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The Effective Program Management Office (PgMO) (c) 2010

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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 a 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.

Publié dans : Business, Technologie

The Effective Program Management Office (PgMO) (c) 2010

  1. 1. Clauvis Aurea (the Golden Key)Clauvis Aurea (the Golden Key) CONTACT : BB: 202-352-4397 E: KYLUCAS@GMAIL.COM
  2. 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. 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. 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. 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. 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. 7. Measurement • Performance Metrics • Risk Assessment • Reporting • Corrective Action • Assessment After Action • Mitigation • Lesson’s Learned
  8. 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. 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. 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. 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

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