This document discusses setting up Project Management Offices (PMOs) for large project initiatives. It outlines the typical challenges of managing large, complex projects including size, cost, scope, collaboration needs, and increased uncertainty. It proposes that PMOs can help address these challenges by providing operational support, oversight of tactical and strategic activities, and improved performance visibility and reporting. The document then provides a 4-step approach to setting up a PMO for a large project: 1) Evaluate the project's needs, 2) Define the PMO charter, 3) Set up the PMO by staffing roles and implementing processes, and 4) Operate and improve the PMO over the project lifecycle by staying aligned with needs.
Top-performing organizations increasingly recognize that effective program and project management is essential to todayโs complex operational environments. This ISG white paper examines common issues around project management, and discusses steps that organizations can take to design and implement an effective Program/Project Management Office (PMO) to address these issues and ensure consistent oversight of critical operational projects.
A program description of an IT governance methodology for large and small programs where COBIT or ITIL may not be in your plans.
More at www.sqpegconsulting.com, Square Peg Consulting
John Goodpasture, PMP
As the large effort of a program, issues of conflict resolution, communication, benefit and change management are some of the main reasons program and project fails to delivery their outcomes.
The program governance integrates with the benefits management domain to help ensure that the program is continuously aligned with organizational strategy and that the intended value can still be achieved by the delivery of program benefits.
Balancing the elements of a program โ strategic alignment, governance, stakeholder and benefit management - is the program manager's job.
In this presentation the attendees will have the satisfaction to see a real case framework to approach a program management so as to improve the delivery of intended benefits by setting-up a Project governance, stakeholder management, benefit and change management through a framework within which project decisions are made to improve program and project performances.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
Top-performing organizations increasingly recognize that effective program and project management is essential to todayโs complex operational environments. This ISG white paper examines common issues around project management, and discusses steps that organizations can take to design and implement an effective Program/Project Management Office (PMO) to address these issues and ensure consistent oversight of critical operational projects.
A program description of an IT governance methodology for large and small programs where COBIT or ITIL may not be in your plans.
More at www.sqpegconsulting.com, Square Peg Consulting
John Goodpasture, PMP
As the large effort of a program, issues of conflict resolution, communication, benefit and change management are some of the main reasons program and project fails to delivery their outcomes.
The program governance integrates with the benefits management domain to help ensure that the program is continuously aligned with organizational strategy and that the intended value can still be achieved by the delivery of program benefits.
Balancing the elements of a program โ strategic alignment, governance, stakeholder and benefit management - is the program manager's job.
In this presentation the attendees will have the satisfaction to see a real case framework to approach a program management so as to improve the delivery of intended benefits by setting-up a Project governance, stakeholder management, benefit and change management through a framework within which project decisions are made to improve program and project performances.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
Program Management Outsourcing: Challenges & Factors Contributing to SuccessMoataz Y. Hussein
ย
Over the past few years, outsourcing the program management function in large-scale programs has been popular amongst public and private sector organizations. It has been implemented in countries with promising national development plans in the sectors of Construction, Oil & Gas, Public Health, Education, and Telecommunication as well as in countries which are hosting special international events like the Olympics, World Cup, or a global exposition. The clients, public or private sectors, tend to go for well-known program management consultants (PMCs). Few reasons justify this strategy, among which are transferring the risks resulting from the administrative and technical complexity of the program to a third party and lack of skills and expertise. Nevertheless, these programs are challenged with meeting budget, schedule, and other program or business objectives.
This study aims at investigating and identifying the common challenges and factors contributing to success in PMC engagements. The study addresses these common challenges expressed as the missing enablers or factors in the program. The absence of these critical factors is considered a challenge that faces the Program Management Outsourcing model used today. In the same way and by the same argument it is shown that the existence of these factors or enablers will increase the likelihood of program success. The focus is on the key factors that pave the road for a productive client-PMC relationship, without going into the details of the program and related technical issues. In order to elicit these factors or enablers, a literature review has been done coupled with a questionnaire survey conducted amongst practitioners & academics. Finally a PMC-led program governance structure has been proposed.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the project. Change management is the strategic and structured approach for transitioning individuals, teams and organizations from a current state to a desired future state.
Most project managers follow established project management methodologies in order to achieve success. However, some degree of failure is evident in most projects worldwide. One important reason for this failure, is that projects often implement change, and in its turn change may introduce new risk parameters.
