PM o Course Audio

By Dennis Bolles, PMP
INTRODUCTION
Companies are transitioning from a functional
department/division approach and discovering the
advantages of a establishing a Project Management
Office (PMO)
These companies understand the value that qualified
PM practitioners bring to planning and execution of
projects
This course is directed at leaders interested in the
integration of Business Management and Project
Management processes into their corporate cultures
This course suggests that the PMO is the best means to
accomplish this objective
Module 1
Overview
There are 16 Modules included in this course:
No. Module Name
1 Introduction
2 Background
3 Pilot the PMO
4 Phase One: Obtaining
Approval For A PMO
5 Phase Two: Assess The
Organization
6 Phase Three: Document The
PMO Design
7 Phase Four: Implement The
PMO Plan
8 Initiating PMO Deployment
Module 1 - Lesson 1
No. Module Name

9. Planning PMO Deployment
10.Education and Training
Planning
11.Ready-Set-Go
12.Executing PMO Deployment
13.Minimum PMO Processes
14.PMO Maturity
15.PMO Research Study Results
Links
16.Course Exercises
Audience
This course is designed for those individuals who are just getting
started in the process of creating a Project Management Office
(PMO).
The course can also benefit those who are given the responsibility to
develop and manage a PMO at a business unit/department level that
are typically found in departments like engineering and IT.
The course materials can be applied to develop a PMO in any
industry, governmental agency or non-profit organization of any size.
Module 1 - Lesson 1 Topic 1
Purpose of the Course

To present the participants with a framework
for the developing a Project Management
Office (PMO) in their organization.
Purpose IS/IS Not

IT IS a process for creating a PMO within
any organization
IT IS NOT how to manage projects
Course Objectives
Upon completion of this course, the participant will be
able to use the concepts and steps presented to aide
in their efforts to:
Explain the driving forces behind creating an PMO
Obtain approval to establish an PMO
Assess their own organizations current project
management capability
Prepare an PMO design document
Implement an PMO plan
What is a PMO?
A PMO is a project management support

organization created by companies who
manage by projects.
When are PMOs Needed?

The development of a PMO is best suited when an
organization experiences any of the following:
Very large complex, resource limited projects
Multi-project environment
High degree of risk
High level of change
What Are PMO Attributes?

Key Characteristics:
Centralization provides global view

Autonomy - reports to top executive level
PM subject matter expert resource
Focal point for communications
Enterprise-wide resource management
PM standards overseers
PM mentoring & coaching
10
Creating a PMO Requires Cultural Changes

Mission the degree to which the organization knows
why it exists and what its direction is. (Understanding)
Commitment the degree to which individuals at all
levels of the organization are engaged in and hold that
direction as their own. (Participation)
Agility the ability of the company to know what
Customers want, and the degree to which it can
respond to external forces and demands. (Knowledge)
Consistency the companys systems and processes
which support efficiency and effectiveness in reaching
organizational goals. (Integrity)
11
Driving Forces For Creating a PMO

PAIN
!
NEED
ACTION
Loosing Market Share

Competition is Faster to Market
Fewer Resources Available
Cost Cutting Budget Reductions
New Technology Updates
Dynamic Growth
Executives Have Seen It Done Elsewhere
12
Reasons Not To Create a PMO

PM Is Not Viewed As a Business Function
No Compelling Driving Forces
Top Management Buy-in Missing
No Sponsor or Champion
Frozen Middle Support Lacking
Culture Does Not Accept Change
Everyone Else Is Doing It
13
Values and Benefits of a PMO
Provides Standardized Repeatable processes

Establishes Best Practices and expands project management
practices enterprise-wide
Facilitates internal Benchmarking
Adjustable to various enterprise sizes
Incorporates strategic initiative planning processes and supporting
business objectives development processes as part of overall
methodology
Integrates management concepts, processes and practices contained
in PMIs Standards for Project, Program and Portfolio Management
Establishes Key Performance Indicators (KPI) and related metrics for
strategy and business objective accomplishments and for project /
program / portfolio performance
Recognizes Successes via performance measures
14

Acts as independent executive-level business unit
for project / program / portfolio management
Is organizationally above, or an equal player in,
company politics, thereby assuring the enterprise
is doing the right things
Maintains enterprise level focus on achieving all
approved business objectives and related
strategies
Assures deliverables for authorized portfolios,
programs, and projects stay aligned with their
approved business objectives
15

The PMO assures desired strategic and business
objective values & benefits are attained
Business Unit Managers can exercise their
prerogatives and can make a profound impact during
the strategic and tactical planning processes
PMO processes provides benefit and value
outcomes and the related KPI measurements
PMOs Successfully control and obtain an ROI on the
significant assets currently being expended on nonoperational work
16
Paul Dinsmore Quote

Project management is becoming a piece
of organizations managerial philosophy,
like TQM or customer satisfaction or lean
management.
Paul C. Dinsmore, Mar. 96 PM NETWORK
17
How Does Management By Projects Differ From Project

Management?
Portfolio of Projects
Organizational Mindset
Business is Project-Driven
Goals Achieved by Projects
Mission
Strategies
Objectives
Goals
Bottom-Line is Project Dependent

Business is Viewed as
a Portfolio of Projects
Workers Are Project Focused
R&D
Capital
Expansion
New Product
Development
Business
Development
18
How Does Management By Projects Differ

From Project Management?
Managing By Projects is:
Project Management is:
The integration, coordination,
The direction and supervision
communication and
simultaneous control of multiple
projects
of a project.
An operating environment
A discipline
Company-wide
Project-wide
A strategic approach
A tactical approach
19
Background
Module 2
20
PMI Definitions
Module 2 - Lesson 2
21
What is Project?
A project is a temporary endeavor
undertaken to create a unique product or
service.
Temporary means that every project has
a definite beginning and a definite end.
Unique means that the product or service
is different in some distinguishing way
from all similar products or services
Project Management Institute, PMBOK Guide All Rights Reserved.
22
What is Project Management?

Project Management is a professional
discipline that applies knowledge, skills,
tools, and techniques to manage project
activities in order to meet or exceed
stakeholder needs and expectations
from a project.
23
What is a Program?
A program is a group of related projects
managed in a coordinated way to obtain
benefits not available from managing
them individually
24
Purpose Of A Project
The purpose of a project
is to bring about
Change
25
The Project Change Delivery

Process
Define
The
Change
Execute
The
Change
Manage
The
Change
Project Management Institute, PMBOK Guide Third Edition , All Rights Reserved.
26
The Growth of Project

Management
Module 2 - Lesson 3
27
Key Points Of Understanding

Effective project management requires
extensive planning and coordination.
No two companies manage projects the
same way.
Project management implementation
must be based on the culture of the
organization.
28
Resistance To Change
Historically, project management
resided only in the project-driven
sectors of the marketplace.
29
Changing Perspectives Project

Management Utilization
Today
Past
Project - Driven
Hybrid
Production
driven but with
many projects
PM has P&L
responsibility
PM is a
recognized
profession
Multiple career
paths
NonProject - Driven
Very few projects
Profitability from
production
Emphasis on
new product
development
Future
Income comes
from project
Project Management
Short product
life cycles
Present
Large brick walls

Long life cycle
Market-oriented
Need for rapid

devel. process
Project Management
Project Management
Graphic from In Search of Excellence in Project Management by Dr. Harold Kerzner
30
From Hybrid To Project-Driven

1960-1990
1990-2000
Hybrid
Hybrid
Traditional Project
Management
Modern Project
Management
Entrance via
project-driven
divisions such as
MIS and R&D
Entrance via
marketing, sales
engineering and
R&D
31
The Emerging Growth of Project

Management
19601985
1985
No
Allies
Total
Quality
Mgmt.
1990
Concurrent
Eng.
19911992
Empowerment and
SelfDirected
Teams
1993
1994
ReEnginee
ring
Life
Cycle
Costing
Increasing Support
32
The Emerging Growth of Project

Management
1995
1996
19971998
Scope
Change
Control
Risk
Management
Project
Offices
And COEs
1999
2000
CoLocated
teams
MultiNational
Teams
Increasing Support
33
Project Management Standards
Module 2 - Lesson 4
34
Three Generally Accepted

Knowledge and Practice Areas
Much of the knowledge
needed to manage
projects is unique to
project management
The PMBOKGuide does
overlap other management
disciplines
Project management
practitioners need to know
these other management
disciplines
Project Management Institute, PMBOK Guide, All Rights Reserved.
35
Foundation of Project Management

Skills
General Management:
Leading
Project
Management
Communicating
Area
Negotiating
Problem Solving
General
Influencing the
Applications
Management
Area
Area
Organization
Project Management Institute, PMBOK Guide, All Rights Reserved.
36
PMIs Project Management Model

Project Management Knowledge
Areas
Integration
Management
Scope
Management
Time
Management
Cost
Management
Quality
Management
HR
Management
Communication
Management
Risk
Management
Procurement
Management
37
Project Management Maturity
Module 2 - Lesson 5
38
Integration of Process Groups

