PMO

Project Management Office

DILAWAR ABBAS

PMO MODEL

PMO MODEL
There are two (2) standard Project Management Office (PMO) models:
Administrative and Functional.
The key difference between the two is ownership in terms of Accountability.
The Administrative PMO is responsible for maintaining the approved policies,
processes, and
procedures commonly applied across all programs/projects, as well as the centralized
Project
Administration support necessary to ensure consistent implementation.
A Functional PMO, on the other hand, is an organizational activity that assigns the
Project
Manager (PM) resources responsible for program/project cost, schedule, and
technical/quality performance. It is important to note that a Functional PMO also
performs all of the functions of an Administrative PMO, including assignment of a
Project Administrator

PRIMARY REASON FOR IMPLEMENTING

PMO

Efficiency making optimal use of available resources;

Effectiveness ensuring Project Management processes are delivered in a correct,

consistent, and timely manner; and
IT Governance providing the leadership, organizational structure, regulations,
standards and processes that ensure projects comply with best practices in accordance
with the enterprise charter/mission, strategies, and business objectives

Regardless of whether it follows an Administrative or Functional model, the PMO serves as

a
mechanism for satisfying six (6) standard process control objectives:

SIX STANDARD PROCESS CONTROL

OBJECTIVES

Process Owner designates an owner for each Project Management process so that
performance responsibility is clear
Process Repeatability Project Management processes are defined and yield consistent
process results/outcomes
Clear Goals and Objectives establishes clear goals and objectives for effective
execution of each Project Management process
Assigned Roles and Responsibilities defines unambiguous roles, activities, and
responsibilities for each Project Management process to ensure efficient execution
Process Performance Evaluation objectively measures the performance of each
Project Management process against defined goals and objectives
Approved Policy, Plans, and Procedures documents, reviews, approves, and
communicates to all stakeholders the applicable policy, plan, and procedure/work
instructions that drive each Project Management process

HOW PMO CAN BE

SUCCESSFUL

PROJECT PLANNING
For the PMO and PM to be successful, all
activities, goals, milestones, and schedules
must be
documented in a Project Plan.
Project Plans are based on the Work
Breakdown Structure (WBS), which identifies
the activities necessary to deliver the highest
value project work products and performance.
The WBS defines the total project work scope,
and each descending level of the WBS
represents an increasingly detailed definition of
the work to be performed.
The WBS provides the project scope definition
foundation for resource and performance
planning, time and cost estimating, budget
formation, and progress/performance tracking
and reporting.

Initiation

Closing

Control

Planning

PROJEC
T
PROCES
S
Executio
n

Costing

COMMUNICATION MANAGEMENT
Effective communications are a
key factor in Project success.
Project communications best
practices include periodic Project
Team meetings, regularly
scheduled Client meetings and
formal reviews and audits, and
submission of regular (e.g.,
monthly) Cost and Schedule
Status
Reports (CSSRs).
To facilitate communication
among the Project Team members
and timely service delivery to
Clients, a PMO can employ a
variety of collaboration tools.

Project

PMO

Project
Managers

Team
Leads
Team

PMO
Management

CHANGE MANAGEMENT
Project Change Management - a general
term describing the procedures used to
ensure that changes are introduced in a
controlled and coordinated manner.
Change Request Requests to expand
or reduce the project scope, modify
policies, processes, plans or procedures,
modify costs or budgets, or revise
schedules.
Change Order Used in some
companies to identify approved change
requests (change request when the
request is made and change order once
it has been approved)

Identify
Change

Report

Discuss

Implemen
t

Analyze

Document

QUALITY MANAGEMENT
Quality Management is a less-emphasized function of the PMO. In large IT organizations,
primary Quality guidance is provided by a centralized Quality function and actual
implementation guidance by the PMO. For smaller IT organizations, the PMO.
However, it is important that the PMO incorporate the Quality Management aspects into
its guidance and governance systems, since process-orientation can bring in discipline
and streamline all activities in the Programs/projects.