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOKโs to work for the benefit of the enterprise is the role of Project Governance
BPP Training on Project Management - Day 1Imoh Etuk
ย
This training was about exposing the employees of the Lagos State Public Service to the Contemporary Project Management Practices they can adopt to Enhance Project Delivery in the Pandemic Era for the Lagos State Public Service.
Upon successful completion of the training, participants s were to apply the generally recognized practices of project management acknowledged by the Project Management Institute (PMI) to successfully manage projects by:
โข Getting started with project management fundamentals.
โข Identifying organizational influences and project life cycle.
โข Working with project management processes.
โข Initiating a project.
โข Planning a project.
โข Planning for project time management.
โข Planning project budget, quality, and communications.
โข Planning for risk, procurements, and stakeholder management.
โข Executing a project.
โข Managing project work, scope, schedules, and cost.
โข Controlling a project.
โข Closing a project.
Role of Functional Organization in Large Engineering and Construction ProgramsBob Prieto
ย
Large corporate organizations typically employ some form of matrix organization to ensure a consistent approach in key areas across the organization. The nature and extent of this matrix or functional organization will be driven by:
โขcommon approaches to human resources
โขconsistent application of legal approvals and reviews of significant actions
โขcommon financial functions related to accounting, cash management, insurance and claims & suits
โขcommon managerial, technical and support functions which accrue benefits from a consistent and coordinated approach
Within a project setting, required resources generally reside at the project level and corporate functional activities extend into the project environment only to the extent required to protect the parent organization, consistent with client requirements and practices.
The situation in large programs, however, is different and a functional organization more akin to the corporate functional organization is often created within the program team. This program level functional organization acts much in the same way as the corporate functional organization but its role and emphasis evolves throughout the programs life.
A typical program management organization will include a functional organization that will provide people, management processes, program-level project control tools, and systems. The program management team will thereby bring enhanced management, quality control, efficiency, and coordination to the entire program.
A Balanced Scorecard approach of step-wise refinement
from Vision to Implementation of projects can be achieved
by integrating the Balanced Scorecard approach with
Project Selection Process. This will increase the quality of
the project portfolio and improve the confidence of
business sponsors that their Investment in projects will
return benefits that they perceive to be of value.
What are the differences between project and program management? How are they similar? What strategies are necessary for a successful transition from one to the other?
This presentation will address those questions and in addition provide practical guide lines and tips to those individuals aspiring be successful program managers as well as organizations that are in transition.
Business Case Strategies For Integrating Comissioning With Construction And P...mike benedetto
ย
Presentation delivered at National CMAA Conference. Presentation outline considerations and business drivers supporting the integration of comissioning and qualification as part of project delivery strategy.
Show me the value: Enabling BCM Program Success through Lean thinkingMilen Kutev
ย
What Lean means for BCM/ERM/GRC program managers or why you need to focus on delivering capabilities and realizing benefits instead of creating useless artifacts and managing deadlines.
A project management office (PMO) charter to document scope, decision rights, and executive sponsorship. Get the template @ http://www.demandmetric.com/content/pmo-charter-template
Enterprise Project Management.
The definitions and the roles of the project management office (PMO) today are very diverse, and it is therefore important to examine and understand the evolving role of the PMO in a dynamic global business environment. The role of enterprise PMO is as important as any other corporate function, equivalent to other corporate functions such as strategic planning, finance, or audit. In addition, an organization can maximize the value of project management by standardizing the practices and consolidating the initiatives across the enterprise.
Program Management Outsourcing: Challenges & Factors Contributing to SuccessMoataz Y. Hussein
ย
Over the past few years, outsourcing the program management function in large-scale programs has been popular amongst public and private sector organizations. It has been implemented in countries with promising national development plans in the sectors of Construction, Oil & Gas, Public Health, Education, and Telecommunication as well as in countries which are hosting special international events like the Olympics, World Cup, or a global exposition. The clients, public or private sectors, tend to go for well-known program management consultants (PMCs). Few reasons justify this strategy, among which are transferring the risks resulting from the administrative and technical complexity of the program to a third party and lack of skills and expertise. Nevertheless, these programs are challenged with meeting budget, schedule, and other program or business objectives.
