
      Legacy sys. links
      Constituent
      Metadata
      Applications
      Security
      Streamline
      Value
      New applications
      Data synch.
      Infrastructure
      Information access
      processes
      New data structures
      24x7 infrastructure
      Search engine
      Web site
      Sourcing
      E-mail
      Markup
      Time
      PM Governance: Enables to rapidly move up the Evolution Staircase
    • Roles in Project Governance
    • Project Governance Model and Structure
    • Project Governance Framework
    • Project Governance Framework (High Risk)
    • Project Governance Model
      • Network Management
      • Policy Management
      • Administration (Telecommunication and computers )
      Control and processing of all mission related functionality
      Documentation,
      processes, Audit,
      Quality, Support system
      • Internal audit
      • external audit
      • Audit directive
      • Implementation
      Process and policies of
      • identification,
      • assessment,
      • prioritization,
      • monitor,
      • control
      • Primary & secondary stakeholder
      • Scope
      • information (includes reporting) management
    • Project Governance Model
      The Governance model is a management model in which there is interaction; from the top to the bottom (decisions) and from the bottom to the top (information), the 3 levels in a project organization chart are:
      1) Steering Committee Level or Sponsor Level
      2) Project Management Level
      3) Work Teams
      Sponsor level
      DECISIONS
      INFORMATION
      Project Management
      Level
      The work meetings of each governance level are the vehicle that defines the dynamic of each governance level:
      a) the participants
      b) the objective of the work meetings
      c) the frequency of such meetings
      d) the agenda that they should deal with.
      Work Teams Level
    • Project Governance Dynamics
      Steering Committee Level
      • Participants(steering committee composition: CIO, Top manager :functional area, consulting firm if any, Internal auditing manager)
      • Governance Level objectives (ensure the correct course of the project and to make the necessary decisions)
      • Meeting Frequency
      • Agenda
      General Plan of the Project. Current state (Understand current state & review milestone achieve)
      Status of the Project Risk Matrix (Identifies situations that may affect the course of the project, anticipate and manage risk)
      Issues that require attention ( Subjects which require special attention, critical issues, Early escalation)
      Project Budget Status ( Total budget, incurred budget, the remainder budget required and revision if required)
      An accurate presentation (of design or criterion adopted by the project)
    • Project Governance Dynamics
      Project Management Level
      • Participants( Project manager functional, IT )
      • Governance Level objectives (Day to day management, roles and responsibility )
      • Meeting Frequency
      • Agenda
      • Opening (The Project Management is in charge of it) (inform participant about the decision adopted by steering committee and event occurring in organization)
      • Detailed monitoring of the project work plan (PMO and respective team, potential deviation identified and different action re carried)
      • Issues log status ( PMO involvement)
      • Issues that require attention ( Subjects which require special attention, critical issues, Early escalation)
      Work Teams Level
      • Participants
      • Governance Level objectives ( understand the work, deepen the knowledge ,recognize situation that require adoption of decision, motivate the team )
      • Meeting Frequency
      • Agenda
      • Project Management news (Share the project news )
      • Issues that require attention (Analysis of subject that required the action of project management )
    • A Governance Model for Incremental, Concurrent, or Agile Projects
      System Structure
      Applications
      Service components
      Specific different functionality, data
    • Intended Strategies
      Agile project teams measure progress not according to how many requirements have been gathered, but by how much running functionality has been designed, programmed, and integrated (running tested features, or RTF )
      Agile burn-up charts are very similar to traditional earned-value charts
      The vertical tick-marks show 10 percent units of completed RTF from left to right (100 percent complete at the right). The triangle milestone markers show the amount of RTF the team targets to have completed and integrated at each IR (Internal releases) milestone.
      Fig: Burn-Up Chart ( Running tested feature)
      Fig: Target Progress Markers
    • Collecting the Information
      Gathering the Estimates
      To capture the of whatfor tracking, we need three pieces of information:
      What is the unit of accomplishment? often consists of use cases
      About how many units do you expect to create?
      Confidence level on the estimate
      Gathering the Status
      To tag the timeline, we need to give each iteration or planning window a milestone number such as an IR completed then followed by iteration completed.
      After iterations, the teams send in their RTF numbers, which get rolled up into a summary spreadsheet at any level of granularity desired.
    • The Status Report Packet
      A good summary pageof the package put in front of the steering committee. That package also needs detail pages for the separate subprojects.
      This detail page has three sections:
      • A status/targeted/deferred and risk snapshot for each section of work within the component.
      • A commentary, including surprises and lessons learned during the previous period.
      • Cost roll-up information.
      1
      2
      3
    • Program Management Office
    • What is a Program Management Office (PMO) …
      • What is a Mutual Fund?
      • A mutual fund is an open ended investment company that offers its investors the benefits of portfolio diversification, provides greater safety and reduces volatility by professional management.
      • Program Management Office:
      • Managing a portfolio of projects within the enterprise of a company.
      • Manage how to spend the money on different projects
      • Manage the volatility of successful and failed projects
      • Professional Managers run a PMO (understand how projects impact the strategic directions of the company)
      “A PMO is an organizational unit to centralize and coordinate the management of projects under its domain” – PMBOK Guide 3rd Edition
    • Background on the PMO
      • What is a PMO? – there are many acceptable definitions
      • Project/Program Management Office
      • Portfolio Management Office
      • PMOs are positioned on a continuum between
      • Facilitating
      • Controlling
      • Purpose and scope of the PMO
      • Improve the practice and results of project management
      • Department or group that defines and maintains the standards of process, generally related to project management, within the organization.
