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    PMO Value Proposition

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    Nancy
    Proposal to a client where you need to propose setting up a PMO after one has already been attempted to be set up. This proposal was meant to be given to a client after they tried to set up a PMO, but was not successful

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    PMO Value Proposition

    Uploaded by

    Nancy
    540 views6 pages
    Proposal to a client where you need to propose setting up a PMO after one has already been attempted to be set up. This proposal was meant to be given to a client after they tried to set up a PMO, but was not successful

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    Proposal to a client where you need to propose setting up a PMO after one has already been attempted to be set up. This proposal was meant to be given to a client after they tried to set up a PMO, but was not successful

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    540 views6 pages

    PMO Value Proposition

    Uploaded by

    Nancy
    Proposal to a client where you need to propose setting up a PMO after one has already been attempted to be set up. This proposal was meant to be given to a client after they tried to set up a PMO, but was not successful

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 6
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    The document discusses the benefits companies can achieve from implementing a successful Project Management Office (PMO), such as improved efficiency, reduced costs, and better project oversight.

    Companies that implement successful PMOs can achieve an 80% return on investment, a 20% reduction in project time, better project support and control, and standardized processes.

    An ideal PMO structure involves a Project Director who is overall responsible, PMO Executives, Client Solution Partners, Workstreams, and Subject Matter Experts to provide technical implementation and training.

    PMO VALUE PROPOSITION August 20, 2013

    BENEFITS OF A STREAMLINED PMO


    Companies that implemented successful PMOs achieved:
    80% ROI. 20% reduction in project time One central point of contact and communications Improved internal support for the project managers, leads, and coordinators Better control and reporting of projects. Increased monitoring, auditing and controls Integrated Project Planning and Scheduling for Projects and Programs Centralized Risk and Issue Mitigation and Escalation Stakeholder management is focused Ensures proper communications to relevant stakeholders More efficient project health and tracking Improved monitoring and control of projects Reduction of duplication of effort and re-inventing the wheel - Standardized processes, status reporting, templates, reusable templates and documentation.

    IDEAL PMO STRUCTURE


    Executives Project Sponsorship Oversight Sets Strategic Direction Client Solution Partners

    Project Director Overall responsibility of the project implementation and related efforts Conflict resolution, advisory and strategic planning Communication with key external parties Project Management Day-to-day project management Stakeholder Management Partner and Vendor Management Overall Project Support Workstreams Subject Matter Experts Technical Implementation Training

    Project Director

    PMO

    Workstreams

    Operations

    PMO Initial Set Up Process

    Confirm PMO Team & Setup PMO

    Confirm PMO team & Set Up PMO: Identify and obtain approval for the newly established PMO team from the Client and stakeholders Confirm project stakeholders Communicate to project stakeholders their required involvement and PMO expectations Engage all stakeholders to get buy-in on project objectives and approach

    Assess As-Is, Establish Mission & Goals

    2. Assess As-Is environment and Establish Mission & Goals: Evaluate Resources (Staff, Skill set, Project Tools) Governance , Escalation paths, Policy & Direction Establish Goals & Objectives 3. Develop Master plan: Review Project related historical documentation Conduct interviews, meetings, and workshops with key managers Prioritize initiatives and conduct high-level review of any dependencies, overlaps, and issues Consolidate project plans into one master plan

    Develop Master Plan

    Prepare Processes & Templates

    4. Prepare processes and templates: Prepare governance, project scheduling and planning, project reporting, communication management, issue and risk management and change processes Prepare all required tools, processes and templates. Create one central repository for documents Distribute templates and reports 5. Conduct new PMO Kickoff & Deploy PMO: Schedule and conduct newly established PMO meeting

    Conduct new PMO Kickoff & Deploy PMO

    Discuss issues, dependencies, project plan recommendations, role of PMO going forward Distribute program-related process information

    GENERAL PMO FUNCTIONS (NOT ALL INCLUSIVE)

    PMO Set up & Foundation Building


    Execute PMO Set Up Process Develop and maintain a Master Project Schedule Track milestones and deliverables Standardize Project Executive Dashboards and Weekly Status Reporting Develop a Communications Plan Governance and Vision controls Definition of roles and responsibilities Project Tracking and Reporting

    Communication Management

    Escalation Paths
    Communicate relevant messages to all key interested parties Develop Repository or Library of PMO Materials Establish and maintain a SharePoint site or shared drive of PMO materials (project plan templates, policies, schedules, workflow diagrams, etc.)
    Page 5

    GENERAL PMO FUNCTIONS


    Issue Management Establish and maintain standards for issue categorization and resolution Mediate and facilitate issue resolution Risk Management Escalate current risks Pro-actively identify and quantify potential risks Resource Management Identify potential resource bottlenecks, unique requirements and contingencies Change Management Establish and maintain a standard process for receiving, testing and approving changes to program scope

    Page 6

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