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Goals of an Enterprise Project Management Office (PMO)

Goals of an Enterprise Project Management Office (PMO)
By John Filicetti

The goals of an Enterprise Project Management Office (PMO) are to:

  • Create and maintain a consistent world class project management methodology and process for all project management engagements across the company
  • Train, certify if possible, coach, and mentor project managers in not only project management, but also project delivery to ensure skill mastery and consistency in planning and execution
  • Manage corporate and project priorities matching business goals with appropriate technology solutions and provide increased resource utilization across the organization matching skills to project needs
  • Provide centralized control, coordination, and reporting of scope, change, cost, risk, and quality across all projects
  • Increase collaboration across projects
  • Provide increased Client Satisfaction with project-related work through increased communications, collaboration, training, and awareness
  • Reduce time to market by providing better coordination and the right resources with the right skills for the projects
  • Reduce project costs because common tasks and redundant projects could be eliminated or managed at the central level
  • Reduce corporate project risk

John F. Read the Complete Article

Project Management Huts

A Project Management Hut is a collection of articles, covering the whole process to manage a project, from project initiation to project closure, including all the necessary templates, and written by one or more elite project managers.

Below is the list of available Project Management Huts on PM Hut. More on the way…

Project Management Process by John Filicetti
A Project Management Primer by Nick Jenkins
A Quick Guide to Project Management by Manjeet Singh
Project Management for Construction by Chris Hendrickson
Project Management Handbook by Wouter Baars.
Introduction to Project Management by JISC infoNet.


More Articles

Read the Complete Article

PMO and Project Management Dictionary

Project Management Dictionary
By John Filicetti

Below is the definition of virutally all PMO/Project Management terms as written by John Filicetti. If you want to search for a specific word/acronym, press CTRL and the letter F (at the same time) on your keyboard and enter your search word, most probably you will find it here.

Abstract resource – imaginary resource introduced so its availability and activity requirement gives an extra means of control. (For example, two jobs not being worked upon simultaneously in order to obviate an accident hazard)

Acceptance – the formal process of accepting delivery of a product or a deliverable.

Acceptance criteria – performance requirements and essential conditions that have to be achieved before project deliverables are accepted.

Acceptance test – formal, pre-defined test conducted to determine the compliance of the deliverable item(s) with the acceptance criteria.

Accountability Matrix – See responsibility assignment matrix.

Accrued costs – earmarked for the project and for which payment is due, but has not been made. Read the Complete Article

Project Cost Estimating Process Interactions

Project Cost Estimating Process Interactions
By John Filicetti

Referring to the Cost Estimating Process Flowchart below, the individual processes are linked by their inputs and outputs. This Flowchart also indicates the key points at which the Customer review and approval is necessary for quality assurance purposes. The input, outputs and the supporting basis for the outputs on the key cost estimating processes are as follows:

Inputs Supporting Basis Outputs
  • Start of the Concept
  • Proposal
  • Project Definition
  • High Level Scope
  • Initial Rough Estimate
Initial meeting with Customer to gather information on current business needs and project goals. Based on the Project definition and high-level understanding of the scope, a preliminary estimate will be developed as part of the Concept Proposal for customer, Stakeholder, and Governance review.
  • Project Definition
  • High Level Scope
  • Initial Rough Estimate
  • Concept Proposal
  • Project Definition
  • High Level Scope
  • Initial Rough Estimate
  • Concept Proposal
Project Requirements and Project Schedule will be developed for customer’s approval and will provide the basis for a more complete estimate.
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Difference Between Projects and Processes

Difference Between Projects and Processes
By John Filicetti

Work generally involves either operations/process or projects.

A Project is defined as:

  • Temporary endeavor undertaken to create a unique product or service
  • Has a definite beginning and an end
  • Uses resources
  • Causes change
  • Meets pre-established goals for cost, schedule, and quality

Operations or Process can be defined as:

  • Ongoing and repetitive – normal business
  • Sometimes the product of a project

Project vs. Ongoing Operations

Project vs. Ongoing Operations

John F. Filicetti, PMP, MBA
John Filicetti is a Sr. Sales Engineer/PM-PMO-PPM Consultant with a great depth of experience and expertise in enterprise project management, project management methodologies, Project Portfolio Management (PPM), Project Management Offices (PMOs), Governance, process consulting, and business management. John has directed and managed project management teams, created and implemented methodologies and practices, provided project management consulting, created and directed PMOs, and created consulting and professional services in such areas as project portfolio management, Governance, business process re-engineering, network systems integration, application development, infrastructure, and complex environments. Read the Complete Article

Project Gate Review Process

Project Gate Review Process
By John Filicetti

This article explains in step-by-step instructions the processes for both the Project Gate Review Board and the Project Gate Process

Project Gate Review Board Process

  1. Select Gate Review Board
  2. Select Gate Review Board (GRB) members.
  3. Working with GRB, create and validate Gate Review Checklists to include all phase deliverables and milestones.
  4. Create the Standing Phase Gate Review agenda and criteria (emphasize each GRB member will come to the Gate Review Meeting prepared to vote with little discussion)
  5. Select Gate Review Board (GRB) members
  6. PMO provides list of projects and their Phase Gate status
  7. End Gate Review Board Process

