C:\fakepath\ginger rey pmo office - advanced project managment part i.doc
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This is Part I of 3 in my Advanced Project Management Course requirement where I had to pick a project. I picked setting up an Project Management Office because I believe PMO’s are on the rise. Part II and III are available to show in relationship to job opportunities. I received a very high grade for my work and was complimented by the instructor on this project.
![Date: November 8, 2009Project Title:Set Up Project Management Office Management System to Improve Project-focused Success Rates and Customer Satisfaction<br />Project Organization: Genesis Intermedia, Inc.<br />,[object Object],Project Team Members:<br />,[object Object],Project Team Reporting Structure:<br />The Project Sponsor, Diane Executive, and Change Board will receive updates from the Project Manager, Ginger Rey.The Project Manager will receive cumulative updates from the PMO Director and work jointly to complete PMO project.Direct reports will be given to the Kathryn Intelligent, PMO Director from:Debra Mentor, Process MentorCallie Control, Project Control SpecialistIngrid Integrator, Systems Developer/Business AnalystPaul Proposal, Bids and Proposals Manager (as needed)<br />Project Scope Statement: <br />The primary goal of the new Project Management Office (PMO) is to improve project-focused success rates and customer satisfaction through better governance of project managers through a new management system. The PMO management system will provide innovation and value for on-going operational and tactical projects by prioritizing project requests to align with strategic initiatives influenced by key requirements, available resources, and funding through organizational synergy and dashboards to accurately convey constraints and data needed to improve decision-making. The PMO objectives are to: 1) Establish Entire Project Management Office Team, 2) Form Centralized Structure, 3) Form Projectized Organization, 4) Implement New Project Software, 5) Initiate New Process, 6) Standardize Project Methodology and 7) Promote Customer Satisfaction to support a center of excellence.The PMO management system will support improved project-focused functions and customer relationships through the integration of multidisciplinary approaches to project management gained through expert knowledge, experience, and training using the Project Management Organizational Development Maturity Model (OPM3) and Journyx and/or Primavera software.This project applies to the Los Angeles office only; all other locations are out of scope. The PMO will support all facets of project management at the Los Angeles office, including those led by resources external to the PMO that affect project success and includes assigned resource employees as needed; the PMO will not apply to non-project employees or other employees at other locations.The PMO management system reflects a more predictable internal environment for projects to reduce employee time and effort increasing project success rates. Technical performance measurements will indicate tolerable risk ranges to evaluate the parameters of projects, reducing overruns and failures. PMO support promotes proper resource usage and information collaboration contributing to operational effectiveness and customer fulfillment. These factors minimize triple constraints of poor project quality, bad scheduling and excessive budget expenditures. The project has five phases with a time line of 20 months: 1) Preliminary Planning, 2) Detailed Planning, 3) Execution, 4) Testing, Commissioning, and Evaluation and 5) Close Out (predicted end date after Close: June 8, 2011.<br />Project Deliverables: <br />,[object Object],Project Milestones: <br />,[object Object],How will the project team communicate?<br />The PMO team will use a Project War Room (Borysowich) for daily JAR/JAD sessions the month of February to jumpstart the project, followed by weekly status meetings throughout the project. Monthly written report status updates will be provided by project manager (Ginger) and PMO director to sponsor in face-to-face meetings.Structured walkthroughs will be used to assess progression of PMO project and to assess need of technology changes and affected parties. Deliverable review meetings will be held at milestones for sponsor, change board, and customer to allow comments and critical design review. Emails, phone calls, interoffice memos, and a project Intranet will be used.<br />Where will project information be stored and how will it be accessed?<br />WBS Dictionary and Gantt Chart will be used for storage accessible by Intranet.<br />Briefly describe how will project issues be tracked and how any outstanding issues will be escalated for resolution.<br />Project Issues to be Tracked in a Word Chart and accessible by Intranet.Rows:SPONSORS/CHANGE BOARD/CEO (owner)Urgent IssuesIssues Updates/ResolutionsSpecial Meetings & PresentationsNew Issues/New ActionsTEAM MEMBERSNew Issues/Action ItemsIssue Items Status/Updates/ResolutionChange RequestsProject Status ReportsSTAKEHOLDERSNew Actions by Sponsor/Change BoardColumns:From/To/Content Provided By/Frequency/Format Used/Delivery Media/Comments<br />Briefly describe how the project team will resolve disagreements and conflicts including the appropriate escalation path you would like the team to use.<br />A contract will be developed by the team in early JAR/JAD sessions for disputes among team members. Majority vote based on strongest support evidence holding first place to arguments. Secondly, any disputes that escalate will be brought to the attention of the sponsor for mediation.<br />References<br />Borysowich, Craig. (2008, January 20). Team Building Approaches: Project Communication. Toolbox.com (1998-2009). Retrieved November 5, 2009 from http://it.toolbox.com/blogs/enterprise-solutions/team-building-approaches-project-communications-21901 <br />Herzner, Harold. (2009). Project Management: A Systems Approach to Planning Scheduling, and Controlling, 10th Ed. John Wiley and Sons, Inc. <br />Project Management Body of Knowledge (PMBOK Guide), 4th Ed. PMI. (2008).<br />Schlichter, John (n.d.) Taking OPM3 to the Next Level. The Information Technology & Telecommunications Specific Interest Group (2009). Retrieved November 5, 2009 from http://pmi-ittelecom.org/pmtopics/taking-opm3-to-the-next-level/. Referenced from: Organizational Project Management Maturity Model (OPM3®). Project Management Institute, 2003. ISBN 1930699085<br />](https://image.slidesharecdn.com/cfakepathgingerrey-pmooffice-advancedprojectmanagmentparti-doc-100516195724-phpapp01/85/C-fakepath-ginger-rey-pmo-office-advanced-project-managment-part-i-doc-1-320.jpg)