This study aims at investigating and identifying the common challenges and factors contributing to success in PMC engagements. The study addresses these common challenges expressed as the missing enablers or factors in the program. The absence of these critical factors is considered a challenge that faces the Program Management Outsourcing model used today. In the same way and by the same argument it is shown that the existence of these factors or enablers will increase the likelihood of program success. The focus is on the key factors that pave the road for a productive client-PMC relationship, without going into the details of the program and related technical issues. In order to elicit these factors or enablers, a literature review has been done coupled with a questionnaire survey conducted amongst practitioners & academics. Finally a PMC-led program governance structure has been proposed.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the project. Change management is the strategic and structured approach for transitioning individuals, teams and organizations from a current state to a desired future state.
Most project managers follow established project management methodologies in order to achieve success. However, some degree of failure is evident in most projects worldwide. One important reason for this failure, is that projects often implement change, and in its turn change may introduce new risk parameters.
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOKโs to work for the benefit of the enterprise is the role of Project Governance
BPP Training on Project Management - Day 1Imoh Etuk
ย
This training was about exposing the employees of the Lagos State Public Service to the Contemporary Project Management Practices they can adopt to Enhance Project Delivery in the Pandemic Era for the Lagos State Public Service.
Upon successful completion of the training, participants s were to apply the generally recognized practices of project management acknowledged by the Project Management Institute (PMI) to successfully manage projects by:
โข Getting started with project management fundamentals.
โข Identifying organizational influences and project life cycle.
โข Working with project management processes.
โข Initiating a project.
โข Planning a project.
โข Planning for project time management.
โข Planning project budget, quality, and communications.
โข Planning for risk, procurements, and stakeholder management.
โข Executing a project.
โข Managing project work, scope, schedules, and cost.
โข Controlling a project.
โข Closing a project.
Role of Functional Organization in Large Engineering and Construction ProgramsBob Prieto
ย
Large corporate organizations typically employ some form of matrix organization to ensure a consistent approach in key areas across the organization. The nature and extent of this matrix or functional organization will be driven by:
โขcommon approaches to human resources
โขconsistent application of legal approvals and reviews of significant actions
โขcommon financial functions related to accounting, cash management, insurance and claims & suits
โขcommon managerial, technical and support functions which accrue benefits from a consistent and coordinated approach
Within a project setting, required resources generally reside at the project level and corporate functional activities extend into the project environment only to the extent required to protect the parent organization, consistent with client requirements and practices.
The situation in large programs, however, is different and a functional organization more akin to the corporate functional organization is often created within the program team. This program level functional organization acts much in the same way as the corporate functional organization but its role and emphasis evolves throughout the programs life.
A typical program management organization will include a functional organization that will provide people, management processes, program-level project control tools, and systems. The program management team will thereby bring enhanced management, quality control, efficiency, and coordination to the entire program.
A Balanced Scorecard approach of step-wise refinement
from Vision to Implementation of projects can be achieved
by integrating the Balanced Scorecard approach with
Project Selection Process. This will increase the quality of
the project portfolio and improve the confidence of
business sponsors that their Investment in projects will
return benefits that they perceive to be of value.
What are the differences between project and program management? How are they similar? What strategies are necessary for a successful transition from one to the other?
This presentation will address those questions and in addition provide practical guide lines and tips to those individuals aspiring be successful program managers as well as organizations that are in transition.
Business Case Strategies For Integrating Comissioning With Construction And P...mike benedetto
ย
Presentation delivered at National CMAA Conference. Presentation outline considerations and business drivers supporting the integration of comissioning and qualification as part of project delivery strategy.
Show me the value: Enabling BCM Program Success through Lean thinkingMilen Kutev
ย
What Lean means for BCM/ERM/GRC program managers or why you need to focus on delivering capabilities and realizing benefits instead of creating useless artifacts and managing deadlines.
A project management office (PMO) charter to document scope, decision rights, and executive sponsorship. Get the template @ http://www.demandmetric.com/content/pmo-charter-template
Enterprise Project Management.
The definitions and the roles of the project management office (PMO) today are very diverse, and it is therefore important to examine and understand the evolving role of the PMO in a dynamic global business environment. The role of enterprise PMO is as important as any other corporate function, equivalent to other corporate functions such as strategic planning, finance, or audit. In addition, an organization can maximize the value of project management by standardizing the practices and consolidating the initiatives across the enterprise.
