This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.

1. PROJECT MGMT. OFFICE (PMO)
RAHMAT BIN HASHIM, PMP®
ENTERPRISE PROJECT MANAGEMENT (EPM)

2. RAHMAT BIN HASHIM, PMP®
TABLE OF CONTENT
 EPM MODEL
 PROJECT MGMT OFFICE (PMO)
 PROJECT MGMT PROCESS
 PROJECT PROCESS FLOWCHART
 CRITICAL SUCCESS FACTORS

3. RAHMAT BIN HASHIM, PMP®
EPM Model

4. Enterprise Project Management
(EPM)
RAHMAT BIN HASHIM, PMP®

5. Project Management
Programme
Management
Project Portfolio
Management
ORGANIZATION
PEOPLE
TECHNOLOGY
PROCESS
3-tier Management :
1. Project Portfolio Management
2. Programme Management
3. Project Management
4 Structural Components to
support the 3-tier
Management :
• Process
• Technology
• Organization
• People
The linkages between these tiers forms
strategic approach in the coordination
of resources and organization
Enterprise Project Management
(EPM)
RAHMAT BIN HASHIM, PMP®

6. Portfolio Management – collection of projects,
programs and other work grouped together to
meet the organisation’s objectives
Programme Management – a group of
interrelated projects managed to meet the
organisation’s objectives
Project Management – a methodology used to
realized the project’s scope
Enterprise Project Management
(EPM)
RAHMAT BIN HASHIM, PMP®

7. Project Management
Programme
Management
Project Portfolio
Management
ORGANIZATION
PEOPLE
TECHNOLOGY
PROCESS
How technology being
leveraged to enable
people and processes?
Do people have the
skills and knowledge to
lead projects?Who’s responsible for
project management
tools and processes?
What practices are
project leaders expected
to follow?
PMO Level
Enterprise Project Management
(EPM)
RAHMAT BIN HASHIM, PMP®

8. RAHMAT BIN HASHIM, PMP®
PROJECT MGMT OFFICE

9. RAHMAT BIN HASHIM, PMP®
Why do you need PMO?
To streamline & standardise project processes
To govern rules & procedures in project delivery
To monitor & control project delivery scopes
To be the custodian of Project Knowledge Base
To develop appropriate skill-sets for project team
To advise Management on resources allocation

10. Project Management
Office - PMO
PMO is an organisational unit to centralise
and co-ordinate the management of
projects under its domain.
Other names:
 Programme Management Office
 Project Office
 Programme Office
RAHMAT BIN HASHIM, PMP®

11. Composite Organisation
Chief Executive
Functional
Div. / Dept.
Functional
Div. / Dept.
Functional
Div. / Dept.
PROJECT
MANAGEMENT
OFFICE
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Project Manager
Project Manager
Project Manager
Project coordination* Blue box indicate staff engaged in project activities.
PMO
RAHMAT BIN HASHIM, PMP®

12. Role of a PMO
Assist in the Project Portfolio management
Manage the interdependencies between projects
Provide the methodology / SOP / Standards / Policies
Help provide resources
Terminate projects
Help gather lessons learned & make them available to
other projects
Provide templates
RAHMAT BIN HASHIM, PMP®

13. Role of a PMO
Provide training / guidance / mentoring
Provide enterprise project management software
Have a view of all projects
Quantitative methods to continue improving processes
for PM
Centralised repository and management of shared
project documentation
Centralised repository and management of shared and
unique project risks
RAHMAT BIN HASHIM, PMP®

14. Governance
OrganizationResources
Process
PMO
(Programme/
Project
Management
Office)
PMO FRAMEWORK
There are four (4)
important elements
when establishing
PMO in your
organization, and
they are :
 Process
 Governance
 Organization
 Resources
RAHMAT BIN HASHIM, PMP®

15. INITIATING PLANNING EXECUTING CLOSING
MONITORING AND CONTROL
PROJECT MGMT PROCESS
RAHMAT BIN HASHIM, PMP®
When developing project management processes, you need
to adapt best practices that are commonly used in the
industry such as PMI-PMBoK, PRINCE-2, etc.

