PMO MANAGING DIRECTOR
Slavin Management ConsultantsJanuary 2014Metropolitan Washington Council of Governments (COG)National Capital Region Homeland Security Program Management OfficePMO MANAGING DIRECTORABOUT COGFor more than 50 years, the Metropolitan Washington Council of Governments, knownas COG, has helped develop regional solutions to such issues as the environment,COGinvites yourinterest inthe newposition ofPMOaffordable housing, growth and development, public health, child welfare, public safety,homeland security, and transportation. Founded in 1957, COG is an independent, 501c3nonprofit association comprised of elected officials from 22 local governments, membersof the Maryland and Virginia state legislatures, and members of the U.S. Congress.COG's Region Forward vision is a commitment by COG and its member governments,who together seek to create a more accessible, sustainable, prosperous, and livableNational Capital Region. COG's mission is to make Region Forward a reality by being adiscussion forum, expert technical and policy resource, issue advocate, and catalyst foraction. COG is supported by financial contributions from its participating local governments, federal and state grants and contracts, fee-for-service contributions, anddonations from foundations and the private sector. COG's annual budget isapproximately 27 million.ManagingDirectorABOUT THE PMO MANAGING DIRECTOR POSITIONCOG's ongoing public safety programs in-ministrative Officers (CAO) Homeland Se-clude law enforcement, fire protection,curity Executive Committee (HSEC), andand disaster and emergency prepared-state representatives from the Senior Poli-ness. COG coordinates these programscy Group (SPG) oversee the NCR Home-through the National Capital Regionalland Security Strategic PlanEmergency Preparedness Council (NCR(Strategic Plan). These groups coordi-EPC), the advisory body that reports to thenate activities of the various RegionalCOG Board of Directors and oversees andEmergency Support Function (RESF) com-implements the Regional Emergency Coor-mittees and Working Groups (RPWG) todination Plan. The NCR EPC, the Chief Ad-identify and implement projects and initia(Continued on page 2)
2PMO Managing Director(Continued from page 1)COG’S STRATEGICGOALS Prosperity Accessibilitytives in support of the Strategic Plan. TheEPC, CAOs and SPG groups have identified the need for a Program ManagementOffice (PMO) to manage regional homeland security initiatives, including those Livabilityfunded by FEMA through Urban Area Security Initiative (UASI) grants. UASI grantsSustainabilitycurrently amount to more than 50M annually and comprise the sole source of funding for the NCR’s Homeland Security Program and projects.PMO Managing Director Position SpecificationsThe PMO Managing Director will managethe achievement of the goals identified inthe NCR Homeland Security StrategicPlan. The Director will be responsible forensuring effective, results-focused operations of the PMO. The Director will directlyoversee PMO staff and will manage NCRwide stakeholder coordination and engagement.The Director will collaborate with membersof the SPG and local government CAOsand their staffs to implement and supportBackground and VisionLeadership from the NCR EPC, the CAOs,and SPG have charged COG with settingup and staffing the new PMO to manageand oversee the implementation of thehomeland security initiatives within theNCR. The Director will report administratively to the Director of COG and operationally to a Steering Committee comprisedof members of the SPG/CAO-HSEC.Strategic Plan. The PMO will be responsible for guiding updates to the NCR Strategic Plan and developing priority projectsfor UASI grant funding in support of theStrategic Plan. The PMO will support theNCR EPC, the CAO-HSEC, and SPG inWork activities will include the following:1) Manage the implementation and resourcing of the new PMO, directing thedesign and/or procurement of PMOprocesses, tools, and resources.homeland security governance responsibilities. The PMO will also enhance the2) Oversee the implementation of and up-overall management of the region’s home-dates to the Strategic Plan, with theland security program, evaluate the perfor-guidance of the NCR SPG/CAO-mance of programs, and provide decision-HSEC.makers with the tools needed to make3) Lead the selection and assessmentsound financial and programmatic deci-processes for a 50 million annualsions.portfolio of FEMA’s UASI grant pro(Continued on page 3)PMO Managing Director
3PMO Managing Director(Continued from page 2)comes and achievement of goals andobjectives in the Strategic Plan.gram: serve and support the SPG/CAOHSEC in UASI governance and decision-making; and provide guidance andfacilitation to the SPG/CAO-HSEC toset priorities and evaluation criteria for7) Measure effectiveness of projects/programs in furthering NCR homelandsecurity.8) Facilitate improvements (as needed) toUASI project selection and funding ofthe UASI process, tools and organizingprojects in alignment with the Strategicstructure.Plan.4) Advise leadership and/or executives at9) Operate in a highly complex environment with multiple stakeholders, and bethe highest levels about the NCR UASIexpected to provide leadership to keygrants portfolio status and strategic di-decision makers in an impartial manner.rection – ensuring projects and pro-10) Actively manage relationships and en-grams align with NCR homeland secu-gage with stakeholders from across therity regional needs.National Capital Region, including VA,5) Coordinate with the State Administra-DC, and MD senior policy and emergen-tive Agent (SAA) within the DC Home-cy management officials; local