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Answer the following questions,
How does PMO sustain value?
How does PMOs contribute to IS project success and management satisfaction?
What are the key roles in a PMO?
What are some of the good practices that you found through the articles in Module 2 and 3?
mgmt582_m3__1_.pdf

the_role_of_project_managment.pdf

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MGMT 582:
Contemporary Topics
in Project Management
Module 3: Planning & Operating Project
Management Offices
Module Outline
1. Planning a PMO
2. More Planning
3. Running a PMO
4. PMO Communication
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MGMT 582:
Contemporary Topics
in Project Management
Module 3a: Planning a PMO
Planning a PMO
1. Planning a PMO
 Charter
 PMO Master Plan
o PMO Organization
2. More Planning
3. Running a PMO
4. PMO Communication
Proprietary And Confidential ▪ Copyright 2018
PMO Charter
• The purpose of a charter is to demonstrate
management support for the PMO and the
PMO managers.
• A charter defines the objectives,
sponsorship, organization, roles &
responsibilities, and priorities of an
enterprise project management office.
• A charter should be powerful, but it does not
need to be complex. It can be a memo, email, or a formal document.
What is in a Charter?
• PMO Objectives
• What is the PMO doing?
• What results are desired?
• What is the time frame?
• PMO Manager & Authority
• Who is the PMO manager?
• What is his/her authority?
• Who is the PMO sponsor?
• Statement of Support from the
Issuer
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• Why is the PMO important?
PMO Master Plan
• The PMO Master Plan represents a
consolidation of all the individual
project plans into a feasible plan from
the perspective of:




Activities & Tasks
Resources
Schedule
Costs
PMO Master Plan Outline
• PMO Organization
• Stakeholder Analysis
• Communication Plan
• Who, when, what, where, & how
• Issue Escalation & Resolution
• Risk Management
• Quality Management
• Knowledge Management
• Dependencies
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PMO Master Plan (continued)
• The plan can be very comprehensive. Often,
it contains the following components:
 PMO Organization
 Stakeholder Analysis
o Communication plan





Issue Management
Risk mitigation
Quality management
Knowledge management
Dependencies
PMO Master Plan Outline
• PMO Organization
• Stakeholder Analysis
• Communication Plan
• Who, when, what, where, & how
• Issue Escalation & Resolution
• Risk Management
• Quality Management
• Knowledge Management
• Dependencies
Proprietary And Confidential ▪ Copyright 2018
PMO Organization
PMO Governance
• Before launching a PMO, the
PMO manager should develop a
structure and establish roles.
Two tools often used are:
 PMO organization chart
 Responsibility matrix
• The PMO organization chart
must clearly outlines the
reporting relationship between
the teams.
PMO Sponsor
PMO Manager
Project
Team 1
Project
Team 2
Support
Staff
Program
Team 1
Composition
Composition
Composition
Proj. Sponsor
Proj. Manager
Proj. Sponsor
Proj. Manager
Prog. Sponsor
Prog. Mgr
Core Team

Extended Team

Advisors

Core Team

Extended Team

Advisors

Proj. Sponsor
Proj. Manager
Proprietary And Confidential ▪ Copyright 2018
Core Team

Extended Team

Advisors

PMO Organization (Continued)
A responsibility matrix should layout the major activities and map to the team members in
the program or project team.
Activity
Description
PMO
PMO
Sponsor
Project
Sponsor
Project
Manager
1
Project management
methodology implementation
C
A
C
R
2
Project management
methodology change
management
A
R
C
C/I
3
Develop project charter
I
C
A
R
4
Project planning
I
I
A
R
5
Project management
execution
I
C
I
A/R
6
Project success
I
I
A
R
7
Project management success
C
A
C
A/R
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RACI is a type of Roles
Responsibility Matrix
(RAM) and is an
acronym for:
R = Responsible for
conducting the work
required for the activity
A = Accountable for the
success of the activity
C = Contribute in a
meaningful way to
complete the activity
I = Informed of the activity’s
completion and any major
decisions/issues
PMO Organization (Continued)
Sample Structure for an
Initiative-Specific PMO
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PMO Organization (Continued)
PMO Structure: Roles & Responsibilities
Senior Mgmt Team
PMO Sponsor
PMO Manager
• Make strategic
decisions
• Provide strategic
guidance and direction
• Resolve strategic issues
• Owns the success of
the PMO
• Resolve PMO level &
organizational issues
• Escalate strategic
issues to the Policy
Team
• Monitor PMO schedule
and budget
• Manage and tracks
overall PMO budget,
scope, resources, and
schedule
• Resolve project-wide
issues and concerns
• Communicate status to
PMO Sponsor
Project Sponsors
Project Manager
Team Member
Proprietary And Confidential ▪ Copyright 2018
Advisors
PMO Organization (Continued)
PMO Structure: Roles & Responsibilities
PMO Sponsor
Senior Mgmt Team
Project Sponsors
Project Manager
Team Member
• Own the success of
the project
• Set project-level
objectives with project
manager
• Remove projectrelated organizational
obstacles
• Manage project
budget, scope,
schedule, &
resources
• Resolve project
issues and escalate
when needed
• Work closely with
Project Owner
• Perform
implementation tasks
• Communicate issues
• Manage individual
budget, schedule, and
work effort
• Help team members
when needed
Proprietary And Confidential ▪ Copyright 2018
PMO Manager
Advisors
• Provide functional,
process, and technical
support
• Assist with idea
generation, knowledge
transfer, and decision
making
• Participate in key project
meetings
• Review key deliverables
MGMT 582:
Contemporary Topics
in Project Management
Module 3b: More Planning
More Planning
1. Planning a PMO
2. More Planning







