2 TABLE OF CONTENTS 1. ABOUT THE PMO STARTER KIT INTRODUCTION TO THE PMO STARTER KIT WHITE PAPER PMO DEVELOPMENT ROADMAP PLAN PHASE CREATE STATEMENT OF PURPOSE AND GOALS DEFINE SCOPE AND TARGET MATURITY IDENTIFY CORE SERVICES NEEDED TO ACHIEVE GOAL DEFINE CORE SERVICE METRICS DEFINE BUSINESS PROCESSES DEFINE GOVERNANCE, STAKEHOLDERS, AND PMO TEAM STRUCTURE CREATE TIMELINE AND IDENTIFY KEY MILESTONES PUBLISH CHARTER IMPLEMENT PHASE DEFINE KEY ROLES/JOB DESCRIPTIONS GATHER PROJECT INVENTORY AND ANALYZE DEFINE KEY METHODOLOGIES AND STANDARDS BUILD SKILLS ASSESSMENT AND DEVELOPMENT PLAN BUILD A PPM SYSTEM PLAN MANAGE PHASE CONDUCT PROJECT REVIEWS ESTABLISH A PROJECT MONITORING AND MANAGEMENT MODEL WORK WITH GOVERNANCE REVALIDATE WITH SENIOR LEADERSHIP MATURE YOUR PMO...17
3 1. About the PMO Starter Kit The PMO Starter Kit is designed to provide guidance for individuals tasked with forming and managing a project, program or portfolio management office (PMO). It consists of three components: PMO Starter Kit White Paper (this document): This white paper provides a detailed description of a recommended plan for launching and developing your PMO organization. How to Plan, Implement and Manage a PMO Presentation: This PowerPoint slide deck delivers the information provided in the white paper in slide format. It can be personalized for your own situation and, as such, is useful in sharing and socializing your plan with key stakeholders. PMO Action Plan Spreadsheet: This Excel document provides a handy tool for communicating and tracking progress against steps outlined in the white paper and presentation documents. 1. Understand PMO Starter Kit White Paper 2. Share How to Presentation 3. Manage PMO Action Plan
4 2. Introduction to the PMO Starter Kit White Paper The goal of this white paper is to provide some concrete suggestions and guidance on how to implement a PMO. It is not intended to help make the business case for forming a PMO (although this document may in fact be helpful in this regard). Rather, it assumes that the business case has been made and the business decision has been made to move forward. 3. PMO Development Roadmap The recommended PMO development roadmap consists of three primary phases: Plan, Implement and Manage. Each phase is broken in down into a number of sequential steps. This document will walk through each step individually and elaborates as necessary on the various concepts and recommendations presented. 1. Plan 2. Implement 3. Manage 1. Purpose & Goals 2. Scope & Maturity 3. Service Offering 4. Service Metrics 5. Business Processes 6. Governance, Stakeholders & Team Structure 7. Timeline/Milestones 8. Charter Document (summary of above) 1. Job Descriptions & Hiring 2. Project Portfolio Inventory & Analysis 3. Methodology and Standards Definition 4. Skills Assessment and Development 5. PPM System Plan 1. Project Reviews 2. Project Management and Monitoring 3. Working with Governance 4. Re-Validation with Senior Leadership 5. Maturity Assessment and Development
5 4. Plan Phase The plan phase is organized around asking and answering why, what, how, who and when. The answers to these questions form the core information that flows into the PMO charter. The initial plan phase should not be exited until the PMO charter is complete and buy-in from key stakeholders and customers identified in the planning process has been confirmed. Key Plan Components Key Questions Answered Why? 1. Statement of purpose/ What is the PMO's fundamental purpose and goals? goals What? 2. Scope & target maturity 3. Core services offerings 4. Service metrics What is the scope of the PMO based on organization needs and target organizational maturity? What core services will the PMO provide and how will success/value be measured? How? 5. Business processes How will services be managed and delivered? Who? 6. Governance Who does the PMO report to? Customers/Stakeholders Who are the PMO s customers and stakeholders? PMO team structure Who comprises the PMO team (key roles, org chart)? When? 7. Timeline/milestones When will the PMO be in business and when will the core services come online? Summary 8. Charter A simple one page summary document answering most/all of the above 4.1 Create Statement of Purpose and Goals A simple statement of purpose and goals should serve as a guide for the PMO team and as a core communications platform to stakeholders. Potential goals include: Better alignment of project activity and business strategy and investments Consistent adherence to a project management process and methodology Improved collaboration and knowledge and best-practice sharing Resource pool readiness (training) and competency to meet evolving IT and business needs World-class resource utilization and capacity management Executive visibility to project, program and portfolio-level status, issues, risks, costs, etc.