Project
Management
Change
Management
Product
Management
Environment
Management
39
Management of Projects
Work
Contracts &
Procurement
Integration
Work
Scope
Life Cycle and

Environment Variables
Availability, Capability
Capacity & Quality
Communications
Expectations
Feasibility
Requirements
PROJECT
RISK
Time
Ideas, Directives,
Data Exchange Accuracy
Time
Objectives,
Restraints
Requirements
Standards
Human Resources
Cost
Availability
Productivity
Work
Quality
Work
Funding
Budgets
Constraints
" R. Max Wideman http://www.maxwideman.com & C. Quaife, 1990-2005 reproduced with permission
40
Management of Products
Project
Life Cycles
Product/Service life
from inception to
retirement
Planning
Forecasting,
Estimating, and
Resource
Management
Leadership
Organization Vision,
Mission, Goals &
Objectives
WORK
Work supports
strategic goals &
objectives
Management
Work
Process
Work flow at all
levels of the
organization
Work
Authorization
Strategic, Tactical
and Operational
Prioritization
" R. Max Wideman http://www.maxwideman.com & C. Quaife, 1990-2005 reproduced with permission.
41
Management of Environment
Products
Structure
Hierarchical
Vs Teams
Product Life Cycle

Program, Project, Process
Integration
Functional Operating
Units
People, Product,
Project, Process
People
Development
Decision Making
Roles, Responsibility,
accountability
& requisite authority
Culture
Empowerment
Open Book
Core Competency
Career Development
Rewards
Projects
Integration of disparate
systems & methodologies
Performance based
Compensation &
Incentives
Business Systems
Work Processes
Develop & Improve
Core Competencies,
Skills, & Work Flow
42
Management of Resistance To
Change
Executives
Strategic Level
Management
of Products
CHANGE
Tactical Level
Managers
Management
of Projects
Operational Level
Management
of
Environment
Staff
43
Project Management Is A
Competitive Weapon
Dr. Harold Kerzner, Ph. D
In Search of Excellence In Project Management
John Wiley & Sons, Inc. NY , 1998
Project Management is no longer viewed as a
system internal to the organization. It is now
viewed as a competitive weapon that brings
quality and value added to the customer.
44
Project Management Adds Value

Paul C. Dinsmore, PMP, PMI Fellow
Winning In Business With Enterprise Project Management
Amacom, NY, 1999
Prosperity depends on adding value to business (your own and

your customers), and that value is added by systematically
implementing new projects --- projects of all types, across the
organization. The better those projects are managed, the better -- and more prosperous --- will be the business.
45
PILOT THE PMO
Module 3
46
PMO Pilot Project Phases
Module 2 - Lesson 6
47
What Is The Roadmap For

Creating A PMO?
Phase Two:
Assess Current
Situation
Phase One:
Obtain Approval
For PMO
Phase Three:
Document
PMO Design
Phase Four:
Implement the PMO
48
What Are The Process Phase

Steps For Creating A PMO?
Phase 1 : Obtain Approval for the PMO Concept
Obtain a
Champion
Step 1
Define
Project
Purpose
Draft PMO
Concept
Proposal
Step 2
Step 3
Present Proposal &

Obtain Executive
Support
Present Proposal &

Obtain Support at All
Management Levels
Step 4
Step 5
Obtain Approval
for Phase 2
Step 6
Phase 2 : Assess the Current Situation

Assess the
Organizations
Project Management
Maturity
Step 7
Identify Key
Concerns and
Issues
Evaluate Project
Management
Processes
Step 8
Step 9
Conduct a
Change Impact
Analysis
Step 10
Prepare and
Present a Final
Report
Step 11
Obtain Approval for

Phase 3
Step 12
Phase 3 : Document the PMO Design

Develop
PMO Design
Produce PMO
Design Document
and Present
Step 13
Step 14
Obtain Approval
for Phase 4
Step 15
Phase 4 : Implement the PMO

Setup PMO
Educate the
Organization
Step 16
Step 17
Pilot PMO and

Incorporate Lessons
Learned
Step 18
Phase-In PMO Process

Across the
Organization
Step 19
49
What Is The Typical Timeline For

Creating A PMO?
Level of Commitment and Support Determines Timing
Develop
Pilot
Develop
Documents
Basic
Training
Deploy
PMO
Establish PMO
50
PHASE ONE: ASSESS THE

ORGANIZATION
Module 4
51
Process Flow Diagram

Obtain a
Champion
Step 1
Present Proposal
and Obtain
Executive Support
Step 4
Module 4 - Lesson 7
Define Project
Purpose
Step 2
Present Proposal and

Management Levels
Step 5
Draft PMO
Concept
Proposal
Step 3
Obtain
Approval for
Phase 2
Step 6
52
What Is The Purpose Of This

Phase
Phase 1 establishes the critical
foundation of total organizational
support for the PMO.
The first move often

determines the outcome
of the game
53
Why Is This Step Important?

The idea to implement a PMO seldom comes from
executive managers. Getting the PMO environment
established into any organization, though, requires the
support and commitment of the executive
management team to the following key factors:
1. Total commitment from the top down
2. Strict adherence to common processes
3. Standardization of project management tools
4. Budget commitment to on going project

management training and education
54
Obtain A Champion
Initial high level support plays a
critical role in the beginning of a
PMO
Who is a Champion?
Purpose of the Champion
Qualifications of a
Champion
Module 4 - Lesson 8
55
What Is A Champion?
A champion is an executive
level manager who is typically a
stakeholder in the PMO
implementation, and a strong
proponent of project
management in general.
56
What Is The Purpose Of A

Champion?
The champion is the:
Primary liaison between person(s)
responsible for the implementation and the
executive management team
Wears
several hats
Key supporter to ensure the PMO project

progresses smoothly through all the phases
57
Qualifications Of A PMO Champion

An effective champion:
Is well respected by the organization
Has political influence in the
organization
Can get things done when the normal
channels of protocol become clogged or
break down
58
Champions Roles and

Responsibilities
In their role as Executive

Advocate/Liaison to the top
executive management level, the
champion will have the following
responsibilities:
59
Define PMO Purpose

Like any project, proper scope
definition and project justification is a
prerequisite for success.
Create a Purpose Statement
Identify Common Challenges
Identify How the PMO can Meet

Challenges
Define the Approval Process
Module 4 - Lesson 9
60
Create A Purpose Statement

The purpose statement establishes the
following:
Current Challenges
Anticipated Outcomes
61
Identify Common Challenges

Meet long term mission and strategic
objectives
Reduce cost and time necessary to
complete projects
Increase quality of products and services
62
Identify How The PMO Can Meet

Challenges
The Champion and the
project team work together to
determine how a PMO could
help the organization meet its
challenges.
Document this rationale and
include it in the proposal
document.
63
Define The Approval Process

Define the project approval process at the start!
The following issues should be considered:
Specific information to be included
Who must review the information
Approval criteria
Timing requirements
Level of sign-off
64
Draft A PMO Concept Proposal

Preparation of a comprehensive document helps
finalize the project concept. The PMO concept
proposal should have the following elements:
A.
B.
C.
Executive Summary
PMO Description
D.
E.
Develop Budget to Design PMO
Communication Plan
F.
Project Team Description
G.
Appendices
Module 4 - Lesson 10
PMO Project Gantt Chart
65
Executive Summary
A.
Executive Summary
A 1-2 page overview of proposal contents and a
brief background information about the actions
taken up to the proposal.
66
PMO Description
B.
PMO Description
Answers to the following questions for this
particular organization:
What is a PMO?
Why is it Needed?
What Are the Attributes?
What Are the Benefits?
67
PMO Schedule
C.
PMO Project Schedule
A project timing plan that identifies the steps

included in each of the following three
phases:
Phase Two: Assess the Organization (Module 5)
Phase Three: Document the PMO Design (Module 6)
Phase Four: Implement the PMO Plan (Module 7)
68
Assessment & Design Phase

Budget
D.
Budget for Assessment &

Design Phase
A preliminary budget provides anticipated cost

information for this PMO Project. Further budget
details and long-term cost/benefit assessment
will occur in later phases.
69
Communication Plan
E.
Communication Plan *
Information reduces the negative impact of change.

The communication map is used to define an effective
communication strategy. A communication plan is then
developed from the map.
The communications map, and plan will need to be
revised during each phase of the process to ensure its
appropriateness.
70
Two Step Process
1. Develop a Communication Map
2. Complete a Communication Plan
71
Communication Map
A diagram that identifies all of the
project participants and the
communication paths between them
and the PMO.
Project
Team Members
Senior
Leadership
Related Projects
Customers
Project
Support
Office
Management
Communication
Plan
Who, What, When
Information
Technical
Support
Suppliers
Champions and
Sponsors
72
Communication Plan
A format that identifies all of the different types
of communications like: meetings, reports,
conference calls, etc.
Description of Communication
Facilitator/Owner
Audience/Attendees
Purpose
Distribution Method
Date & Time
73

F.