16. INDIVIDUAL
PROJECT
REPORTING
PROJECT
STEERING
COMMITTEE
REPORTING
STRATEGIC
MANAGEMENT
REPORTING
Reporting structure for effective PMO operations should be
governed at the project operational level, program
management level, as well as portfolio management level.
PMO - GOVERNANCE
RAHMAT BIN HASHIM, PMP®

17. A PMO must be able to deliver benefits to the organization.
The areas of focus include project accountability and
business operational responsibility...
RAHMAT BIN HASHIM, PMP®
PMO - ORGANIZATION

18. People factor plays vital role in PMO organization and they should
have quality conscience, ethical and extensive experience. Skills
development programs should be established to build these aspects
in PMO team.
PMO - RESOURCES
RAHMAT BIN HASHIM, PMP®

19. Other important element is the Knowledge-based for
consistency in project documents & easier accessibility..
Template-driven documents Information via internet
PMO - RESOURCES
RAHMAT BIN HASHIM, PMP®

20. RAHMAT BIN HASHIM, PMP®
PROJECT MGMT PROCESS

21. The Triple Constraints
(Time, Cost & Scope)
Triple constraints affects the
overall project quality.
The nexus between the
constraints is such that a
change in one will often affect
at least one of the other two.
Balancing the three is crucial
to project quality.
A high quality project is one
that delivers the required
product, service or result
within time, cost and scope.
RAHMAT BIN HASHIM, PMP®
PROJECT PERFORMANCE
INDICATORS

22. PROJECT MGMT PROCESS
RAHMAT BIN HASHIM, PMP®
We’re adapting the PMI-PMBoK® methodology…

23. The Process
Groups are linked
by the output they
produce
The output of one
process become
input to another
process or a
deliverable of the
project
The Monitoring &
Controlling
Process interacts
with the other
process groups.
RAHMAT BIN HASHIM, PMP®
PROJECT MGMT PROCESS

24. RAHMAT BIN HASHIM, PMP®
Source /
Output
Initiating
Process
Planning Process Executing
Process
Monitoring &
Controlling
Process
Closing
Process
Source 1. LOA
2. Proposal & Bill
of Qty (BQ)
3. Costing Sheet
4. Stakeholders
Lists
1. Project Charter
2. Risk Register
3. Scope Baseline
4. Stakeholder Analysis
1. Project Plan
2. Risk Register
3. Procurement
Plan
4. Resource
Plan
1. Project Plan
2. Risk Register
3. Resource Plan
1. Project File
2. Contract
3. All COA
Output 1. Project Charter
2. Risk Register
3. Project Kick-off
Doc.
4. Scope Baseline
Doc.
5. Project
Resources
Assignment
6. Contract
Document
1. Project Mgmt Plan
2. Change Mgmt
Procedures
3. Risk Register
4. Project Schedule
5. Resource Plan
6. Quality Plan
7. Procurement Plan
8. Tech. documents
template
1. Project Status
Report
2. Project
Schedule
3. Risk Register
4. Minutes of
Meeting
5. Resource
Assignment
6. Invoice
Initiation
1. Change
Request Logs
2. Issues Logs
3. Risks Register
1. Project
Lesson
Learned
2. Project
Closing
Document
3. Handover
Checklist
Cert. of
Acceptance
(COA)
1. Scope
Baseline
1. Project Plan 1. All
Deliverables
1. UAT
2. Migration
1. Final
Acceptance
PROJECT DELIVERABLES

25. RAHMAT BIN HASHIM, PMP®
PROJECT DOCUMENTS
Document
Type
Initiating
Process
Planning
Process
Executing
Process
Monitoring &
Controlling
Process
Closing
Process
Project
Mgmt.
Documents
1. Project
Charter
2. Risk Register
3. Kick-off Doc.
4. Scope
Baseline Doc.
5. Resources
Assignment
6. Contract
1. Project Mgmt
Plan
2. Change Mgmt
Procedures
3. Risk Register
4. Project Schedule
5. Resource Plan
6. Quality Plan
7. Procurement Plan
1. Project Status
Report
2. Project Schedule
3. Risk Register
4. Minutes of
Meeting
5. Resource
Assignment
6. Invoice Initiation
1. Change
Request Logs
2. Issues Logs
3. Risks Register
1. Project
Lesson
Learned
2. Project
Closing
Document
3. Handover
Checklist
Technical
Documents
1. Tech. documents
template
1. URS document
2. SRS document
3. SAD document
4. SIT document
5. UAT document
6. Data Migration &
Conversion doc.
7. Training Manual
8. User Manual
9. Tech. Manual
10. BCP/DRP
Manual

