Project Governance Models and Program Management Office

1. Project Governance Models and Program Management Office (PMO) Group 6 Sharad Nirwal Shubham Gupta Sumeet Duggal Sunayan Pal

2. What is Project Governance? Project Governance uses the basic principle of Governance and applies it into both the management of individual projects via Governance structures, and the management of projects at the business level. It defines accountabilities and responsibilities for strategic decision-making across the project. It will: Outline the relationships between all internal and external groups involved in the project Describe the proper flow of information regarding the project to all stakeholders Ensure the appropriate review of issues encountered within each project Ensure that required approvals and direction for the project is obtained at each appropriate stage of the project.

3. 5. Outsourcing 4. Transformation Define policy and outsource execution Funding stream allocations Agency identity Retain monitoring and control “Big Browser” 3. Transaction Evolve PPP model Strategy/Policy Competition People Confidentiality/privacy Outsource service delivery staff Process Job structures Fee for transaction Technology Outsource process execution staff Relocation/telecommuting E-authentication 2. Interaction Organization Cost/ Searchable Performance accountability Self-services Complexity Database Multiple-programs skills Skill set changes Public response/ Privacy reduces Portfolio mgmt. email Sourcing Content mgmt. Inc. business staff Outsource customer facing processes Increased Integrated services Presence 1. Trigger support staff BPR Outsource backend processes Change value chain Governance Relationship mgmt. New processes/services Publish Online interfaces Change relationships Knowledge mgmt. Channel mgmt. (G2G, G2B, G2C, G2E)‏ E-mail best prac. Existing Content mgmt. Legacy sys. links Constituent Metadata Applications Security Streamline Value New applications Data synch. Infrastructure Information access processes New data structures 24x7 infrastructure Search engine Web site Sourcing E-mail Markup Time PM Governance: Enables to rapidly move up the Evolution Staircase

4. Roles in Project Governance

5. Project Governance Model and Structure

6. Project Governance Framework

7. Project Governance Framework (High Risk)

9. Policy Management

11. external audit

12. Audit directive

14. assessment,

15. prioritization,

16. monitor,

17. control

18. Primary & secondary stakeholder

19. Scope

22. Governance Level objectives (ensure the correct course of the project and to make the necessary decisions)

23. Meeting Frequency

24. AgendaGeneral Plan of the Project. Current state (Understand current state & review milestone achieve) Status of the Project Risk Matrix (Identifies situations that may affect the course of the project, anticipate and manage risk) Issues that require attention ( Subjects which require special attention, critical issues, Early escalation) Project Budget Status ( Total budget, incurred budget, the remainder budget required and revision if required) An accurate presentation (of design or criterion adopted by the project)

26. Governance Level objectives (Day to day management, roles and responsibility )

27. Meeting Frequency

28. Agenda

29. Opening (The Project Management is in charge of it) (inform participant about the decision adopted by steering committee and event occurring in organization)

30. Detailed monitoring of the project work plan (PMO and respective team, potential deviation identified and different action re carried)

31. Issues log status ( PMO involvement)

33. Governance Level objectives ( understand the work, deepen the knowledge ,recognize situation that require adoption of decision, motivate the team )

34. Meeting Frequency

35. Agenda

36. Project Management news (Share the project news )

38. Intended Strategies Agile project teams measure progress not according to how many requirements have been gathered, but by how much running functionality has been designed, programmed, and integrated (running tested features, or RTF ) Agile burn-up charts are very similar to traditional earned-value charts The vertical tick-marks show 10 percent units of completed RTF from left to right (100 percent complete at the right). The triangle milestone markers show the amount of RTF the team targets to have completed and integrated at each IR (Internal releases) milestone. Fig: Burn-Up Chart ( Running tested feature) Fig: Target Progress Markers

39. Collecting the Information Gathering the Estimates To capture the of whatfor tracking, we need three pieces of information: What is the unit of accomplishment? often consists of use cases About how many units do you expect to create? Confidence level on the estimate Gathering the Status To tag the timeline, we need to give each iteration or planning window a milestone number such as an IR completed then followed by iteration completed. After iterations, the teams send in their RTF numbers, which get rolled up into a summary spreadsheet at any level of granularity desired.

41. A commentary, including surprises and lessons learned during the previous period.

42. Cost roll-up information. 1 2 3

43. Program Management Office

45. A mutual fund is an open ended investment company that offers its investors the benefits of portfolio diversification, provides greater safety and reduces volatility by professional management.

46. Program Management Office:

47. Managing a portfolio of projects within the enterprise of a company.

48. Manage how to spend the money on different projects

49. Manage the volatility of successful and failed projects

50. Professional Managers run a PMO (understand how projects impact the strategic directions of the company)“A PMO is an organizational unit to centralize and coordinate the management of projects under its domain” – PMBOK Guide 3rd Edition

52. Project/Program Management Office

53. Portfolio Management Office

54. PMOs are positioned on a continuum between

55. Facilitating

56. Controlling

57. Purpose and scope of the PMO

58. Improve the practice and results of project management

59. Department or group that defines and maintains the standards of process, generally related to project management, within the organization.

60. Strives to standardize and introduce economies of repetition in the execution of projects.

63. 51 percent of survey respondents to the 2001 Robbins-Gioia Survey viewed their ERP implementation as unsuccessful

65. Lack of a clear process for escalating risks to senior management

66. Insufficient reporting to support top-management decisions

67. Ineffective enforcement of project controls and policies

68. Conflict between line, project managers

69. Projects do not meet deadlines / milestones

70. Lack of standardized reports and reporting frameworks for all projects - Fragmented project plans

71. Identifies gaps in realization of strategic objectives

72. Escalates current risks and identifies potential risks earlier

73. Ensures proper communications to relevant stakeholders

74. Improves monitoring and control of projects

75. Mediates issue resolution

76. Increases efficiency in tracking progress of projects

78. 1 Nominate and Confirm PMO Team 2 Set-up PMO 3 Prepare Tools, Processes & Templates 4 Develop PMO Master Plan 5 Conduct First PMO Session A PMO would be initiated through five key steps leading to the first PMO session and the kick-off of Implementation

81. Conflict resolution

85. Stakeholder Analysis

86. Project Plan Definition

87. Evaluating Project’s Potential for Outsourcing

88. Resource Justification

89. Vendor Qualifications Evaluation

90. Schedule Risk AssessmentProgram Management Office will provide the team with several deliverables…

91. Appendix Initiative Template

92. INITIATIVE #X INITIATIVEDESCRIPTION INITIATIVEDELIVERABLES INPUTS/DEPENDENCIES KEY RESOURCES REQUIRED COSTS/ INVESTMENTS REQUIRED KEY STAKEHOLDERS INITIATIVEPROJECT SPONSOR INITIATIVEPROJECT OWNER Initiative Description Template BENEFITS COSTS/ INVESTMENTS REQUIRED

93. Initiative Implementation Planning Template Responsible Party Activities/ Worksteps Weeks No. 8 9 10 11 12 13 14 7 6 5 4 3 2 1 Program Management Outputs No. (1) 1 (2) 2 3 4 5 6 7 8 9 10 11 Number FTEs Interim Deliverable Overall Timeline Full Deliverable (#) Denotes key deliverables number as aligned with proposal  Status Meeting Internal/External Consultation

94. Initiative Status Tracking Template Expected Completion Date Actual Start Date Actual Value-Add Expected Value-Add Initiative Name

95. Thank You