6 4.2 Define Scope and Target Maturity Your PMO goals (defined above) need to be put in context with respect to scope and target maturity. The scope dimension can be defined by three levels: Project, Program and Portfolio. Project. Focus is on PM training, mentoring, coaching; project-level budgets, scheduling, resources, deliverables, scope, risks and metrics. Program. Concern is with the coordination of business and IT projects, program planning, change/risk mgmt, coordination of project delivery and results measurement. Portfolio. These PMOs focus heavily on benefits realization management; knowledge management, portfolio scope definition, overall investments and resource utilization, benefit and risk assessment, and performance monitoring. Understanding your current level of IT/PPM maturity is critical to setting achievable IT organization maturity goals. The Capability Maturity Model Integration (CMMI) provides a widely used and standardized framework for describing the levels of IT organization maturity: Level 1: Reactive Methods are undocumented and delivery, budgets and schedules are uncontrolled. Next level when: Methodology is defined for project tracking and scheduling, time tracking, resource assignments, project oversight and support. Level 2: Repeatable Processes are not consistently used and projects regularly exceed budget and schedule. Next level when: Automated processes are in place for project budgeting, risk, issue and requirements tracking and resource management. Level 3: Pro-Active There is a commitment to documented, standardized PM and delivery processes company-wide. Next level when: Automation of additional functions is in place such as financial management and business process modeling.
7 Level 4: Measured KPIs are specified and monitored regularly and project and program delivery is predictable and controlled. Next level when: There is evidence that an innovative process improvement culture has taken hold. Level 5: Continuously Improved -- Processes are regularly extended to external entities and collaboration practices are state-of-the art. A simple matrix defined by the scope and maturity dimensions can be used to depict where an organization may be today and where it hopes to be over a defined period of time through the tools and influence of the new PMO. In the example below, an organization currently describes itself as project-focused with respect to scope and reactive (Level 1) with respect to organizational maturity. The goal is to expand the scope of PPM practices to include program and portfolio management oversight while working towards repeatable (Level 2) maturity for project, program and portfolio management practices across the organization.
8 4.3 Identify Core Services Needed to Achieve Goal Now that the core PMO mission/purpose and scope have been defined, the next step is to identify the key services that the PMO will offer in support of its business goals. The graphic below describes various potential PMO services offerings ranging from business strategy alignment services to basic project activity visibility and coordination. Some organizations may focus on a few of these areas, while others take on all of these areas over time. Business Strategy Alignment Methodology & Process Consistency Collaboration & Knowledge Mgmt Professional/Organizational Development Resource Management Project/Program/Portfolio Visibility and Coordination: Issues, Risks, Schedule, Costs, Quality The selected service offerings should be mapped to (and rationalized with) the defined PMO scope and organization maturity level. The graphic below provides an example of selected service offerings that have been identified to address scope aspirations and organizational maturity goals.
