Building A PMO - McCormick PCS
Building a PMOThe PMO GuideMichael McCormickJune 2016/Updated July 2020
TABLE OF CONTENTSIntroduction . 10The Author . 11Copyright, Legal Notice and Disclaimer. 11Chapter 1 - The PMO Concept . 12Project Management Office (PMO) Snapshot. 13Determining Your Organization’s Maturity Level . 13PMO Stages . 19The PMO Selection . 19PMO Best Practices . 19What is a PMO? . 21PMO Architecture . 21Tier 1 – Projects . 22Tier 2 – Programs . 22Tier 3 – Portfolio . 22Tier 4 – Project Management Office . 23Tier 5 – Governance . 27Tier 6 – Executive Management . 29Chapter 2 – The PMO Purpose . 30Why Establish a PMO? . 31Developing the PMO Roadmap . 31Plan Phase . 31Plan Phase Chart . 32PMO Purpose and Goals . 32Define Scope and Maturity Levels . 33Maturity Levels . 34Identify Core Services Goals . 35Define PMO Metrics . 36Define Business Processes . 37Define PMO Team Structure. 38PMO Implementation . 39PMO Optimization . 40Managing Organizational Change . 40Michael McCormick – June 2016i
Organizational Change Management . 41Change Readiness Assessment . 41Change Management Action Plan . 41Change Monitoring & Reinforcement . 41Portfolio Management . 41What to Do . 42Why PMO’s Fail . 42The PMO Culture . 43The Traditional Project Management Office (PMO) . 43The Enterprise Project Management Office (ePMO) . 44Measuring the Impact of the ePMO . 45ePMO Structuring Guidelines . 45Summary . 47The ePMO has three sources of staff: . 47Chapter 3 - PMO Best Practices . 49ePMO Best Practices . 50Strategy Point . 50Key Considerations . 50Development Plan Recommendations . 52Bottom Line . 54Enterprise Project Management Office Goals: . 54Chapter 4 – Building the PMO . 55Enterprise PMO Advantages . 56ePMO IT Staffing Chart . 57The ePMO Role . 57Formation of an Enterprise Project Office . 58Formation of an Enterprise Project Office (ePMO) . 60Steps for Enterprise Project Management Office Creation . 60Phase 0ne – Plan . 60Phase Two – Implement . 62Phase Three – Manage . 64Alternative Steps for Starting a PMO . 66PMO Maturity Levels . 69Chapter 5 – PMO Methodology . 70Michael McCormick – June 2016ii
The Project Life Cycle Framework (PLCF) Flow Chart . 71Project Life Cycle Framework Process . 72Project Management Life Cycle . 72Funding Approval Life Cycle . 73Acquisition Life Cycle. 73System Development Life Cycle . 73PMM & SDLC Guide . 74Three SDLC Process Models . 74The PLCF Process . 78What is a Project? . 79What is Project Management? . 79Project Roles and Responsibilities . 80Project Controls . 81Communications . 81Documentation . 82Duties of the Project Manager . 82Duties of the Project Team . 82Gate Reviews. 83Phase Gate Review Meetings. 84During the Initiation Phase . 85Identify Alternatives . 87Select Projects . 89Identify Project Sponsor . 91Appoint Project Manager . 92Develop Charter and Announce the Project . 93Transition to Project Planning Team . 94During the Planning Phase. 95Gather Project Requirements . 96Develop Project Schedule . 98WBS Examples. 99Completed WBS Example . 100PERT Chart Example . 101Schedule Gantt Chart Example . 101Steps . 102Michael McCormick – June 2016iii
Templates. 102Owner of This Step . 102Create Risk Management Plan. 103Steps . 103Templates. 103Owner of This Step . 103Develop Project Plan. 104Steps . 106Templates. 106Owner of This Step . 106Develop Project Design . 107Project Approval Process . 118Overview . 118Standard Process Details . 119BEGIN LEVEL 1 - Step 1: Gate 1 Request / Approval . 119BEGIN LEVEL 2 - Step 2: Project Team Selection and Scope Development . 121Step 3: Preliminary Cost Estimate . 121Step 4: Level 2 Business Case Preparation . 123Step 5: Gate 2 Approval . 123BEGIN LEVEL 3 - Step 6: Detailed Design . 125Step 7: Detailed Schedule . 127Step 8: Detailed Cost Estimate . 127Step 9: Level 3 Business Case Preparation . 127Submit for Approval. 131Steps . 131Templates. 131Owner of This Step . 131Transition to Execution . 132Steps . 132Templates or Documents needed . 132Owner of This Step . 132During the Execution Phase . 136Objectives. 136Inputs . 137Michael McCormick – June 2016iv