This team description provides credibility
(breadth and background), a key feature in
obtaining executive commitment to the PMO
concept.
74
Appendices
G.
Appendices
This section of the proposal will include
supporting data, such as:
Project Scope Statement

PMO Project Schedule
Proposed PMO Development Budget
PMO Project Communication Plan
PMO Articles and other supporting documentation
75
Obtain Executive Support

Commitment and support from executive
management is considered one of the (4) key
success factors for the PMO.
Commitment from the top down
Adherence to common processes
Standardization of project management tools
Budget commitment to on-going project

management training and education
76
Executive Presentation
The proposal is best delivered in a separately scheduled
meeting designated for this purpose, rather than being
included as part of a regularly planned session.
Prepare Agenda
Make Presentation
Distribute Minutes
77
Present Proposal To All

Management Levels
Begin Implementation
Communication Plan
Communicate Top
Executive Approval
Cascade Through Functional
Managers
78
Begin Implementation
Once executive approval is obtained it is
necessary to obtain support of lower
management levels
Communicate top executive approval
Hold information meetings to cascade through
functional managers
79
Communicate Top Executive

Approval
Establish and communicate this approval
throughout the organization as a key
strategic initiative.
The active, visible and verbal support of

top executives is necessary to establish
the PMO as an important initiative.
80
Cascade Through Functional

Managers
Hold informational meetings to communicate the
purpose and importance of supporting the initiative.
The entire company must support the initiative to ensure
the successful implementation of a PMO.
These meetings will also provide the opportunity to
capture potential issues and prepare a strategy to
address them during the PMO implementation phase.
81
Obtain Approval For Next Phase

A . Obtain feedback on cascade efforts
B . Provide answers to key concerns and issues
C . Make necessary revisions to project strategy
and adjust the plan to address any key
concerns and issues
D . Obtain budget/time approval for Phase Two
82
Phase One Summary

Gaining the commitment, approval and
support of the organizations leaders at all
levels is critical to the success of creating a
PMO.
Understanding the organizations current
project management issues is necessary
before any PMO development planning
activities begin.
Assessing the organizations current Project
Management Maturity level is the next step.
83
PHASE TWO: ASSESS THE

ORGANIZATION
Module 5
84

Obtain a
Champion
Step 1
Present Proposal
and Obtain
Executive Support
Step 4
Define Project
Purpose
Step 2
Present Proposal and

Management Levels
Step 5
Draft PMO
Concept
Proposal
Step 3
Obtain
Approval for
Phase 2
Step 6
85

Phase?
Having obtained executive approval to proceed,
this second phase assesses the organizations
current knowledge of project management
principles/ practices, and determines how they
are being applied.
Resistance levels to the cultural changes
brought about by implementing a PMO will also
be measured during this phase.
86
Why Is This Phase Important?

By identifying the level of project
management maturity, an organization
gains valuable information that can help
them in PM process improvement/
development efforts and education/ training
planning.
87
Assess Organization Knowledge

and Skills Levels
A diagnosis of how the organization is currently
applying project management from both
executive and staff level perspectives to help
determine the organizational baseline and
readiness.
This is critical input to the PMO design
documentation process.
88
Assess The Organizations Project

Management Maturity
PMBOK - Best Practice Baseline
Project Management Maturity Model
Executive Level CAS
Process / Documentation CAS
Staff Level CAS
Findings & Recommendations
89
PMOBK Guide Best Practices

Baseline
Recognized internationally as the basis upon which the
Best Practices of Modern Project Management are
established.
Project Management
Process Areas
Project
Integration
Management
Project
Scope
Management
Project
Time
Management
Project
Cost
Management
Project
Quality
Management
Develop Project Charter

Develop Proj. Mgmt. Plan
Direct and Manage
Project Execution
Monitor & Control Proj.
Work
Perform Integrated Change
Control
Close Project or Phase
Collect Requirements
Define Scope
Create WBS
Verify Scope
Control Scope
Define Activities
Sequence Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop Schedule
Control Scope
Estimate Cost
Determine Budget
Plan Quality
Perform Quality
Assurance
Project
Human
Resources
Management
Project
Communication
Management
Develop Human
Resources Plan
Acquire Project Team
Develop Project Team
Plan Communications
Distribute Information
Manage Stakeholder
Expectations
Report Performance
Manage Project Team
Identify Stakeholders
Control Costs
Project
Risk
Management
Plan Risk Management
Identify Risks
Perform Quantitative Risk Analysis
Perform Qualitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Perform Quality
Control
Project
Procurement
Management
Plan Procurement
Conduct Procurements
Administer Procurements
Close Procurements
90

(PMM) Model
A method for classifying or quantifying the degree to
which an organization has implemented project
management principles and practices across its
enterprise.
Continuous improvement and
innovation is common
Project Business Management
is a core competency
enterprise-wide
3. Distributed
2. Managed
1. Repeatable
Baseline
4. Sustained
Project Business Management

processes fully integrated
Project Business Management Methodology

standards applied to all portfolios, programs,
& projects
A baseline - an PMO is established

91
What Is The PMM Models Purpose

The PMM Model is used to identify the various steps an
organization moves through to integrate the principles and
practices of modern project management into every facet of its
business. There five levels in the PBM Model:
1. Ad-hoc Level: Basic PM processes are not universally

understood or formalized
2. Planned Level: Individual project planning is occurring
3. Managed Level: Systematic project planning & control
processes are in place
4. Integrated Level: Integrated multi-project planning and
control is transpiring
5. Sustained Level: There is continuous PM process
improvement happening
92
PMM Characteristics: Initial Stage

Stage
Characteristics
Initial
>No formal methodology in place for managing

projects
> Projects are managed ad-hoc and success is
not repeatable
> No formal training & education program exists
> Projects are typically late and over budget if
completed at all
> No project review process exists
> No master list of projects exists
> No project authorization process exists
> Project risk assessment is non-existent
93
PMM Characteristics:
Repeatable Stage
Repeatable > PMO structure is established at some levels
> A standard methodology is created and
distributed
> Project Management Fundaments provided
at all levels
> Project Portfolio Management has been
implemented
> Projects are reviewed by Management
monthly
> 25-50% of project deliveries are on-time
and within budget
94
Managed Stage
Managed > PMO structure is established enterprise-wide
> PMMG automated and integrated with other
business systems
> PM Qualification/Certification Program is in place
> Internal Intranet is used extensively for all PM
functions
> Virtual and real-time project status reporting is
common
> 50-75% of project deliveries are on-time and within
budget
> PM Education and training is a requirement at all
levels
95
Distributed Stage
Distributed > PM Lessons Learned knowledge
database
in place
> PMP certification is required of all
project
managers
> Basic PM knowledge and skills are
required
by all employees as a as a minimum core
capability for their jobs
> 75-95% of project deliveries are on-time
and
Topic
within
8 budget
96
Sustained Stage
Sustained
> Management by projects is a company

philosophy
> Executives and managers are PMP
certified
> All project managers must complete internal
Qualification/Certification program
> Continuous improvements are commonplace
in all areas
> 99% of project deliveries are on-time and
within budget
97
PMO Organizational Maturity Path

PMO Organization Maturity
Initial
Repeatable
Managed
Sustained
Maturity Path
Strategies evolve as maturity progresses

through PM integration & distribution
PMO staffing, responsibilities and skill level

requirements change as the organization matures
Benefits
Time
PMCoE Evolution
Roles Responsibilities
Project Management
Services Support
Process Management
98

Assessment
A Project Management Maturity Assessment
Matrix was created to measure an
organizations maturity in each of the nine (9)
PMBOK areas.
The PMMA Matrix was created to map the

Project Management Maturity (PMM) Model to
the nine areas of the PMBOK
99

Assessment Matrix
Project Management Maturity Assessment Matrix
PMBOK Area
Integration
Ad - Hoc
Level One
Planned
Level Two
Little or no
common
knowledge of PM
principles
Some general
knowledge but not
formally applied
Scope
Management
No PM processes
are discernible
PM Processes are
generally understood
but not documented
or applied
consistently
Time Management
CPM tools are

being used
Cost Management
Quality
Management
Management
Managed
Level Three
Sustained
Level Five
PM Principles are
strongly adhered to
on all projects
A formal PM
application audit
review is
completed on all
projects
Formal
documented
processes exist but
are not adhered to
uniformly
Formally
documented PM
processes are
commonly applied
to all projects
A formal PM
process audit
review is
completed on all
projects
Sporadic usage but

no standards exist
Standard tools and

formats are defined
but not applied
consistently
Standard tools and

format applications
applied to all
projects
A formal tool
application audit
review is
completed on all
projects
No common
estimating
processes exist
Budgets are
prepared but not tied
to the WBS
Formal cost
estimating and
budget processes
exist
Cost control
processes are
uniformly applied to
all projects
A formal project
cost audit review
is completed o n
all projects
PM is done on a
project - by - project
basis with no
methodology
Project Managers
and teams roles
have been defined
PM processes
documented and
applied consistently
on all projects
A formal
enterprise - wide
PM Organization
exists
The PM
organization has
a formal project
audit review
process
not
PM principles are
applied
Ed in general
on most projects
Integrated
Level Four
PMO Required
100
How Is The PMMA Matrix Used?