9 4.4 Define core service metrics Metrics for managing the performance of each service offering need to be defined. The table below provides examples that are frequently used for various service offerings. Potential Service Example Metrics/Success Criteria Business Strategy # of projects aligned with key business strategies Alignment Project health by strategy (# or %) Methodology and process % projects following approved methodologies consistency # or % of milestones or phases completed as planned % projects completed on time Collaboration and # of best practice documents submitted to knowledge base knowledge management # or % of issues resolved leveraging lessons learned Professional development # of certified PMs or PMs trained in company process Training courses delivered % decrease in expenditures on contractor/outside help Resource management % improvement in resource utilization % improvement in employee satisfaction Issue & Risk management # of issues reported; % reported issues resolved # of high-impact issues % of aged issues 4.5 Define business processes The next step is to figure out how the services will be managed and delivered. The graphic below provides some high level descriptions of example delivery mechanisms which are typically deployed to operationalize various PMO service offerings. Potential Service Example Scope, Focus Target Delivery Mechanism Business Strategy Alignments to corporate PPM system delivers strategy Alignment strategies alignment functionality using listings, reports, and dashboards Methodology and Focus is on standards and Methodology expertise and process methodologies for project knowledge transfer delivered via consistency execution, risk identification, training services issue resolution Consistent delivery enforced by PPM system Collaboration and Best practice projects, tools Globally accessible web-based knowledge and templates knowledge base leveraging PPM management PPM community system document repository Professional Methodology training and Delivered via blended learning development certification software platform (ILT + elearning) Resource Resource management will Core function of PPM software management initially focus on resource solution assignment visibility and basic resource utilization
10 4.6 Define Governance, Stakeholders, and PMO Team Structure In this step, the PMO plan must address the various who questions. Who is going to deliver the service offerings that have been identified? Who is the customer for these services and who is the PMO accountable to for the delivery of these services? Specifically, the plan should: Identify direct reporting relationships and dotted-line sponsors/champions Define organizational structure and roles and responsibilities. Solicit and track stakeholder agreement.
11 4.7 Create Timeline and Identify Key Milestones Of course, every plan must clearly identify key phases and milestones. This PMO starter kit recommends at least three primary phases: Plan, Implement and Manage. Some major milestones are suggested in the graphic below. Charter Plan Initial Staff On-board Project Inventory & Analysis Methodology, PPM Solution, Skills Assessment Implement Project Reviews and Reporting Revalidation with senior leadership Manage 4.8 Publish Charter Once all of the why, what, how, who and when questions have been answered, the organization is ready to publish and communicate its charter, which is essentially a highlevel summary of this information.
12 5. Implement Phase 5.1 Define Key Roles/Job Descriptions The first step in the implementation phase is to execute the hiring plan. With the highlevel team structure defined, it is now time to refine key role definitions and job descriptions and begin the recruiting process. Example role and job description summaries are provided below. PMO Director Job Description: Sets strategic direction. Defines, manages to and reports KPIs. Creates and maintains tool, templates, best-practice and methodology documentation. PM Manager/Support Job Description: Manages the PM resources and provides PM coaching and mentoring. May serve as PM resource for strategic projects. Tracks organization-wide resource capacity and utilization recommending optimal allocation. Training/Professional Development Manager Job Description: Assesses organizational and individual competency levels and skills to determine needs. Designs and delivers curriculum/service offering and certification program. PMO Analyst Job Description: Maintains PMO dashboard and reports. Assists project teams with reporting and tracking. Provides systems support and administration (project inventory database, knowledge repository, collaboration platform, etc.). 5.2 Gather Project Inventory and Analyze For every active and proposed project, the PMO should gather basic information such as: Project name, description and scope Alignment (business unit, program, initiative, strategy, portfolio) Project type Project personnel (PM, project sponsor, project team) Requestor and internal priority Dates (plans, actuals) Financials (budget, costs, ROI, approved changes) Outstanding issues
13 Once project data has been collected, it must be analyzed to (1) understand potential issues and opportunities that exist right now and (2) generate baseline metrics for future trend and comparative analytics. Example findings that may trigger near-term action include: Projects are not generally aligned with business objectives There are some common project issues such as Projects with certain attributes such as [fill in the blank], are generally not ontime We have a project cost/estimation issue. 5.3 Define Key Methodologies and Standards In this step the key methodologies and standards are defined. This includes project execution methodologies that the PMO will support in terms of providing training, coaching, mentoring, tools and templates (e.g. Agile for IT; Stage-Gate for new product development; Six Sigma/DMAIC and Lean for process improvement). This also includes providing standard definitions for project-related concepts and attributes such as issues, risks, change and trigger events, as well as standardized processes for associated actions such as assignments, qualifications, escalations, resolutions and communications. 5.4 Build Skills Assessment and Development Plan Most PMOs are charged with improving the organization s project management skill set and overall maturity and competency level. To accomplish this, an organizational skills assessment must be conducted to establish a benchmark. A development plan should be constructed at the organizational and individual level that focuses on closing the gap between the benchmark and the target skill or competency level. The resulting remediation plans should be developed in coordination with functional and resource managers. Optionally, a certification program may be implemented to validate and recognize competency and skills attainment. Systems should be leveraged to track development plans, training, certifications and feedback on training effectiveness.