Closing the Gap Between Project Management and Governance
In todayโs increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organizationโs growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategyโa combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
A PRACTICAL METHOD FOR ASSESSING
THE FINANCIAL BENEFIT OF PROJECT
MANAGEMENT
by
Serge J. Schiltz
Dr.sc.inf., M.B.A., dipl.inf., dipl.math., PMP
A Thesis Report
This chapter summarizes various aspects of large
projects and provides a foundation to consider what a new
Theory of Project Management for large complex projects may
look like.
Training Slides of Construction Supervising Site Engineer - Duties & Responsibilities, discussing the importance of Construction Site.
Some Key-Points:
-The meaning and concept of project management
-The Role of the Project Manager
-The Architect as a Construction Project Manager
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Project Execution in Changing Times - Focus on the EssentialsEndeavor Management
ย
Many approaches are being taken to reduce the cost of capital developments as the current performance of megaprojects has not significantly improved over the last decade. There are essential elements that permeate the project execution lifecycle and contribute to improved project performance.
Industry experts, Bob Prieto, veteran executive with Fluor and Parsons Brinckerhoff, and Hans Hoppe with Parsons, share valuable information on the failure points of Mega Projects and proven methods of managing these projects to beat the odds and succeed. It is estimated that 9 out of 10 projects that cost $1 billion dollars or more, go over budget. Learn how we as an industry can change those numbers and improve the way the world builds.
Project Scope Management typically refers to the extensive collection of processes that ensure the exact description and visualization of the ample scope of a project. The strategies of project scope planning and scope management allow the project managers to assign the recommended amount of work needed to complete a project effectively. It is concerned with the determination of what is included in the project and what is altered
AI has made significant inroads into various fields, including project management. AI can enhance project management by automating repetitive tasks, providing data-driven insights, and improving decision-making. Here are some use cases of AI in project management, along with explanations and examples:
IBM's Transformation from Project to Program and Portfolio Management Member Content
- by William C. Britton, PMP
IBM Certified Executive Project Manager
To succeed, a number of project management processes, policies, and organizational constructs were established or reinforced to ensure consistent excellence in service delivery.
Maturing Project Management with the Use of a Methodology Member Content
- by Atul Ganatra, PMP
Recognizing the need for and benefits of a tailored methodology helps an organization instill discipline and consistency in the ways in which project managers manage change delivery. This article explains the benefits of implementing a customized methodology, the factors that affect the ways in which it undertakes these changes, components of a project management methodology, the stages of its implementation, and a few points for avoiding pitfalls.
Showing PMO Value Through Reporting Member Content
- by Marlies Shipman, PMP
Reporting the results of what your PMO achieves helps define the value that your PMO provides. This article has some tips on how to produce meaningful reports for a variety of audiences. In this article, "PMO" can mean project, program or portfolio management office.
This document represents a significant research effort as well as a contribution to our understanding of the current state of multi-project PMOs, by Brian Hobbs.
"๐ฉ๐ฌ๐ฎ๐ผ๐ต ๐พ๐ฐ๐ป๐ฏ ๐ป๐ฑ ๐ฐ๐บ ๐ฏ๐จ๐ณ๐ญ ๐ซ๐ถ๐ต๐ฌ"
๐๐ ๐๐จ๐ฆ๐ฌ (๐๐ ๐๐จ๐ฆ๐ฆ๐ฎ๐ง๐ข๐๐๐ญ๐ข๐จ๐ง๐ฌ) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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โข 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
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โขCHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
โข WOW K-Music Festival 2023
โข Winner [CROSS] Tour in HCM
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โข Korean President visits Samsung Electronics R&D Center
โข Vietnam Food Expo with Lotte Wellfood
"๐๐ฏ๐๐ซ๐ฒ ๐๐ฏ๐๐ง๐ญ ๐ข๐ฌ ๐ ๐ฌ๐ญ๐จ๐ซ๐ฒ, ๐ ๐ฌ๐ฉ๐๐๐ข๐๐ฅ ๐ฃ๐จ๐ฎ๐ซ๐ง๐๐ฒ. ๐๐ ๐๐ฅ๐ฐ๐๐ฒ๐ฌ ๐๐๐ฅ๐ข๐๐ฏ๐ ๐ญ๐ก๐๐ญ ๐ฌ๐ก๐จ๐ซ๐ญ๐ฅ๐ฒ ๐ฒ๐จ๐ฎ ๐ฐ๐ข๐ฅ๐ฅ ๐๐ ๐ ๐ฉ๐๐ซ๐ญ ๐จ๐ ๐จ๐ฎ๐ซ ๐ฌ๐ญ๐จ๐ซ๐ข๐๐ฌ."
