The document outlines plans and concepts for establishing a project management office (PMO). It discusses establishing governance, defining the PMO's scope and services, developing a timeline and milestones, determining roles and team structure, and creating plans for performance management, communications, documentation, and maturing the PMO over time. The PMO aims to better align projects with strategy, implement consistent processes, facilitate collaboration, manage resources, and provide executive visibility into project status.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
In this presentation, the Ricardo explains the project management office and the main types. He also shows the benefits gained, the mistakes and successes of a PMO, and the challenges to implement a PMO.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
In this presentation, the Ricardo explains the project management office and the main types. He also shows the benefits gained, the mistakes and successes of a PMO, and the challenges to implement a PMO.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
Our presentation from the SMS Management & Technology Next Generation PMO seminar, held in Victoria and presented by Michael Aizacowitz and Eric Van Zeyl
Business PMO & IT Pmo What Is The DifferenceStefan Rank
Business-PMO & IT-PMO - What is the difference
Organizational differences of Project Management Offices and the real world challenges that Project Management Offices face based on their organizational alignment in the overall structure of the organization
How First-time Project Management Office (PMO) Leaders Can Set Up PMOs – Ev...Hussain Bandukwala
Setting up a PMO is a journey! There's no single path and certainly there's no ideal way. However, certain frameworks can be applied to find the best approach to establish a PMO that your organization can adopt and benefit from.
Further, it should be recognized that a PMO Leader is a totally different role from a Program/Project Manager. It commands different responsibilities and demands distinct skillsets.
This presentation outlines the factors, frameworks, mindset, skills and personal goals that a first-time PMO Leaders should consider when starting his/her PMO journey.
Discover the right tools for your Project Management Office (PMO)Hussain Bandukwala
No matter what the domain, having the right tools at our disposal can make a significant difference.
In relevance to the PMO, it dictates the shift in our focus from management to administration.
Project/Program Managers often find themselves scrambling around to collect pertinent and accurate information to update their statuses, while Resource Managers may have to connect with several people to determine if they efficiently staffed their resources and have sufficient bench to staff upcoming initiatives.
These are some of the reasons to compel PMOs to surround themselves with the right tools. But what are the right tools? How did we end up with the not-so-right-tools? Why are the right tools so important?
Learn all this (and more) in "Discover the right tools for your Project Management Office (PMO)"
Determining the Mathematical ROI of a Project Management Office (PMO) Impleme...Ricardo Viana Vargas
Slides from the white paper which objective is to present, discuss and apply a mathematical model based on the use of Monte Carlo simulation in conjunction with researches on project success/failure rates of projects to develop a 10 step model to calculate the mathematical return on investment (ROI) for the Project Office implementation.
Project Cycle Management is the method of arranging, sorting out, organizing, and controlling of a Project and capably managing all its stages successfully, from arranging through execution then conclusion and audit to achieve pre-characterized points or satisfying the occupation partner by creating the correct deliverable at the ideal time, quality and cost.
To learn more about Project Cycle Management visit http://www.productdossier.com/
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.
This is a project portfolio management capability framework with full definitions. It can be used by organizations to establish a common set of terms and definitions so that agreement and understanding what is being built is achieved before undertaking a project portfolio management improvement initiative.
Objetivo: Una las grandes dificultades para todo Sponsor PMO en los entornos actuales es poder lograr casos de éxito en el diseño, implementación y ejecución de una PMO. Compartiremos desde la experiencia: Cómo (Re) Diseñar, Implementar y Liderar una PMO Sector Público (caso de éxito) en España.
From dividing teams by Function to uniting teams by Project.pdfPMOfficers PMOAcademy
OBJECTIVE: Get to know the latest trends of a Future of Work where organisations and companies are going to be "liquid", and the management style will become increasingly fluid
El ciclo de vida de la gestión de riesgo en portafolio, una visión prácticaPMOfficers PMOAcademy
OBJETIVO:
Compartir nuestra visión del ciclo de vida de la gestión de riesgo en portafolio
Mostrar los factores claves de éxito en su implementación
Compartir experiencias reales y las oportunidades de adaptación
OBJECTIVE: to get insights on how a successful initiative is dependent on Team’s Synergy, Attitude and Skill Management. And to get the tips on having a high voltage team based on related scenario.
La importancia de la Gerencia de Proyecto para el desarrollo económico globalPMOfficers PMOAcademy
Objetivo: Compartiremos desde la experiencia como identificar la importancia de la Gerencia de Proyecto para el desarrollo económico global par a crearla como área de oportunidad para toda Organización de Siglo XXI
Objetivo: Una las grandes dificultades para todo Sponsor PMO en los entornos actuales es poder lograr casos de éxito en el diseño, implementación y ejecución de una PMO
Compartiremos desde la experiencia: Cómo (re)diseñar una IT PMO dentro de una Dirección de Telecomunicaciones de una Entidad Bancaria condenada al fracaso y convertirla en caso de éxito.
