The Value of a Project Management Office Copyright: Kathy J. Lang, 2004.

The Value of a Project ManagementOffice

Copyright: Kathy J. Lang, 2004

Agenda

• Problem Statement

• Solution – Project Management Office

• Results – Critical Success Factors

• Next Steps

Problem Statement

Types of Work

• Operations

• Projects

Project*

• A project is a temporary endeavor undertaken to create a unique product or service.

• Temporary – definite beginning and definite end

• Unique – the product or service is different in some distinguishing way from all similar products or services

*The Guide to Project Management Body of Knowledge

Project

Operations

Problems

• No consistent management

• Lack of prioritization

• No formal tracking

• Lack of communication

• Lack of functional user involvement

Problems

• Not On-Time

• Not On-Budget

• Not Meeting Expectations

SolutionFirst Attempt

First Attempt

• Inventory projects– Current, approved and pending – Prioritize current projects

• Schedule projects and set end-dates

• Require project plans

• Implement Project Server

• Trained staff

Project Managers

• Individual responsible for the project

• Assigned to a specific application area

• Other technical staff

Problems continued…

• Lack of communications

• Lack of functional user involvements

• Lack of project management skill sets

• Not on-time

• Not on-budget

Solution:Project Management

Office (PMO)

Project Management Office (PMO)

• provide the structure and expertise needed to improve project success rates

Goals

• Improve Project Success

• Standardize the Project Process

Goals

• Follow consistent methodology

• Improve management

• Improve communication

• Improve functional user involvement

• Prioritize projects

• Monitor progress/budget

PeopleProcess

Technology

Director of Applications

Project Manager Student Systems

Project ManagerAdvancements

Project ManagerFinancials

ApplicationSpecialist






Director ofPMO &

Applications

Project Manager

Project Manager

Asst DirectorApplications







Project Manager

New Project Identified

Project Scoped

Project Feasibility document

Project Manager Assigned

Budget Developed

Project Request Received

End User or ITPMO Project Manager

To Approval Process

Implementation Phase

• Schedule Project

• Assign PM

• Identify Project Team– Executive Sponsor– Functional Lead(s)– Technical Lead(s)– Other Resources

Implementation Phase

• Formulate Steering Committee

• Create a Communications Team

Implementation Phase cont.

• Develop Project Charter– Identify Executive Sponsor– Set Expectations– Sets Milestones– Identify Project Team

• Roles

• Responsibilities


• Project Kickoff

• Project Plan– Sub-Plans

• Implementation

• Location


• Project Meetings

• Weekly Progress Reports– Accomplishments– Risks/Issues

• Steering Committee Meetings

• Communication Meetings

Project Closure

• Project Complete

• Transition to Operations

• Formal Project Closure

• Post Project Review

Results/Critical Success Factors

Results

• On-Time

• On-Budget

• Increased User Satisfaction

• More Projects Completed

Critical Success Factors

• Management of Expectations

• Adequate Budget

• Cross-functional Teams

• Strategic Use of Consultants

• “Right” Project Manager

• Effective Steering Committee

• Minimal Scope Creep

Next Steps

Next Steps

• More Documentation

• Better Transition to Operations

• Improved Project Reviews

• Staff Evaluations

• User Assessments

• Formal Approval Process

Approval Process

• Information Technology Planning Committee (ITP)

• University Policy & Procedure

ITP

• Key Campus Representatives

• Charge– Recommend IT Strategic Plan– Recommend/Prioritize Projects

University Policy & Procedures

• Formal policy regarding IT projects– VP/Dean Approval– IT Services Approval– Funding Plan

Approval Process

New Project Identified

Project is Scoped

Project Feasibility document is filled

out

Project Manager Assigned

Project Feasibility Document Created

Project Request Received

End User or ITPMO Project Manager

To Approval Process

Projects Reviewed

IT Executive Team

Project Feasibility documentProject Feasibility documentProject Feasibility

document

User = IT

Funding Available

Project Approved

To Scheduling

< X$ and/or <YTime

To ITP Committee

To PMO

No

YesYes

Yes

No

No

No

Yes

Projects Reviewed

ITP Committee

Project Feasibility documentProject Feasibility documentProject Feasibility

document

Funding Availalbe

Project Approved

To Scheduling

To PMO

No

Yes

Yes

Project Requests Prioritized

Projects Reviewed

Project Approved To Scheduling

NoNo

Yes

Budget Committee

Summary

• Problem Statement

• Solution – PMO

• Results – Critical Success Factors

• Next Steps

The Value of a Project

ManagementOffice [email protected]

The Value of a Project Management Office Copyright: Kathy J. Lang, 2004.

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