      • Strives to standardize and introduce economies of repetition in the execution of projects.
      • Source of documentation, guidance and metrics on the practice of project management and execution.
    • Most large-scale transformation programs do not succeed, mainly driven by inadequate governance and poor planning
      Why Projects / Programs Fail
      Large Programs Success Rates
      Others
      Poor Organization and Project Management Practices
      Successful
      Technical Problems
      16%
      Problems with Suppliers
      Insufficient Project Personnel Resources
      53%
      31%
      Cancelled
      Ineffective Project Planning
      Under Perform
      Poorly Defined or Missing Project Objectives
      Source: Standish Group International, Survey from 2500 personnel attending project management training
    • Some More Facts…
      • Enterprise Resource Planning Initiatives
      • 51 percent of survey respondents to the 2001 Robbins-Gioia Survey viewed their ERP implementation as unsuccessful
      • However, 56 percent of respondents indicated that their organization had a PMO in place and of those individuals only 36 percent felt the ERP implementation was unsuccessful
    • A Program Management Office (PMO) can effectively help address these challenges…
      PMO Challenges & Responsibilities
      Examples of Challenges
      Responsibilities of PMO
      • Project mission and tasks are poorly defined
      • Lack of a clear process for escalating risks to senior management
      • Insufficient reporting to support top-management decisions
      • Ineffective enforcement of project controls and policies
      • Conflict between line, project managers
      • Projects do not meet deadlines / milestones
      • Lack of standardized reports and reporting frameworks for all projects - Fragmented project plans
      • Identifies gaps in realization of strategic objectives
      • Escalates current risks and identifies potential risks earlier
      • Ensures proper communications to relevant stakeholders
      • Improves monitoring and control of projects
      • Mediates issue resolution
      • Increases efficiency in tracking progress of projects
      • Integrates project plans for all projects – Standardizes progress reporting
    • Value of an Effective & Efficient PMO
      Value ($)
      Efficient Program Management Office
      Value 2: Delivers Incremental Value
      Implementation
      Validation& Detailing, Planning
      Failure
      Planning
      & Set-up
      Failure
      Failure
      Assessment & Concept Development
      Time
      Value 3: Reduces
      Risk of Failure
      Value 1:
      Accelerates Progress
      …and can accelerate progress, increase value, and reduce risk of failure
      Traditional Program Management
    • 1
      Nominate and Confirm PMO Team
      2
      Set-up PMO
      3
      Prepare Tools, Processes & Templates
      4
      Develop PMO Master Plan
      5
      Conduct First
      PMO Session
      A PMO would be initiated through five key steps leading to the first PMO session and the kick-off of Implementation
    • The PMO must be comprised of senior people to facilitate and govern the implementation process
      Sponsor
      External Advisors
      Internal Advisors
      PMO Chairman
      Program Management Office
      Business Officers
      IT Officers
      Change Officers
      PMO Administrations
      HR Mobilization
      Changes and Transformation
      Core Functions
      Support Functions
      I/T, Vendors, etc.
      Preliminary Suggested PMO Structure
      TENTATIVE
      Program Sponsorship
      • Oversight and direction
      • Institutional commitmentto program
      Program Management
      • Overall responsibility program implementation and related efforts
      • Conflict resolution
      • Communication with key external interested parties
      Project Management
      • Day-to-day project management
      • IT, Business and Vendor representatives (full-time involvement)
      Workgroups
      • Technical and operational business initiative solutions
      Workgroups
    • PMO Deliverables
      • Business Case
      • Stakeholder Analysis
      • Project Plan Definition
      • Evaluating Project’s Potential for Outsourcing
      • Resource Justification
      • Vendor Qualifications Evaluation
      • Schedule Risk Assessment
      Program Management Office will provide the team with several deliverables…
    • Appendix
      Initiative Template
    • INITIATIVE #X
      INITIATIVEDESCRIPTION
      INITIATIVEDELIVERABLES
      INPUTS/DEPENDENCIES
      KEY RESOURCES REQUIRED
      COSTS/ INVESTMENTS REQUIRED
      KEY STAKEHOLDERS
      INITIATIVEPROJECT SPONSOR
      INITIATIVEPROJECT OWNER
      Initiative Description Template
      BENEFITS
      COSTS/ INVESTMENTS REQUIRED
    • Initiative Implementation Planning Template
      Responsible Party
      Activities/ Worksteps
      Weeks
      No.
      8
      9
      10
      11
      12
      13
      14
      7
      6
      5
      4
      3
      2
      1
      Program Management
      Outputs
      No.
      (1)
      1
      (2)
      2
      3
      4
      5
      6
      7
      8
      9
      10
      11
      Number FTEs
      Interim Deliverable
      Overall Timeline
      Full Deliverable
      (#) Denotes key deliverables number as aligned with proposal

      Status Meeting
      Internal/External Consultation
    • Initiative Status Tracking Template
      Expected Completion Date
      Actual Start Date
      Actual Value-Add
      Expected Value-Add
      Initiative Name
    • Thank You