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Project Definition and Organization

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 Rey

Project Manager’s Responsibilities

PMO Project Integration Management (PMBOK, Appendix F, p. 411) Phase I – Preliminary PlanningDirection, progress, and resource management of project Establish Entire Project Management Team

o Obtain project sponsor/CEO/CFO approval Track Initiation Efforts with Sponsor

o Initiation Report StatusPrepare Preliminary Kick-Off Agenda Create Checklist Gather Resource Requirements & Documentation Collect Historical InformationFacilitate Kick-Off Meeting Introductions of Selected Team Members/Project Sponsor/Internal

Customer (Owner of company) Present Project Charter Present SOW

o Define Scope & Deliverables Communicate initiation status report, provide loose ends Identify roles & responsibilities PMO team/project assumptions:

o Project orientation current/future roles (Herzner, p. 418)Phase II – Detailed PlanningDevelop Project Management Plan (PMBOK, p. 411) Set up JAR/JAD sessions with team Reporting Structure & Procedures Communication Plan Work Breakdown Structure Milestone Schedule & Deadline Objectives Sponsor/Change Board ApprovalPhase III – ExecutionCritical Design Review (Herzner, p. 418) Provide updated progress reports to project sponsor/change

control board Prepare checklists of activities for new processes Sponsor/Change Board ApprovalPhase IV – Testing, Commissioning, and Evaluation Change Request Status Updates Obtain Authorized SignaturesPhase V – Project Close OutClose Project or Phase (PMBOK, p. 411) Satisfy Contractual Requirements Post Project Analysis Acceptance by Sponsor Release resources & Prepare Reviews Close out work orders (financial close out) (Herzner, p. 453)

Executive Sponsor: Diane Executive, VP Business Administration

Project Team Members:Name Title Expertise Responsibilities

Version 1, 11/08/09 Page 1 of 11Rey, Ginger Part I


Kathryn Intelligent

PMO Director Perform Integrated Change Control (PMBOK, p. 411)

BA Engineering, PMP

* PMO Manager (15 years)

* IT Management, Operations and Infrastructure (10 years)

* In-depth knowledge MS Office MS Project OPM3 Excel Journyx Primavera P6

Operations/Infrastructure1. Develop initiate,

approve, and prioritize standards & policies for project management

2. Commissioning PMs in organizational projects (submission, receipt, selection, prioritization)

3. Evaluation of PM Training & Mentorship

4. PMO repository library5. Project Mapping6. Collaboration Tools for

document management & sharing

7. Keep Intranet updated8. Document Management9. Enable PMO team to lead

change to increase project success rates of time, budget, and scope fulfillment.

* Lead & Supervise PMs1. Support project selection

for PMs2. Coordinate resource

management and allocation processes

3. Negotiate between line and project managers for resources

4. Update and validate communication guidelines

5. Support project managers in preparation and refinement of client presentations

* Communication Channels 1. Project, Program,

Portfolio status to stakeholders

2. Customer contact/relations

3. Assist Proposal Manager in Proposals, takes charge after proposal sent to customer

4. Executive/PM liaison5. Collective Team Status

Updates to PM of PMODebra Mentor

Process Mentor Monitor and Control Project Work(PMBOK, p. 411)

Project Processes1. Process mentor

leadership



MBA, MIS, PMP, PMI Certified OPM3 Consultant.