¿Cómo ayudará PMOfficers a los Profesionales y Empresas este 2022PMOfficers PMOAcademy
Compartir cómo ayudaremos desde PMOfficers durante todo este 2022 ante los retos de Siglo XXI:
1) A los Profesionales con Formaciones y Certificaciones PMO vía PMOAcademy
2) A las empresas en Consultoría PMO vía PMOXperience
The PMO can do much more than projects to help your organization by establishing a PMO beyond Project Management.
Objective
PMO for idea & Action Management, Target tracking by OKRs and strategic initiatives like customer experience.
To review the current state of organizational excellence by size, industry sector and region and consider how your PMO measures up and compares to others
To walk through some of the key challenges as the new normal emerges and what are the 'next practices' that are winning the game.
The PMOfficer is at the centre of these efforts and we will talk about the five emerge
España afronta un reto fundamental en los próximos años, el uso eficiente de la gestión de los Fondos Europeos para mejorar la situación económica. En este webinar revisaremos la aportación de valor de las PMOs a la optimización de los fondos next gen.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
Getting started with Amazon Bedrock Studio and Control Tower
PMO - Strategic Model & Concepts Overview
1. PMO
Strategic Model & Concepts
( A XXI Century Overview )
Leonardo Reyes
Strategic PMO.PMP® ITIL® Cloud Computing® Digital Transformation® IoT® BPM® Scrum® DevOps® & MBM in Continuous
Evolution
https://es.linkedin.com/in/leonardoreyestorres
@leoreyes71
September 2016
LR 1
2. 1. Project Management Office & Governance Overview
2. Risk, Issue & Scope Management Plan Overview
3. Schedule Management Plan Overview
4. Resource Management Plan Overview
5. Performance Management Plan Overview
6. Supplier/3P Management Plan Overview
7. Quality Management Plan Overview
8. Financial Management Plan Overview
9. Communication Management Plan Overview
10. Document Management Overview
PMO General Concepts Overview
Presentation Model Proposal
LR 2
3. Business Strategy Alignment
Professional/Organizational
Development
Resource
Management
Collaboration &
Knowledge Mgmt
Project/Program Visibility and Coordination:
Issues, Risks, Schedule, Costs, Quality…
IT Governance Enterprise/Corporate
Methodology & Process Consistency
PMO_Business Unit / Country
(Methodology & process consistency)
1. Plan 2. Implement 3. Manage
1. Project Management Office & Governance
Identify Core Services Needed to Achieve Goal
LR
3
4. 1. Project Management Office & Governance
Roadmap
1. Plan 2. Implement 3. Manage
1. Purpose & Goals
2. Scope & Maturity
3. Service Offering
4. Service Metrics
5. Business Processes
6. Governance, Stakeholders &
Team Structure
7. Timeline/Milestones
8. Charter Document (summary
of above)
1. Job Descriptions & Hiring
2. Project Portfolio Inventory &
Analysis
3. Methodology and Standards
Definition
4. Skills Assessment and
Development
5. PPM System Plan
1. Project Reviews
2. Project Management and
Monitoring
3. Working with Governance
4. Re-Validation with Senior
Leadership
5. Maturity Assessment and
Development
LR 4
5. 1. Project Management Office & Governance
Functions, Roles & Definitions
1. Plan 2. Implement 3. Manage
1. PMO Purpose & Goals
• Concise statement of purpose and goals
2. PMO Scope and Focus
• Definition of the scope and focus of the
PMO and target maturity level if applicable
3. Service Offering & Metrics
• Definition of service offerings (aligned with
PMO scope and target maturity)
• Service success criteria and metrics
• High-level timeline of key service delivery
milestones
4. PMO Processes
• Description of how the PMO processes will
be managed and delivered
5. PMO Organization Structure
• Description of organization structure and
communications flow
• List of key personnel including PMO
Sponsor(s) and stakeholders
6. PMO Authority
• Statement of PMO authority
• List of sponsor and key stakeholder
signatories and/or charter approvers
LR 5
6. 2. Scope, Risk & Issue Management
Define PMO Business Processes & Maturity
1. Plan 2. Implement 3. Manage
Portfolio/
Program Mgmt
Coordination of business and IT projects, program/portfolio planning, change/risk mgmt, coordination of
project delivery and results measurement
Project Mgmt
PM training, mentoring, coaching; budgets, scheduling, resources deliverables, scope, risks and
metrics.