Putting the SPARK into Virtual Training.pptxCynthia Clay
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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Discover the innovative and creative projects that highlight my journey throughย Full Sail University. Below, youโll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
1. PMI Virtual Library
ยฉ 2010 Venkatachaliah Babu Kanamanapalli
The Setting Up of Project
Management Offices (PMOs) for
Large Project Initiatives
By Venkatachaliah Babu Kanamanapalli, PMP
Abstract
The Challenge
PMOs are set up by organizations to address organization-specific project management needs. PMOs can be permanent
entities within the organizations tasked to improve the project management culture of the organization or they can be
temporary entities created to ensure the success of large, complex, or strategic projects within an enterprise. PMOs are
also proposed by vendor organizations in managing large initiatives for customers and, in many instances, customers see
the value of engagement-specific PMOs and may even be willing to bear additional costs by the vendor in staffing PMOs
for such engagements. As the size and complexity of projects increase, organizations need to enhance project management
capabilities to establish credibility of managing such large and complex initiatives successfully. The setting up of PMOs
by vendor organizations, often as an intervention to ensure effective governance for large and complex projects, especially
where performance metrics have financial implications, is an increasing trend. Although the importance of setting up
PMOs for large complex engagements is appreciated, it is extremely critical that the PMO be designed appropriately to
align with the needs of the engagement in order for the PMO to function effectively and provide value to the project
management effort of the engagement. This article provides a view of an approach that can assist in setting up PMOs for a
large project initiative from a vendor organizationโs perspective. Although, in a generic context, PMOs can mean project,
program, or portfolio management offices, in the context of this article, PMO is viewed as a project management office and
does not refer to program or portfolio management office.
What Are the Typical Challenges Involved in geographical spread of the team. For example: An IT
Managing Large and Complex Projects? initiative staffed with a team size of over 150 consultants
T
o understand the challenges in managing large and โข Time: Projects with timelines running into multiple
complex projects, it is necessary to understand what years. Short-duration projects with fewer deliverables
makes a project large and complex (i.e., understanding have better chances of success given the project
the parameters that define the size and complexity of a management and execution focus available compared
project). Following are a few dimensions to consider: with long-duration, multi-year initiatives that need
โข Size of the project: This can include metrics, such as sustained and consistent high-performance levels for
number of resources in the project team, diversity, and success
2. โข Cost: Multi-million dollar projects compared with delays on large initiatives can mean an overshoot of
projects costing thousands of dollars budgets by wide margins.
โข Scope: Scope includes multiple components that need โข It is critical that the project management approach be
varied knowledge, skills, or expertise with which to plan, adaptive in the sense that the project situation must be
design, and execute the entire project. This may call for analyzed and the management approach fine-tuned to
stakeholders across multiple expert groups both within the needs of the engagement as more clarity emerges. The
and outside the vendor organization to bring in the need to refine/adapt the project management approach/
diverse skill sets required. In addition to the diversity of plan becomes increasingly important for large and
expertise, a high degree of inter-dependency between the complex projects.
components across stakeholder groups adds significantly โข Increased project management effort needed to capture
to the project complexity. project performance and address the required reporting
A few examples of large complex projects can be the needs for tracking and decision making given the number
design and development of large IT systems; the transition, and diversity of stakeholders involved.
support, and maintenance of large number and diverse โข Increased uncertainty, leading to the need for a rigorous
application systems, supporting a user base across many and appropriate project risk management approach,
countries; and, the creation of major IT solutions and services which will increase the chances of project success. This
for global roll-outs and multi-country initiatives. Such demands that the project management focus be on
initiatives are large and complex enough to pose considerable assessing project uncertainty and risk management and
risks to the organization if not well executed. continuous effort throughout the project life cycle, while
Given this backdrop of large complex projects, it is of addressing project issues or problems. Lack of focus
interest to understand the typical characteristics that can between managing risks and immediate issues facing the
influence the approach to project management in such project impacts project performance. Given the size and
engagements. A few of such characteristics are as follows: complexity of such projects, the project management
โข The size/effort involved weighs heavily on the project team is put under increased stress in managing the same.
