The document discusses the role and responsibilities of a Program/Project Management Office (PMO). It provides a checklist of common PMO activities and categorizes them as either uninvolved, monitor, influence, or control to help define the PMO's level of responsibility for each. Some key activities mentioned include project establishment, budgeting, scope management, staffing, methodology/process maintenance, risk/issue management, communication, and benefits tracking. The goal is to help organizations clearly define what their PMO will be accountable for through open discussion and agreement.

1. Flexible Resources Project management Office
People, Process, Business, Technology Systems

2. Program Management office

3. Programme Management Template
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4. We know what we are looking for, and it
isn’t far away
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5. Flexible Resources Associates PMO
Flexible Resources is a specialist in Program & Project Management Practices
and Resource competencies.
Irrelevant of the change topic, our Resources are second to none.
Each of them is chosen because they:
 Possess the level competencies to exceed PPM standards
 Have an incredible work ethic
 Have many years of solid experience in a wide range of areas
 Take a great deal of pride in whatever they do
 Are self-sufficient
 Are responsible
 Are excellent communicators
 Are team players

6. Our Practices:
Risk based approach to evaluating and sizing resource requirements for
business proposals:
Professional and informative review of resource recommendations
with Client
Resource selection criteria and process is foundational to providing
the “right-fit”
Internal training, testing, and achievement level of PPM Resources is a
prerequisite before assignment
Program, and Project Management Resources always have backup
personnel
Our resources assigned to a Client, are connected and have access to
all our Management and Network of Subject Matter Experts to
support our Clients

7. Program Office solution
 As its highest level, we believe a PMO’s mission is to support and facilitate the three
components of an organization’s mission: strategic, tactical, and operational project
management.
 Whether we augment your current PMO, build, or host remotely for you, our right-size
solution is built with Risk Management as the primary PMO implementation outcome.

8. Program Office solution
Project Management Office Model- Operational Services
• Manage scope across projects, assist managers within projects.
• Provide a common conduit for recording and monitoring inter-project issue, tools, etc.
• Set the lead in risk management and mitigation among and within the projects.
Program Management Office Model-Tactical Services
• Coach and Mentor project managers by providing a common tools set and knowledge
source for project management techniques.
Assist in project planning.
• Set the standards and assist projects in budgeting,
tracking, forecasting, etc.
• Increase project visibility and successes through
Marketing Communications
Portfolio Management Office Model-
Strategic Services
• Liaison between executives and operations
• Decision support

9. Our PMO Office solution addresses the key issues surrounding risk management and how the PMO directly affects the
Mitigate your mission criticalYour Bottom Line By Using FRA PMO solution
outcome of the Risk to programs.
Emerging growth companies without a PMO office strongly benefit
from this controlled cost solution that impact the bottom line, such
as:
• Denied new revenue on the basis that potential Client lack
confidence in Program and Project Management services for your
solution
• Failure to retain current Client’s from less than effective
communication and management of services
• Missing opportunities for additional revenue from current Client’s
due to the lack of Account & Partnership Management to explore
and participate in cross-referencing Client vision and your services
• Business and revenue growth objectives missed from personnel

10. Outsourced Service
 In support of emerging growth companies where outsourcing administrative
support services is a financial strategy, ask us about our pay per use services.
 For right-sizing solutions of larger organizations, allow us to support your
analysis, procurement, service-level agreement, and ongoing contract
management needs for outsourced support services.
 Administration
 Communications – Internal & External
 Compliance Office
 Customer Services
 Facilities Management
 Information Technology

11. Flexible Resources Provides

12. Program Of fice, Program Management
Of fice.....?
No matter what you call it, a central office to manage projects
across an organisation, or part of an organisation, is becoming a
more common occurrence. I have seen they called Program
Office, Program Management Office, Project Office, Project
Management Office, Project Control Centre, Project and
several other variations. People have their own interpretation
for each but in the end, their role is to make projects more
efficient

13. Project Of fice Role
It is essential for the success of a new Project Office that there is clear
understanding before establishment, as to the role of the office, and the interaction
between the office and the individual projects. The key to successfully establish a
Project Office or Programme Office is to gain agreement at the start of the
process, as to the responsibilities.
A useful and speedy technique is to workshop the possible activities with the key
players, and gain consensus as to what the office is intended to do.
The starting point is to create a list of possible activities, then hold a workshop to
evaluate the responsibility of the office, for each activity. It is likely in some cases
there will be no activity, and in other cases, the activities will need to be split down
further.
It is also useful if the office is not to have responsibility, to identify who does have
the responsibility

14. Program office matrix
This matrix allows four conditions for each activity.
• · Uninvolved. The Project Office has no responsibility for the activity
• · Monitor. Essentially they are aware of the activity and pass on
information.
• · Influence. Whilst the Project Office is not responsible for the activity,
there is a responsibility for the project team and the Project Office to work
together on the particular activity.
• · Control. The Project Office is fully responsible for the activity.
On completion of this matrix, questions such as resourcing, inputs and outputs
can be determined.