Communication Planning
Issue Management
Dependencies
Resource Management
Risk Management
Quality Management
Document Management
3. Running a PMO
4. PMO Communication
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Stakeholder Analysis
• Identifying stakeholders is important as they make or approve all the
important decisions during PMO planning stages.
• The stakeholders, under the guidance of the PMO manager
 Establish agreements on the goals and constraints of the program
 Construct the strategies and schedules
 Approve the budget and resources
• Often at inception, PMO stakeholders can be the same as the
project/program stakeholders.
• Stakeholder identification and analysis are iterative and require regular
updates as PMO matures.
Proprietary And Confidential ▪ Copyright 2018
Planning
Executing
Close Out
Project
Management
1
2
1
2
1
1
2
2
2
1
Project Team
Project
Sponsors
Establishing purpose of program / projects
Create organization chart
Build responsibility matrix
Publish charter
Define change management process
Plan for communication
Risk planning
Detailed budget and schedule development
Estimating
Project tracking
Project issues
Performing project tasks
Ongoing communication
Change management
Program governance
Program review
Client satisfaction
Program
Management
Definition
Activity
Program
Sponsors
Program /
Project Phase
Customers
Stakeholder Analysis (continued)
1
1
1
2
2
2
2
2
2
2
1
2
1
1
1
1
1
2
2
2
2
1
1
2
1
2
2
2
2
2
2
2
2
1
1
1
1
1
2
2
1
1
2
2
1
Role
Contribution
Customer
Product requirements, funding
Program
Sponsor
Authority, guidance, and maintains
project priority
Program
Manger
Defines, plans, controls, and leads the
multiple projects within the program
Project
Sponsor
Company policy, resources
Project
Manager
Defines, plans, controls, and leads the
project
Project
Team
Skills and effort to perform tasks
1 = Primary Responsibility
2 = Secondary Responsibility
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Communication Plan
• A communication plan is the written strategy for getting the right
information to the right people at the right time in the right format.
• The stakeholders identified in the earlier exercises (stakeholder analysis,
organization plan, responsibility matrix) are the primary audience for
most PMO communication.
• Keep in mind that there are often secondary audiences – customers,
suppliers, and other people.
Proprietary And Confidential ▪ Copyright 2018
Communication Plan
Stakeholder
What information do They Need?
Frequency
Medium
Sponsor


High-level cost, schedule, quality performance
Problems and proposed actions
Monthly
Written report and
meeting
PM’s Supervising
Management


Detailed cost, schedule, quality performance
Problems, proposed actions, assistance required
Weekly
Written report and
meeting
Customer
Executive



High-level cost, schedule, quality performance
Problems and proposed actions
Required action by customer
Monthly
Meeting with project
sponsor; Published
meeting minutes


Customer Contact


Detailed cost, schedule, quality performance
Problems and proposed actions
Required action by customer
Coordination information for customer action
Weekly
Written report and
meeting; Include in
project team
meeting




Detailed cost, schedule, quality performance
Problems and proposed actions
Coordination information for customer action
News from customer and sponsor
Weekly
Project team
meeting; Published
meeting minutes
Project Team
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Issue Management
An issue is a problem or obstacle the program or project team does not have the power to
resolve. Every issue should be recorded and tracked with some basic information. The PMO is
often responsible to oversee this proper implementation of processes.
• Issue ID – Unique identifier, often a number,
assigned to each issue.
• Assigned To – The person responsible for pursuing
resolution.
• Date Identified – Date the issue was originally added •
to the log.

• Initiated By – The person who originally identified
the issue.

• Issue Category – For a larger program, it is often
useful to group the issues by category.

