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Approach to align Project Management Office                   With            Your Organization
                                   Project Management Office      •   Abstract    •   Introduction    •   PMO Structure   ...
                                    Project Management Office  AbstractThe purpose of this paper is to understand how to a...
                                   Project M                                           Management O                       ...
                                    Project Management Office  ArchitectureOne of the main objectives of the structure is ...
                                   Project Management Office  Your OrganizationPMO ArchitectureThe Directive PMO architect...
                                       Project Management Office  Approach to Project Management within PMO  The project m...
                                          Project Management Office         Project Manager          The Project Manager i...
                                        Project Management Office      Client(s)    The following client(s) will benefit f...
                                      Project M                                              Management O                 ...
                                        Project M                                                Management O             ...
                                          Project Management Office  RisksA risk management plan is recommended for all pr...
                                             Project M                                                     Management O   ...
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Approachto Allign Pmo

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If your organization doesn\'t have a PMO or is planning to create a PMO I hope this document can help you understand the structures of each PMO office. Many organization have PMO but are not sure how to align it with their current business.

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Approachto Allign Pmo

  1. 1. Approach to align Project Management Office With Your Organization
  2. 2.   Project Management Office   • Abstract • Introduction • PMO Structure • Approach to Project Management within PMO o Project Scope o Project Communication Plan o Project Roles and Responsibility o Project Resource Management o Project Deliverables o Project Performance Measures o Project Milestones o Project Risks o Project Change Control Process • Continuous Improvement    P a g e  | 2   
  3. 3.   Project Management Office  AbstractThe purpose of this paper is to understand how to align the PMO with the strategic businessobjectives of Your Organization. The PMO will improve the throughput of business systemsprojects, lower costs, and improve resource utilization.The PMO is the center of excellence for project management by providing project supportservices, and not overhead. It will increase visibility of the quality project management skillsthat Your Organization team will provide.The main tasks of the PMO and the PM in preparation for and during an engagement are: • Project Communication • Project Planning • Project Scheduling • Risk Analysis • Project Tracking/Measurement • Implementation/Release    P a g e  | 3   
  4. 4.   Project M Management O Office  Introduc ctionThis pape is about my expectatio and provides inputs f an effecti PMO ma er m on for ive ainly around dareas suc as intake, structure, re ch elease, and re esource man nagement.I persona have trie to apply a far as my i ally ed as input both m personal e my experience a doing andresearch by reading a wide variet of documents and arti ty icles on this subject. Alth hough themajoritie have a com es mmon theme one can not compare ap and ora e pple anges and mu look at th ust hewhole thi with an open mind a flexibilit ing o and ty.For a PM office to be successfu it must be based on ce MO ul e ertain govern nance and ap pply astandardi ized rules an methodolo nd ogies across board. You can’t have a PMO and ooperate in a non-standardi ized environnment.  P a g e  | 4
  5. 5.   Project Management Office  ArchitectureOne of the main objectives of the structure is to reduce uncertainty and confusion that typicallyoccurs for project management teams. The structure defines the relationships among members ofthe project management and the relationships with the external environment. The structuredefines the authority by means of a graphical illustration called an organization chart.There three forms of PMO Architectures that are currently handled by most organizations. a. Supportive Common Hands off approach Considerable authority to its project managers to deliver projects within estimates No control over, or guidance offered to the project leaders Support is provided through ongoing training, coaching, administrative requirements, and performance reporting b. Controlling PMO Disciplined Controlling services include: Periodic reviews, project audits, performance assessments, and corrective action. PMO has direct influence over the projects that includes risk management, quality standards enforcement, and communications channels. Success is determined by cost containment and adherence to task completion c. Directive PMO PM report directly to the PM Director Committed to important projects Provides the PMO direct responsibility for project outcome Allowing direct control over project resources to the Project management team Enhance the probability of success in project deliverables It can hinder creativity and flexibility in the process    P a g e  | 5   
  6. 6.   Project Management Office  Your OrganizationPMO ArchitectureThe Directive PMO architecture is what I think is suitable for any team that wants to use a PMOstyle project management. It is a hybrid of: Support PMO – to support PM within Your Organization to help them become more successful through training, mentoring, administration, and reporting Controlling PMO – to provide project reviews, audits, assessments, and governance and to enforce standards, implement processes and manage overall risk.    P a g e  | 6   
  7. 7.   Project Management Office  Approach to Project Management within PMO  The project management team must take standardized approach to managing a project within a PMO. That requires a clear communication plan and a message to the project managers and stakeholders about the expectations and goals and how one can measure those expectations and how that is aligned with the organizations’ overall mission statement and strategy.  One suggestion is to apply the Project Management methodologies and framework identified by PMI in their PMBOK and one can customize it in order to align with the overall goals and vision of the organization as a whole  Project Scope   The project management team can act as an operational management. In an environment when individuals and groups are interdependent and work together in order to achieve the common objectives.   Therefore; the project management team in its operational management role can help to integrate the work of individuals and groups so that it contributes to the organizations effort.   Project Communication Plan  This is an important document that allows underlining the expectations as well as the roles of members and stakeholders play in the project. It underlines how meeting are carried out, how often, what documents are needed and what deliverables needed to be produced.  Project Roles and Responsibilities   Project Sponsor The project sponsor for each project needs to be identified. The Project Sponsor is responsible for providing support to individual project managers. • Secure resources as required for each project and layout the expectations with team leaders from each group. • Resolving internal conflicts and identifying major issues that can have detrimental effect on the overall projects such as funding etc. • Approve scope changes • Signing off on deliverables • Approve to proceed to the next project phase.    P a g e  | 7   