The PMMA Matrix is used to establish a general
definition of an organizations project management
maturity level for each of the nine areas of the
PMBOK.
Provides a means to summarize the survey results
in each of the nine PMBOK knowledge areas.
Helps track progress as an organization integrates
the principles and practices of modern project
management
101
Current Assessment Survey (CAS)

Overview
Three key elements:
To evaluate/validate actual usage of project
management
To understand executive perspectives of
project management
To understand staff perspective of project
management
102
Current Assessment Survey (CAS)

Overview
Gathers information for analysis using these instruments:
Survey Instruments/Requirements
Quantity
A. Project Process/Documentation Survey

1. Projects in-progress (at different stages of life cycle)
4 - 6 Projects
B. Executive Survey
1. Executive Managers (director level and above
2. Functional Managers (all departments)
3. Project Managers (all assigned to this responsibility)
3 - 4 People
4 - 6 People
4 - 6 People
C. Staff Survey
1. Project team members (internal members only)
3 - 4 People
per project
103
CAS Project Process /

Documentation Survey
Project Process/Documentation Survey
This survey is used to review

the application of project
management processes and
documentation used on current
projects in progress.
104
CAS Executive Survey

Executive Survey
A survey instrument that
contains 90 questions,
directed at:
corporate executives
functional managers
project managers
105
CAS Staff Survey
The Staff Survey

instrument is used during
an interview process to
gather information from
the team members of
current projects.
106
Identify Key Concerns and Issues

Analysis of the Current
Assessment Survey process
results in key findings which are
determined to be strengths and Areas
deficiencies in the application of
Elements
project management
practices/policies based upon
the Project Management
Maturity Assessment Matrix.
Time
Management
Plan
Development
Time Management
Strategies
Plan Execution
Plan Development
Scope
Management
Plan
Development
Overall
Change Control
Scope
Management
Strategies
Plan Execution
Plan Execution
Plan
Development
Overall
Change Control
Integration
Management
Integration
Management
Plan
Development
Overall
Change Control
Strategies
Plan Execution
Plan Execution
Plan
Development
Overall
Change Control
Overall Change Control
- Finding
- Finding
- Action Item
- Action Item
Plan Execution
- Finding
- Action Item
- Finding
- Action Item
107
Current Situation Analysis

Summarizing
the Interview
Findings
Description
Summarize all of the survey interview findings

into the nine knowledge areas and respective
key elements of the PMBOK Guide. The
findings are an analysis of the comments which
come from the Project Process/Documentation
Survey, Executive Survey and Staff Survey.
Purpose
The summary format puts all findings into

logical categories that help to focus on
reoccurring themes and identify specific areas
of the project management processes that
need to be addressed.
How Used
The information contained in the key findings is

used for:
Action planning
Identifying implementation issues
Input to the PMO Design
108
Current Situation Analysis:

Document/Process Survey Tool
Process Documentation:
Review the scoring in the PMBOK Guide knowledge areas your
team is responsible for and establish a maturity level rating.
Enter the Maturity Level score on your Summary Score Card.
1
No Process Exists
Process Documented & Consistently

Applied
Process Exists, Not

Documented
Process Documented & Audited

Consistently
Process Exists,
Documented, but Not
Commonly Applied
109
Review Executive Survey Tool

Assessment Key Findings
Areas
Elements
Time
Management
Strategies
Plan
Development
Time
Management
Plan Execution
Plan
Development
Scope
Management
Strategies
Scope
Plan
Development
Overall
Change Control
Management
Plan Execution
Plan Execution
Plan
Development
Overall
Change Control
Integration
Management
Integration
Management
Strategies
Plan
Development
Overall
Change Control
Plan Execution
Plan Execution
Plan
Development
Overall
Change Control
- Overall
FindingChange Control
- Action Item
- Finding
- Action Item
Plan Execution
- Finding
- Finding
- Action Item
- Action Item
110
Review Staff Survey Tool

A 32 Question Survey is used by a representative
sample of the organizations Project Managers.
Examples:
1
What is your primary role and responsibilities?
What types of activities take most of your time?
Do documented procedures exist for applying project management processes in your discipline?
Do you experience any problems with these processes? If yes, what do you think is the cause of
each of these problems?
Are the roles and responsibilities of project team members clearly defined and documented?
Was a project kick-off meeting held on your projects? Do all internal project participants attend
these meetings?
What are your current project goals?
How are project time constraints communicated to you, or from you?

Internally
Externally:
111
Summarize Assessment Survey

Findings
Evaluate the responses of the Executive Level
Survey, and Staff Survey with the responses
found in the Process Documentation. Note
any variances and document the variances
between the three surveys.
112
Evaluate Project Management

Processes
Identification of gaps between current and desired
states provide needed direction for improving project
management processes.
1. Prepare a TO BE Vision process overview
2. Prepare an IS Vision process overview
3. Prepare an IS map of current process
4. Prepare a TO BE map
113
Prepare a TO BE Vision Process

The TO BE
Vision is the
overview
summary of
the proposed
PMO project
management
system.
TO BE Vision *
Company ABC
Phase
Phase
Phase
Planning
Execution
Start-up
Project
Management
Procedures
Introduction
Project
Planning
Process
Project Control
Office Start-up
Process
Issues/Change
Management
Process
Risk
Management
Process
Communications
Management
Process
Administrative
Processes
Phase
Start-Up
Planning
Process
Project
Workbook
Process
10
Project
Tracking and
Oversight
Process
CloseDown
11
Project
Close-Down
Process
* Based on Project Life Cycle
114
Prepare a IS Vision Process

The IS Vision
process overview is
a summary diagram
that shows all of the
project management
processes and how
they are integrate
(linked).
IS Vision *
Company ABC
Phase
Phase
Phase
Phase
Planning
Execution
Start-up
Project
Management
Procedures
Introduction
Project
Planning
Process
10
CloseDown
11
* Based on Project Life Cycle
Project
Workbook
Process
Communications
Management
Process
115
Prepare a IS Map Of The Current

Process
The current processes are referred to as
IS, because the process is existing.
Two primary uses:
The basis for creating a formal written procedures
document to manage a process.
The means to identify redundancies, unnecessary
steps, missing steps (gaps) for the purpose of
improving or re-engineering the process.
116
Prepare a TO BE Map Of The

Current Process
The TO BE map is the proposed PMO project
management processes.
The TO BE map is used as the basis for
creating written procedures for managing the
process.
117
Process Relationship map

This identifies the process
participants, and their
patterns of communication.
CUSTOMER
This is used to establish the

order in which the
participants will be shown
on the Process Flow Map.
Functional
Depart.
Project
Team
SUPPLIERS
Management
Technical
Support
118

Customer
This shows all the

steps involved in
completing the
process from start
to finish.
N
Y
Project
Team
Management
Technical
Support
Suppliers
119
Determine Gaps IS to TO BE
Maps
Measuring the gap between an existing and new, defines
the work required to complete the PMO project
management
Example Gap Analysis Format
processes and
IS
GAP/ACTION
TOBE
provides input Project reporting cycle times Identify current cycle times for Single reporting cycle times
not clearly defined - varies by
all projects and develop a
for all projects
for the PMO
project and cause multiple
single cycle frequency within
reporting cycles
the process and define it
Design
clearly
Document.
Reporting formats are not
clearly defined - results in
multiple formats and
confusion
Identify current formats in use Single standard reporting

and select one or develop one
format to be used by all
as a single reporting format
projects
standard and incorporate it
into the process by reference
120
Conduct A Change Impact Analysis

Understanding and addressing the cultural forces that
exist in an organization helps achieve greater success.
Using a tool such as a Force Field Analysis can help to
identify the driving forces that can help support changes
that need to take place and the restraining forces, that if
not keep in check, may hinder changes taking place within
the organization.
By increasing the driving forces while decreasing the
restraining forces, there is a better chance for changes in
the organization to take hold.
121
Force Field Analysis Tool

Goal for XYZ Company
DRIVING FORCES
RESTRAINING FORCES
1. Executive committment
1. Mid-management apathy
2. Staff enthusiasm
2. Staff inexperience
3. New PC based software
3. Limited technology
available in company
DESIRED GOALS
1. Complete organization support
2. Trained skilled staff
ACTIONS
1. Direct executive involvement

(Inspect rather than expect) on midmanagement project reviews
2. Create training plan for EWPMO &
other staff (inhouse/external)
3. Appropriate computer resources
3. Budget plan to include ramp up of

PCs to match training schedule &
project needs
122
Prepare and Present A Final

Report
The final report contains:
Executive Summary
Findings and recommendations
Appendix
123
Obtain Approval For Phase Three

This step provides the opportunity for:
A. Closing Phase Two
B. Inputting to Design Phase
C. Obtaining budget/executive approval
for Phase Three
124
Phase Two Summary

Now that you know what your
organizations current project
management capability is, the next
step is to design the PMO and plan
the steps necessary to bring the
organizations Project Management
Maturity to higher levels.
125
PHASE THREE: DOCUMENT THE

