1.
Clauvis Aurea (the Golden Key)Clauvis Aurea (the Golden Key)
CONTACT :
BB: 202-352-4397
E: KYLUCAS@GMAIL.COM

2.
Karen Yvonne Lucas, PgMP | PMP, has more than 20 years of experience of progressive responsibility
in Information Technology Services to executives and senior management providing senior level
guidance, evaluation, analysis and management. She services mid to large-scale commercial
enterprises, local governments and federal defense initiatives having mission critical programs and
projects with enterprise reaching operational, marketing and systems components. She has served
in a senior role in the Program Management Offices of AMTRAK, CITI, UUNET, Cable & Wireless, and
SPRINT as well as at the IRS, DHS, VHA, DOD, DLA , NIH and HHS. Ms. Lucas is the former Practice
Director of Enterprise Program Management Services for a verified SDVOB and is now an at-hire
consultant and lecturer.
Program Management Offices (PgMOs) serve to provide portfolio,
program and project management governance, policy, procedure,
process, guidance, standards, tools, techniques, templates,
methodologies, evaluation, risk, performance measurement and
reporting expertise in the role of a Center of Excellence. In
implementing an PgMO, clients seek to ensure not only successful
delivery of programs, projects and operations – but also to obtain
the benefits from a coordinated framework and methodology for
continual improvement of program/project management, vendor
management, ongoing operations management and resource
management . Ideally, the proper setup, management,
measurement & services offered at the PgMO will increase the
likelihood of benefits realization within their organization and
partner agencies.
CONTACT :
BB: 202-352-4397
E: KYLUCAS@GMAIL.COM

3.
The Effective PgMO is financed
by the Corporation & strictly
supports the Corporate Strategy
(Mission, Vision, Goals, Objectives &
Success Statement). Without clear
communication of the Corporate
Strategy the idea of instituting an
effective program management office
is futile.
The Effective PgMO is financed
by the Corporation & strictly
supports the Corporate Strategy
(Mission, Vision, Goals, Objectives &
Success Statement). Without clear
communication of the Corporate
Strategy the idea of instituting an
effective program management office
is futile.
The Effective PgMO has
Enterprise-Wide Authority that
establishes it as the source for
oversight, review, assessment,
corrective action & performance
measurement/monitoring related to a
strategic program, project or initiative.
The Effective PgMO has
Enterprise-Wide Authority that
establishes it as the source for
oversight, review, assessment,
corrective action & performance
measurement/monitoring related to a
strategic program, project or initiative.
The Effective PgMO has
Enterprise-Wide Influence that
establishes it as having the subject
matter expertise (and the resources as
being SMEs) such that knowledge,
skills and abilities are sought out to
succeed.
The Effective PgMO has
Enterprise-Wide Influence that
establishes it as having the subject
matter expertise (and the resources as
being SMEs) such that knowledge,
skills and abilities are sought out to
succeed.
The Effective PgMO is has
Enterprise-Wide Reporting,
Measurement & Evaluation
authority which establishes it as the
source for the corporation’s
understanding of status, success,
obstacles, issues, mitigation and
change strategy.
The Effective PgMO is has
Enterprise-Wide Reporting,
Measurement & Evaluation
authority which establishes it as the
source for the corporation’s
understanding of status, success,
obstacles, issues, mitigation and
change strategy.

4.
Governance
• Guidance
• Legislation
• Authority
• Responsibility
• Exceptions
The core of the Effective PgMO – the Clauvis Aurea – is a PgMO Foundation.
The foundation should consist of Governance, Policy & Guidance.
Policy
• Procedure
• Integrated Flow
• Procedures
• Checklists
• POLICY = a set of decisions which are oriented towards providing an
understanding of the long-term purpose – in a broad sense -- and which
communicate the corporate decision and anticipated course of actions. For that
long term purpose.
• EX: Background Check & Credit Check Prior to Employment
• GOVERNANCE = a set rules that govern how an
organization will review, approve and communicate
decisions as well as what will occur if the rules are broken.
• EX: Federal Information Security Management Act
(FISMA) of 2002
Guidance
• Integrated Flow –
External to Internal
Policy
• Checklists
• GUIDANCE = leadership direction that provides an explanation of what is required to conforming
to an external policy, regulation, etc. which affect the ongoing business or target, but for which thee
is no authority to change, amend or remove.
• EX: Completing the 1040 EZ

5.
Standards
Change Management
• Change Control
• Change Authority
• Change Repository
• Change Management
• Systems Engineering
• Toll Gate / Quality Gate
• E-Mail Server Backup
• Change Control Board (CCB) Impact Analysis
• Preliminary Level of Effort (LOE) estimation
• Network & Application Enterprise Architecture
• Federal Enterprise Architecture (FEA)
Architecture
Procedure
Process

6.
Tools
• Project Management Information Systems (PMIS)
• Requirements Repositories (such as RequisitePro)
• Testing Systems (such as HP Quality Center or
ClearQuest)
Measurement
• Performance Metrics
• Risk Assessment
• Reporting
Methodologies
• Rational Unified Process
• EXtreme Programming
• Agile
Techniques
• Crashing Schedules
• Best Fit For Now Decision
• Concurrent Systems Operation Prior to & Post Cut-Over
Templates • Operations
• Business Decision
• Requirements
• Risk
• Enterprise Lifecycle
• Reporting