14 Outsourcing may be considered for some or parts of the skills assessment, development planning and training delivery process. 5.5 Build a PPM System Plan The systems plan depends obviously on the initial and projected scope and scale of the PMO organization and project-intensive environments it serves. An appropriate solution can range from an Excel spreadsheet to an enterprise-class on-demand PPM system. As a result, it would not be meaningful to provide detailed guidance in this area beyond the following high-level best practices. Requirements should map to PMO service offering enablement such as strategy alignment capabilities, resource utilization, project execution consistency, best practice sharing and collaboration, integrated training administration and project tracking (e.g., status, issue, risk, schedule, time tracking). The system must provide an easy way to report on project, program and portfolio metrics that have been identified for each service offering. This includes the ability to easily compose, share, print and communicate dashboards and reports. Finally, make sure that there is a well-thought out plan to integrate with existing systems as necessary and there is sufficient emphasis placed on systems training. Solution training should be offered to everyone involved in the project management process.
15 6. Manage Phase 6.1 Conduct Project Reviews Conduct periodic project and program reviews that focus on: For Projects o Consistent project planning, delivery and reporting o Ensuring the project is focused on scope and objectives o Task assignment and reporting process and results o Issues and changes o Project communication effectiveness For programs o Master schedule and rollup of issues/costs o Project dependencies being met and reported For both: o Assess team skills and offer training as needed 6.2 Establish a Project Monitoring and Management Model For all in-flight projects it is important to operationalize a process for monitoring changes to status, issues, risks, costs, etc. This involves sub-processes for detecting these changes, qualifying and/or quantifying the potential impact, communicating and escalating the impact to relevant stakeholders, and triggering plans of action for resolution or mitigation. Monitor/ Detect Resolve/ Mitigate Reporting Issues Quality Risks Time Costs Change Resources Qualify/ Quantify Communicate/ Escalate
16 6.3 Work with Governance Maintaining the support of the PMO governance entity will be critical to long-term survival. While governance is interested in project-level progress, they are more concerned with structural change and strategic process and direction. In this regard, they may look to the PMO to play an advisory or consultative role. As a result, the PMO should stand ready to make project recommendations in the following areas: Retaining: The PMO should be able to recommend and justify projects that should be kept alive. Killing: The PMO should recommend projects to discontinue based on metric results (performance), duplication of effort, lack of alignment with corporate initiatives, resource contention considerations, etc. Consolidating: The PMO should identify opportunities to consolidate disparate project efforts into a single project or program in order to achieve greater project execution efficiencies, outcome coordination or to re-focus efforts and resources. Reprioritizing: The PMO should be able to make recommendations regarding project priorities and opportunities to shift project resources 6.4 Revalidate with Senior Leadership Questions the PMO should be ready to answer at all times include: Are we providing value? Are any changes needed? Have we driven our organizations maturity to the next level? Can we answer the critical questions? Are we doing the right projects? Do we know the current status of all projects? Are we managing, escalating, and resolving project Issues? Do project and program managers have the right training? What is our overall resource utilization?