* Mentoring/Training (15 years)

* Risk Management & Business Analyst Background* Organizational Project Management

Knowledge Assessment Improvement

* Expert Knowledge MS Project Excel Journyx Primavera P6 OPM3 Maturity

Model* Proficient

MS Office Power Point

2. Lead the continued development and execution of the project management lifecycle methodology

3. Facilitate transition from de-centralized to centralized structure

* Training & Mentoring1. Plan, organize and

facilitate Individual Training Standards System (ITSS)

2. Provide training for all facets of project management, including those led by resources external to the PMO

3. Promote best practices, provide mentoring and training, review deliverables

4. Consultation5. Startup Assistance6. J.I.T. Assistance7. Project Recovery

Callie Control

Project Control Specialist

Direct and Manage Project Execution(PMBOK, p. 411)

MBA Accounting, PMP

*Project Controls providing cost estimates, planning/scheduling, baseline review, development and maintenance (12 years)

* Project portfolio management performance, investments(5 years)

* Experience with Cost Estimating Software Tools

* In-depth knowledge MS Project Excel Power Point

Project Accounting & Forecasts* Control Costs1. Baseline validation and

review, estimating, planning, scheduling, and project performance assessment

2. Support internal and external project reviews and validations

3. Comparing actual performance with planned performance; identify contractor corrective actions

4. Conducting project management briefings and preparing reports to reflect program/project status, cost and schedule trends, funding and project uncertainties

* Budget Management1. Responsible for

authorizing project budgets

2. Manage Journyx Time Tracking for projects



(project accounting), payroll program that automatically transfers time and attendance, and expense information directly to critical payroll & HR management systems from anywhere on the Web)

3. Schedule Maintenance* Portfolio Management1. Measure progress &

assure governance, 2. Improve team

collaboration 3. Prioritize project

investments and resources

4. Cost Estimating, what-if scenario modeling

5. Prioritize project investments and resources

Allen Analyst

Systems Developer/Business Analyst

Technical :Software Development and Deployment

B.S. Computer Technology, Certified Business Analysis Professional (CBAP), Cisco Certified Security Professional (CCSP), Securing Networks Routers and Switches (SNRS)

* Business Analyst (7 years)

* Systems Developer (15 years)

* Systems Analysis and Engineering: Operations

development Business/object

oriented analysis OO sequence analysis COTS trade studies Traceability and

impact analysis Design reviews

Install, Network, Interface Software/Hardware TechnologyTranslate business requirements into system design specifications; create project plans; develop, test and implement distributed software to support business requirements * Create Use Case 1. Create detailed business

and systems requirements for PMO/company interface, business process flows and diagrams

2. Review activities in organization that may or may not be included in the role of the PMO using related conditions in a Project Perfect Checklist Matrix:

a. uninvolvedb. monitorc. influenced. control

3. Communicate with functional/project managers to develop technical specifications



Requirements analysis

Reliability, maintainability, integration and testing

Security, Firewalls, Intrusion Prevention Systems

* Business Analysis: JAR/JAD Facilitation Business

Object/Process Modeling

Business Process Reengineering

Activity Based Costing

Project Identification

* Knowledge base:HTML, ASP, JavaScript, SQL Server (DBA, T-SQL, Stored Procedures, Linked Servers), Visual Basic XML, VB SCRIPT, Windows 2003+, C/C++, BASIC, UNIX, Software: Software: Journyx, MS Project, and Primavera

for PMO project4. Evaluate effects new

requirement on existing systems and their various interfaces

* Network Diagrams1. Interface new

applications with existing applications

2. for related PMO activities3. Identify user needs, map

to system requirements 4. Diagnose issues with

applications running on the server

5. Interface with business clients, technical peers, offsite development resources and software vendors.

6. Resolve business, functional and technical issues, and in the smooth and successful implementation of a project

7. Testing software8. Extract business

requirements from interviews with business clients

Paul Proposal

Proposal & Contract Manager

LegalBids, Proposals, Contracts

BA Business

Bids, Proposals, and Contract Management in Project Environmento (10 years)

Project Manager o (5 years)

* Expert Knowledge development & delivery of winning RFP/RFI documents with proactive proposals in technical environment

* Manages overall plan for each bid in high volume tight timeline

Bids, Proposals, Contracts1. Creates persuasive

RFP/RFI documents and proposals bids through information from project managers, line managers, and PMO