1Reactive
2
Repeatable
3Pro-active
4Measured
5
Continuously
Improved
Potential Service Example Scope, Focus Target Delivery Mechanism
Business Strategy Alignment • Alignments to corporate strategies • PPM system delivers strategy alignment functionality using listings,
reports, and dashboards
Methodology and process
consistency
• Focus is on standards and methodologies for
• project execution, risk identification, issue
resolution
• Methodology expertise and knowledge transfer delivered via
training services
• Consistent delivery enforced by PPM system
Collaboration and knowledge
management
• Best practice projects, tools and templates
• Globally accessible web-based knowledge base leveraging PPM
system document repository
Resource management
• Resource management will initially focus on
resource assignment visibility and basic resource
utilization
• Core function of PPM software solution
LR 6
7. Organization
Maturity
Level
* Example current starting point and goals
3. Schedule Management
Define PMO Scope & Target Maturity
Portfolio/
Program
Mgmt
Project
Mgmt
1Reactive
2Repeatable
3Pro-active
4Measured
5Continuously
Improved
Methods undocumented;
Delivery, budgets, schedules uncontrolled
Processes not consistently
used, projects regularly
exceed budgets, schedule
Commitment to
documented standardized
PM and delivery process
company-wide
KPIs specified and monitored
regularly, predictable and
controlled delivery.
Extend processes to
external entities, state-of-
the art collaboration.
Next Level When
Methodology defined for project tracking
scheduling, time, tracking, resource
assignments, project oversight, support
Automated project
budgeting; risk, issue,
requirements tracking;
resource management
Automation of other
functions such as financial
management, business
process modeling
An Innovative process
improvement culture is
evident
N/A
Initial Point*
Measurable timeline
1. Plan 2. Implement 3. Manage
Goal 1 Goal “N” +1
Goal “N” +1
Final
Objective
Goal “N” +1
LR 7
8. 3. Schedule Management
Scope - Create Timeline and Identify Key Milestones
Charter
Initial Staff
On-board
Project Inventory
& Analysis
Methodology,
PPM Solution,
Skills Assessment
Project Reviews
and Reporting
Revalidation with
senior leadership
Implement
TIMELINE
Plan
Manage
1. Plan 2. Implement 3. Manage
LR 8
9. Identify direct reporting
relationship and dotted-line
sponsors/champions (i.e.
PMO customers)
Define organizational
structure and
responsibilities
Solicit and track
stakeholder agreement
4. Resource Management
Team & Reporting Structure
IT Governance Enterprise/Corporate
Methodology & Process Consistency
Business Strategy Alignment
Enterprise/Corporate PMO Cross Entity / CIO / CTO
PMO Director
Business Unit /
CIO / CTO
PMO Mgr.
Infrastructure
PMO Mgr.
Comms
PMO Mgr.
Apps
Supplier/3Ps
Program
Managers
Supplier/3Ps
Project Managers
Supplier/3Ps
Program
Managers
Supplier/3Ps
Project Managers
PMO Mgr.
Desktops
3Ps Program
Managers
3Ps Program
Managers
Inform/Report/Consult
Manage/Consult
Report/Manage/Consult
Business Strategy Alignment
1. Plan 2. Implement 3. Manage
PMO Analyst.1
PMO Analyst..N
PMO Analyst.2
LR 9
10. 4. Resource Management
Roles/Job Descriptions
PMO Director
Job Description:
Sets strategic direction.
Defines, manages to and
reports KPIs. Creates and
maintains tool, templates, best-
practice and methodology
documentation.
PMO Analyst
Job Description:
Maintains PMO dashboard and
reports. Assists project teams with
reporting and tracking. Provides
systems support and administration
(project inventory database,
knowledge repository,
collaboration platform, etc.).
A simple statement of purpose and goals should serve as a guide for the PMO team and as a core communications
platform to stakeholders. Potential goals include:
Better alignment of project activity and business strategy and investments
Implement a more consistent project management process and methodology
Facilitate better collaboration and knowledge and best-practice sharing
Ensure resource pool is trained and competent to meet evolving IT and business needs
Better manage resource utilization and capacity
Provide executive visibility to project, program and portfolio-level status, issues, risks, costs, etc.
