project management office (PMO)

1. ENG. AHMAD ZAKARIA, PMP

2. PROJECTS MANAGEMENT DEPARTMENT
1. What is PMO?
2. Why PMO?
3. PMO Structure
4. What Can PMO be
5. PMO Challenges
6. PETROJET PMO
Mission & Vision
Scope
7. Steps to Implement PMO Scope of Work

3. PMO stands for “Project Management Office”
PMOs started getting popular in late 1990s.
The State of the PMO 2014 survey found that 90% of Large Firms currently have
one — a jump of 47% from 2000.
There are various different definitions of what PMO is, according to different
meaning in different organizations.
PROJECTS MANAGEMENT DEPARTMENT

4. The Project Management Institute’s PMI presents, A Guide of PM Body of Knowledge
PMBOK defines PMO As:
“A project management office (PMO) is a management structure that standardizes the
project-related governance processes and facilitates the sharing of resources,
methodologies, tools, and techniques”
(73% of PMOs Using PMBOK Guide)
PROJECTS MANAGEMENT DEPARTMENT

5. PMOs Help:
Reduce Failed Projects.
Deliver Projects Under Budget.
Improve Productivity.
Deliver Projects Ahead of Schedule.
Increase Cost Savings.
PROJECTS MANAGEMENT DEPARTMENT

6. PMO must be tailored according to organization’s
Project Types, Management /Staff Capabilities,
& Organisation Culture and Needs.
PROJECTS MANAGEMENT DEPARTMENT

7. The PMO usually categorized into “ 3 ” main groups.
PROJECTS MANAGEMENT DEPARTMENT

8.  Supportive PMO (The “Lite” model)
Supplying (Templates, Best Practices, Training, Access to Information and Lessons
Learned from other projects) – Low Control
 Controlling PMO (The “Coach” model)
Support required to be used, in addition to Accept project management Methodologies,
Using Specific templates, forms & tools - Moderate Control
 Directive PMO (The “Manager” model)
Take control of the projects by directly managing the projects (Manager of project
Managers ) – High Control
PROJECTS MANAGEMENT DEPARTMENT

9. Organizational Resistance To Change
 PMO Processes Seen As Overhead
Having Enough Resources To Devote PMO Activities
Demonstrating The Added Value Of The PMO
Poor Resource Management Capability
PROJECTS MANAGEMENT DEPARTMENT

11. Vision Statement
The Vision of the Project Management Office (PMO) is to provide an
enterprise-wide approach to identify, prioritize, and successfully
execute projects that are awarded to Company and aligned with
Company strategic goals and vision.

12. Mission Statement
The PMO’s primary responsibility is to manage and control project constraints
by ensuring project plans are implemented on schedule, within scope, budget,
and other constrains, Define Project Management Performance Metrics &
Display on Project Performance Dashboard. Promote Project Management
Standards and Methodology, provide administration and support Tools,
Implementing best practices, Talent Management, and Knowledge management.

13. ◦ Project Management :
Standards and Methodology of Project Managements, Project Management glossary &
Definitions, Project Management Process Development & Improvement.
◦ Talent Management :
(Training / Career Path / Career Development / Skills Development) for Project Managers.
◦ Projects Performance :
Follow-up & Project Management Performance Metrics (Performance Reporting / KPIs)
◦ Knowledge management : (OPA: organizational process assets / Lessons Learned)
PROJECTS MANAGEMENT DEPARTMENT

14. 6.3.1. Projects Management
Issuing Project Charter for Awarded projects.
Using Project Charter Template
Support project managers to develop Project Management Plan to help knowing exactly
which tasks to complete, when and how, and complete tasks faster than before.
PM Plan Covering all project management Knowledge Ares:
Project (Scope / Time/ Cost/ Quality/ HR/ Communication/
Risk / Procurement / Stakeholder) Management.
Using Project Management Plan Template
PROJECTS MANAGEMENT DEPARTMENT

15. Projects Management (cont.)
Assign Project Managers & Involvement in nominating Project Management Team
From bedding phase.
PMO is The Home of:
• Projects Sponsors .
• EPC Project Managers.
• Projects Coordinators.
PROJECTS MANAGEMENT DEPARTMENT

16. 6.3.2. Project's Performance
Best Utilization of Resources to Improve productivity
Decentralization of project Management for EPC & Mega Projects
Using Metric Measurements For:
1: Schedule and Cost Variance EVM (Project / Planning)
2: Productivity: Resource Utilization (Project / Planning)
3: Change requests to Scope of work ( Project )
4: Quality and Customer Satisfaction ( Project / QC / BD )
Develop & Update Project Control Dashboard
Issuing Monthly Performance Reports.
PROJECTS MANAGEMENT DEPARTMENT

17. 6.3.3. Talent Management
This procedure is done by coordination with Training department
The Main Target is to enhance the capability of Project Managers to be
familiar
with international Standards of Project management and be capable to work
with international Client and talking the same language.
Involvement in develop specific training programs for continuous
development of the project managers.
Research, develop and apply of the training programs for new technologies
across all Project Management Team Personnel.
PROJECTS MANAGEMENT DEPARTMENT

18. 6.3.4. Knowledge Management
◦ Issuing Templates & Forms for Project Management Processes
◦ Receiving and Analyses of Close out Reports according to Issued
Templates
◦ Issuing Lesson Learned Handbook updated every year.
◦ Collect Data & Information to Create Company OPA
PROJECTS MANAGEMENT DEPARTMENT

19. 7.1. Project Management
-After Awarding Project PMO Issuing “Project Charter”
-Support Projects Managers with Forms and Help to Develop “Project Management Plan”
-PMO Prepare and Issuing Risk Assessment Study for projects starting from Study Stage, and continue
Following up the projects Risk Register status received from projects.
-Issuing Daily Log template and disrepute it on all Projects Managers to fill it Daily, it will be helpful to
issuing Close Out Report & Lessons Learned.
-Issuing Close Out Report template and receive the repots attached with supported documents after Projects
Closing.
PROJECTS MANAGEMENT DEPARTMENT

20. 7.2. Projects Performance:
Best Utilization of Human Recourses:
-Study, review and issuing new & Suitable work performance norms.
-Unite the Technical Job Title & Description for all employee in the company and get the actual
job function for every employee.
-Expansion of employment Asian Skilled Laborers in Gulf Branches
-Rehabilitation of Intermediate employment to reduce of using Engineers in supportive
functions (DCC, Material Controller, Time keeper or data acquisition, etc…)
PROJECTS MANAGEMENT DEPARTMENT

21. 7.3. Projects Performance:
Activation of Decentralization:
Modernization of Construction Methods for Main Construction Activities
Projects Control Dashboard
PROJECTS MANAGEMENT DEPARTMENT

22. Talent Management
-PMO involved in cooperation with Training Department in designing Training Programs & Skills Development
for Current & Expected Project Managers.
-Review the training programs on Projects Management Knowledge.
-PMO Asked training Department to get Training Programs for supervisors to review and nominate selected
supervisors & Formans for specific training programs to upgrade there skills.
PROJECTS MANAGEMENT DEPARTMENT

23. 7.4. Knowledge Management
Current PMO Data Center
- Projects Managers Database.
- Engineers with PM Certificates or Training Programs.
- Petrojet Engineers database
- Supervisors & Formans database
Planned Data Center
- Close Out reports with Lessons Learned Database
- PM Plans database
- Projects Documents database
Projects Management Information System
PROJECTS MANAGEMENT DEPARTMENT

24. Eng. Ahmad Zakaria, PMP