PMO DESIGN
Module 6
126
What IS The PMO Design

Process?
Develop
PMO Design
Step 13
Produce
PMO Design
Document
and Present
Step 14
Obtain Approval
for Phase Four
Step 15
127

Phase?
Phase 3 is a series of steps taken to create the
PMO which is unique to its own organization.
Insight and data collected during Phase 2 helps
customize the PMO for optimal effectiveness.
128
Why IS It Important?
There is no one-size fits all PMO.
Differences among organizations (maturity,
skills, processes, etc.) strongly argue for
attention to a companys style and operating
nuances when designing a PMO.
129
What Is Involved In Designing

The PMO?
When designing a PMO for an organization, a
variety of issues and inputs need to be
considered. Items of importance include:
A. Organization Structure
B. Planning the PMO Start-up Staff
C. Develop an Education/Training Plan
D. Develop an Implementation Change Management Plan
E. Revise the Communication Plan
F. Develop a PMO Implementation Budget
G. Establish Criteria for Project Roll-Out
130
Organization Structure
Organizational structure will likely drive
key decisions regarding centrally located
PMO requirements, facilities and staff.
The following organizational charts
illustrate two very different PMO
structures, based on the complexity of the
organization.
131
Simple Organization Structure:

Single-Layer
Corp.
President
First Choice
Suppliers, Inc.
Product
Group #1
Product
Group #2
Customer A
PMGroup
Project
A
Project
B
Project
A
Products
Group #3
Customer B
PMGroup
Project
C
Product
Group #1
Customer C
PMGroup
Project
A
Project
B
Central
PSO
Project
C
Project
B
Project
C
Product
Group #2
Product
Group #3
Customer
A
Customer
B
Customer
C
Project A
Project B
Project C
132
Complex Organization Structure:

Multiple-Layer
Corp.
Vice Pres.
Mega Corp
Industry #1
SBU
Industry #2
SBU
Central
PMO
Industry #3
SBU
Industry #1
SBU-PMO
Customer
Group #1
Customer
Group #2
Project
B
Project
C
Project
A
Project
B
Local
PMO
Local
PMO
Project
B
Local
PMO
Local
PMO
Local
PMO
Project
C
Local
PMO
Project
A
Industry #3
SBU-PMO
Customer
Group #3
Local
PMO
Project
A
Industry #2
SBU-PMO
Local
PMO
Local
PMO
Project
C
133
Plan The PMO Start-up Staff

A PMO requires experienced and
dedicated resources. In order to obtain the
PMO start-up staff, it is necessary to
complete the following:
1) Define roles
2) Establish role responsibilities
3) Establish staffing plan
134
Define PMO Roles

Not all PMO roles
may be needed at
PMO start-up. It is
important to analyze
the roles required,
along with the timing
of staff
implementation.
Project
Managers
Quantity is
Dependent on
Project
Requirements
PMO
Manager
Project
Coordinator(s)
Planning
Analyst
Information
Systems
Administrator
Administrative
Coordinator
Finance
Management
Administrator
Project
Planner(s)
Communications
Coordinator
Issues/Change
Coordinator
Quantity
Quantity
is
Dependson
Dependent
on
Project
Project
Requirements
Risk
Coordinator
135
Establish Role Requirements

Job descriptions, including roles,
responsibilities, and accountabilities must be
created for each position within the PMO.
These job descriptions will be used for
selecting the applicants, and directing their
activities within the PMO.
136
Establish Skills & Capabilities

Skills & Capabilities
Works independently
Conduct high level customer briefings and sales calls
Understand and implement the Corporate Project Management Methodology
Understand and implement software packages
Understands and implement key industry practices
Prepare professional papers and speeches for internal and external delivery
Scope Management
Quality Management
Resource Management
Lead customer work groups through scheduling and other planning sessions
Risk Management
Communication Management
Contract Management
Financial Management
Managerial
Consulting
137
PMO Manager
Education/ Experience
Responsibilities
12 yrs + PM
3 Yrs. + Industry
BS/ MS
MBA
PMI-PMP
General
* Develops and maintains long-term relationships with strategic industry leaders
* Assists management in the development of business plans and sales strategies to take advantage of new business
opportunities
* Support, and participate in negotiations with potential customers
* Create, communicate, and implement long-term business strategic plans which demonstrate awareness of customer
requirements, culture, values, and diversity
* Assess, recommend, and promote approaches for applying project management methodologies and technologies to large
scale and multiple projects
* Provide leadership, insight, and vision integrated with project management enabling the organization to effectively
achieve business objectives
* Transfer project management knowledge through consulting and training to the members of the organization
Operations
* Establish organizational PM strategy
* Prepare PMO operations budget
* Obtain PMO staffing
* Provide leadership and supervision of the PMO staff
* Facilitate a forum for regular communications between all project managers
* Provide project management expert assistance as a mentor or coach. Participate in internal project management training as
needed
Documentation Development
* Establish PMO guidelines, policies, and operations procedures
* Define requirements for standard PM procedures, templates and forms
* Establish standards and procedures for project communications
* Monitor compliance with all project management standard procedures
138
PMO Project Manager

Responsibilities
12 yrs + PM
3 Yrs. + Industry
BS/ MS
MBA
PMI-PMP
*
*
*
*
*
*
*
*
*
*
*
Create project staffing plan, select and obtain project team members
Develop Project Scope Statement
Obtain/define with customer project constraints and deliverables
Guide development of project baseline plans and monitor schedule performance
Facilitate project schedule progress review meetings
Develop project budgets and monitor expenditures
Develop a project Risk Plan and monitor risks
Develop and monitor on-going application of the project communications plan
Guide and monitor project team activities
Monitor project Issues Resolution and Change Control Requests
Document project success for inclusion in Close-Down documentation
139
PMO Project Coordinator

Responsibilities
8-12 yrs PM
3 yrs. + Industry
BS/MS/ MBA
PMI-PMP
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
Utilize PM business process design

Assist in resource management
Assist in the development of complex program WBSs
Assist in developing team leadership skills
Utilize proposal development skills
Support the Project Manager in leading project teams
Support the Project Managers in managing customer expectations
Provide Project Management subject matter expertise and mentoring support to project managers.
Assist project managers in Program Start-up Plan implementation
Assist in identification and development of Risk Management Plans
Assist in preparation and participate in project audit reviews.
Assist the Project Manager in creation of Work Breakdown Structures & WBS Dictionaries
Assist the project team in developing the project schedule
Map all project deliverables in project scope to the project Baseline Schedule
Assist the Project Manager in obtaining program milestones and constraints from the customer
Assist Project Leaders in the development of Program Baseline Schedules
Assist the project manager in developing a project communications plan
Transmit program schedule progress update information to the PMO planners
Facilitate the project schedule status update meetings
Document project successes for inclusion into a Close-Down Announcement and Success Story
140
PMO Planning Analyst

Education/
Experience
Responsibilities
5-7 yrs PM
3 yrs. + Industry
BS/MS
PMI-PMP
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
Assist with PM training development

Utilize PM business process design
Assist in resource management
Assist in the development of complex program WBSs
Conduct complex program assessments
Utilize earned value analysis
Assist in developing team leadership skills
Utilize proposal development skills
Assist project coordinators in Program Start-up Plan implementation
Assist in identification and development of Risk Management Plans
Assist in preparation and participate in project audit reviews.
Assist in creation of Work Breakdown Structures & WBS Dictionaries
Assist the project coordinator in developing the project schedule.
Monitor the mapping of all project deliverables in project scope to the project Baseline Schedule
Assist Project Leaders in the development of Program Baseline Schedules
Assist the project manager in developing a project communications plan.
Monitor program schedule progress update communications between PMO Project Planner's) and the various program
functional groups
* Assist project managers with documentation of project successes for inclusion into a Close-Down Announcement and
Success Story
141
PMO Information System

Administrator
Responsibilities
8-12yrs + PM
3 Yrs. + Industry
BS/ MS
MBA
PMI-PMP
*
*
*
*
*
*
*
*
Acts as the PMO information system subject matter expert

Oversee the application of information systems technology for the PMO and its use on all projects
Manage the preparation of system documentation and maintenance
Establish the methods to be used for project communications
Document project management processes
Coordinate periodic documentation revisions and releases
Create and maintain the electronic and hard copy versions of the Project Workbook for each project
Oversee periodic back-up and archiving of the Project Workbook LAN files or each project
142
PMO Administrative Coordinator

Education/
Experience
1-3 yrs. PM
1 yr. Industry
Associates
BS/BA
Responsibilities
*
*
*
*
*
*
Provide administrative services to the PMO manager and staff

Develop and maintain phone and distribution lists
Prepare travel itinerary and make all arrangements
Maintain office supplies
Assist with scheduling meeting arrangements
Assist with distribution of project information
143
PMO Finance Management

Administrator
Responsibilities
8-12 yrs + PM
3 Yrs. + Industry
BS/ MS
MBA
PMI-PMP
*
*
*
*
*
*
*
*
*
*
Act as the Finance Management subject matter expert