1. Plan 2. Implement 3. Manage
LR 10
11. Establish a Project Monitoring and Management Model
Qualify/ QuantifyResolve/ Mitigate
Reporting
• Issues
• Risks
• Costs
• Resources
• Quality
• Time
• Change
Communicate/ Escalate
Monitor/ Detect
5. Performance Management Plan
Monitoring and Management Model
Executive_Steering_Committee
Operations_Steering_Committee
1. Plan 2. Implement 3. Manage
PMO_Management_Committee
LR 11
12. For every active and proposed project, the
PMO should gather:
Actions:
Evaluate and select a PPM
system in consultation with
stakeholders
Portfolio Dashboard with Project
Health/Status
Easy integration with installed
systems
Integrated knowledge base for
best practices, tools and docs
Portfolio Alignment
Rollups and Variances
Project Name, Description and Scope
Alignment (BU, program, portfolio, strategy, etc.)
Project Type
Project Personnel (PM, project sponsor, project team)
Requestor and Internal Priority
Dates
Financials (budget, costs, ROI, approved changes)
Outstanding Issues
Analyze project inventory to:
Understand potential issues and opportunities that exist right
now
Generate baseline metrics for future trend & comparative
analytics
5. Performance Management Plan
Monitoring and Management Model
1. Plan 2. Implement 3. Manage
LR 12
13. 6. Supplier/3P Management
Monitoring & suppliers performance issues
Conduct periodic project and program reviews that focus on:
For Projects
Consistent project planning, delivery and reporting
Ensuring the project is focused on scope and objectives
Task assignment and reporting process and results
Issues and changes
Project communication effectiveness
For programs
Master schedule and rollup of issues/costs
Project dependencies being met and reported
For both:
Assess team skills and offer training as needed
Conduct periodic project and program reviews
that focus on:
For Projects
Consistent project planning, delivery and reporting
Ensuring the project is focused on scope and objectives
Task assignment and reporting process and results
Issues and changes
Project communication effectiveness
For programs
Master schedule and rollup of issues/costs
Project dependencies being met and reported
For both:
Assess team skills and offer training as needed
1. Plan 2. Implement 3. Manage
LR 13
14. Maturity
Level Key Process Area Concentrations
Strategic
Focus
Effective
Span Next Phase when…
5
Integrated
• Value, Procurement, Outsourcing, and
Contract Management
• Business Continuity Planning
• PM Center of Excellence
Integration
with Business
Enterprise /
Industry –
Strategy
Execution
A whole new paradigm for Enterprise
PPM and governance is invented.
4
Managed
• Program Process, Supplier/3P, Project
Integration, and Staff Performance
Management
• PM Career Path
• Best practices dissemination
• Enterprise-wide resource planning/mgmt
Dynamic
Micro-Level
Change,
Continuous
improvement
Multiple SBUs
– Strategic
Alignment
Project success is the norm and little
PMO resource goes to crisis
management. PMO established as focal
point for optimizing project execution
performance enterprise-wide
3
Defined
• PM Methodology
• Skills, Risk, Staff/Environment Resource,
Change, Conflict/Issue Management
• PM Training and Consulting
• Knowledge Management
Static Macro-
Level Change
Multiple
Programs or
Portfolios
PMO viewed as an important link
between IT project/program delivery
and the business. PMO takes lead in
objective setting and performance
monitoring.
2
Stable
• Planning, Tracking, Estimating, Risk
Identification, Schedule, Scope, Budget/Cost,
and Progress Reporting Skills
Stabilize
Performance,
Standardize
processes
Multiple
Projects
(Portfolio or
Program)
PMO now viewed as Program or
Portfolio Management Office
1
Initial
• Basic tools/techniques, methodologies,
services, roles, standards established
(underlying disciplines may not be
understood or consistently followed)
Success
Stories, Low-
hanging fruit
Individual
Projects
Start to see initial “pull” for PMO
services and info.
7. Quality Management
Mature of the PMO
1. Plan 2. Implement 3. Manage
LR 14
15. 8. Financial Management
Monitoring & suppliers performance issues
Tracking actual spend and forecasting future costs while navigating a company’s internal billing
and reconciliation procedures can often be a full time role within the PMO. Reporting cost
variances and adjusting program forecasts based on change control is a critical function for
fiscal success.
Provide a financial overview of the organization’s project portfolio
Coordinate financial forecasts from individual project managers
Identify variances
1. Plan 2. Implement 3. Manage
LR 15
16. 9. Communications Project Management Office Plan
Management Committees
Committees Functions & Responsabilities TSB Attendees BS Attendees Frequency
Executive
Steering
Committee
Management board responsible for monitoring the overall
progress and performance of the BS_TSB Data Migration
Programme
Reviews the issues/risks before escalating to the next level
of BS_TSB Executive Programme Leadership
Monthly or upon
request by a
Relationship
Manager
Operating
Committee
Management Board responsible for Projects review
Reviews the issues/risks before escalating to the next level
of Data Migration Executive Management
Monthly, or upon
request by a
Relationship
Manager
PMO
Management
Committee
Responsible for the weekly review of the Project managed
with PMO_TS_BS activities.