17 6.5 Mature your PMO The CMMI maturity model described earlier in this document pertained to the maturing of the organization that the PMO serves. The PMO itself needs to mature as well. The PMO maturity model depicted below provides a starting point for modeling an appropriate evolutionary path in your organization. Since business context is unique for every enterprise (e.g., goals, business drivers, organizational structure, culture, etc.), any maturity model can only be viewed as a template and launching point for further discussion on how best to plot the most efficient and successful path forward. Maturity Level Key Process Area Concentrations Strategic Focus Effective Span Next Phase when 5 Integrated 4 Managed 3 Defined 2 Stable 1 Initial Value, Procurement, Outsourcing, and Contract Management Business Continuity Planning PM Center of Excellence Integration with Business Program Process, Vendor, Project Integration, Dynamic and Staff Performance Management Micro-Level PM Career Path Change, Best practices dissemination Continuous Enterprise-wide resource planning/mgmt improvement PM Methodology Skills, Risk, Staff/Environment Resource, Change, Conflict/Issue Management PM Training and Consulting Knowledge Management Planning, Tracking, Estimating, Risk Identification, Schedule, Scope, Budget/Cost, and Progress Reporting Skills Static Macro- Level Change Stabilize Performance, Standardize processes Basic tools/techniques, methodologies, Success services, roles, standards established Stories, Low- (underlying disciplines may not be understood hanging fruit or consistently followed) Enterprise / Industry Strategy Execution Multiple SBUs Strategic Alignment Multiple Programs or Portfolios Multiple Projects (Portfolio or Program) Individual Projects A whole new paradigm for Enterprise PPM and governance is invented. Project success is the norm and little PMO resource goes to crisis management. PMO established as focal point for optimizing project execution performance enterprise-wide PMO viewed as an important link between IT project/program delivery and the business. PMO takes lead in objective setting and performance monitoring. PMO now viewed as Program or Portfolio Management Office Start to see initial pull for PMO services and info.
An Oracle White Paper March 2013 Project Management Office Starter Kit Executive Overview... 1 Introduction... 1 Plan Phase... 2 Create Statement of Purpose and Goals... 2 Define Scope and Target Maturity...
Implementation Plan of PMO(Project Management Office) over EPMO(Enterprise Project Management Office) for Beneficiaries Success in Today s Organizations Ashilkumar R. Patel M.E(pursuing) Student,Gujarat
PM Services Portfolio Strategy, Design and Build Portfolio Strategy, Design and Build PM Services consultants will design an effective portfolio management system and works closely with client management
October 2015 Trissential Consulting Carl M. Manello Practice Lead All PMO s are NOT the same! There is a lack of perceived value of PMOs, a lack of project/program maturity and a lack of executive support
Section 6 Governance & Investment Roadmap Executive Governance Strong governance is critical to the success of a long-term, complex transformative initiative. The following section provides a high-level
Setting up and operationalisation of Enterprise PMOs A. Why an EPMO? Entities in private and non-profit/ governmental sectors need to constantly address change due to external and internal forces. These
PMO Director It s about you Are you curious about how individual projects further a company s strategy? Can you think at the macro level across broad groups of people and services? Do you have an eye for
Frank P.Saladis PMP, PMI Fellow Success factors for Project Portfolio Management The Purpose of Portfolio Management Organizational Assessment Planning a Portfolio Management Strategy The Portfolio Management
Finding The PPM Sweet Spot How the Cloud and a Top Down Approach Can Help Drive Project Portfolio Value Featured Presenter: Daniel Stang Research Director Welcome! Thank you for joining us. A few things
Previews of TDWI course books offer an opportunity to see the quality of our material and help you to select the courses that best fit your needs. The previews cannot be printed. TDWI strives to provide
PM Services Transition Program Management Transition Program Management The PM Services team brings strong PM knowledge, years of program management experience, and a proven PM tool set to assure successful
RL Consulting IT Service Management The Role of Service Request Management Prepared by: Rick Leopoldi June 1, 2007 Copyright 2001-2007. All rights reserved. Duplication of this document or extraction of