2. Formulates and coordinates procurement proposals & bids

3. Directs/coordinates workers activity in formulating bid proposals.

4. Evaluates/monitors contract performance to determine amendments or extensions of contracts, in compliance with contractual obligations

5. Approves or rejects requests for deviations from contract



specifications and delivery schedules

6. Ensures compliance with RFP/RFI instructions and requirements

Negotiates, Administers, and Arbitrates1. Contracts with suppliers2. Analyzes prices of

proposals, financial reports, and pertinent data to determine fairness of prices

3. Claims/complaints regarding performance of contracts

4. Extends, terminates, and renegotiates contracts.

5. Contract Assistance Tracking

6. Material & Service Procurement

7. Collective bargaining agreements

8. Serves as liaison officer for contractor obligations

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 Analyst

Paul 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.

Project Deliverables:

1. Establish Entire Project Management Office Team Governance Board for PMs

PMO Director to perform integrated change control Operations/Infrastructure

o Program Management PM Supervision PM Communication Channels PM Document Management

Process Mentor to monitor and control project work Project Processes

o Training and Mentoring Project management lifecycle methodology

o Project Management Organizational Development Maturity Model (OPM3)

Project Control Specialist to direct and manage execution Project Accounting and Forecasts

o Cost Controlso Budget Managemento Portfolio Management

System Analyst-Business Developer to provide technical support



Software Development and Deploymento Software/Hardware: Install, Network, Interface

Use Case and Network Diagrams Proposal & Contract Manager to negotiate, administer, and arbitrate:

Bids, Proposals, and Contractso RFP/RFI Documents and Complianceo Contracts with Customers and Suppliers

2. Form Centralized Structure Uniformity of Command for PMs

Move from weak matrix organization to strong PM authority PM access to resources for projects through PMO partnership PM assistance in planning, implementing, and measuring Negotiation power with line managers

Process Mentorship for PMs Training to reduce project failures

Proactive Preventiono Proper selection of projectso Start up assistance

Risk Managemento Consultation problem issues

Project Recovery PM assistance in planning, implementing, and measuring

3. Form Projectized Organization Project Focus Orientation

Reviews of Projects, Processes, and Project Managers Revised Reporting Structures PMO Policies and Procedures Handbook

4. Implement New Software Technology Journyx and Primavera replaces outdated technology

New software to fulfill project requirements, resolve accounting, tracking, and scheduling conflicts

Software Deployment & Training New project management software progressively positions PMs with tools for

improving project success Journyx time tracking and cost accounting software

Data obtained in real-time from business intelligence server Scheduling and mapping tools for billable time reporting Repository data management Cost accounting system Expedite expense approval processes

Primavera P6 controls projects schedule and costs Portfolio management Document management Job cost and project controls Project analytics and risk management Cost versus schedule performance

5. Initiate New Process PMI Capability Maturity Model, OPM3 Training & Development

Project, Program, Portfolio Management Improves Performance; increases



productivity, updates best practices, and checkpoints Level 1 – Standardization

1. PMO authorizes critical decision making process improvements for projects

2. PMO establishes standard policies for project management in conjunction with company strategies

3. PMO active processes are established4. PMO policies supplied to stakeholders5. Documented processes are supplied to stakeholders6. PM software is consistent7. Work processes consistent for outputs through training and knowledge

management (Schlichter: PMI, 2003, Figure 8) Level 2 – Measuring

1. Measurement processes identified for customer needs and users affiliated with PMO

2. Processes are benchmarked with similar and dissimilar organizations for improvements

3. Metrics are identified for critical characteristics for project improvement4. Critical inputs are measured that affect processes5. Status reports provide process measurements to correct outputs

(Schlichter: PMI, 2003, Figure 9) Level 3 – Controlling

o Stage Gate Reviewso Evaluation by PMI Directoro Dash boarding Risks (Schlichter: PMI, 2003, Figure 10)

Level 4 – Improvingo “Document root causes of problems in the process”o PM Mentorship by PMOo Benefits realization, document what is right with the process