QUALITY MANAGEMENT
The key responsibilities of a PMO for Quality Management include:
Setting up quality standards if none exists or tailoring organizational standards.
Provide guidance on defining acceptance criteria to measure successful completion of
the project.
Provide guidance on setting up Program and project specific metrics for monitoring,
tracking progress and quality.
Schedule, conduct and review Program and project audits to ensure they are following
the guidance provided by the PMO.
These aspects can be detailed out in a Quality Management Plan. A well-structured QM
Plan can help the Program/Project adhere to the accepted practices in their projects. In
addition, the PMO may also provide.
Quality management support to projects through a dedicated team of people.

QUALITY MANAGEMENT
A typical QM Plan will have the following Table of contents (sections):
Reference to organizational processes (if available)
List and reference to any adaptations to the organizational processes, templates and
checklists
List and reference to program/project specific processes, templates and checklists
List and reference to all standards/guidelines (including technical, industry-specific
regulations, domain etc.)
Release Reviews performed by the Quality function before any customer/production
release.
Program/Project specific metrics and tolerances
Work product reviews that will be performed by people in the Quality function
Tools and techniques used for Quality activities
Defect prevention, causal analysis activities and techniques
Reports and Dashboards
Frequency and timing of project reviews and audits by the Quality function

QUALITY MANAGEMENT
PROJECT DELIVERABLE MANAGEMENT

Client
Comments

Prepare Work
Product

CR

QA / QC
Review

No
Yes

Yes
Approved?

Rework?

Yes
Project
Library

Client User
Acceptance
Testing

Deliver to Client

Rework?

No
Deliver to PDU

No
Approve for
Delivery

PDU Review

RISK MANAGEMENT

A risk is a possible future event that

may affect your project either positively
or negatively.
Risk management is the systematic process of managing an
organization's risk exposures to achieve its objectives in a manner
consistent with public interest, human safety, environmental
factors, and the law. It consists of the planning, organizing, leading,
coordinating, and controlling activities undertaken with the intent
of providing an efficient pre-loss plan that minimizes the adverse
impact of risk on the organization's resources, earnings, and cash

RISK MANAGEMENT
Risk Assessment has three elements:
Identify Uncertainties
Explore the entire project plans and look for areas of uncertainty.
Analyze Risks
Specify how those areas of uncertainty can impact the performance of the
project, either in duration, cost or meeting the users' requirements.
Prioritize Risks
Establish which of those Risks should be eliminated completely, because of
potential extreme impact, which should have regular management attention,
and which are sufficiently minor to avoid detailed management attention.

RISK MANAGEMENT
In the same way, Risk Control has three elements, as follows:
Mitigate Risks.
Take whatever actions are possible in advance to reduce the effect
of Risk. It is better to spend money on mitigation than to include
contingency in the plan.
Plan for Emergencies.
For all those Risks which are deemed to be significant, have an
emergency plan in place before it happens.
Measure and Control.
Track the effects of the risks identified and manage them to a
successful conclusion.

EARNED VALUE MANAGEMENT

Earned Value Management (EVM) is a project management technique that
objectively tracks physical accomplishment of work
More Elaborately:
Earn Value Management (EVM) technique used to track the Progress and Status of a
Project & Forecast the likely future performance of the Project.
EVM technique integrates the scope , schedule and cost of a project.
EVM technique answers a lot of questions to the stakeholders in a project related to the
performance of the project.
EVM technique can be used to show past performance of the project, current
performance of the project and predict the future performance of the project by use of
statistical techniques.
Good planning coupled with effective use of the EVM technique will reduce a large
amount of issues arising out of schedule and cost overruns.

. . . follow process and progress will follow.

DETERMINING
THE PMO
MATURITY LEVEL

LEVEL 1
REACTIVE PROJECT MANAGEMENT AD
HOC
Level 1 is the Reactive Project Management stage where methods are
undocumented and delivery, budgets and schedules are uncontrolled.
At this basic level, PMO need to establish methods for project scheduling, time
tracking,
resource assignments, project tracking, oversight & support and perhaps use an
automated
project dashboard to track project success.
Key Identifications:
No formal Project Management Process exist across the organization.