Provides latest industry direction on Project Management financial management.
Utilize the PMBOK Guide for strategy design
Employ program financial management involving multiple projects
Employ earned value implementation
Participation in Corporate focus groups
Provide financial performance reports to management
Establish financial standards and procedures
Document all estimating and cost assumptions
Monitor program spending to the program Baseline Budget
144
PMO Project Planner

Education/
Experience
Responsibilities
1-3 yrs. PM
1 yr. Industry
Associates
BS/BA
*
*
*
*
*
*
Employ HW/SW system support (tool usage)

Perform graphic generation
Prepare status review presentations
Receive weekly progress update information from the project Coordinator
Coordinate & communicate schedule status
Update, produce, and distribute schedules and reports
145
PMO Communication Coordinator

Responsibilities
5-7 yrs. PM
3 + yrs. Industry
BS/BA
*
*
*
*
*
*
Develop PMO communication plans with support from Project Managers

Determine all audiences requiring PMO project communications
Determine message strategies and modes of communication for delivery of project communications
Interface with external organizations as required to deliver program communications
Ensure timely communications of all program accomplishments such as major implementation milestones
Develop and maintain a PMO project Visibility Area
146
PMO Issues/Change Management

Coordinator
Responsibilities
5-7 yrs. PM
3 + yrs. Industry
BS/BA
*
*
*
*
Establish and maintain the PMO Issues/Change Control System with a common repository database for all projects.
Establish Issues/Change Control standards and procedures
Produce and distribute project open issues reports
Facilitate Issues/Change Control review meetings, keep minutes and update database
147
PMO Risk Management

Coordinator
Responsibilities
8-12 yrs + PM
3 Yrs. + Industry
BS/ MS
MBA
PMI-PMP
*
*
*
*
Assist the Project Team through the Risk Planning process

Monitor schedule variances and change requests.
Identify impacts to the quantified risks.
Act as the Risk Management subject matter expert
148
Create Staffing Plan

The Staffing Plan identifies the various
attributes for each PMO role such as:
PMO Role (position, title, function)
Experience requirements
Education requirements
Skill level (Entry, Specialist, Advanced)
Number required (full/part time)
Start Phase (when needed, i.e., phase 1, 2, 3, 4)
Core capabilities
149
Example: Staffing Plan

Role
Experience
Education
Skill Level
Qty
Start
Phase
Core Capabilities
PMO Manager
12 years +
PM
3 Yrs. +
Industry
BS/ MS
MBA
PMI-PMP
Senior
1 per unit
Obtain
Approval
for PMO
Concept
* Is an experienced PM organizations leader

* Has expert knowledge of all PMBOK processes
* Is influential in achieving fundamental change within the
organization
* Develops and maintains strategic relationships
* Is skilled in PM mentoring and coaching
Project
Manager
8-12 years
PM
3 yrs. +
Industry
BS/MS/
MBA
PMI-PMP
Advanced
1 major project or
3 minors
Implement
the Plan
*
*
*
*
Provides direction and supervision

Has excellent communication skills
Has expert knowledge of PM processes
Has expert knowledge in specific PM functional role
Project
Coordinator
8-12 years
PM
3 yrs. +
Industry
BS/MS/
MBA
PMI-PMP
Advanced
1 major project or
3 minors
Implement
the Plan
*
*
*
*

Planning
Analyst
5-7 years.
PM
3 yrs. +
Industry
BS/BA
PMI-PMP
Specialist
3 major projects or
6 minor
Implement
the Plan
*
*
*
*
*
*
Requires no supervision
Has advanced skills in planning and scheduling techniques
Is proficient in CPM analysis
Is capable of managing complex projects
Information
Systems
Administrator
8-12 years
PM
3 yrs. +
Industry
BS/MS/
MBA
PMI-PMP
Advanced
1 over all PMO

units
Implement
the Plan
*
*
*
*

Has excellent Communication skills
Administrative
Coordinator
1-3 years
PM
1 year
Industry
Assoc.
BS/BA
Entry
One per 6 major

projects
Obtain
Approval
for PMO
Concept
*
*
*
*
*
Requires Minimum direction

Is proficient with PCs and PM applications
Has good communication skills
Is knowledgeable of PM processes
Has excellent organizational skills
150
Example Staffing Plan - Continued

Role
Experience
Educatio
n
Skill Level
Qty
Start
Phase
Core Capabilities
Finance
Management
Administrator
8-12 years
PM
3 yrs. +
Industry
BS/MS/
MBA
PMI-PMP
Advanced
One per PMO unit
Implement
the Plan
*
*
*
*

Project Planner
1-3 years
PM
1 year
Industry
Assoc.
BS/BA
Entry
1 major project or
3 minors
Implement
the Plan
*
*
*
*
*
Requires Minimum direction

Is proficient with PCs and PM applications
Has good communication skills
Is knowledgeable of PM processes
Has excellent organizational skills
Communication
Coordinator
5-7 years.
PM
3 yrs. +
Industry
BS/BA
PMI-PMP
Specialist
1 per PMO unit
Implement
the Plan
*
*
*
*
*
*
Issues/Change
Control
Coordinator
5-7 years.
PM
3 yrs. +
Industry
BS/BA
PMI-PMP
Specialist
1 per PMO unit
Implement
the Plan
*
*
*
*
*
*
Risk
Coordinator
8-12 years
PM
3 yrs. +
Industry
BS/MS/
MBA
PMI-PMP
Advanced
1 per PMO unit
Implement
the Plan
*
*
*
*

Note: Major projects =1-3 years, Minor Projects = 6-12 Months
151
Staffing Plan Worksheet

Role
Skill Level
Staffing Level Criteria
PMO Manager
Senior
One per PMO unit
Project Manager
Advanced
[1] major project or

[3] minors
Project Coordinator
Advanced

[3] minors
Planning Analyst
Specialist
[3] major projects or

[6] minor
Information Systems Administrator
Advanced
One over all PMO units
Administrative Coordinator
Entry
One per [6] major projects
Finance Management Administrator
Advanced
One per PMO unit
Project Planner
Entry

[3] minor
Communications Coordinator
Specialist
One per PMO unit
Issues/Change Control Coordinator
Specialist
One per PMO unit
Risk Coordinator
Advanced
One per PMO unit
Phase
Needed
Qty.
Note: Major projects: 1-3 years; Minor Projects: 6-12 Months
152
Use A Skills Assessment Matrix

`
PMO Roles
Potential
Candidates
Assessment
Categories
Project
Coord.
P
Planning
Analyst
Inform. Systems
Admin.
P = PM Knowledge
Admin.
Coord.
P
Finance Mgmt.
Admin.
P
Project
Planner
P
K = Industry Knowledge
Communication
Coord.
Risk
Coord.
S
S = Skill Level
Expert Knowledge
Expert Knowledge
Expert Knowledge
Working Knowledge
Working Knowledge
Working Knowledge
Familiarity
Familiarity
Familiarity
Minimal Knowledge
Minimal Knowledge
Minimal Knowledge
Needs Training
Needs Training
Needs Training
Issues
Change
Coord.
153
Finalize PMO Design Documents
Corporate-wide project management education

and training is critical to the goal of integrating
project management across the enterprise.
154
Develop An Education / Training

Plan
Corporate-wide project management education
and training is critical to the goal of integrating
project management
Skills Assessment Matrix
across the enterprise.
Use of a Skills
assessment matrix can
be a starting point in
evaluating the
education/training needs
of individuals and/or functional areas within an
organization.
PMO Staff
PMBOK Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Mgtmt.
Communication Mgmt.
Risk Management
Procurement Management
AB
CD
EF
2
3
3
1
1
2
3
1
1
Knowledge Level Symbols
JK
LN
OP
Fepartment/Function
En
Mf
Qc
Tl
Mt
1
2
3
1
1
2
2
1
1
155
Sl
Develop An Implementation
Change Management Plan
A change management plan helps to ensure
commitment to implementing the changes required for
the success of the PMO. Each of the following
elements should be considered when developing a
solid change management plan:
Plan the change implementation

Communicate the plan
Cultivate commitment
Launch the plan
Reinforce the change
Transition forward
156
Revise The Communication Plan

Providing the correct information, at the right
time, to the right people is a critical aspect of
every project.
At this point in the process it will be
necessary to re-examine the initially created
Communication Plan completed for
necessary changes for moving forward with
the PMO design.
157
Develop A PMO Implementation

Budget
A detailed cost estimate for the PMO
implementation will play a key role in the
Design Document review and approval
process.
158
Establish Criteria For PMO Roll-out

To support this roll-out process, determine
the criteria by which projects will be
selected for implementation. The following
list represents possible criteria:
Project complexity
Projects strategic importance
Projects position in lifecycle
Skill level of project manager
159
Establish PMO Roll-out Schedule

Draft initial schedule to document
all roll-out activities.
This may serve as baseline for
tracking and progress reporting, if
approved.
160
Produce PMO Design Document

and Present
The Design Document is the detailed plan for
ensuring the operational success of an organization
PMO.
The PMO Design Document should include the
following information:
PMO roll-out plan (schedule)
Education/Training Plan
Communication Plan
Start-up budget
161
PMO Design Document Planning

Format
PMO Design Document Planning Format
Design Document Elements
Risk/Issues/Concerns
Strategy
PMO Organization Structure

PMO Staffing Plan
PMO Change Management
Plan
Revised Communication Plan
PMO Roll-Out Plan
PMO Implementation budget
162
Obtain Approval For Phase Four

This step:
A. Identifies the work required to
prepare for implementation
B. Provides input to the PMO
Implementation Phase
C. Obtains budget/time approval for
Phase Four
163
Phase Three Summary

The PMO design document identifies all of
the elements which are required to
implement a PMO.
The next step is to begin implementing the
elements defined in the PMO design
document according to the Roll-Out plan
developed in this phase.
164
PHASE FOUR: IMPLEMENT THE

PMO PLAN
Module 7
165
Phase Four Process Flow Diagram

Setup PMO
Step 16
Educate the
Organization
Step 17
Pilot PMO and

Incorporate Lessons
Learned
Step 18
Phase-In PMO
Process Across the
Organization
Step 19
166
What Is The Purpose Of Phase

Four?
Phase 4 represents the ramp up of PMO
operations to support project management
activities within the organization.
167
Why Is Phase Four Important?