Executive summary The project management was initially developed to define and maintain standards for project management in the organisation. In many organisations, the PMO has developed a strategic role
Project Management Office (PMO) Charter Information & Communication Technologies 10 January 2008 Information & Communication Technologies Enterprise Application DISCLAIMER Services Project Management Office
The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material,
Business Process Management & Enterprise Architecture Services and Solutions October 2012 VEA: Click About to edit Us Master title style Global Presence Service and Solution Delivery in 22 Countries and
North Carolina Procurement Transformation Governance Model March 11, 2011 Executive Summary Design Approach Process Governance Model Overview Recommended Governance Structure Recommended Governance Processes
Strategic Plan for the Enterprise Portfolio Project Management Office Governors Office of Information Technology.......... June 2010 Ron Huston Director Message from the State Enterprise Portfolio Project
Specialist Position Description February 9, 2015 Specialist Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level
WHITE PAPER The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls EXECUTIVE SUMMARY In today s management by projects mindset, portfolio managers and PMO directors are challenged with ensuring successful
s A 1 will have various roles and responsibilities according to whether the service (or support) is focused at the project, program or portfolio level. Project management offices (PjMO) provide centralised
The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls In today s management by projects mindset, portfolio managers and PMO directors are challenged with ensuring successful delivery in addition
Program Management Professional (PgMP) Examination Content Outline Project Management Institute Program Management Professional (PgMP ) Examination Content Outline April 2011 Published by: Project Management
An Oracle White Paper April 2009 Project Management Office Best Practices A step-by-step plan to build and improve your PMO Step by Step The first step to establishing a PMO is to determine your organisation
WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,
In this chapter Learn what comprises a successful project Understand the common characteristics of troubled projects Review the common characteristics of successful projects Learn which tools are indispensable
Audit Checklist The following provides a detailed checklist to assist the audit team in reviewing the health of a project. Relevance (at this time) How relevant is this attribute to this project or audit?
Business Intelligence Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level
QA Roles and Responsibilities There are various roles on projects, some people may play more than one role. You should always check with your organizations testing methodology on what your role(s) are.
IT Owes Much to PMOs Doing More with Less Doing more with less is the mantra of IT organizations reuse and productivity, and nowhere recently have these principles been more effectively applied than in
Old Dominion University Office of Computing and Communication Services Project Management Office Charter Version: 1.0 Last Update: February 18, 2010 Created By: Anthony Fox, PMP OCCS Project Management
1.0 Purpose The Project Management Office (PMO) is committed to eliminating the status quo. The goal is to develop an environment where the team is encouraged to continuously improve what we do and how
in collaboration with Project, Program & Portfolio Help Leading Firms Deliver Value Managing Effectively & Efficiently Through an Enterprise PMO Program & Portfolio : Aligning IT Capabilities with Business
Adapting a PMO to Today s Agile World: Strategies for Success Barbara Bostian, Director, PMO Leigh Baudreau, Senior Manager, Product Planning About the Speakers Introductions and Contact Information Barbara.email@example.com
Using SAP Master Data Technologies to Enable Key Business Capabilities in Johnson & Johnson Consumer Terry Bouziotis: Director, IT Enterprise Master Data Management JJHCS Bob Delp: Sr. MDM Program Manager
Project Management Office (PMO) Charter for Enhanz Pte. Ltd. Version 1.0 Prepared by Enhanz Consulting PMO Lead I Document Version History Version Date Description of Changes Author Approver 1.0 05/10/2012
The Power of Metrics in Enterprise-wide Project Management Presented By: DENNIS L. BOLLES, PMP PMI Great Lakes Chapter September 10, 2012 0 Speaker Introduction Dennis Bolles has more than 40 years experience
