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PMO-Framework
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
PMO-Framework
- 1. PROJECT MGMT. OFFICE(PMO) RAHMAT BIN HASHIM, PMP® ENTERPRISE PROJECT MANAGEMENT (EPM)
- 2. RAHMAT BIN HASHIM,PMP® TABLE OF CONTENT EPM MODEL PROJECT MGMT OFFICE (PMO) PROJECT MGMT PROCESS PROJECT PROCESS FLOWCHART CRITICAL SUCCESS FACTORS
- 3. RAHMAT BIN HASHIM,PMP® EPM Model
- 4. Enterprise Project Management (EPM) RAHMATBIN HASHIM, PMP®
- 5. Project Management Programme Management Project Portfolio Management ORGANIZATION PEOPLE TECHNOLOGY PROCESS 3-tierManagement : 1. Project Portfolio Management 2. Programme Management 3. Project Management 4 Structural Components to support the 3-tier Management : • Process • Technology • Organization • People The linkages between these tiers forms strategic approach in the coordination of resources and organization Enterprise Project Management (EPM) RAHMAT BIN HASHIM, PMP®
- 6. Portfolio Management –collection of projects, programs and other work grouped together to meet the organisation’s objectives Programme Management – a group of interrelated projects managed to meet the organisation’s objectives Project Management – a methodology used to realized the project’s scope Enterprise Project Management (EPM) RAHMAT BIN HASHIM, PMP®
- 7. Project Management Programme Management Project Portfolio Management ORGANIZATION PEOPLE TECHNOLOGY PROCESS Howtechnology being leveraged to enable people and processes? Do people have the skills and knowledge to lead projects?Who’s responsible for project management tools and processes? What practices are project leaders expected to follow? PMO Level Enterprise Project Management (EPM) RAHMAT BIN HASHIM, PMP®
- 8. RAHMAT BIN HASHIM,PMP® PROJECT MGMT OFFICE
- 9. RAHMAT BIN HASHIM,PMP® Why do you need PMO? To streamline & standardise project processes To govern rules & procedures in project delivery To monitor & control project delivery scopes To be the custodian of Project Knowledge Base To develop appropriate skill-sets for project team To advise Management on resources allocation
- 10. Project Management Office -PMO PMO is an organisational unit to centralise and co-ordinate the management of projects under its domain. Other names: Programme Management Office Project Office Programme Office RAHMAT BIN HASHIM, PMP®
- 11. Composite Organisation Chief Executive Functional Div./ Dept. Functional Div. / Dept. Functional Div. / Dept. PROJECT MANAGEMENT OFFICE Staff Staff Staff Staff Staff Staff Staff Staff Staff Project Manager Project Manager Project Manager Project coordination* Blue box indicate staff engaged in project activities. PMO RAHMAT BIN HASHIM, PMP®
- 12. Role of aPMO Assist in the Project Portfolio management Manage the interdependencies between projects Provide the methodology / SOP / Standards / Policies Help provide resources Terminate projects Help gather lessons learned & make them available to other projects Provide templates RAHMAT BIN HASHIM, PMP®
- 13. Role of aPMO Provide training / guidance / mentoring Provide enterprise project management software Have a view of all projects Quantitative methods to continue improving processes for PM Centralised repository and management of shared project documentation Centralised repository and management of shared and unique project risks RAHMAT BIN HASHIM, PMP®
- 14. Governance OrganizationResources Process PMO (Programme/ Project Management Office) PMO FRAMEWORK There arefour (4) important elements when establishing PMO in your organization, and they are : Process Governance Organization Resources RAHMAT BIN HASHIM, PMP®
- 15. INITIATING PLANNING EXECUTINGCLOSING MONITORING AND CONTROL PROJECT MGMT PROCESS RAHMAT BIN HASHIM, PMP® When developing project management processes, you need to adapt best practices that are commonly used in the industry such as PMI-PMBoK, PRINCE-2, etc.