LEVEL 2
REPEATABLE PROCESS CONSISTENT
Level 2 occurs when companies begin adopting Repeatable Processes. The
main project
management processes have been defined, but not constantly used. Still, project
teams find it difficult to repeat earlier successes and the project still risks
exceeding budgets and schedules.
At this established phase, PMO's should automate project budgeting, risk and
issue tracking,
requirements tracking, resource management.
Key Identifications:

Secure Management Support.

Establish Project Goals across IT & Project Teams.
Consistent use of Documented Process.
Establish & Implement PM Training

LEVEL 3
PROACTIVE, STANDARDIZED PROJECT
MANAGEMENT INTEGRATED
Level 3 PMO's show a commitment to Proactive, Standardized Project
Management. They
employ documented standard project management and delivery processes, and
consistently use these processes companywide for project delivery.
In this growth phase when these new tasks are mastered, the PMO can focus on
automating
other functions such as financial management and business process modeling.
Key Identifications:
Integrate Business & PM Processes.
Integrate Project Information Through PMIS.
Develop Advanced Techniques.

LEVEL 4
MEASURED PROJECT MANAGEMENT
COMPREHENSIVE
PMOs demonstrate Measured Project Management. Quantitative key
performance
indicators have been specified for project success and are monitored frequently.
The PMO has achieved predictable and controllable project delivery and is now
free to become more
innovative.
Key Identifications:

Define goals for all functions and processes.

Promote metrics based performance.
Promote participation of all stakeholders.
Establish risk management culture.
Establish a PM core competency.

LEVEL 5
MATURED OPTIMIZING
At Level 5, the most mature PMO enterprises continuously improve project
management. At
this level, the connected PMO can focus on automating vendor management,
collaboration through social networks and blogs and communication through
text, IM, video or mobile.
Key Identifications:
Proactively prevent defects.
Implement a continuous improvement strategy.
Achieve high project success rates.

PMO MATURITY MATRIX

Ad Hoc
No formal
Project
Management
Process exist
across the
organization

Tactical

CONSISTENT

INTEGRATED

Secure
Management
Support.
Establish
Project Goals
across IT &
Project Teams.
Consistent use
of
Documented
Process.
Establish &
Implement PM
Training

Integrate
Business & PM
Processes.
Integrate
Project
Information
Through PMIS.
Develop
Advanced
Techniques.

COMPREHENS
IVE
Define goals
for all
functions and
processes.
Promote
metrics based
performance.
Promote
participation
of all
stakeholders.
Establish risk
management
culture.
Establish a PM
core
competency.

OPTIMIZING
Proactively
prevent
defects.
Implement a
continuous
improvement
strategy.
Achieve high
project
success rates.

Strategic

PMO OBJECTIVES DURING MATURITY

STAGES
COMPREHENSIV
Ad Hoc
CONSISTENT
INTEGRATED
E

Discourage
"Under the Table"
or Untracked
Work

Review progress
through Weekly /
Monthly Checks
Provide general
support
Assist with
Project Planning
Enforce Project
Standards
Strengthen PM
Skills (Coach,
Mentor, Train)

Identify
overlapping
projects
Performed
troubed projects
rescue /
abandonment /
postmonement
Monitor project
scope creep
Develop advance
processes (Risk
Management,
SCope
Management)
Help PM's too
secure Buy-In
and Support from
Managers and
Executives
Leverage
Historical
Lessons Learned

Manage project
prioritization and
reprioritization
Resource
capacity planning
Improve ROI
Collect Project
Data in
Consistently used
PMIS

OPTIMIZING
Actively manage
and enhance
processes and
procedures
Achive high
project success
rates

We are what we repeatedly do.

Excellence then, is not an act, but a habit.

Thank You