Establishing and Improving the PMO at Your Organization January 15, 2014 Today's Agenda: Key Topics Objectives for the PMO PMO Leading Practices PMO Benefits Common Challenges & Risks Improving PMO Practices
Achieving the Power of Enterprise-Wide Project Management Dennis L. Bolles, PMP, President DLB Associates, LLC Darrel G. Hubbard, PE, President D.G.Hubbard Enterprises, LLC Project Management Is a Business
Wilhelmenia Ravenell IT Manager Eli Lilly and Company Agenda Introductions The Service Management Framework Keys of a successful Service management transformation Why transform? ROI and the customer experience
Business Analysis Practice Manager - IT It s about you Do you understand how systems, processes and technologies can contribute to an organization s performance? Are you a people person who can see the
Executive Summary Enterprise Project Management Initiative At a time when budgetary challenges became more and more aggressive, the Commonwealth of Kentucky determined in late 2000 it must develop a more
PM WORLD TODAY - FEATURED PAPER JANUARY 2008 The Project/Program Management Office (PMO) By TD Jainendrukumar The Project/Program Management Office (PMO) is the fastest growing concept in project management
RG Perspective Achieving Business Analysis Excellence Turning Business Analysts into Key Contributors by Building a Center of Excellence 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189
PROJECT MANAGEMENT PLAN TEMPLATE < PROJECT NAME > Date of Issue: < date > Document Revision #: < version # > Project Manager: < name > Project Management Plan < Insert Project Name > Revision History Name
Management Assessment PREPARED FOR: DIAGNOSTIC PROGRAM POWERED BY INFO-TECH RESEARCH GROUP MAY 11TH, 201 Powered by: Data is comprised of feedback from 2 respondents, including: James Joyce, Virginia Woolf
Begin Your BI Journey As part of long-term strategy, healthcare entities seek opportunities for continuous improvement in order to meet the changing needs of their patients while also maintaining compliance
The growing importance of EPMO (Enterprise Project Management Office) in today s organizations Abstract: This paper discusses the growing importance of Enterprise PMO in organizations. The paper highlights
DATA GOVERNANCE Enterprise Data Governance Strategies and Approaches for Implementing a Multi-Domain Data Governance Model Mark Allen Sr. Consultant, Enterprise Data Governance WellPoint, Inc. 1 Introduction:
PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE: Project Name Project Management Plan Document Information Document Title Version Author Owner Project Management Plan Amendment History
PMI Virtual Library 2011 Daniel D. Magruder Assessing the Appropriate Level of Project, Program, and PMO Structure By Daniel D. Magruder, PMP Executive Summary Does your organization have in-flight projects
Crosswalk Between Current and New PMP Task Classifications Domain 01 Initiating the Project Conduct project selection methods (e.g., cost benefit analysis, selection criteria) through meetings with the
AN INNOVATIVE SQA SERVICE MATURITY MODEL USING CMMI AND ITIL Shankar Gurumoorthy Senior Quality Leader, Bangalore, India firstname.lastname@example.org ABSTRACT This paper details a maturity model for SQA services
Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
Central Project Office: Charter ITCS: Central Project Office EAST CAROLINA UNIVERSITY 209 COTANCHE STREET, GREENVILLE, NC 27858 1 Table of Contents INTRODUCTION... 3 PURPOSE... 3 EXPECTED BENEFITS... 3
MGMT 4135 Project Management Chapter-16 Project Oversight Project Oversight: defined as a set of principles and processes to guide and improve the management of projects. Ensures projects meet the needs
Business Intelligence Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level
Enabling Portfolio Management Value Realization A BioPharma PMO Imperative Roger E. Williams & Fergus Delappe Bristol-Myers Squibb PMO15BR23 Agenda & Goals Background and understanding the complexity of
Engineer Position Description February 9, 2015 Engineer Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
What you need to know about PMOs By Bahar Banyahmad 2009 Overview With PMOs becoming more pervasive in large and medium enterprises, this whitepaper explores different PMO models and functions. It explores
Consulting PMOver Transforming the Management Office into a Results Management Office Executive summary Regardless of size and complexity, most programs encounter hurdles and issues. Many are able to address
Overview The Business Analysis Capabilities Assessment is a framework for evaluating the current state of an organization s ability to execute a business automation effort from and end-to-end perspective..