26. PLAN RISK
MANAGEMENT
RISKS
IDENTIFI-
CATION
QUALITATIVE
RISKS
ANALYSIS
QUANTITATIVE
RISKS
ANALYSIS
PLAN RISKS
RESPONSES
RISKS MANAGEMENT
RAHMAT BIN HASHIM, PMP®

27. RISKS MANAGEMENT
RAHMAT BIN HASHIM, PMP®

28. IMPLEMENTATION STRATEGY
RAHMAT BIN HASHIM, PMP®
Requirement &
Design Stage
- URS document
- SAD document
Development
Stage
- D/base Config.
- Program coding
- Unit Testing
QA &
Acceptance
Stage
- SIT
- UAT
Product
Live Run
CMMI Group Processes in Product Development :
1. Requirement Development
2. Requirement Management
3. Technology Solution
4. Product Integration
5. Verification
6. Validation

29. RAHMAT BIN HASHIM, PMP®
Steering
Committee
• Policy Changes
• Scope Revision
• Timeline Revision
• Final Approval
Working
Committee
•Planning & Execution
•Monitoring & Control
•Requirement
Acceptance
•Deliverables Acceptance
•Issues Resolution
•Resource Mgmt
•Risks Mgmt
•Configuration Mgmt
•Change Request Mgmt
QA
Committee
• QA Planning
• QA Approval
Change
Control
Board
• CR Approval
PROJECT GOVERNANCE

30. PROJECT STAKEHOLDERS
RAHMAT BIN HASHIM, PMP®
Project Stakeholders
Project
Mgmt
Team
Project
Manager
Other
Project
Team
Members
Sponsor
PROJECT TEAM
THE PROJECT
Project
Mgmt
Office
Program
Manager
Other Stake-
holders
Portfolio
Manager
Customers
/ Users
Functional
Managers
Operations
Mgmt
Sellers /
Business
Partners

31. PROJECT ORGANIZATION
RAHMAT BIN HASHIM, PMP®
Project
Management
Account
Management
Requirement
Specification &
Design
Product
Installation &
Configuration
Acceptance
Testing
Training &
Implementation
Contract
Management
Solution
Architect
Procurement
Management
Post Delivery
Management
Project
Secretariat

32. RAHMAT BIN HASHIM, PMP®
PROJECT PROCESS FLOWCHART

33. Process PM-01: Initiating
LOA
Coordinate
Internal Project
Notification
Meeting
Approve
?
No
Allocate
Project Budget
& Open Project
Account
Customer Acct Mgr. PMO CEO/COO
Project Mgr
requests for
Resources
Corporate Eng. & Svcs
Yes
Appoint
Technical Leads
and Allocate
Technical
Resources
Acct Mgr & Project Mgr coordinate
Kick-Off Meeting with Customer
Project Mgr
prepare Kick-
off Meeting
documents
START
Sign-off
Scope & Time
Baseline
Review and
finalize
Project Scope,
Timeline &
Deliverables
Formulate
Internal Project Steering
Committee
Appoint Project Manager, and
Project Mgr prepare Project Charter; and
Establish Project File
Prepare
Contract
Document and
Sign-off with
customer
Contract
Document

34. Process PM-02: Planning
Sign-off
Scope & Time
Baseline
Customer
START
PMO - Project Manager
Develop
Work Breakdown Structure (WBS)
Eng. & Services – Tech Lead / SA
Finalize
Project Mgmt
Plan Document
Prepare Detail Project Schedule
Prepare Quality Plan, and Resources Plan
Prepare
Communication
Plan
Prepare Change
Mgmt Plan
Present to
Customer
For Sign-off
Prepare Risks
Register
Review Project
Mgmt Plan
Sign-off
Project Mgmt
Plan
Prepare
Technical
Document
Templates
Prepare
Procurement
Plan
Documents
Template

35. Invoke Change
Mgmt Procedure
Process PM-03: Executing
Sign-off
Project Mgmt
Plan
START
PMO – Project Mgr Eng. & Services HR/FinancePSC
Manage
Development /
Implementation and
Risks
HR Dept
recruit resources
HR Dept provides
required skill-
sets training
Finance Dept.
conduct purchase
of Material /
Services
Finance Dept
monitor & maintain
Project Account
Finance Dept.
conduct billing
process
Monitor Progress
Manage Solution
Configuration
Execute Project
Tasks
Produce
Technical
documents
Update
Project Status to
Customer
Deliverable
Complete?
New
Require
-ments?
No
Yes
Obtain Sign-off
From Customer
Sign-off
Deliverables
Review on
project cost
Account Mgr to
proceed with
Variation Order
Yes
When customer
raises additional
requests
No
Customer

