An approach to PMO (Program Management Office)

Objectives of presentation
  • 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?
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.
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.
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
  • 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.
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.
Need of Program Management
  • Overall co-ordination
  • Company wide standardization
  • Improve communication
  • Monitoring
  • Management Reporting
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
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
Risk Management
  • Risk identification and documentation
  • Risk evaluation in terms of impact and probability
  • Risk response planning
  • Risk response control
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
  • Collecting weekly status reports
  • Time reporting for managers
  • Portfolio reporting to project sponsors
  • Reporting for IT Steering Group
  • Improve performance
  • Exposure to all areas of knowledge
  • Incentive
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.
  • 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