PMO Setup and Sample Deliverables

1. PMO 101
Shail Sood
PMO 101 1 Shail Sood

2. Why Is Project Management Needed?
A lot of the knowledge needed to deliver projects is unique to the application area of the
project. However successful projects have to combine specialized knowledge with general
management practices and most importantly with sound project management practices.
• Work Breakdown
Structure
Generally Accepted
Project Management • Gantt, etc.
Knowledge and • Resource plan
Practice
• Scope
management
• Industry groups
(Healthcare, construction,
• Communication financial,…)
Management
General Application Area • Functional (Revenue Cycle,
• Change leadership Management Knowledge and marketing, logistic, etc.)
• Effective teams Knowledge and Practice
Practice
Why Project management?
• Guide Project Execution
• Manage the risk/quality of the project
• Deliver to a documented set of requirements on time and on budget
• Facilitate the project communication
PMO 101 2 Shail Sood

3. PMO Definitions and Evolution: Project, Program, Portfolio
The pyramid model describes the value added from a project view to a portfolio view.
As the number and complexity of initiatives increase, managing them as separate, independent
projects is not sufficient. The focus should be on better management of Time, Cost and Scope
as well as better coordination between the different initiatives
Project View Program View Portfolio View
Portfolio
Management Office
(PMO)
Program
Management Office
(PMO) Business
Strategies
Project
Management Office
(PMO) Program Program Program Program
1 2 1 2
Project Project Project Project
Project Project Project Project Project Project Project Project Project Project Project
A B C D
E A B C D E A B C D E
Business Sponsorship
Focus Areas
• Time • Coordination • Portfolio Return
• Cost • Communication • Portfolio Risk
• Quality (Scope) • Sequencing • Resources
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4. PMO Maturity Levels
Level 1 – Supports One Project
Level 2 – Supports Several Projects in a Program
Level 3 – Supports a Division/Department
Level 4 – Supports the Entire Organization
Level 5 – Supports Business Strategy and Enterprise Resource Allocations
The PMO at Level 5
The organizational structure, methodologies, processes, procedures, controls,
tools, people, training, and other components serve to integrate existing
projects, manage the portfolio, control functions, and successfully deliver the
organization’s business objectives
PMO 101 4 Shail Sood