Project Gate Review Process

  1. Start Project Gate Review Process
  2. PMO publishes listing of project with Phase Gate Status
  3. PMs apply to GRB for their review and update checklist to represent deliverable/milestone completion process
  4. If Phase Gates are being tracked with tasks:
    1. Create a project schedule with the last task of each phase set as a milestone: Phase Gate Complete.
Read the Complete Article

Steps for Starting a PMO

Steps for Starting a PMO
By John Filicetti

STEP 1 (1-3 months)

  • Meet with Governance or the Project Steering Committee to craft a PMO Director or PMO Manager job description
  • Hire the right people

STEP 2 (3-5 days)

  • Hold PMO Planning session to discuss PMO Roles, assign committee chairs, discuss deliverables, and timeframes

STEP 3 (10 weeks)

Project Inventory Focus (or Committee):

  • Initiate a review of current projects by segmentation: by Division, by Project Management Office, by Initiative, by department or division, etc.
  • In this age of electronic communications, establishing a physical project office will not move your company ahead. You need to establish a collaborative workspace, a Virtual PMO to allow your management, stakeholders, project team members, and clients to stay informed and connected with project information in real time.

Gather:

  • Project Number (if present)
  • Project Name
  • Project Description
  • Business Initiative Alignment
  • Internal or External
  • Division
  • Department
  • Project Type (Application Development, Infrastructure, etc.)
  • Project Manager
  • Project Sponsor
  • Requestor and Internal Priority
  • Start Date
  • Estimated End Date
  • Actual End Date
  • Percent Complete to date
  • Estimated Budget (Planned Value or Cost Forecast)
  • Actual Cost (AC) to date (may be estimated)
  • Estimated Risk (H, M, L)
  • Customer Impact/Benefit
  • Investment Type (Expense, Capital, etc.)

Calculate:

  • Estimated ROI or Revenue
  • Schedule Variance
  • Cost Variance

If possible, use Collaborative Workspace or Project Portfolio Management (PPM) Tool (such as eProject) to present:

  • Project Health or Status
  • Portfolio Alignment (by Initiative, Goal, LOB, Department, Division, etc.)
  • Project Variances (Costs, Resources, Scope, Change, Schedule, etc.)

Project Development/Training Focus (or Committee):

  • Define Roles and Responsibilities (Project Review Boards, Project Governance Committee, Project Office Personnel, Project Managers, Project Coordinators)
  • Create Job Descriptions
  • Create Career Paths
  • Designate individuals per identified roles
  • Create Project Management Methodology, Templates, and Toolkits by project phases

Project Tools Focus (or Committee) Create Tools Requirements for:

  • Project Management Tool
  • Project Portfolio Management Tool
  • Project Portfolio Scorecard
  • Evaluate tools and make recommendations for solutions.
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Steps for Enterprise Project Management Office Creation

Steps for Enterprise Project Management Office Creation
By John Filicetti

  1. Establish charter for the Enterprise Project Management Office
  2. Identify and define desired business benefits and measurement methods
  3. Define governance structure
  4. Define the management process
  5. Define leadership and communications protocols
  6. Define risks and develop mitigation strategy
  7. Define project support function
  8. Define integration approach and methods
  9. Create a corporate presence
  10. Get Started!

The following paragraphs give a brief description of what is to be done in each step and why each is important.

  1. Establish charter for the Enterprise Project Office – It is critical to be very clear concerning the purpose and goals of any Enterprise Project Office. This should not be taken for granted and the specific charter for the Enterprise Project Office must be documented and agreed by stakeholders. What is the authority of the Enterprise Project Office? What is it expected to accomplish, exactly? How will it be measured and by what process?
Read the Complete Article

Enterprise Project Management Office Advantages

Enterprise Project Management Office Advantages
By John Filicetti

Designing and implementing solutions and services in today’s environment or even managing change in today’s environment is more complex than ever before. With multiple hardware and software vendors, as well as a diverse range of partnerships and alliances, today’s infrastructure landscape is as complex as it has ever been. Trying to manage projects for multiple divisions or groups adds more complexity to the management team. Unresolved issues, lack of consistent training, or miscommunications can delay projects for weeks and months and can turn into lost revenue, a lost competitive advantage, and an unhappy client.

A dedicated Enterprise Project Management Office provides the oversight to deliver all projects on time and on budget by managing, controlling and reporting on all project schedules, scope, and resources while watching the cost, change, and quality. The Enterprise Project Office provides expertise tailored to our business requirements while taking responsibility for all projects included in our portfolio. Read the Complete Article

The Governance Process

The Governance Process
By John Filicetti

The Governance process entails creating a project portfolio workspace to:

  • Collect and manage project selection information
  • Collect and manage project status information to evaluate projects in progress
  • Collect and manage information to help you determine the benefits your project has provided, your return your project investment, and your customer satisfaction

John F. Filicetti, PMP, MBA
John Filicetti is a Sr. Sales Engineer/PM-PMO-PPM Consultant with a great depth of experience and expertise in enterprise project management, project management methodologies, Project Portfolio Management (PPM), Project Management Offices (PMOs), Governance, process consulting, and business management. John has directed and managed project management teams, created and implemented methodologies and practices, provided project management consulting, created and directed PMOs, and created consulting and professional services in such areas as project portfolio management, Governance, business process re-engineering, network systems integration, application development, infrastructure, and complex environments. John has enjoyed many years as PMO Director for large corporations in the Seattle area and leads the PMO Roundtable discussion group and forum. Read the Complete Article

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