7.
Measurement
• Performance Metrics
• Risk Assessment
• Reporting
• Corrective Action
• Assessment After Action
• Mitigation
• Lesson’s Learned

8.
Many organizations create a number
of project management offices
(PMO) in different departments.
According to the findings of a global
research study of over 750
organizations, this may not be a
good idea.To be most successful, a
PMO needs to have direct influence
on the entire organization, not just
one department. And it needs to be
run as a business that is accountable
to its customers and to the bottom-
line. © BIA - Michael Stanleigh,
author of the global report: “From
Crisis to Control: A New Era in
Strategic Project Management”.
Many organizations create a number
of project management offices
(PMO) in different departments.
According to the findings of a global
research study of over 750
organizations, this may not be a
good idea.To be most successful, a
PMO needs to have direct influence
on the entire organization, not just
one department. And it needs to be
run as a business that is accountable
to its customers and to the bottom-
line. © BIA - Michael Stanleigh,
author of the global report: “From
Crisis to Control: A New Era in
Strategic Project Management”.
Many organizations fail to assign
their senior program/project
managers to ONLY their key
initiatives – thus reducing their
impact while spreading their talent
thin across many programs/projects.
© Mark Perry - “Business Driven
PMO Setup”:
Many organizations fail to assign
their senior program/project
managers to ONLY their key
initiatives – thus reducing their
impact while spreading their talent
thin across many programs/projects.
© Mark Perry - “Business Driven
PMO Setup”:
Many organizations fail to assign a
dedicated resource to be accountable
solely for increasing the PMO’s
program/project capacity within the
organization – to spread the benefits
of the PMO to all business units. ©
Mark Perry - “Business Driven PMO
Setup”:
Many organizations fail to assign a
dedicated resource to be accountable
solely for increasing the PMO’s
program/project capacity within the
organization – to spread the benefits
of the PMO to all business units. ©
Mark Perry - “Business Driven PMO
Setup”:
Many organizations fail to staff
themselves with subject matter
experts in the fields that the
corporation focuses in (or provides
services in). © KarenY. Lucas, PgMP
Many organizations fail to staff
themselves with subject matter
experts in the fields that the
corporation focuses in (or provides
services in). © KarenY. Lucas, PgMP
Many organizations fail to staff the
PgMO (or PMO) with resources that
are skilled with the services needed
by the business – such as full time
schedulers, requirements analysts,
design/architects. © KarenY. Lucas,
PgMP
Many organizations fail to staff the
PgMO (or PMO) with resources that
are skilled with the services needed
by the business – such as full time
schedulers, requirements analysts,
design/architects. © KarenY. Lucas,
PgMP

9.
© 2001-2008, Catonia, Inc.
QUESTION: To which of the
areas in this diagram do the
Program Management Office
(PgMO)’s governance,
guidance & policy apply?
ANSWER: All
KNOW:
The PgMO is successful only if
it can align, support and
ensure the successful
achievement of portfolios,
programs and projects in line
with the expectations in the
strategic vision. As a result,
each of the areas in the
diagram should have
corresponding governance,,
guidance & policy to help in
that achievement.

10.
 The effective PgMO is backedbacked by the corporation and has the necessarynecessary
authorityauthority to ensure success.
 The effective PgMO has its goals and objectives alignedaligned to the corporate
strategic plan, vision, mission and goals.
 The effective PgMO has agreed upon quantifiable successagreed upon quantifiable success metrics for
itself and the programs for which it has oversight responsibility.
 The effective PgMO is organized to provide Governance, Support,organized to provide Governance, Support,
Tools, and ReviewTools, and Review.
 The effective PgMO has the bandwidth and flexibilitybandwidth and flexibility to provide
subject matter expert (SME) resources toward key initiatives, programs
& projects – and/or – to complete the more technical functions of
program management.
 The effective PgMO is aligned to have capabilities which complementaligned to have capabilities which complement,
and knowledge areas which supportknowledge areas which support, the corporation’s lines ofcorporation’s lines of
businessbusiness (both for external facing clients and internal departmental
clients).

11.
Karen Yvonne Lucas, PgMP | PMP, has more than 20 years of experience of progressive responsibility
in Information Technology Services to executives and senior management providing senior level
guidance, evaluation, analysis and management. She services mid to large-scale commercial
enterprises, local governments and federal defense initiatives having mission critical programs and
projects with enterprise reaching operational, marketing and systems components. She has served
in a senior role in the Program Management Offices of AMTRAK, CITI, UUNET, Cable & Wireless, and
SPRINT as well as at the IRS, DHS, VHA, DOD, DLA , NIH and HHS. Ms. Lucas is the former Practice
Director of Enterprise Program Management Services for a verified SDVOB and is now an at-hire
consultant and lecturer.
Program Management Offices (PgMOs) serve to provide portfolio,
program and project management governance, policy, procedure,
process, guidance, standards, tools, techniques, templates,
methodologies, evaluation, risk, performance measurement and
reporting expertise in the role of a Center of Excellence. In
implementing an PgMO, clients seek to ensure not only successful
delivery of programs, projects and operations – but also to obtain
the benefits from a coordinated framework and methodology for
continual improvement of program/project management, vendor
management, ongoing operations management and resource
management . Ideally, the proper setup, management,
measurement & services offered at the PgMO will increase the
likelihood of benefits realization within their organization and
partner agencies.
CONTACT :
BB: 202-352-4397
E: KYLUCAS@GMAIL.COM