- 16. INDIVIDUAL PROJECT REPORTING PROJECT STEERING COMMITTEE REPORTING STRATEGIC MANAGEMENT REPORTING Reporting structure foreffective PMO operations should be governed at the project operational level, program management level, as well as portfolio management level. PMO - GOVERNANCE RAHMAT BIN HASHIM, PMP®
- 17. A PMO mustbe able to deliver benefits to the organization. The areas of focus include project accountability and business operational responsibility... RAHMAT BIN HASHIM, PMP® PMO - ORGANIZATION
- 18. People factor playsvital role in PMO organization and they should have quality conscience, ethical and extensive experience. Skills development programs should be established to build these aspects in PMO team. PMO - RESOURCES RAHMAT BIN HASHIM, PMP®
- 19. Other important elementis the Knowledge-based for consistency in project documents & easier accessibility.. Template-driven documents Information via internet PMO - RESOURCES RAHMAT BIN HASHIM, PMP®
- 20. RAHMAT BIN HASHIM,PMP® PROJECT MGMT PROCESS
- 21. The Triple Constraints (Time,Cost & Scope) Triple constraints affects the overall project quality. The nexus between the constraints is such that a change in one will often affect at least one of the other two. Balancing the three is crucial to project quality. A high quality project is one that delivers the required product, service or result within time, cost and scope. RAHMAT BIN HASHIM, PMP® PROJECT PERFORMANCE INDICATORS
- 22. PROJECT MGMT PROCESS RAHMATBIN HASHIM, PMP® We’re adapting the PMI-PMBoK® methodology…
- 23. The Process Groups arelinked by the output they produce The output of one process become input to another process or a deliverable of the project The Monitoring & Controlling Process interacts with the other process groups. RAHMAT BIN HASHIM, PMP® PROJECT MGMT PROCESS
- 24. RAHMAT BIN HASHIM,PMP® Source / Output Initiating Process Planning Process Executing Process Monitoring & Controlling Process Closing Process Source 1. LOA 2. Proposal & Bill of Qty (BQ) 3. Costing Sheet 4. Stakeholders Lists 1. Project Charter 2. Risk Register 3. Scope Baseline 4. Stakeholder Analysis 1. Project Plan 2. Risk Register 3. Procurement Plan 4. Resource Plan 1. Project Plan 2. Risk Register 3. Resource Plan 1. Project File 2. Contract 3. All COA Output 1. Project Charter 2. Risk Register 3. Project Kick-off Doc. 4. Scope Baseline Doc. 5. Project Resources Assignment 6. Contract Document 1. Project Mgmt Plan 2. Change Mgmt Procedures 3. Risk Register 4. Project Schedule 5. Resource Plan 6. Quality Plan 7. Procurement Plan 8. Tech. documents template 1. Project Status Report 2. Project Schedule 3. Risk Register 4. Minutes of Meeting 5. Resource Assignment 6. Invoice Initiation 1. Change Request Logs 2. Issues Logs 3. Risks Register 1. Project Lesson Learned 2. Project Closing Document 3. Handover Checklist Cert. of Acceptance (COA) 1. Scope Baseline 1. Project Plan 1. All Deliverables 1. UAT 2. Migration 1. Final Acceptance PROJECT DELIVERABLES
- 25. RAHMAT BIN HASHIM,PMP® PROJECT DOCUMENTS Document Type Initiating Process Planning Process Executing Process Monitoring & Controlling Process Closing Process Project Mgmt. Documents 1. Project Charter 2. Risk Register 3. Kick-off Doc. 4. Scope Baseline Doc. 5. Resources Assignment 6. Contract 1. Project Mgmt Plan 2. Change Mgmt Procedures 3. Risk Register 4. Project Schedule 5. Resource Plan 6. Quality Plan 7. Procurement Plan 1. Project Status Report 2. Project Schedule 3. Risk Register 4. Minutes of Meeting 5. Resource Assignment 6. Invoice Initiation 1. Change Request Logs 2. Issues Logs 3. Risks Register 1. Project Lesson Learned 2. Project Closing Document 3. Handover Checklist Technical Documents 1. Tech. documents template 1. URS document 2. SRS document 3. SAD document 4. SIT document 5. UAT document 6. Data Migration & Conversion doc. 7. Training Manual 8. User Manual 9. Tech. Manual 10. BCP/DRP Manual
- 26. PLAN RISK MANAGEMENT RISKS IDENTIFI- CATION QUALITATIVE RISKS ANALYSIS QUANTITATIVE RISKS ANALYSIS PLAN RISKS RESPONSES RISKSMANAGEMENT RAHMAT BIN HASHIM, PMP®
- 27. RISKS MANAGEMENT RAHMAT BINHASHIM, PMP®
- 28. IMPLEMENTATION STRATEGY RAHMAT BINHASHIM, PMP® Requirement & Design Stage - URS document - SAD document Development Stage - D/base Config. - Program coding - Unit Testing QA & Acceptance Stage - SIT - UAT Product Live Run CMMI Group Processes in Product Development : 1. Requirement Development 2. Requirement Management 3. Technology Solution 4. Product Integration 5. Verification 6. Validation