management team. The required project management
focus can be demanding, given the number of activities Although the above list of parameters describing
and their inter-dependencies. large and complex projects is by no means complete; for
โข Increased collaboration effort. Increases in the project the purpose of this article, we could view the resulting
team size, as well as the number and variety of clients implications on project management areas across three layers
(may be diverse across client businesses and geographies), as described below (Figure 1):
vendors (e.g., subcontractors), and other internal support
teams can increase the collaboration and communication
effort manifold. The decomposition of work on large
projects leads to an increased number of manageable units
of work, thereby leading to increased collaboration effort
across multiple stakeholders to manage dependencies and Strategic
integration. An increase in the number of stakeholders
significantly increases the number of potential
communication channels and the related collaboration Tactical
effort.
โข In order to address project risk and ensure superior
vendor performance, stringent performance criteria with
financial implications (penalties and bonus) are typically
included in such project contracts. This results in Operational
increased project management effort from the monitoring
and control perspective. Reduced effectiveness can be
costly in terms of penalties but, more importantly, errors
can mean a huge wasted effort and lost time. Project Figure 1: Project Management Activity Grouping
PMI Virtual Library | www.PMI.org | ยฉ 2010 Venkatachaliah Babu Kanamanapalli
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3. Operational activities: Project management activities that โข Strong support for tactical and strategic project
are predominantly focused on directing and managing project management activitiesโthe project manager can focus
execution; includes activities such as status tracking, issue on managing the project better and is not distracted by
management, reporting, compliance validation, and so forth. administration activities
โข Helps increase operational efficiency and cost control
Tactical activities: Project management activities that are
predominantly focused on planning and integrated change The desired benefits of having a PMO for a large project
management and control, such as changes to the project can be realized, provided the PMO is set up appropriately for
management approach/plan, stakeholder management, risk the project. One may tend to rush setting up a PMO only to
management, and so forth. realize that the PMO is not effective and it then becomes a
management challenge to make it effective, which may even
Strategic activities: Project management activities that are lead to the PMO being disbanded while causing frustration to
predominantly focused on setting project direction with client the delivery teams who donโt have the much needed support.
stakeholders and key decision making impacting project We can consider the approach detailed below to plan and
direction and performance. design a PMO appropriate to the needs of the engagement.
For large projects, the project management effort at the An Approach to Setting Up the PMO for an
operational layer could be significant. Although a project Engagement
management effort in the range of 10% to 20% of overall Every project is unique. So, the PMO that is set up for a
effort for IT projects is assumed, a dedicated part of this large, complex project needs to be unique to the needs of the
effort may be required to have oversight to ensure effective project. The design of a PMO needs to start with the end in
performance of operational activities. For smaller and mind to ensure alignment with the projectโs needs. Below is a
medium-sized projects, it may suffice to distribute this project summary of the key steps that can be followed in the design/
management effort among the project manager, team leaders, set up of the PMO for a project:
and individual performers; for a larger project (as described
above), an additional oversight effort is required to ensure Step 1 โ Evaluate the Projectโs Needs: This step involves
compliance and effective performance so that the core delivery understanding what the project needs are and that need to be
team can focus on performing project delivery activities. addressed by the PMO. In other words, understanding the
With the increase in project complexity and related increase nature of the project and its project management challenges
in project management effort, an oversight support effort can is a pre-requisite to designing an effective PMO. In the
provide value to the operational, tactical, and strategic activity previous section, an attempt was made at understanding the
layers of overall project management. characteristics of large complex projects. Such an assessment
An engagement level PMO can play varied roles based for the project at hand needs to be made to first identify
on the engagement need, for example, the PMO can provide which project management challenges must be addressed
project management support contributing to effective project by the PMO. It would be helpful to prepare an evaluation
monitoring and control. Some of the benefits gained by summary of the projectโs needs/challenges, which will
effective functioning of a PMO that is designed to provide dictate the mandate the PMO can address. The project
project management support are: contract/statement of work (SOW), proposal response,
โข Better contract administration in terms of compliance and past experience can be the inputs that will identify an
and enabling better decision making through better evaluation summary of the challenges and/or needs of project
project performance visibility and reporting management. The evaluation summary can specify needs
โข Ensuring the core delivery team is not over burdened in various areas, such as time management (maintaining
with project administration and support activities so they project schedule), contract administration (track and
can focus on delivery performance report performance metrics), communication management
โข Enhanced quality of stakeholder communication and (consolidated reporting), and so forth and these can provide
management input into the focus areas required by the PMO.