Chief Ad-land Security and Emergency Manage-ministrative Officers; regional emergen-ment Agency (HSEMA) to establishcy management and law enforcementrules, governance, processes, and or-personnel; homeland security experts;ganizing structure for the UASI Pro-the SAA staff; regional planning staff;gram in the NCR.RESF committee and regional working6) Work closely with the SAA to ensureUASI grant program success: activitiesinclude coordinating with the SAA togroup members; and COG staff andleadership.11) Effectively oversee PMO staff, includingensure criteria for and selection of pro-a team of program managers whose re-jects aligns with the NCR Strategicsponsibilities will include project man-Plan; providing guidance to sub-agement and oversight, as required, forgrantees related to project executionselect NCR Homeland Security projects.and management; and working withSAA, sub-grantees and COG on required documentation and performancereports to communicate project out-Knowledge, Skills, and AbilitiesRequired Skills and Abilities: Experience working in a complex stakeholder environmentPMO Managing Director
PMO Managing Director Demonstrated leadership among senior stakeholders Expertise in project and program management Expertise in strategic planning Effective manager of multiple staff Excellent communications skills Demonstrated ability to create and implement a visionfor the PMO Ability to manage, organize and prioritize multiplecomplex projects4Desired Skills and Abilities: Familiarity with UASI or public safety grants Experience working for or within the public sector Experience in public safety, homeland security, oremergency preparedness Experience designing and implementing program officesOther Qualifications Considered: Project Management Professional (PMP) Certificationdesirable Master’s degree in relevant field desirable Ten plus years of relevant work experienceFor more details about this exciting program professionalopportunity please visit the COG website atwww.mwcog.org.COG’SRegion Forward is our vision, It’s a commitment by COG and its member governments, whotogether seek to create a more assessable, sustainable, prosperous, and livable National Capi-VISIONtal Region.& MISSIONCOG’s mission is to make Region Forward happen by being a discussion forum, expert resource, issue advocate, and catalyst for action.PMO Managing Director
PMO Managing Director5COG MEMBER AGENCIESSalary and How to ApplyRecruitment Schedule and SalaryThe search is open until February 18, 2014.The salary range is 124,654 to 173,144 plus excep-tional benefits. Salary is dependent upon negotiationand based upon education, training and experience.How to ApplyApplications should be made electronically. Pleasesubmit in confidence your resume, cover letter, andsalary history/requirements to:Robert E. Slavin, PresidentSLAVIN MANAGEMENT CONSULTANTS3040 Holcomb Bridge Road, Suite A-1Norcross, Georgia 30071Phone: (770) 449-4656Fax: (770) 416-0848E-mail: slavin@bellsouth.netWebsite: www.slavinweb cornDistrict of ColumbiaMarylandBladensburgBowie*Charles CountyCollege Park*Frederick*Frederick CountyGaithersburgGreenbeltMontgomery CountyPrince George’s CountyRockvilleTakoma ParkEEO EMPLOYERVirginiaAlexandriaArlington CountyFairfaxFairfax CountyFalls ChurchLoudoun CountyManassasManassas ParkPrince William CountyWomen and Minorities are Highly Encouraged toApply*Jurisdictions marked with anasterisk are members of COG butare outside the statutory definition ofthe National Capital Region.PMO Managing Director
6PMO Managing DirectorNational Capital Region HomelandSecurity Program Management Office (PMO)Emergency PreparednessCouncil(EPC)DECISION-MAKINGLEVELState Administrative Agent(SAA)Homeland Security EmergencyManagement AgencySenior Policy Group/Chief AdministrativeOfficers/Homeland Security ExecutiveCommittee(SPG/CAO/HSEC)COG Senior Director AdministrativeManagement of PMOSteering Committee(3 Members)PROGRAMMANAGEMENT &SUBJECT MATTEREXPERT LEVELIMPLEMENTATIONLEVELGrantsManagementProgram Management Office(PMO)Technical Advisory Committee(Selects chairs of the EmergencySupport Function Committees –(RESF)Working Groupsand RESFsSub-granteesPMO MANAGINGDIRECTORPROPOSED PMOOFFICE STAFFINGMODELDeputy DirectorProgram ManagersProject Managers(As n Washington Council of Governments
design and/or procurement of PMO processes, tools, and resources. 2) Oversee the implementation of and up-dates to the Strategic Plan, with the guidance of the NCR SPG/CAO- HSEC. 3) Lead the selection and assessment processes for a 50 million annual portfolio of FEMA’s UASI grant pro-(Continued on page 3) PMO
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
FedRAMP PMO 06/06/2017 2.0 Cover Updated logo. FedRAMP PMO 1/31/2018 3.0 All General changes to grammar and use of terminology to add clarity, as well as consistency with other FedRAMP documents. FedRAMP PMO 1/31/2018 3.0 Appendix A, B, and C Updated ConMon Report Template and other outdated information. FedRAMP PMO 1/31/2018 3.0 19
order to develop, define and implement the overall PMO Charter in the form of the PMO mission, vision, goals, operating model and approval; facilitate a consensus, between PMO stakeholders and organizational leadership, around the mission and vision of the PMO organization to foster a project-management oriented culture and mindset.
innovations affecting the PMO function. These updates are tailored to provide quick insight into some of the critical strategic management challenges facing PMO executives today. Our research in 2007 outlined three leading objectives that provide a roadmap for redefi ning the PMO organization's role within the enterprise. Rightsizing Project .