15. The Project Per fect Checklist for Project
Of fices
Rate each of these as one of the four categories above. Also try to identify activities that may
be important in your organisation.
IT Strategic Plan
• Creation of a plan (3yr to 5 yr) for the whole organisation
IT Annual Operational Plan
• Define the next level of detail focusing on the projects to be undertaken in the next year
Project Establishment
• All projects need to be logged into some central source
Project Sizing
• Create a first cut size estimate
Project Charter
• The plan for the project covering all aspects objective, scope, constraints, organisation and
staffing etc.
Budget
• Setting the initial budget
• Performance against budget
• Budget changes

16. The Project Per fect Checklist for Project
Of fices
Scope
Setting the initial scope (including exclusions)
Scope variations (Process for managing and management of)
Staffing
Project organisational structure
Assigning staff (who?)
Staff movements
Staff personnel management
Skills matrix and identification of gaps
Resourcing contract maintenance & negotiation
Staff training
Project roles and responsibilities
Project team terms and conditions (allowances, rates etc.)
Timesheet and payment
Exit management

17. The Project Per fect Checklist for Project
Of fices
Methodology & Processes
Selection of a methodology
Maintenance of a methodology
Training
Maintenance and customisation of procedures
Maintenance of templates
Compliance with methodology
Creation of processes and procedures
Approval of processes and procedures
Standardisation and rationalisation of processes and procedures
Training of processes and procedures
Review of new methodologies
Funding
Approval of expenditure (levels?)
Gating approvals

18. The Project Per fect Checklist for Project
Of fices
Standards
Use of external standards (ISO 9000, CMM, SPI)
Creation of internal standards
QA services to project teams
QA approvals
Admin Support
Assist teams with logistics (rooms, travel, photocopy etc.)
Produce regular reporting
Provide facilitators to workshops
HR issues (employee leave, payment, queries)
Materials (Stationary, PC's etc.)
Planning
Compile plans (Project, phase, specific activity)
Approve plans

19. The Project Per fect Checklist for Project
Of fices
Tools
Selection of tools
Purchase of tools
Exemptions from using tools
Availability to teams (IT support, upgrades etc.)
Training
Review of new tools

20. The Project Per fect Checklist for Project Of fices
Risk Management
Risk assessment and logging
Risk monitoring
Provide risk logging facilities
Issue Mgmt
Creation of issue log
Management of issue log
Dependencies
Identification of dependencies (other projects etc.)
Monitoring of dependencies
Identification of new dependencies
Liaison with other teams

21. The Per fect Checklist for Program Of fices
Communication
External to project team (where?)
Inter project team
Change Mgmt
Creation of a strategy and plan
Implementation of plan
Monitoring expectations
Problem Escalation
Create a mechanism to escalate project issues
Facilitate problem escalation

22. The Project Per fect Checklist for
Project Of fices
Library
Maintain standard documents
Maintain example documents
Set project documentation standards
Maintain project library
Maintain checklists for project activities (Implementation, testing, initiation)
Create and maintain a glossary
Benefits
Identify benefits from the project
Quantify the benefits
Track benefit delivery after the project
Prepare cost benefit analysis
Produce business case
Constraints
Identify project constraints (resource limitations, system limitations etc.)

23. The Project Per fect Checklist for
Project Of fices
Reporting
Project status (what?)
Budget v Expenditure
Scope changes
Project overview
Staffing
Projections
Gantt charts
Earned value
Integration
Compliance with IT architecture (applications and technical)
Integration with other systems
Compliance with IT Policy (package preferred, particular vendors, etc.)
Audit
Compliance with organisational standards
Ad hoc audits of projects to ensure company policy is being adhered to

24. The Project Per fect Checklist for
Project Of fices
PIR
Carry out post implementation review
Generate action items from PIR
Carry out recommendations of PIR
Acceptance & Conformance
Set conditions for acceptance of deliverables
Accept deliverables
Authorise exemptions to acceptance standards
Configuration Management
Setting up Configuration Management
Managing software migration
Version control

25. The Project Per fect Checklist for
Project Of fices
Mentoring
• Formal mentoring programs
• Support roles in projects (e.g. supplying an experienced
resource on a part time basis
• Special interest groups
Business Interaction:
• Carry out Business Process Re‑engineering
• User documentation
• User training

26. Approach
Strategy
Organisation
Implementation Plan
Legacy Estate
Process
Future Estate
Migration
Applications
Data
Infrastructure
Complete
Programme Management
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27. Questions?
Dr Jason Carter – Flexible Resources Associates
Tel: 0207 – 1177 -594.
Mobile: 0709-230-1140
Email: drcarter@flexibleresources.co.uk
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