36. Process PM-04: Monitoring &
Controlling
Stages PMO – Project Mgr COO/PSCCustomer
Initiating
Produce
Project Charter &
obtain sign-off
Produce
Requirement
Traceability Matrix
Perform
Stakeholder Mgmt
Strategy
LOA
Obtain Approval
on Project Budget,
Resource
Acquisition
Sign-off
Project
Charter
Sign-off
Budget &
Resources
Prepare
Risks Profile &
Risks Register
Obtain Sign-off
on Scope Baseline
Sign-off
Scope & Time
Baseline
Planning Obtain Sign-off on
Project Mgmt Plan
Produce
Project Mgmt Plan
Prepare Change
Management Plan
Sign-off
Project Mgmt
Plan
Executing Coordinate
Progress Status
Reporting
Coordinate User
Acceptance Testing
(UAT)
Execute Change
Mgmt Procedure
Perform
Configuration
Management
Manage project
schedule & budget
Approve
Budget
Sign-off
Change Req.
Sign-off
UAT
Sign-off
Status Update
Report
New
Request
?
Yes
No

37. Process PM-05: Closing
Process
Customer PMO – Project Mgr
Sign-off Final
Acceptance
START
Eng. & Services
Coordinate with
Stakeholders for
Final Acceptance
Prepare technical
document for Final
Acceptance
Finance
Obtain formal sign-
off from Customer
Perform Final
Acceptance with
customer
Conduct
Final Acceptance
Conduct hand-over
to Support Team for
Warranty Support
Provide
Maintenance &
Warranty Support
Services
Instruct for Final
Billing
Produce & submit
Final Billing to
Customer
Monitor payment
collection
Payment
Complete
?
Close Project
Account
Project ClosePost Project Implementation Review
Confirmed date,
users, and venue
No
Yes

38. Change Management Process
Customer PMO – Project Manager Change Ctrl Bd.
START
Raise additional
requests in
project meeting
Is it
new
require
-ment?
Perform Impact Analysis,
Prepare Change Request Form and
Register in Change Request Log.
Perform
Technical
Assessment
Compile & present
to Change Control
Board for Approval
Eng. & Services
END
Yes
No
Review & approve
change requests
for implementation
Approve
?
END
No
Sign-off
Change
Requests
Yes
Develop work-plan
for change
requirements
Obtain sign-off
on work-plan for
change requirements
Approve
work-
plan?
Sign-off
Revised
Schedule
Execute
Approved
Change Requests
Perform normal
procedure
of User Acceptance
Yes
Assist Acct Mgr
to do costing and
Initiate V/O process
Obtain budget
approval from
COO/PSC
No
Update Change
Requests Log
Close Change
Requests

39. RAHMAT BIN HASHIM, PMP®
CRITICAL SUCCESS FACTORS

40. PMO ESTABLISHMENT STRATEGY
Breakdown into stages according to priorities :
1. Establish processes and document templates :
 Project Management process
 Product Development process
 Management Reporting process
2. Define Organizational Framework :
 Project Functional Structure
 Operational Functional Structure
3. Determine People and Resources :
 Project Mgmt skill-sets
 Technical skill-sets
4. Introduce technology in-used :
 Microsoft Project for Control & Monitoring
 Knowledge-based tools
RAHMAT BIN HASHIM, PMP®

41. DEFEATING CHALLENGES IN PMO
Defeating challenges requires the following :
1. Streamlining all processes :
 Project Management process
 Product Development process
 Management Reporting process
2. Obtain buy-in from various stakeholders :
 Project Delivery Team
 Operational & Support Team
 Vendors and Outsource Contractors
 Clients or Customers
3. Commitment from Higher Level Management:
 To enforce all standardized processes (i.e. Project Mgmt, Product
Development)
 To support PMO in the project monitoring and control process
 To device mechanisms for project performance recognition
RAHMAT BIN HASHIM, PMP®

42. RAHMAT BIN HASHIM, PMP®
DOCUMENT TEMPLATES
TEMPLATES

43. END OF PRESENTATION
RAHMAT BIN HASHIM, PMP®
THANK YOU ….