- 29. RAHMAT BIN HASHIM,PMP® Steering Committee • Policy Changes • Scope Revision • Timeline Revision • Final Approval Working Committee •Planning & Execution •Monitoring & Control •Requirement Acceptance •Deliverables Acceptance •Issues Resolution •Resource Mgmt •Risks Mgmt •Configuration Mgmt •Change Request Mgmt QA Committee • QA Planning • QA Approval Change Control Board • CR Approval PROJECT GOVERNANCE
- 30. PROJECT STAKEHOLDERS RAHMAT BINHASHIM, PMP® Project Stakeholders Project Mgmt Team Project Manager Other Project Team Members Sponsor PROJECT TEAM THE PROJECT Project Mgmt Office Program Manager Other Stake- holders Portfolio Manager Customers / Users Functional Managers Operations Mgmt Sellers / Business Partners
- 31. PROJECT ORGANIZATION RAHMAT BINHASHIM, PMP® Project Management Account Management Requirement Specification & Design Product Installation & Configuration Acceptance Testing Training & Implementation Contract Management Solution Architect Procurement Management Post Delivery Management Project Secretariat
- 32. RAHMAT BIN HASHIM,PMP® PROJECT PROCESS FLOWCHART
- 33. Process PM-01: Initiating LOA Coordinate InternalProject Notification Meeting Approve ? No Allocate Project Budget & Open Project Account Customer Acct Mgr. PMO CEO/COO Project Mgr requests for Resources Corporate Eng. & Svcs Yes Appoint Technical Leads and Allocate Technical Resources Acct Mgr & Project Mgr coordinate Kick-Off Meeting with Customer Project Mgr prepare Kick- off Meeting documents START Sign-off Scope & Time Baseline Review and finalize Project Scope, Timeline & Deliverables Formulate Internal Project Steering Committee Appoint Project Manager, and Project Mgr prepare Project Charter; and Establish Project File Prepare Contract Document and Sign-off with customer Contract Document
- 34. Process PM-02: Planning Sign-off Scope& Time Baseline Customer START PMO - Project Manager Develop Work Breakdown Structure (WBS) Eng. & Services – Tech Lead / SA Finalize Project Mgmt Plan Document Prepare Detail Project Schedule Prepare Quality Plan, and Resources Plan Prepare Communication Plan Prepare Change Mgmt Plan Present to Customer For Sign-off Prepare Risks Register Review Project Mgmt Plan Sign-off Project Mgmt Plan Prepare Technical Document Templates Prepare Procurement Plan Documents Template
- 35. Invoke Change Mgmt Procedure ProcessPM-03: Executing Sign-off Project Mgmt Plan START PMO – Project Mgr Eng. & Services HR/FinancePSC Manage Development / Implementation and Risks HR Dept recruit resources HR Dept provides required skill- sets training Finance Dept. conduct purchase of Material / Services Finance Dept monitor & maintain Project Account Finance Dept. conduct billing process Monitor Progress Manage Solution Configuration Execute Project Tasks Produce Technical documents Update Project Status to Customer Deliverable Complete? New Require -ments? No Yes Obtain Sign-off From Customer Sign-off Deliverables Review on project cost Account Mgr to proceed with Variation Order Yes When customer raises additional requests No Customer
- 36. Process PM-04: Monitoring& Controlling Stages PMO – Project Mgr COO/PSCCustomer Initiating Produce Project Charter & obtain sign-off Produce Requirement Traceability Matrix Perform Stakeholder Mgmt Strategy LOA Obtain Approval on Project Budget, Resource Acquisition Sign-off Project Charter Sign-off Budget & Resources Prepare Risks Profile & Risks Register Obtain Sign-off on Scope Baseline Sign-off Scope & Time Baseline Planning Obtain Sign-off on Project Mgmt Plan Produce Project Mgmt Plan Prepare Change Management Plan Sign-off Project Mgmt Plan Executing Coordinate Progress Status Reporting Coordinate User Acceptance Testing (UAT) Execute Change Mgmt Procedure Perform Configuration Management Manage project schedule & budget Approve Budget Sign-off Change Req. Sign-off UAT Sign-off Status Update Report New Request ? Yes No
- 37. Process PM-05: Closing Process CustomerPMO – Project Mgr Sign-off Final Acceptance START Eng. & Services Coordinate with Stakeholders for Final Acceptance Prepare technical document for Final Acceptance Finance Obtain formal sign- off from Customer Perform Final Acceptance with customer Conduct Final Acceptance Conduct hand-over to Support Team for Warranty Support Provide Maintenance & Warranty Support Services Instruct for Final Billing Produce & submit Final Billing to Customer Monitor payment collection Payment Complete ? Close Project Account Project ClosePost Project Implementation Review Confirmed date, users, and venue No Yes