Expectations about PMO support and services
need to be carefully cultivated.
Small success will build to larger ongoing success
for the organization and the PMO.
Haste and lack of preparation will likely result in
disappointment, and potential constraints on the
PMOs ability to function effectively within the
company.
168
Set-up Start-up PMO

Success of the PMO is
predicated upon an effective
and efficient implementation
plan. It is a critical step in
establishing the foundation
upon which the PMO will be
viewed from within the
organization.
169
Set-up Elements
The set-up of the PMO involves the
following elements:
A. Obtain the PMO Startup Staff
B. Obtain PMO Facilities
C. Provide PMO Tools
D. Create PMO Documentation
E. Educate the Organization
170
Obtain The Start-up PMO Staff

A PMO requires experienced and dedicated
resources. In order to obtain the PMO Startup
Staff, it is necessary to complete the following:
1) Interview Potential Staff
2) Inventory Staff Skill Levels
3) Select Staff
171
Interview Potential Staff

If there is a strong match, persuade the
prospect to join the PMO team.
Offering the Position
Explain specific rewards for joining the team (professional
growth, recognition, visibility, work challenge, potential for
advancement)
Check the candidates willingness to join the team
Establish time frame for start date availability
Elicit the candidates commitment to the established PMO
objectives and the mode of operation
Secure the final agreement and facilitate internal transfers,
meet with the manger to facilitate smooth transfer.
172
Staff Information Provided

*
*
*
*
*
*
*
*
*
Information to Provide to Potential Staff

The organizational structure of the PMO
PMO roles and responsibilities
PM experience requirements
Industry experience requirements
Core capabilities requirements
Skills and capabilities requirements
Expected performance output expectations
Career opportunities within the PMO
PMO operating rules and policies
173
Staff Information Collected

Additional Information to Collect
* Related experience -- expand from resume

* Aptitude that is relevant to project environment: technology involved,
engineering tools and techniques, markets and customer involvement, and
product applications
* Project management skills using current project examples: "How would you
handle this situation?"
* Leadership, technical expertise, planning and control, administrative skills
* Any reason the candidate cannot fulfill the responsibilities and expectations
of the job
* Professional interests and objectives
* Managing and working with others
* Feelings on sharing authority, working for two leaders, or dealing with
personnel across functional lines with little or no formal authority
* Suggestions the candidate has for achieving project success
174
Inventory Staff Skill Levels

The following table identifies information that may
be a helpful source of reference when interviewing
potential PMO staff applications.
Information to Provide to Potential Staff
The organizational structure of the PMO
PMO roles and responsibilities
PM experience requirements
Industry experience requirements
Core capabilities
Skills and capabilities requirements
Expected performance output expectations
Career opportunities within the PMO
PMO operating rules and policies
175
Select Staff
During the interviewing process, the Skills
Inventory tool may be used to document the
candidates qualification levels for the staff
position(s) under consideration.
Potential
Candidates
Assessment Categories
John Doe
Sue Que
Project
Planning
Coord.
Analyst
P K S P K S
F X T
PMO Roles
Inform. Systems
Admin.
P
K
S
Admin.
Coord.
P K S
W
Finance
Admin.
P I S
P = PM Knowledge K = Industry Knowledge S = Skill Level

X
W
F
M
T
Expert Knowledge
Working Knowledge
Familiarity
Minimal Knowledge
Need Training
176
Offering The Position

If there is a strong match, persuade the
prospect to join the PMO Team.
Offering the Position
Explain specific rewards for joining the team (professional growth,
recognition, visibility, work challenge, potential for advancement)
Check the candidates willingness to join the team
Establish time frame for start date availability
Elicit the candidate's commitment to the established PMO
objectives and the mode of operation
Secure the final agreement and facilitate internal transfers, meet
with the manager to facilitate a smooth transfer
This completes the step of obtaining staff
177
Obtain PMO Facilities

Obtain the work space, meeting room and
visibility wall space required for start-up and
on-going operations. Establish appropriate
space requirements for local PMO support
groups in other locations if required.
178
Provide PMO Tools

Standard terminology, formats, reports and
distribution all contribute to more effective
communication and understanding across projects.
In order to provide the appropriate PMO tools it is
necessary to complete the following:
Establish PM tool requirements
Obtain tools
Provide necessary training on tools
179
Create PMO Documentation

Most policies and
procedures, that are
specific to the operations
within the PMO, fall into
two categories and need
to be documented, are as
follows:
1) PMO Department Operations

2) PBM Methodology Documentation
180
Prepare PMO Department

Operations Policies and Procedures
Example department operations policies and
procedures to be documented are listed
below:
Project Expense Reporting Procedures
Travel Request Procedures
Customer Confidentiality Agreements
Employment Non-Compete Agreement
Performance Review
Bonus Policy
Project Time Tracking Procedure
181
PMO Project Management Policies

and Procedures
Example project management policies and
procedures to be documented are listed
below: (partial list)
Process/Procedure Documentation Standards
Project Start-Up Process
Project Tracking & Oversight Process
Issues Resolution Management Process
Change Control Management Process
Project Close-Down Process
182
The Importance Of Standard

Processes and Procedures
Adherence to documented and standardized
project management processes and procedures:
Are critical to the success of any project
Provide a consistent approach to managing all
projects across the organization
Facilitate education and training of project
management skills throughout the organization
Improve effectiveness and implementation
Shortens the learning curve for all project participants
183
Educate The Organization

Being open for business means letting your customers
know what you have to offer and the service approach
to support it.
Implement the following strategies, documented in the

PMO Design Document:
Communications Plan
184
Organization Education Strategies

Implement the following strategies, documented in the
PMO Design Document:
Communications Plan
Hold Open House at the PMO facilities
Create a Brochure
Setup Training Presentations and
Workshops
PMO Newsletters
Lessons Learned
Setup Project Visibility Areas
Presence on Company Intranet/Web
Site
Software Training
PM Training
Estimating Training
Team/Soft Skills Training
Change Management
Plan
Support Needed
Feedback Sessions
Q&A Voice Mail
Suggestion Box
PM Certification
(internally
185
Pilot The PMO and Incorporate

Lessons Learned
It is recommended that the new PMO be piloted on a small
scale. Piloting will also provide insight into changes that
may be necessary before launching corporate-wide.
Lessons Learned Evaluation
PMBOK Areas
Integration
Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource
Management
Communication
Management
Risk Management
Procurement
Management
(+) Pluses
(-) Minuses
Proposed Actions
186
Phase In PMO Across The

Organization
Roll-Out Plan
President
V.P. European
Operations
(Typical 4 sites each = total 12)
Regional Office Level
Using the roll-out

plan developed
for the PMO
Design
Document, begin
phasing in the
PMO across the
corporation.
Corporate Level
CEO
V.P. USA
Operations
V.P. Asian
Operations
Regional V.P.
[4] Sites
Operations
Director
Purch.
Manager
HRD
Manager
Sales
Manager
MKTG
Manager
Cust.
Serv.
Manager
Engineering
Director
R&D
Manager
MFG.
Director
Product
Manager
Proj.
Mgr
Proj.
Mgr
Proj.
Mgr
Proj.
Mgr
Proj.
Mgr
Proj.
Mgr
Proj.
Mgr
Proj.
Mgr
Product A
Manager
Proj.
Mgr
Product B
Manager
Proj.
Mgr
Product C
Manager
Proj.
Mgr
Product D
Manager
Proj.
Mgr
USA...
1998
Corporate PMO
Regional PMOs
Europe ..Mid 99
Central PMO
Regional PMOs
3 Asia Mid-late
Central PMO 2000
Regional PMOs
187
Phase Four Summary

