1. An Approach to PMO
Program Management
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2. Objectives of presentation
Reply to the following questions:
What is a Program?
What is a Project?
What is an Operation?
Who is Program Management?
Why do we need Program Management?
Which tools does Program Management use?
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3. Definition of Programs
According to PMI, a program is a group of projects managed
in a coordinated way to obtain benefits not available from
managing them individually. Many programs also include
elements of ongoing operations.
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4. Definition of Projects
Projects are initiated in response to a problem or to take
advantage of an opportunity. They are defined as a temporary
endeavor that consumes resources, incurs cost and produce
deliverables over a finite period of time to achieve a specific
goal. Projects come in all shapes and sizes. They can vary in
length or complexity, but the above mentioned definition of a
project holds true for all of them.
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5. Examples of projects
Web and Mobile Applications
Organizational Process Re-Engineering
Relocation Of Facilities & Equipment
Designing A Web Enabled Systems
Developing New or Enhancing Existing Products
Migration from mainframe to a windows-based distributed
client-server system
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6. Operations
Operation type activities are similar to project activities in
that they too produce deliverables, consume resources and
incur cost. However they are on-going or repetitive in
nature, hence they are not project activities or tasks. Some
examples of operation activities are weekly maintenance of
databases, paying invoices or help desk operations activities.
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7. From my experience
Programs are much larger than projects.
They are made up of many projects and on going activities such as
operation type activities.
Programs are similar to projects as they consume resources, incur
cost and produce deliverables.
Programs are more complex and include repetitive operation type
activities such as maintenance work, facility administration etc.
Programs are funded typically on a fiscal year basis.
Projects in general are more time focused than programs.
Tools for planning and managing projects, together with other
concepts, can be extended to the development and management
of programs.
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8. Need of Program Management
Overall co-ordination
Company wide standardization
Improve communication
Monitoring
Management Reporting
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9. PMO Objectives
Develop a project tracking application (monitoring,
controlling and reporting all project activities)
Time Tracking
Develop Project Management Processes
Training program
Risk Management Process
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10. Process Management
Project approval processes
Planning and estimation processes
Project management methodology: PMI or ?
Structuring of projects into phases and modules
Set of formal deliverables that should be produces
Common Terminology
Risk Management process
Dependency Management process
Issue Management process
Monitoring processes
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11. Risk Management
Risk identification and documentation
Risk evaluation in terms of impact and probability
Risk response planning
Risk response control
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12. Time Tracking
Tracks number of hours being spent on a project
Gives visibility on projects being worked on
Identifies which projects are getting the priority needed
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13. Reporting
Collecting weekly status reports
Time reporting for managers
Portfolio reporting to project sponsors
Reporting for IT Steering Group
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14. Training
Improve performance
Exposure to all areas of knowledge
Incentive
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15. Portfolio Management
Portfolio management is managing projects governed by
variables influenced by the market, funding, resource and
legal requirements. Here, in this context, priority
management is very important.
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16. Recommendation
Building a PMO takes time
Recommend to start one step at a time
It requires continuous improvement of project management
policies and tools
Relationships with peers at other institutions and
organizations and share ideas
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17. Contacts
Please feel to contact me via my blog at
http://brunociano.blogspot.it
Art and Science in Project Management by Bruno Ciano is
licensed under a Creative Commons Attribution - Non-
Commercial - No Derivative Works 3.0 Unported License.
See license at http://creativecommons.org/licenses/by-nc-
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