(Schlichter: PMI, 2003, Figure 11)6. Standardize Project Methodology

PMO Repository Library Project Management Templates

Skills database Performance Documentation Risks & Issues Documentation Change Requests Documentation Quality Management Configuration management

Program Management Templates Program Management Plan WBS Template Communication Plan

Portfolio Management Project Mapping Risk factors Value to business/projected Costs (ROI & payback)

7. Promote Customer Satisfaction Provides Customer Focus; Point-of-Contact

PMO Director Assists Proposal Manager in proposals, takes charge after proposal sent to

customer Supports project managers in preparation and refinement of client

presentations



Go-to for customer questions and problems

Project Milestones: Milestone: Completion Date:Establish Entire Project Management Office Team February 1, 2010

Form Centralized Structure March 1, 2010

Form Projectized Structure June 15, 2010

Implement New Software Technology September 15, 2010

New Process Implementations January 14, 2011

Standardize Project Methodology April 15, 2011

Promote Customer Satisfaction May 2, 2011

How will the project team communicate?The PMO team will use a Project War Room (Borysowich) for daily JAR/JAD sessions the month of February to jumpstart the project, followed by weekly status meetings throughout the project.

Monthly written report status updates will be provided by project manager (Ginger) and PMO director to sponsor in face-to-face meetings.

Structured walkthroughs will be used to assess progression of PMO project and to assess need of technology changes and affected parties. Deliverable review meetings will be held at milestones for sponsor, change board, and customer to allow comments and critical design review.

Emails, phone calls, interoffice memos, and a project Intranet will be used.

Where will project information be stored and how will it be accessed?WBS Dictionary and Gantt Chart will be used for storage accessible by Intranet.

Briefly describe how will project issues be tracked and how any outstanding issues will be escalated for resolution.Project Issues to be Tracked in a Word Chart and accessible by Intranet.

Rows:SPONSORS/CHANGE BOARD/CEO (owner)Urgent IssuesIssues Updates/ResolutionsSpecial Meetings & PresentationsNew Issues/New ActionsTEAM MEMBERSNew Issues/Action ItemsIssue Items Status/Updates/ResolutionChange RequestsProject Status ReportsSTAKEHOLDERSNew Actions by Sponsor/Change Board

Columns:



From/To/Content Provided By/Frequency/Format Used/Delivery Media/Comments

Briefly describe how the project team will resolve disagreements and conflicts including the appropriate escalation path you would like the team to use.A contract will be developed by the team in early JAR/JAD sessions for disputes among team members. Majority vote based on strongest support evidence holding first place to arguments. Secondly, any disputes that escalate will be brought to the attention of the sponsor for mediation.

References

Borysowich, Craig. (2008, January 20). Team Building Approaches: Project Communication. Toolbox.com (1998-2009). Retrieved November 5, 2009 from http://it.toolbox.com/blogs/enterprise-solutions/team-building-approaches-project-communications-21901

Herzner, Harold. (2009). Project Management: A Systems Approach to Planning Scheduling, and Controlling, 10th Ed. John Wiley and Sons, Inc.

Project Management Body of Knowledge (PMBOK Guide), 4th Ed. PMI. (2008).

Schlichter, John (n.d.) Taking OPM3 to the Next Level. The Information Technology & Telecommunications Specific Interest Group (2009). Retrieved November 5, 2009 from http://pmi-ittelecom.org/pmtopics/taking-opm3-to-the-next-level/. Referenced from: Organizational Project Management Maturity Model (OPM3®). Project Management Institute, 2003. ISBN 1930699085


http://it.toolbox.com/blogs/enterprise-solutions/team-building-approaches-project-communications-21901

http://it.toolbox.com/blogs/enterprise-solutions/team-building-approaches-project-communications-21901

http://pmi-ittelecom.org/pmtopics/taking-opm3-to-the-next-level/