- 38. Change Management Process CustomerPMO – Project Manager Change Ctrl Bd. START Raise additional requests in project meeting Is it new require -ment? Perform Impact Analysis, Prepare Change Request Form and Register in Change Request Log. Perform Technical Assessment Compile & present to Change Control Board for Approval Eng. & Services END Yes No Review & approve change requests for implementation Approve ? END No Sign-off Change Requests Yes Develop work-plan for change requirements Obtain sign-off on work-plan for change requirements Approve work- plan? Sign-off Revised Schedule Execute Approved Change Requests Perform normal procedure of User Acceptance Yes Assist Acct Mgr to do costing and Initiate V/O process Obtain budget approval from COO/PSC No Update Change Requests Log Close Change Requests
- 39. RAHMAT BIN HASHIM,PMP® CRITICAL SUCCESS FACTORS
- 40. PMO ESTABLISHMENT STRATEGY Breakdowninto stages according to priorities : 1. Establish processes and document templates : Project Management process Product Development process Management Reporting process 2. Define Organizational Framework : Project Functional Structure Operational Functional Structure 3. Determine People and Resources : Project Mgmt skill-sets Technical skill-sets 4. Introduce technology in-used : Microsoft Project for Control & Monitoring Knowledge-based tools RAHMAT BIN HASHIM, PMP®
- 41. DEFEATING CHALLENGES INPMO Defeating challenges requires the following : 1. Streamlining all processes : Project Management process Product Development process Management Reporting process 2. Obtain buy-in from various stakeholders : Project Delivery Team Operational & Support Team Vendors and Outsource Contractors Clients or Customers 3. Commitment from Higher Level Management: To enforce all standardized processes (i.e. Project Mgmt, Product Development) To support PMO in the project monitoring and control process To device mechanisms for project performance recognition RAHMAT BIN HASHIM, PMP®
- 42. RAHMAT BIN HASHIM,PMP® DOCUMENT TEMPLATES TEMPLATES
- 43. END OF PRESENTATION RAHMATBIN HASHIM, PMP® THANK YOU ….
Editor's Notes
- #24 We can see here … Monitoring & Controlling Process starts immediately when you commence a project. At this juncture, (i.e. during Initiating Process) project scoping must be clearly defined and agreed by all the stakeholders. Hence, a project charter document need to be established to dictate the higher level project scope, project duration, project cost, project resources, who’s the stakeholders (from users) and their roles, key deliverables, project constraints and assumptions. Normally, a Kick-off Meeting or Project Launching Session will be conducted with all the Stakeholders (incl. Project Sponsor, Users, Project Team, Vendors and other stakeholders) to officiate the Project and also to gain all stakeholders agreement on Project Scope, Time and Cost/Budget allocated for the project. It’s part of Project Controlling process… i.e. getting everyone agreed on the same Project Vision & Mission.
- #31 The most important factor to ensure project delivery meet the deadline is by identifying the stakeholders and their expectations. By having done the Stakeholder Analysis, you’ll be able to determine the primary stakeholders that require constant and effective communication channel with them so that you can obtain their buy-in as well as their support for you when you require one. Another important matters, you’ll be able to establish the RACI Matrix once you’ve done your Stakeholder Analysis activity. This will help you develop and establish the communication channel to stream you project updates as required by these stakeholders.
- #32 Everything is about delivering project successfully within scope, time and cost. Thus, a solid project organization structure is required to support your mission and vision of the project. Everyone in the project will need to address and deliver their tasks as required so that the Project Manager will be able to deliver the stakeholders expectations as per scope, time and cost stipulated in the Letter of Award (LOA).