pmo-framework

PROJECT MGMT. OFFICE (PMO)

RAHMAT BIN HASHIM, PMP®

ENTERPRISE PROJECT MANAGEMENT (EPM)


TABLE OF CONTENT

EPM MODEL

PROJECT MGMT OFFICE (PMO)

PROJECT MGMT PROCESS

PROJECT PROCESS FLOWCHART

CRITICAL SUCCESS FACTORS


EPM Model

Enterprise Project Management (EPM)


Project Management

Programme Management

Project Portfolio Management

ORGANIZATION

PEO

PLE

TECHNOLOGY

PRO

CESS

3-tier Management :1. Project Portfolio Management2. Programme Management3. 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



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



Project Management

Programme Management

Project Portfolio Management

ORGANIZATION

PEO

PLE

TECHNOLOGYPR

OCE

SS

How technology 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




PROJECT MGMT OFFICE


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

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


Composite Organisation

Chief Executive

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


Role of a PMO

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


Role of a PMO

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


Governance

Organization

Resources

Process

PMO (Programme/

Project Management

Office)

PMO FRAMEWORK

There are four (4) important elements when establishing PMO in your organization, and they are :

Process

Governance

Organization

Resources


INITIATING PLANNING EXECUTING CLOSING

MONITORING AND CONTROL



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.

INDIVIDUAL PROJECT

REPORTING

PROJECT STEERING

COMMITTEE REPORTING

STRATEGIC MANAGEMENT

REPORTING

Reporting structure for effective PMO operations should be governed at the project operational level, program management level, as well as portfolio management level.

PMO - GOVERNANCE


PROJECT ACCOUNTABILITY

GOVERNANCE

MONITORING & CONTROL

OPERATIONAL RESPONSIBILITY

KNOWLEDGE-BASED

MANAGEMENT REPORTING

A PMO must be able to deliver benefits to the organization. The areas of focus include project accountability and business operational responsibility...


PMO - ORGANIZATION

People

Quality Conscience

Ethical

Extensive Experience

People factor plays vital 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


Other important element is the Knowledge-based for consistency in project documents & easier accessibility..

Template-driven documents Information via internet

PMO - RESOURCES


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.


PROJECT PERFORMANCE INDICATORS



We’re adapting the PMI-PMBoK® methodology…

The Process Groups are linked 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.




Source /

Output

Initiating Process

Planning Process

Executing Process

Monitoring &

Controlling Process

Closing Process

Source 1. LOA2. Proposal & Bill

of Qty (BQ)3. Costing Sheet4. Stakeholders

Lists

1. Project Charter2. Risk Register3. Scope Baseline4. Stakeholder Analysis

1. Project Plan2. Risk Register3. Procurement

Plan4. Resource

Plan

1. Project Plan2. Risk Register3. Resource Plan

1. Project File2. Contract3. All COA

Output 1. Project Charter2. Risk Register3. Project Kick-off

Doc.4. Scope Baseline

Doc.5. Project

Resources Assignment

6. Contract Document

1. Project Mgmt Plan2. Change Mgmt

Procedures3. Risk Register4. Project Schedule5. Resource Plan6. Quality Plan7. Procurement Plan8. Tech. documents

template

1. Project Status Report

2. Project Schedule

3. Risk Register4. Minutes of

Meeting5. Resource

Assignment6. Invoice

Initiation

1. Change Request Logs

2. Issues Logs3. 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. UAT2. Migration

1. Final Acceptance

PROJECT DELIVERABLES


PROJECT DOCUMENTS

Document Type

Initiating Process

Planning Process

Executing Process

Monitoring &

Controlling Process

Closing Process

Project Mgmt. Documents

1. Project Charter

2. Risk Register3. Kick-off Doc.4. Scope

Baseline Doc.5. Resources

Assignment6. Contract

1. Project Mgmt Plan

2. Change Mgmt Procedures

3. Risk Register4. Project Schedule5. Resource Plan6. Quality Plan7. Procurement Plan

1. Project Status Report

2. Project Schedule

3. Risk Register4. Minutes of

Meeting5. Resource

Assignment6. Invoice Initiation

1. Change Request Logs

2. Issues Logs3. Risks Register

1. Project Lesson Learned

2. Project Closing Document

3. Handover Checklist

Technical Documents

1. Tech. documents template

1. URS document2. SRS document3. SAD document4. SIT document5. UAT document6. Data Migration &

Conversion doc.7. Training Manual8. User Manual9. Tech. Manual10. BCP/DRP

Manual

PLAN RISK MANAGEM

ENT

RISKS MANAGEMENT


RISKS MANAGEMENT


IMPLEMENTATION STRATEGY


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


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 Com

mittee

• QA Planning

• QA ApprovalChange

Control Board

• CR Approval

PROJECT GOVERNANCE

PROJECT STAKEHOLDERS


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

PROJECT ORGANIZATION


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


PROJECT PROCESS FLOWCHART

Process PM-01: Initiating

LOA

Coordinate Internal Project

Notification Meeting

Approve?

No

Allocate Project Budget & Open Project

Account

Customer Acct Mgr. PMO CEO/COO

Project Mgr requests forResources

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

Process PM-02: Planning


Baseline

Customer

START

PMO - Project Manager

Develop Work Breakdown Structure (WBS)

Eng. & Services – Tech Lead / SA

FinalizeProject 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

Invoke Change Mgmt Procedure

Process PM-03: Executing


Plan

START

PMO – Project Mgr Eng. & Services HR/FinancePSCManage

Development / Implementation and

Risks

HR Dept recruit resources

HR Dept provides required skill-sets training

Finance Dept. conduct purchase

of Material / Services

Finance Deptmonitor & maintain

Project Account

Finance Dept. conduct billing

process

Monitor Progress

Manage Solution Configuration

Execute Project Tasks

Produce Technical

documents

Update Project Status to

CustomerDeliverable 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

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

PrepareRisks Profile & Risks Register

Obtain Sign-off on Scope Baseline


Baseline

Planning Obtain Sign-off on Project Mgmt Plan

Produce Project Mgmt Plan

Prepare Change Management Plan


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

Process PM-05: Closing Process

Customer PMO – 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

Change Management Process

Customer PMO – 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

NoReview & approvechange requests

for implementation

Approve?

END

No

Sign-off Change

Requests

Yes

Develop work-planfor 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


CRITICAL SUCCESS FACTORS

PMO ESTABLISHMENT STRATEGY

Breakdown into 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


DEFEATING CHALLENGES IN PMO

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



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