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Program & Project Management (PMO)

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Flexible Resources is a specialist in Program & Project Management Practices and Resource competencies. Irrelevant of the change topic, our Resources are second to none. to visit our site - – PowerPoint PPT presentation

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Title: Program & Project Management (PMO)


1
Flexible Resources Project management Office
People, Process, Business, Technology Systems
2
Program Management office
3
Programme Management Template
4
We know what we are looking for, and it isnt far
away
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 PMOs mission
    is to support and facilitate the three components
    of an organizations 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
Mitigate the Risk to Your Bottom Line By Using
FRA PMO solution
  • Our PMO Office solution addresses the key issues
    surrounding risk management and how the PMO
    directly affects the outcome of your mission
    critical 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 Clients from less than
    effective communication and management of
    services
  • Missing opportunities for additional revenue from
    current Clients 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 struggling to split time between
    new business and PMO oversight strategy

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 Office, Program Management Office.....?
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 Office 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 Perfect Checklist for Project Offices
  • 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

16
The Project Perfect Checklist for Project Offices
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 Perfect Checklist for Project Offices
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 Perfect Checklist for Project Offices
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 Perfect Checklist for Project Offices
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 Perfect Checklist for Project Offices
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 Perfect Checklist for Program Offices
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 Perfect Checklist for Project Offices
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 Perfect Checklist for Project Offices
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 Perfect Checklist for Project Offices
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 Perfect Checklist for Project Offices
  • 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
Process
Applications
Migration
Future Estate
Legacy Estate
Implementation Plan
Data
Infrastructure
Complete
Programme Management
27
Questions?
Dr Jason Carter Flexible Resources
Associates Tel 0207 1177 -594. Mobile
0709-230-1140 Email drcarter_at_flexibleresources.co
.uk
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