• Description – An explanation of the issue and its
impact if not resolved.
ID#
1
2
3
4
5
Issue Date
Initiated By
Issue Category
Due Date – The target issue resolution date.
Priority – A rating of the relative importance of the
issue.
Status – An issue is either open, in progress, or
closed.
Resolutions – A description of the action and the
resulting resolution.
Issue Descriptions
Proprietary And Confidential ▪ Copyright 2018
Assign To
Due Date
Priority
Status
Risk Management
• Risk management is the method by which uncertainty is systematically managed to
increase the likelihood of meeting project objectives.
• The risk management process often involves 3 key steps:
 Risk identification
o Analyze the program/project to identify sources of risk
 Response development
o Define the risk – its probability of happening, potential impact
o Develop a risk mitigation plan to reduce the possible damage
 Control
o Implement the risk mitigation plan
o Continue to monitor the project for other or new risks
Risk ID
Date
Identified
Priority
1
2
3
4
5





Moderate
High
Moderate
Low
Very High
Likelihood
of
Happening
Low
High
Moderate
Moderate
Very High
Potential
Impact
Responsible
Person
Description
Mitigation / Action Plan
Last
Updated
High
Moderate
Moderate
Low
Very High
J. Smith
B. McManus
T. Huo
T. Huo
M. Pajarillo















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Quality Management
• Quality management ensures that the expectations and quality requirements are
understood and actively managed by
 Developing an explicit understanding of what quality means to the sponsor and stakeholders
 Ensuring that those requirements are consciously built in at the start, rather than simply
looked for at the end of the program.
• PMOs are responsible for establishing a standard set of processes and ideals for the
projects and programs managed within the PMO
• For large programs (or projects), a PMO should work with the program management
team to customize a program quality management approach that




Defines the process for understanding and managing stakeholder expectations
Defines and implements processes to deliver to those expectations
Measures and verifies the ability of these processes to deliver on those expectations
Improves delivery capability in terms of people, process, and technology
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Project Dependencies
• A project dependency is the relationship between one or more projects in which one project
depends on the start or finish of another project in order to begin or end the project
• In large programs with
multiple related projects,
identifying the key project
dependencies will help the
program manager to
understand the critical path
of the program
P ro j e c ts
A R P ro d u c t
S e l e c to r
A R P ro d u c t
S e l e c to r
En ri c h C o n te n ts
none
N e e d t e s t in g
none
N e e d t e s t in g
none
N e e d t o d e t e rm in e In d e p e n d e n t
w h ic h s y s t e m s
p la t fo rm , n o n e
p ro vid e w h ic h
re p o rt s .
none
P o t e n t ia l s h a re d
c ontents
none
I n te g ra ti o n
T e sti n g
M a rk e t
R e se a rc h
N e e d t e s t in g
N e e d t e s t in g
N e e d t e s t in g
none
none
none
M e tri c s
none
N e e d t o d e t e rm in e n o n e
w h ic h s y s t e m s
g e n e ra t e w h ic h
re p o rt s
none
P o t e n t ia l s h a re d
c ontents
none
none
N e e d t e s t in g , b u t
s e p a ra t e
N e e d m e t ric s
none
d a t a , b u t p ro b a b ly
n o t p o s s ib le in t h e
g ive n t im e fra m e
P ro vid e a d d it io n a l
d a t a t o M a rk e t
R e s e a rc h
N e e d t e s t in g , b u t
s e p a ra t e
none
none
N e e d t o d e ve lo p a N e e d t e s t in g
p a g e a s s e m b ly &
m e t a -t a g g in g
p ro c e s s w it h
E n ric h C o n t e n t s &
S it e D e s ig n
N e e d t o d e t e rm in e S u b s c rip t io n
N e e d t o d e ve lo p a N e e d t e s t in g
t h e lo o k a n d fe e l
w o rk flo w m a y
p a g e a s s e m b ly &
o f t h e t e m p la t e s
c h a n g e n a vig a t io n m e t a -t a g g in g
p ro c e s s w it h
E n ric h C o n t e n t s &
S e a rc h
none
none
none
none
none
W ill n e e d t o
e s t a b lis h m e t ric s
a s m e a s u re o f
p ro je c t s u c c e s s
none
none
none
U s e 2 -W a y t o
d e p lo y m a rk e t
re s e a rc h
none
M a y b e , TB D
M a y b e , TB D
none
none
M a y n e e d c re a t ive n o n e
h e lp if u s in g 2 W ay
Proprietary And Confidential ▪ Copyright 2018
none
N e e d t e s t in g
Need to tes t
re p o rt s
N e e d t o d e t e rm in e n o n e
h o w t o s e a rc h A R
2 -W a y
De p lo ym e n t
P a y -P e r-V i e w
none
P o t e n t ia l s h a re d
re s o u rc e s
Zi l l i o n s
M e tri c s
none
En ri c h
C o n te n ts
S i te D e si g n
M a rk e t R e se a rc h
N e e d t e s t in g
none
S e a rc h
I n t. T e st
P o t e n t ia l s h a re d
re s o u rc e s
C o m m e rc e
En g i n e
P a y -P e r-V i e w n o n e
• PMOs sometimes have a
birds-eye view not available
at the project and program
levels.
C o m m e rc e
En g i n e
none
S e a rc h
N e e d t o d e t e rm in e
h o w s e a rc h w ill
w o rk w it h A R
none
N e e d t o d e ve lo p a
p a g e a s s e m b ly &
m e t a -t a g g in g
p ro c e s s w it h S it e
D e s ig n & S e a rc h
N e e d t e s t in g
none
W ill n e e d t o
e s t a b lis h m e t ric s
a s m e a s u re o f
p ro je c t s u c c e s s
In d e p e n d e n t
s e a rc h e n g in e
m a y b e re q u ire d ,
b u t n o n e fo r C R O
2.0
M a y re q u ire
s e p a ra t e s e a rc h
M a y s h a re s im ila r N e e d t o d e ve lo p a
lo o k & fe e l
p a g e a s s e m b ly &
m e t a -t a g g in g
p ro c e s s w it h
S e a rc h & E n ric h
Contents
none
L ik e t o h a ve
s e a rc h in t h e
fu t u re , d e fin it e ly
n o t fo r C R O 2 . 0
none
none
MGMT 582:
Contemporary Topics
in Project Management
Module 3c: Running a PMO
Running a PMO
1. Planning a PMO
2. More Planning
3. Running a PMO
4. PMO Communication
Proprietary And Confidential ▪ Copyright 2018
Running a PMO
• Implementing Processes
 Status reporting/communication process
 Issue management process
 Document management process
 Change control process
 Integrated work planning process
 Resources (people & budget) management process
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PMO Processes
• Successful projects and programs demand discipline. For this
brief introduction, this module chose the six PMO processes to
illustrate their criticality to the success of the program:






