This is Part I of 3 in my Advanced Project Management Course requirement where I had to pick a project. I picked setting up an Project Management Office because I believe PMOs are on the rise. Part II and III are available to show in relationship to job opportunities. I received a very high grade for my work and was complimented by the instructor on this project.
- 1. Date:November 8, 2009Project Title:Set Up Project Management Office Management System to Improve Project-focused Success Rates and Customer Satisfaction
Project Organization: Genesis Intermedia, Inc.
- Project Manager:Ginger ReyProject Managers ResponsibilitiesPMO Project Integration Management (PMBOK, Appendix F, p. 411) Phase I Preliminary PlanningDirection, progress, and resource management of projectEstablish Entire Project Management Team Obtain project sponsor/CEO/CFO approvalTrack Initiation Efforts with SponsorInitiation Report StatusPrepare Preliminary Kick-Off AgendaCreate ChecklistGather Resource Requirements & DocumentationCollect Historical InformationFacilitate Kick-Off MeetingIntroductions of Selected Team Members/Project Sponsor/Internal Customer (Owner of company)Present Project CharterPresent SOWDefine Scope & DeliverablesCommunicate initiation status report, provide loose endsIdentify roles & responsibilities PMO team/project assumptions:Project orientation current/future roles (Herzner, p. 418)Phase II Detailed PlanningDevelop Project Management Plan (PMBOK, p. 411)Set up JAR/JAD sessions with teamReporting Structure & ProceduresCommunication PlanWork Breakdown StructureMilestone Schedule & Deadline ObjectivesSponsor/Change Board ApprovalPhase III ExecutionCritical Design Review (Herzner, p. 418)Provide updated progress reports to project sponsor/change control boardPrepare checklists of activities for new processesSponsor/Change Board ApprovalPhase IV Testing, Commissioning, and EvaluationChange Request Status UpdatesObtain Authorized SignaturesPhase V Project Close OutClose Project or Phase (PMBOK, p. 411)Satisfy Contractual RequirementsPost Project AnalysisAcceptance by SponsorRelease resources & Prepare ReviewsClose out work orders(financial close out) (Herzner, p. 453)Executive Sponsor:Diane Executive, VP Business Administration
Project Team Members:
Project Team Reporting Structure:
The Project Sponsor, Diane Executive, and Change Board will receive updates from the Project Manager, Ginger Rey.The Project Manager will receive cumulative updates from the PMO Director and work jointly to complete PMO project.Direct reports will be given to the Kathryn Intelligent, PMO Director from:Debra Mentor, Process MentorCallie Control, Project Control SpecialistIngrid Integrator, Systems Developer/Business AnalystPaul Proposal, Bids and Proposals Manager (as needed)
Project Scope Statement:
The primary goal of the new Project Management Office (PMO) is to improve project-focused success rates and customer satisfaction through better governance of project managers through a new management system. The PMO management system will provide innovation and value for on-going operational and tactical projects by prioritizing project requests to align with strategic initiatives influenced by key requirements, available resources, and funding through organizational synergy and dashboards to accurately convey constraints and data needed to improve decision-making. The PMO objectives are to: 1) Establish Entire Project Management Office Team, 2) Form Centralized Structure, 3) Form Projectized Organization, 4) Implement New Project Software, 5) Initiate New Process, 6) Standardize Project Methodology and 7) Promote Customer Satisfaction to support a center of excellence.The PMO management system will support improved project-focused functions and customer relationships through the integration of multidisciplinary approaches to project management gained through expert knowledge, experience, and training using the Project Management Organizational Development Maturity Model (OPM3) and Journyx and/or Primavera software.This project applies to the Los Angeles office only; all other locations are out of scope. The PMO will support all facets of project management at the Los Angeles office, including those led by resources external to the PMO that affect project success and includes assigned resource employees as needed; the PMO will not apply to non-project employees or other employees at other locations.The PMO management system reflects a more predictable internal environment for projects to reduce employee time and effort increasing project success rates. Technical performance measurements will indicate tolerable risk ranges to evaluate the parameters of projects, reducing overruns and failures. PMO support promotes proper resource usage and information collaboration contributing to operational effectiveness and customer fulfillment. These factors minimize triple constraints of poor project quality, bad scheduling and excessive budget expenditures. The project has five phases with a time line of 20 months: 1) Preliminary Planning, 2) Detailed Planning, 3) Execution, 4) Testing, Commissioning, and Evaluation and 5) Close Out (predicted end date after Close: June 8, 2011.
- Establish Entire Project Management Office TeamGovernance Board for PMsPMO Director to perform integrated change control Operations/InfrastructureProgram ManagementPM SupervisionPM Communication ChannelsPM Document ManagementProcess Mentor to monitor and control project workProject ProcessesTraining and MentoringProject management lifecycle methodologyProject Management Organizational Development Maturity Model (OPM3) Project Control Specialist to direct and manage executionProject Accounting and ForecastsCost ControlsBudget ManagementPortfolio ManagementSystem Analyst-Business Developer to provide technical supportSoftware Development and DeploymentSoftware/Hardware: Install, Network, InterfaceUse Case and Network DiagramsProposal & Contract Manager to negotiate, administer, and arbitrate:Bids, Proposals, and ContractsRFP/RFI Documents and ComplianceContracts with Customers and SuppliersForm Centralized StructureUniformity of Command for PMsMove from weak matrix organization to strong PM authorityPM access to resources for projects through PMO partnershipPM assistance in planning, implementing, and measuringNegotiation power with line managersProcess Mentorship for PMsTraining to reduce project failuresProactive PreventionProper selection of projectsStart up assistanceRisk ManagementConsultation problem issuesProject RecoveryPM assistance in planning, implementing, and measuringForm Projectized OrganizationProject Focus OrientationReviews of Projects, Processes, and Project ManagersRevised Reporting StructuresPMO Policies and Procedures HandbookImplement New Software TechnologyJournyx and Primavera replaces outdated technologyNew software to fulfill project requirements, resolveaccounting, tracking, and scheduling conflictsSoftware Deployment & TrainingNew project management software progressively positions PMs with tools for improving project successJournyx time tracking and cost accounting softwareData obtained in real-time from business intelligence serverScheduling and mapping tools for billable time reportingRepository data managementCost accounting systemExpedite expense approval processesPrimavera P6 controls projects schedule and costsPortfolio managementDocument managementJob cost and project controlsProject analytics and risk managementCost versus schedule performanceInitiate New ProcessPMI Capability Maturity Model, OPM3 Training & DevelopmentProject, Program, Portfolio Management Improves Performance; increases productivity, updates best practices, and checkpointsLevel 1 StandardizationPMO authorizes critical decision making process improvements for projectsPMO establishes standard policies for project management in conjunction with company strategiesPMO active processes are establishedPMO policies supplied to stakeholdersDocumented processes are supplied to stakeholdersPM software is consistentWork processes consistent for outputs through training and knowledge management (Schlichter: PMI, 2003, Figure 8)Level 2 MeasuringMeasurement processes...