Project Management for Process Improvement Efforts Jeanette M Lynch CLSSBB Missouri Quality Award Examiner Certified Facilitator 2 Project and Process Due to the nature of continuous improvement, improvement
Service Data Sheet Cisco Network Optimization Service Optimize your network for borderless business evolution and innovation using Cisco expertise and leading practices. New Expanded Smart Analytics Offerings
Project Management for Implementing the Smart Grid By Power System Engineering, Inc. Abstract PM Methodology Using a Repeatable Project Management Approach Project management solutions for the Smart Grid
i This Page Intentionally Left Blank i Table of Contents SECTION 1: INTRODUCTION AND OVERVIEW...1 SECTION 2: PROJECT CLASSIFICATION FOR OVERSIGHT...7 SECTION 3: DEPARTMENT PROJECT MANAGEMENT REQUIREMENTS...11
Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 2 Career Path... 3 Explanation of Proficiency Level Definitions... 8 Summary
February 9, 2015 February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 3 Typical Common Responsibilities for the ure Role... 4 Typical Responsibilities for Enterprise ure...
Integrating Project and Integrating Project and By Reg Lo with contributions from Michael Robinson. 1 Introduction Project has become a well recognized management discipline within IT. is also becoming
MS Project Management Seminar In Project Management Course Code - 707 Project Management Office Lecture # 24 Summary of Previous Lecture In previous Lecture, we have discussed about Project Portfolio Management
Ownership & Awareness Program 1 Program 3 Program 4 Program 5 Program 6 Program 7 Program 2 Cap ability Development Infra structure Program n INTERNAL SERVICES GROUP ESSENTIAL FUNCTIONS Act as an interface
The State of the PMO 2012» A PM SOLUTIONS RESEARCH REPORT Media Partner 2 The State of the PMO 2012 About the Survey The State of the PMO 2012 was designed to help us understand the nature of current PMO
The Program Management Office. Establishing, Managing and Growing the value of a PMO. Author: Craig J Letavec, PMP. Publisher: J. Ross Publishing, 2006. Pages: 388. ISBN 1-932159-59-2 Dr. Manasranjan Dashmishra
Specialist Position Description March 23, 2015 MIT Specialist Position Description March 23, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level
Information Technology Manag gement Framework Roles and Respo onsibilities Version 1.2 Novemb ber 20122 ITM Roles and Version History Version ed By Revision Date Approved By Approval Date Description of
NEW YORK STATE-WIDE PAYROLL CONFERENCE Presented to: Felicia Cheek, Practice Leader Global Time to Pay Advisory 15 September 2014 Statement of Confidentiality and Usage Restrictions This document contains
STATE OF MICHIGAN Department of Information Technology Enterprise IT Portfolio Governance and Management Model NASCIO 2007 RECOGNITION AWARDS CATEGORY: IT PROJECT AND PORTFOLIO MANAGEMENT Enterprise IT
Implementing a Project Portfolio Management (PPM) Solution Sean Hansen, PMP Agenda Introductions First Fresh from Microsoft Ignite Why Implement a PPM Tool (recap) Are You Ready for a PPM Implementation?
Overview Initiation stage is highly instrumental in the life cycle of a project as it defines the boundaries of the project gives clarity to all participants about the objectives, scope, cost timescale
Project Portfolio Management Maciej Bodych, MBA, PMP Bio Maciej Bodych, MBA, PMP Consultant, Trainer and Interim Manager in area of Portfolio Management and PMO PMI Region Mentor in charge of the Eastern
Enhance State IT Contract Expertise Chris Estes State Chief Information Officer Office of Information Technology Services March 2015 1 P a g e Table of Contents 1. Legislative Request... 3 2. Introduction...
/01 PROJECT ADVISORY Stakeholder management and communication Leadership Series 3 kpmg.com/nz About the Leadership Series KPMG s Leadership Series is targeted towards owners of major capital programmes,
Health Data Analytics Data to Value For Small and Medium Healthcare organizations HEALTH DATA ANALYTICS WHITE PAPER JULY 2013 GREENCASTLE CONSULTING Abstract This paper is targeted toward small and medium