Status reporting/communication process
Issue management process
Document management process
Change control process
Integrated work planning process
Resources (people & budget) management process
Proprietary And Confidential ▪ Copyright 2018
Status Reporting & Communication
• Objectives
 Communicate regular status to the project and program managers
 Ensure concerns, risks, and issues are identified and escalated as necessary on a weekly
basis
 Promote knowledge sharing across the PMO
 Minimize paper work and meeting time
• Actions
 All project and program teams must submit the regular status reports to the PMO by a
specific deadline!
 The project management office will consolidate the status reports and redistribute to the
teams prior to the weekly status meeting.
• Status Meeting
 Every Tuesday, 10:30 AM – 12:30 PM, Room #317 (For example)
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Issue Management
• Objectives
 Facilitate issue resolution
 Identify critical issues that cannot be resolved at the project-level and escalate those to the
appropriate audience
 Ensure that an appropriate issue owner and due date are assigned
 Drive accountability for issue resolution
• Actions
 Every project and program manager must maintain an updated Project Issue Log for their
projects. A current issue log must reside in the Project Management Information System
(PMIS) and must be updated by the agreed deadline and frequency (more frequent updates
are welcomed and encouraged)
 The PMO Manager will maintain a Program and Project Issue Log that contains the
escalated project issues and other program issues. A current log will reside in PMIS and be
updated regularly.
Proprietary And Confidential ▪ Copyright 2018
Knowledge Management
• Objectives
 Communicate and share deliverables, program and project-level documents, and other
working papers
 PMIS serves as a central repository and archive for important artifacts
• Actions
 Post all completed deliverables to the appropriate folders in the PMIS
 Update and maintain deliverables, program-level documents, and other working papers
• Examples




Requirement documents
Integrated project plan
Program and project issue logs
Templates (issue logs, change control, status report)
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Change Control Management
• Objectives
 Ensure appropriate audiences are involved in the review and approval process of
change requests:
o Project Managers, Program Sponsor, Senior Management Team, Program Management
o Ensure all impacts to organizations and/or systems will be identified at the start of a
change request
 Ensure appropriate communication processes and tools are in place to support
change control
• Actions
 Identify the type of change: cost, schedule, scope
 Complete the Change Control Form and submit to project management office
 Work with project management office to resolve the change
Proprietary And Confidential ▪ Copyright 2018
Integrated Work Planning
• Objectives
 …
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