5. Project Management Framework
Process Groups Initiating Planning Executing Controlling Closing
Knowledge Area
1. Project integration 1.1 Project Charter 1.3 Project Plan 1.4 Direct & Manage 1.5 Monitor & Control 1.7 Close Project
1.2 Project Scope Development Project Execution Project
Statement 1.6 Change Control
2. Project Scope 2.1 Scope Planning 2.4 Scope Verification
Management 2.2 Scope Definition 2.5 Scope Control
2.3 Create WBS
3. Project Time 3.1 Activity Definition 3.6 Schedule Control
Management 3.2 Activity Sequencing
3.3 Activity Resource Est.
3.4 Activity Duration Est.
3.5 Schedule Dev.
4. Project Cost 4.1 Cost Estimating 4.3 Cost Control
Management 4.2 Cost Budgeting
5. Project Quality 5.1 Quality Planning 5.2 Quality Assurance 5.3 Quality Control
Management
6. Project Human 6.1 Human Resource 6.2 Acquire Project Team 6.3 Manage Project team
Resource Planning
Management
7. Project 7.1 Communications 7.2 Information 7.3 Performance
Communications Planning Distribution Reporting
Management 7.4 Manage Stakeholders
8. Project Risk 8.1 Risk Management 8.6 Risk Monitoring and
Management Planning Control
8.2 Risk Identification
8.3 Qualitative Risk
Analysis
8.4 Quantitative Risk
Analysis
8.5 Risk Response
Planning
9. Project 9.1 Plan Purchase & 9.3 Request Seller 9.5 Contract 9.6 Contract Closure
Procurement Acquisition Responses Administration
Management 9.2 Plan Contracting 9.4 Select Seller
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6. PMO Functions
Project Focused Enterprise Oriented
– Consult – Promote
– Mentor – Archive
– Augment – Practice
– Train
Project Areas of Assistance Enterprise Areas of Assistance
– Standards for managing projects – Estimating
– Standardized report forms – Project selection
– PM software – Data integration
– Reward and recognition
– Proposal development methodology
– Project audits
– Project start-up assistance
– Communication facilitation
– Charters and scope statements
– Customer satisfaction
– Kickoff meetings
– Project risk assessment
– Project visibility room
– Project requirements changes
– Project workbook or library
– Timesheets
– Administrative assistance
– Project reviews
– Issue resolution
– Project closeout support
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7. PMO High Level Plan
Project Portfolio Methods & Resource Training &
Rollout
Management Governance Standards Management Mentoring
PMO Install Timing
1.0 Project Management
1.1 Finalize Vision Week 1 & 2
1.2 Finalize scope Week 1 & 2
1.3 Finalize project plan Week 1 & 2
2.0 Portfolio Governance
2.1 Governance committee process Week 3 & 4
2.2 Prioritization processes Week 3 & 4
2.3 Change management process Week 3 & 4
2.4 Project Dashboard (Red/Yellow/Green) reporting Week 5 & 6
2.5 Project review process Week 5 & 6
2.6 Other reports Week 5 & 6
2.7 Governance Committee in place Week 7 & 8
3.0 Methods and Standards
3.1 Status reporting Week 3 & 4
3.2 Standard project deliverables Week 3 & 4
3.3 Project initiation processes Week 5 & 6
3.4 Estimating processes Week 5 & 6
3.5 Project plan templates Week 5 & 6
3.6 Project milestone standards Week 5 & 6
3.7 Scope management processes Week 5 & 6
3.8 Change management processes Week 5 & 6
3.9 Project acceptance process Week 5 & 6
4.0 Resource Management
4.1 Time recording system Week 5 & 6
4.2 Resource forecasting system Week 5 & 6
4.3 Resource management process Week 7 & 8
5.0 Training and Mentoring
5.1 tools and processes Week 7 & 8
5.2 Project level tools, templates, and processes Week 7 & 8
5.3 Time capture and resource forecasting Week 7 & 8
6.0 Rollout
6.1 tools and processes Week 7 & 8
6.2 Project level tools, templates, and processes Week 7 & 8
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8. PMO Success Factors
Success Factor Key Questions to Ask
Clear Vision Does your vision meet Vision the SMART (Specific, Measurable,
Achievable, Realistic, and Time-Bound) criteria?
Clear Leadership Who will be leading the project? Is there one decision maker
clearly in charge or do decisions get made by committee?
Clear Expectations What will be different after the PMO plan has been executed?
Defined Risk What may prevent the project from meeting its objectives?
Clearly Defined Roles & Are roles and responsibilities for the PMO plan clearly defined?
Are the right resources doing the right things at the right time?
Responsibilities
Clear Approach Is the plan strong enough or clear enough for the project team
members to support and embrace?
Change Management What happens if something changes? What is the project team’s
ability to absorb and manage change? Is there a predefined
change methodology already in place? If so, can it be used to
support the objectives of the project?
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9. Appendix
PMO 101 9 Shail Sood

10. PMO Charter
Sample PMO Deliverable
PMO Charter
VP of Projects Phone Fax Email
Director, PMO Phone Fax Email
Objectives
Scope
Assumptions
Constraints
Major Risks
Major Milestones
Approvals
PMO 101 10 Shail Sood

11. PMO Roles & Responsibilities
Sample PMO Deliverable
Determine where in the organization the PMO should report. List advantages, disadvantages,
challenges and critical success factors associated with each option. Discuss and negotiate
options with the sponsoring executive.
PMO 101 11 Shail Sood

12. PMO Processes & Tools
Sample PMO Deliverable
Describe tools the PMO will use for it’s processes and knowledge areas.
Processes & Knowledge Areas Tools
Planning & Execution
Risk & Issue Management
Scope Management
Communication Management
Quality Management
Change Management
Schedule Management
Financial Management
Supplier Management
Document Management
PMO 101 12 Shail Sood

13. PMO Resource Estimation
Sample PMO Deliverable
Cost of PMO setup
Promote Archive Practice Train Consult Mentor Augment
Scope
Cost
Quality
Schedule
Risk
Contract
Integration
Reporting
Communications
Team Relations
Client Relations
Vendor Relations
PMO 101 13 Shail Sood

14. Weekly Status Reporting Cycle
Sample PMO Deliverable
Monday Tuesday Wednesday Thursday Friday
Submit Status Participate in
Team
Leads Reports to the Participate in 1:1 Status Meetings Team Lead
PMO by Noon Meetings
Review Status
Conduct PMO/Team Lead 1:1 Status
Reports; Identify
Review Meetings; Prepare Executive
discussion
Team Dashboard and Agenda
points/ideas
PMO
Conduct PMO &
PMO Dashboard
Team Lead
Meeting
Meetings
Review
Executive Dashboard &
Team Address
Escalated Issues
PMO 101 14 Shail Sood