Reviews the issues/risks before escalating to the next level of
Management.
Monthly
(External)
Weekly (Internal)
PMO_PM
Management
Committee
(Business Unit)
Responsible for the weekly review of the Project managed
with Supplier/3Ps & 3Ps and for the operational planning of
the future activities.
Reviews the issues/risks before escalating to the PMO.
Weekly and/or
Biweekly,
(External)
1. Plan 2. Implement 3. Manage
LR 16
17. 9. Communications Project Management Office Plan
Management Committees Contacts List
Committees Scope Attendees Frequency
Supplier/3P “A”
PgM / PMO / Chair:
Detail of projects & initiatives, enhancements and incidents. Budget,
Time, Risks, Issues, Quality, Planning, Resources status review.
Weekly/Monthly
Supplier/3P “B
PgM / PMO / Chair:
Detail of projects & initiatives, enhancements and incidents. Budget,
Time, Risks, Issues, Quality, Planning, Resources status review.
Weekly/Monthly
Supplier/3P “N”
PgM / PMO / Chair:
Detail of projects & initiatives, enhancements and incidents. Budget,
Time, Risks, Issues, Quality, Planning, Resources status review.
Weekly/Monthly
Operations Committee
Chair:
initiaives projects and enhancements and incidents review. Budget,
Time, Risks, Quality, Planning status review.
BI-Weekly
Internal
PMO Committee Chair:
initiaives projects and enhancements review. Budget, Time, Risks,
Quality, Planning status review.
BI-Weekly
Internal
PMO Committee Chair:
initiaives projects and enhancements review. Budget, Time, Risks,
Issues, Quality, Planning, Resources status review.
Monthly External
Operations Committee
Chair:
initiaives projects and enhancements and incidents review. Budget,
Time, Risks, Issues, Quality, Planning, Resources status review.
Monthly External
Executive Committee
Chair:
Business initiatives projects review. Budget, Risks, Quality, Planning
status review. Monthly
1. Plan 2. Implement 3. Manage
LR 17
18. 10. Document Project Management Office Plan
Resources and Collaborative Work
1. Plan 2. Implement 3. Manage
Enterprise-wide Portfolio and
Resource Management
PMO_PPM (Jira, Clarity, MPS, etc … )
Document repository
standards, rules &
methodology
Document configuration
management audits
(internal/external)
LR 18
19. References & Links:
www.projectsatwork.com
1. The PMO: Form and Function. Andrew Makar_IT Program Manager - May 17, 2007. http://www.projectsatwork.com/content/articles/236525.cfm
2. A PMO In Action. Andrew Makar_IT Program Manager - May 17, 2007 http://www.projectsatwork.com/content/Articles/236758.cfm
3. The Project Management Office: A Component Approach for Implementing a PMO. Bradford Neavear - February 27, 2012. http://www.projectmanagement.com/articles/283603/The-Project-Management-
Office--A-Component-Approach-for-Implementing-a-PMO
www.projectmanagement.com
1. Communication-Plan. http://www.projectmanagement.com/deliverables/1945/Communication-Plan
2. Project Management Roles and Responsibilities. http://www.projectmanagement.com/deliverables/6042/Project-Management-Roles-and-Responsibilities
www.pmi.org
1. Strategic PMOs Play A Vital Role In Driving Business Outcomes. Forrester Consulting - November 2013. http://www.pmi.org/learning/thought-leadership/series/pmo/strategic-driving-business-outcomes
2. Why good strategies fail: Lessons for the C-Suite. The Economist - November 2013. http://www.pmi.org/learning/thought-leadership/series/pmo/c-suite-failing-strategiy-lessons
3. The Impact of PMOs on Strategy Implementation - November 2013. http://www.pmi.org/learning/thought-leadership/pulse/impact-pmo-strategy-in-depth
Other references
1. Setting up a PMO. Hussain Bandukwala - May 2014
2. How to make your PMO tool implementation successful and deliver real business value. Sciforma
3. Webinar: Making the PMO a Value Center. Innotas by Planview – July 2016. www.innotas.com/resources
4. 1. How to Plan, Implement and Manage a World-Class PMO
LR 19
PMO
Strategic Model & Concepts
( A XXI Century Overview )
Leonardo Reyes
Strategic PMO.PMP® ITIL® Cloud Computing® Digital Transformation® IoT® BPM® Scrum® DevOps® & MBM in Continuous Evolution
https://es.linkedin.com/in/leonardoreyestorres
@leoreyes71
September 2016