  8. 8.   Project Management Office   Project Manager The Project Manager is accountable for: • Create and carry out the project charter and project management plan • Coordinate major issues, risks and policy conflicts with the Project Sponsor • Report and deliver project status/progress in meetings with stakeholders and Sponsor • Coordinate the allocation of project team resources to identified tasks • Manage the activities of the project and ensure that the project is on schedule and on budget • Coordinate the scheduling of meetings/interviews in accordance with the project plan • The overall completion of the project Project TeamRole Responsibility Name Secure Resources Communicate ExpectationsProject Sponsor Sign off on Deliverables and Change Requests Develop Project charter and obtain sign- offsProject Manager Manage the over all project and identify risks and marks milestones To assist with the development of theDevelopment Member(s) required product as outlined in SDS as well as FRD To review and provide feedback on theQA Member quality of the product Other Stakeholders The following stakeholders will be affected by your projects and have vested interest in its success: • All Your Organization and employees and external customers will be affected by this project.    P a g e  | 8   
  9. 9.   Project Management Office   Client(s) The following client(s) will benefit from the deliverables produced by this project: Project Resource Management  The resources of the project must be carefully allocated. If crashing or fast track needed based on critical path of the project then it must be carefully discussed with the project sponsor and the message conveyed to the stakeholders.  The resources must be measured at all phases of the project and reports generated that will provide adequate information on the status of the project given the resources.  Project Approach   A phased implementation approach will be used  Project Deliverables   • Project Management Methodology, Processes, Best Practices, and Tools    The methodology will be based on the Project Management Institute (PMI) PMBOK (Project Management Book of Knowledge). The methodology will describe the steps that must be done from start to finish during the project life cycle. It can provide help to a project manager by steering projects into the right direction. The project management team can create the templates, and tools to be used and come to agreement on methodologies and standards. The team can utilize document management systems, such as SharePoint or Lotus or the PPM or the Hyper office products. The PMO will find an acceptable method of tracking actual. Resource tracking will facilitate resource planning. Project managers will baseline projects and report on variances. By using tools that more effectively manage resources, the PMO can increase employee satisfaction by reducing or eliminating the over-allocation of resources. Deliverables and Tools o integration, scope, time, cost, quality, human resources, communication, risk, and procurement o Issue Tracking o Change Control and Guidelines o Cheat Sheet Cards for project management processes, such as the project life cycle, scope management, project planning. o WBS o Logs o Worksheets o Checklists    P a g e  | 9   
  10. 10.   Project M Management O Office   • SLA Review Process w As a team you need to r y review and u understand th SLA requ he uirements wi the ith contractors or consultan working on our proje nts ects. Project M Metrics and Success o Senior le sponsors evel ship. o Improveement program are formal ms l o Good me easurement en nables optimiization o Level of confidence s f sees organizattion taking on high risk pro n ojects success sfully o Respect and support o projects an project man of nd nagers o Not just control orien – multidi t nted isciplinary an coaching nd o Project health visibili and accura h ity acy o Standarddized methods processes, and tools s, o Knowled managem and shari of project experiences dge ment ing t o End to end engageme across proj life cycle ent ject e  P a g e  | 10
  11. 11.   Project M Management O Office  Mileston nes The f following list of milestone is for Project Charter d t es development process Event Estim mated Date Proje Proposal ect Busin Requirem Document (BRD) ness ment t Func ctional Require ement Docume (FRD) ent Defin Scope and major Delivera ne m ables Meth hodology, Proc cesses, Best Pra actices and Too for Project Closure ols Ident Risk tify Ident Resources tify Cont tinuous improv vements  P a g e  | 11
  12. 12.   Project Management Office  RisksA risk management plan is recommended for all projects and is recommended to be implementedfrom the planning stage to the end. Impact Probability Risk Response (L-M-H) (L-M-H) Funding constraints could limit ability Implementation time line may to complete objectives along the need to be adjusted. timeline projected or desired. PMO Personnel limitations may limit A availability list may need to be ability to support total Your reviewed and adjusted to add Organization project workload. additional support. Continuous improvement Methods and MethodologiesBy implementing some of the Six Sigma methodologies: FMEA and Pareto ChartsFMEA A failure modes and effects analysis (FMEA), is a procedure in product development and operations management for analysis of potential failure modes within a system for classification by the severity and likelihood of the failures. A successful FMEA activity helps a team to identify potential failure modes based on past experience with similar products or processes, enabling the team to design those failures out of the system with the minimum of effort and resource expenditure, thereby reducing development time and costs. It is widely used in manufacturing industries in various phases of the product life cycle and is now increasingly finding use in the service industry. Failure modes are any errors or defects in a process, design, or item, especially those that affect the customer, and can be potential or actual. Effects analysis refers to studying the consequences of those failures.      P a g e  | 12   
  13. 13.   Project M Management O Office      hartsPareto ChDescriptio onA Pareto c chart is a bar graph. The le engths of the b represen frequency o cost (time o money), an are bars nt or or ndarranged w longest bars on the left and the sho with b ortest to the ri ight. In this w the chart v way visually depic ctswhich situ uations are more significannt.When to U a Pareto Chart Use C • When analyzin data about the frequency of problems or causes in a process. W ng y s n • When there are many proble or causes and you wan to focus on the most sig W e ems s nt n gnificant. • When analyzin broad caus by looking at their spec W ng ses g cific compone ents. • When commun W nicating with others about your data.                                              P a g e  | 13

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