15. Issue Management & Resolution
Sample PMO Deliverable
Process and Approach
Executive Steering • Set direction and goals
Committee • Go/No go decisions and
recommendation
• Address unresolved issues
Central PMO • Prepare Steering
Committee Communicate
Recommendations Key Decisions
• Facilitate inter-team
decision making
Program process Communicate
Management Office Key Decisions
(PMO) • Review & prioritize inter-
team issues
• Resolve company-wide/ Communicate
policy level issues Key Decisions
• Resolve intra-team Communicate
issues Key Decisions
Project Team Leads
• Escalate un-resolved
functional issues
Key Elements of Approach
 Drive decision-making and issue resolution at the project team level
 Resolve issues that span teams or require policy/company level decisions at the PMO/Steering Committee
level
 Manage and track issues escalated to the PMO/Steering Committee in the PMO issue log
PMO 101 15 Shail Sood

16. PMO Issue Log
Sample PMO Deliverable
Issue Date Identified By Issue Responsibility Background/Progress Target Status Priority
# Logged Resolution
e.g. 1 Date on Insert name of Describe the issue Identify the team Progress in resolving the issue and Date
The date which the Open/ 1 - Critical
which issue program, project or member who is escalation history if applicable issue must be Closed/ 2 - High
identified workstream responsible for resolved to keep Monitor 3 - Medium
ensuring the issue is the team on track 4 - Low
resolved
1
2
3
2
3
PMO 101 16 Shail Sood

17. PMO Program Milestone Plan
Sample PMO Deliverable
Design and Plan
Month 1 Month 2 Month 3
Sales Model proposal
3/4 finalized – including Country trajectories 4/29
team ratios, cost completed
HR Plans model MOC
2/15 developed by 3/15
framework
region defined
Regional Targets
Build Sales Country by country
guidance provided ?
3/15 sales model tactical
Model deployment plan
complete
3/15 Workforce assmt. &
mgmt. guidance provided
1st version
Coverage sales
2/18 revenue 2/28 Revenue preservation plan – 3/29
process defined, Seibel or other tool role definition
preservation
complete
guidance
Consolidated list of Prioritized list of
2/18 complete 3/4 capabilities created and Programs enabling each high
capabilities created 4/8
best practices priority capability identified
Tie-off meeting for documented
Build 2/18 preliminary impact
Training plan 4/29
assessment held Current state of defined
Capabilities 3/15 high priority
capabilities w/gaps 4/29
documented
PO Mgmt Overall metrics
Communications 3/29
2/28 Structure and defined
2/10 calendar posted to (Capabilities
eRoom Governance in Phase 2
place and Coverage) 4/15 Project Plan
complete
Manage Communications Overall phase
2/18 document complete 2/28 Targets set 5/15
I project plan Communications
Program complete 3/9 strategy and plan
complete Metrics reporting
4/30
Intranet site process defined
2/18
complete
Systems view of 5/1
sales roles
Comp. 3/28 :
Corporate lockdown Quota
PMO 101 17 Shail Sood
Deadlines for 5/1 Setting

18. Project Status Report – Page 1
Sample PMO Deliverable
PMO 101 18 Shail Sood

19. Project Status Report – Page 2
Sample PMO Deliverable
PMO 101 19 Shail Sood

20. Program Status Report
Sample PMO Deliverable
Project/ C* P* S* Prior Status Last Week This Week Risks/ Issues/
Initiative Achievements Objectives Comments/
Stakeholders
Technology Roadmap, Strategy and Implementations
Project 1 G H Scope, business Functional specs and TT Finalize UUBatch Q1’09 release with
requirements screens are signed off scope, requirements reduced features
documents are and file format
complete STech continue to architect, Stakeholders:
design, & develop Continue development Business, STech, SI
Development
underway STech hired OE
Project 2 G H Completed BR, Continue to review and Go/No-Go decision Stakeholders:
use cases, evaluate vendor bids Business, STech, SI
wireframes, Accordingly start
functionally development
architected sol, and
received bids from
vendors
Project 3 S M Discussed and Reviewed and signed-off XX to come up with YY initially agreed
documented to-be business requirement cost estimates to implement at no
stage document cost
Documented High  XX is delayed. Not
level requirements likely to leverage it
and got buy-in in 09
Stakeholders:
Business, STech, SI
Business & Tech
Project 4 S M Documented high Reviewed and signed-off YY to come up with Same as above
level mapping business requirement cost estimates
requirements document Client X($300-
400MM) may need it
Project 5 S H Refer previous Stated not likely to be a
reports for details priority for 2009
PMO 101 20 Shail Sood

21. Project Plan (snapshot)
Sample PMO Deliverable
PMO 101 21 Shail Sood