Outputs . 137Project Plan Overview . 138Steps . 138Templates. 138Responsibilities. 138Verify Solution Overview . 139Steps . 139Templates. 139Responsibilities. 139Information Distribution Overview . 140Steps . 140Templates. 141Responsibilities. 141Change Control Overview . 142Steps . 143Templates. 143Performance Reporting Overview . 148Steps . 148Templates. 148Responsibilities. 152Quality Assurance Overview . 152Steps . 152Templates. 152Responsibilities. 152User Training Overview . 153Steps . 153Templates. 153Responsibilities. 153Acceptance Testing Overview . 154Steps . 154Templates. 154Responsibilities. 154Deploy Solution Overview . 155Steps . 155Michael McCormick – June 2016v
Templates. 155Responsibilities. 155Transition to Support Overview . 156Steps . 156Templates. 156Responsibilities. 156During the Closeout Phase . 157Inputs . 158Outputs . 158Chapter 6 – PMO Operations . 159Managing a PMO . 160PMO Life Cycle. 160PMO Metrics . 161PMO Project Status and Metrics . 162Consolidated Metrics . 163Organizational Metrics . 163The PMO Value Proposition . 164Methodology Support . 165Methodology Enhancement . 165PMO Training and Coaching . 165Determine Your Training Needs . 166Set up Coaching Services . 166PMO Audits and Assessments . 167Project-Level Audits . 167Don't Audit All Projects . 168Organization Assessments . 168PMO Service Offerings . 169PMO Document Repository. 169Establishing Best Practices . 169PMO Resource Pool . 169PMO Document Review Service . 170Contractor Project Roles . 170External Benchmarking . 170Managing Projects . 171Michael McCormick – June 2016vi
Status Meetings . 171Managing Status Meetings . 171Cost Estimating and Plan Development . 172Resource Rates . 172Activity Duration Estimates . 172Historical Information . 172Analogous Estimating . 173Parametric Modeling . 173Bottom-up Estimating . 173Computerized Tools . 173Incremental Estimating . 173Estimating Tools & Techniques . 174Cost Estimating Strategy . 178Cost Estimating Process. 179Cost Plan Development .
is to mentor upwardly to senior management the value of “project management” by demonstrating that a PMO’s ability to significantly improve achieving positive ROI on asset (project) investments. A few reasons why PMO’s fail: Lack of a defined project management methodology Not tracking project’s resources hours and utilization
A PMO has the potential to provide significant benefits. Critical components of establishing and maintaining a successful PMO include understanding the role of the PMO, knowing how to effectively "sell" a PMO to management, how to effectively implement a PMO in an organization, and how to establish and grow the value of a PMO overtime.
Figure (2.10) Component required for building PMO (Jane 2007) Figure (2.11) The PMO Organization Model Figure (2.12) The PMO Structure Spectrum (Cynthia 2007) Figure (2.13) Advantages and Disadvantages of Outsourcing PMO Services (Vagelatos et al 2010) Figure (2.14) Steps to implement a PMO (Lendry 2006)
The Ten PMO Trends for 2023 from the House of PMO Project Data Analytics Update . the largest gathering of PMO professionals since 2015. Lindsay is also the co-founder of PMO Learning, a training organisation specialised in delivering . has a previous career in project management recruitment & employment and previously worked as a PMO .
The objective of this project is to provide a road map template to any state agency considering the implementation of a project management office (PMO). This guide will serve as a road map to creating a PMO. A model for state agencies to follow when establishing a PMO or PMO pilot which includes but is . Roadmap to a Project Management Office .
role of the PMO should become more visible and that the PMO should focus more on project support, guidance and alignment with the strategic plan of the organization. In [7], the authors point to the problem of determining the value of the PMO despite the variation in the mandate and functions of a PMO from one organization to another. They
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analyses of published criminal justice statistics, including data about crime, the courts and prison systems in a number of countries. Secondly, there are reviews of a small selection of recent academic literature on criminal justice subjects, which we looked at in order to provide Committee Members with some insights into the directions being taken in current research. 3 In neither case was .