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4. Step 2 โ Define the PMO Charter: While the previous step order to gain project-wide acceptance of the PMO functions,
provides input that defines what is to be done by the PMO, and the required commitment can be obtained.
how should the PMO go about addressing the need defined
at this stage? With inputs such as the evaluation summary, Step 4 โ Operate and Improve: This involves carrying out
engagement project management plan input, and templates, the PMO functions and leveraging the understanding of
project management planning needs to be carried out to arrive what works and what needs to be improved to enhance PMO
at the PMO charter along with the PMO-related processes, performance. It is important to stay relevant and aligned with
PMO structure, and PMO roles and responsibilities. The the projectโs needs, as the needs could change or evolve over
PMO charter can be a separate document or integrated the projectโs life cycle.
with the overall projectโs project management plan that Figure 2 provides a pictorial representation of the PMO
clearly delineates PMO functions, processes, and workflow set-up approach.
activities. Having a PMO charter for the engagement clearly
establishes the roles and responsibilities, dependencies, and/ Conclusion
or expectations from the other roles of the project team; this As the size and complexity of projects increase, which is an
can provide clarity and direction to the PMO and help assess increasing trend, organizations need to establish credibility
PMO performance and add value to project delivery. Most and a track record of managing such large initiatives
importantly, the PMO can then be aligned with the real needs successfully. Although organizations may have an excellent
of the project. track record for managing small and medium-sized projects
successfully, a more mature project management approach
Step 3 โ Set up PMO/Implement: The next step is staffing is required to manage large and complex initiatives. An
the PMO and implementing the PMO processes as designed. engagement level PMO can be one such initiative and can
This step can be initiated along with the project kick-off be put in place for large initiatives that can provide project
meeting, wherein, along with other project roles, the PMO management support to the project leadership team in order
roles, responsibilities, PMO-related process workflows, and to better focus on core project management challenges. Based
dependencies/expectations from other stakeholders can be on the nature of the engagement and its needs, the PMO can
communicated, concerns can be understood and resolved in play a multi-faceted role, which is aligned with needs that can
๏๏๏๏๏ ๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏
๏๏๏๏๏๏๏
๏ ๏ ๏๏๏ฏ๏๏ง๏๏๏ฆ๏๏๏๏๏๏๏ฆ๏ณ๏๏ฅ๏ฏ๏ ๏๏๏๏ ๏๏๏๏๏๏ฐ๏๏
๏ ๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏ ๏๏๏๏ ๏๏๏
๏๏๏๏๏๏๏๏๏๏๏๏๏๏
๏๏๏๏๏๏๏๏๏๏๏ ๏๏๏๏๏๏๏๏๏ฆ๏๏๏๏ฅ๏ง๏๏๏จ๏๏๏๏๏
๏๏๏๏๏๏๏ ๏ ๏ ๏๏๏๏๏ฎ๏๏๏ฎ๏๏๏ง๏๏๏๏๏ฏ๏๏ง๏๏๏ฆ๏๏๏๏
๏ ๏๏๏๏๏๏๏๏๏๏๏๏ ๏ ๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏
๏ ๏๏๏๏๏ฅ๏ง๏๏๏๏๏ ๏๏๏๏๏๏๏๏ฐ๏ ๏ ๏ด๏ง๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏
๏๏๏๏๏๏๏ ๏๏๏๏๏๏๏๏๏๏๏๏
๏ ๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏ช๏๏๏๏ฅ๏๏๏๏ซ๏๏ฅ๏ง๏๏ฅ๏ฏ๏๏๏๏๏๏ฌ ๏๏๏๏๏๏๏๏๏ฆ๏๏๏๏ฅ๏ง๏๏๏จ๏๏๏๏๏๏ฑ๏๏ฅ๏ฏ๏๏๏๏๏๏ช๏๏ฆ๏๏๏๏๏๏๏ฎ๏๏๏ง๏๏๏๏๏ฉ๏๏ฅ๏๏
๏ฏ๏๏ฅ๏ฏ๏๏๏๏๏ฌ๏ฒ๏๏ฅ๏๏๏๏๏๏๏ฅ๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏ฅ๏๏๏๏๏๏๏๏๏๏๏๏๏ซ๏
๏ ๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏
๏๏๏๏๏๏๏๏๏ณ๏๏๏๏๏๏๏๏๏๏๏ฆ๏๏ฆ๏๏๏๏๏ฆ๏๏๏ฅ๏๏๏
๏๏๏ก๏๏ฐ๏๏ ๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏ ๏๏๏ ๏๏๏๏๏๏๏๏๏๏๏๏
๏๏๏๏๏ ๏๏๏๏๏๏๏๏ ๏๏๏๏๏ ๏ด๏ต๏๏ ๏๏๏ ๏๏ ๏๏๏๏๏๏๏๏๏๏๏๏ ๏๏๏๏๏ ๏๏๏๏ ๏๏๏๏๏๏๏๏๏๏
๏๏๏๏๏๏๏
๏ ๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏
๏๏๏๏๏๏๏๏๏ฆ๏๏๏๏ฅ๏ง๏๏๏จ๏๏๏๏
๏ ๏ ๏ก๏๏ข๏๏๏๏๏๏๏๏๏ข๏ ๏๏ฃ ๏ ๏๏๏๏ฉ๏๏ฅ๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏ซ๏๏ ๏๏๏ฏ๏๏ง๏๏๏ฆ๏๏๏๏๏๏๏๏๏๏๏
๏ ๏๏๏๏๏๏๏ค๏๏๏๏๏๏๏ฅ๏ ๏ ๏ ๏๏๏ฏ๏๏ง๏๏๏ฆ๏๏๏๏๏๏๏๏๏ฎ๏๏๏๏๏๏๏ฅ๏ง๏๏๏๏๏๏๏๏๏ฆ๏๏๏๏๏๏๏๏๏
๏๏๏๏๏๏๏๏ ๏๏๏๏๏ ๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏ ๏๏๏๏๏ ๏๏๏๏๏๏๏๏๏๏
๏๏ ๏ ๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏ ๏๏๏๏๏๏๏๏๏๏๏๏
๏๏๏๏๏๏๏๏๏ฆ๏๏๏๏ฅ๏ง๏๏๏จ๏๏๏๏
๏ ๏๏๏๏ฉ๏๏ฅ๏๏๏๏๏ฅ๏๏๏๏๏๏๏๏ช๏ ๏๏ฃ๏ซ๏๏ ๏ก๏๏ฌ๏๏๏๏๏๏๏๏๏ ๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏ ๏๏๏๏๏๏ ๏๏๏๏๏ก๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏ ๏๏ข๏๏๏๏
๏ ๏ญ๏๏๏๏๏๏๏๏๏๏๏๏๏ข๏๏๏๏๏๏๏๏๏ฎ๏๏๏๏๏ฏ๏๏๏๏๏๏๏ฏ๏๏ง๏๏๏ฆ๏๏๏ ๏๏๏๏๏๏๏๏๏๏๏๏๏๏๏
๏
Figure 2: PMO set-up for a delivery engagement. ๏
PMI Virtual Library | www.PMI.org | ยฉ 2010 Venkatachaliah Babu Kanamanapalli
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5. go a long way in increasing the chances of project success. About the Author
In this regard, getting the PMO design and charter correct Venkatachaliah Babu Kanamanapalli (Venkat) is a lead
from the start is critical in ensuring PMO effectiveness in Principal for Project Management Center of Excellence
contributing to the success of the project. (PMCoE), Infosys Technologies Limited. He is responsible
for project management competency building and providing
References project management consulting. Venkat brings over 19 years
Hill, G. M. (2007). The complete project management of experience to the industry, the last 15 years of which have
office handbook (second edition). Boca Raton, FL: Auerbach been in information technology in global IT and consulting
Publications. organizations. Prior to working in the information technology
Letavec, C. J. (2006). The program management office: domain, Venkat worked for four years in the manufacturing
Establishing, managing and growing the value of a PMO. sector. Venkatโs experience includes ERP consulting,
Fort Lauderdale, FL: J. Ross Publishing. implementation and support, project management and
solution architecting in the manufacturing domain, and
PMO functions. Venkat holds an MBA from S.P. Jain
Institute of Management & Research, Mumbai, India, and
a bachelorโs degree in technology from National Institute of
Technology, Calicut, India.
PMI Virtual Library | www.PMI.org | ยฉ 2010 Venkatachaliah Babu Kanamanapalli
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