We have just completed the task of
piloting the PMO in preparation to
deploy it across your organization.
Now the real challenge begins...
helping the organization fully
transition over to the new way of
doing business.
188
INITIATING THE PMO
189
Prepare For PMO Deployment

Three Primary Deployment Steps:
Preparing A PMO Charter
Preparing A Scope Statement
Assemble A Project and Steering Team
190
Prepare A Charter
Created PMO Charter
PMO
Charter
Purpose
Vision
Mission
Strategy
Goals & Objectives
Methodology
Critical Success Factors
Roles/Responsibilities/Accountability/Authority
Managem
ent Signoff
- Leadership
- Consulting
- Mentoring
191
Prepare A Charter: Vision

Example Charter Vision Statement
To create an environment that enables
world-class proficiency in managing projects
enterprise-wide within the organization.
192
Prepare A Charter: Mission

Example Charter Mission Statement
To provide the leadership that will guide the
organization in providing its Programs,
Projects, and Services by utilizing best-inclass project management methodologies,
tools, templates, and technology.
193
Prepare A Charter: Goals &

Objectives
Example Charter Goals & Objectives
Statement
To establish and institutionalize project
management practices as the natural
means to accomplish work, to the degree
it becomes part of the organization core
competency .
194
Prepare A Charter: Strategy

Example Charter Strategy Statement
Create an environment within the
organization that embraces project
management as an intrinsic enabler for
achieving its strategic goals and objectives.
195
Prepare A Charter: Methodology

Example Charter Methodology Statement
To establish an internal network called the
PM FORUM to support the PMO efforts to
distribute project management practices
across the organization.
196
Prepare A PMO: Internal Network

Forum
Information
Technology
Engineering
Operations
PMO
Marketing
& Sales
Manufacturing
Management
Team
197
Prepare A PMO: Networking

Benefits
Expands PM Practices Enterprise-wide
Opportunity to Recognize Successes
Facilitates Internal Benchmarking
Distribute Lessons Learned
Establishes Best Practices

Programs by PM Professionals
Brown Bag Lunch Programs
198
Preparing A PMO Scope Statement
Project name
Project ID
Sponsor / Champion
Project Manager assigned
List of stakeholders
Project team members
List of steering team members
Corporate strategies driving the
project
Project description
Project purpose
Project benefits and metrics
Special skills requirements

Specific inclusions
Specific exclusions
Project deliverables
Project constraints
Project assumptions
Project critical success factors
Preliminary budget
Preliminary milestones
Authorization signature
199
Assemble a Project Steering Team

Provides corporate leadership direction
Reviews project progress
Removes cross-functional roadblocks that prevents
progress
Reviews and approves proposed changes to project
scope, cost, and quality
Holds the project manager accountable for on-time
delivery and within-budget completion
Recognizes and rewards good performance
200
Hold A Kick-off Event
201
Why Hold A Kick-off?

Holding a kick-off event provides an opportunity to
distribute key information contained in the PMO
documents:
PMO Charter
PMO Scope Statement
PMO Deployment Plan
202
Ways To Publicize The Kick-off
A story with interviews in the company newsletter

Posters and intranet website announcements
Creation of a PMO intranet website
Visits to department team meetings by the PMO leader
A Company-wide email announcement
Multiple announcements for Q&A events held at all
company locations
Special, by-invitation-only kick-off event (typically limited
to executives, department managers, supervisors,
project managers, and special guests from all areas of
the company)
203
Kick-off Agenda
Identify the organizational positions, roles, and
responsibilities
Define the PMO purpose, vision, mission, goals
and benefits
Identify the positive values and benefits the
PMO will produce
Provide answers to FAQs
204
Hold An Invitation-Only Event

Gives visibility to corporate executive commitment and
support
Establishes a level playing field of project management
knowledge
Presents PMO vision, mission, goals and objectives to
decision makers
Presents a PMO implementation plan to those who must
approve the implementation
Engages functional managers in a hands-on participation
of the PMO implementation
Establishes an in-house knowledge network to facilitate
a forum for learning
205
PLANNING THE PMO

DEPLOYMENT
Module 9
206
Developing PMO Project

Management Methodology (PMM)
PMMG Diagram
Project
Authorization
Project
Initiation
Project
Planning
Project
Execution
Project
Closing
Standards and Methods

Education & Training
207
Methodology Processes
Methodology Map
ID
PMMG Sections
Basic Processes
Project
Authorization
Annual Project Planning & Capital Budget

Development Process
Project Request/Authorization Process
Project Initiation
Project Initiation Process
Project Planning
Project Planning Process
Project Execution
Project Progress Reporting Cycle Process

Project Issues Resolution Process
Project Change Control Process
Project Closing
Post Project Review Process

Metrics Reporting Process
Education &
Training
Education and Training Goals

Education and Training Requirements
Education and Training Curriculum Synopsis
208
PMM Document Contents
Vision inspiration it is trying to impart

Purpose how it will enable the organization
Implementation what it will enable
Key definitions clarification of common terms
Methodology overview layout of the contents
Core process integration initiation, planning, execution, control,
and closing
Process groups definitions
Project levels scaling requirements of projects
Project classifications creating categories for requirements
Controlling processes key processes that vary by project
Core process/classification matrix match processes by
classification
209
Project Classifications
Project Classification Matrix
Project Classification Factors
Boundaries
Level
Budget Amount Duration

(Months)
One
$0
0-3
Intra-department
Two
< $20K
<3
Intra-department
Three $20 - $100K
3-6
Cross Functional
Four
$100K - $250K
6-12
Inter-department
Five
> $250K
>12
Global
210
Level One Project Process
211

Description
Step
Step Definition
Roles
Activity Definition
Complete a Small Project Summary
Project Manager
The first step in the process, after the functional (department) manager assigns the project to
one of the department staff to manage, is for the person assigned to fill out the Small Project
Summary.
Submit to Functional Manager for Review
Project Manager
The project manager reviews the completed Small Project Summary form with the functional
manager to ensure the information is complete and accurate before starting the work
required.
Approved
Functional
Manager
The functional manager gives the approval to proceed with the project work if the information
is complete and accurate. If not, the project manager may be required to provide additional
information or clarify the information contained on the form. The project manager and
functional manage will establish and agree upon the frequency and timing of project progress
reporting.
Provide Additional Information
Project Manager
Additional information or clarifications may be required by the functional manager to ensure

that the information contained on the form is accurate and complete enough for future
reference.
Start Project
Project Manager
Work can begin on the project only after the Small Project Summary form is completed and
the Functional Manager has given approval for the work to start.
The project manager submits a copy of the approved Small Project Summary to the PMO so
it can be used as reference material to other departments. The PMO does not record or
track Level One project status.
Report Status to Functional Manager
Project Manager
The project manager will report progress on the project to the functional manager by
submitting updated copies of the Small Project Summary form as often as agreed upon in
step 3.
Complete Project
Project Manager
The project is defined as completed when all of the agreed upon work has been completed
and deliverables have been met. This includes any testing, training, and implementation that
was identified in the Small Project Summary.
Archive Project Records
Project Manager
The project records are moved to an archive folder designated by the functional manager.
Project Closed
Functional
Manager
A post project review meeting is held at the discretion of the functional manager.
212

RRAA Matrix
Role
Responsibility
Accountability
Requisite Authority
Creates a department project list,

plans, prioritizes, and assigns
projects to department project
managers. Works with project
managers to effectively apply the
PMMG tools required to manage
the project.
Maintains the project list showing

the status of work-in-progress and
providing copies to the PMO on a
monthly basis.
Re-assigning projects-in-progress
to other project managers on an
as-needed basis.
Project Manager
Understand the proper and

effective use the PMMG tools and
apply them to manage assigned
projects.
Report project status to the

Functional Manager on an agreed
upon frequency.
Request administrative and/or

technical direction. Request
approval of scope changes that
affect project deliverables and
timing.
PMO
Maintain and update the PMMG

and provide training and support
for the proper and effective use of
the processes, tools and
templates.
Consult with Functional Managers

on the development of new or
improved versions of the PMMG
processes and tools.
Receive copies of the department

project list showing the status of
work-in-progress on a monthly
basis. Establish a reference
archive to store project documents
for learning purposes.
Functional Manager
Provides administrative and

technical direction for department
projects.
Request the PMO to modify or

develop new PMMG tools for
managing department projects.
213
Minimum Requirements For Early

Deployment
Resolve problems more quickly
Not working in areas that are outside the scope
of the project
Resolving future risks before the problems occur
Communicating and managing expectations with
customers, team members, and stakeholders
more effectively
Building a higher quality product the first time
214
Distributing The PMM

Publish the Project Management
Methodology Guidelines (PMMG)
Introduction
Project Authorization
Project Initiation
Project Planning
Project Execution
Project Closing
Education & Training

Glossary of Terms
PM Templates
215
EDUCATION and TRAINING

PLAN
Module 10
216
Overview
Develop an Project Management
Education & Training program, which
defines education and training
requirements, testing criteria, and
validation processes.
Module 10- Lesson 31
217
Education and Training Purpose

Establishing a comprehensive education
and training program enables the
organization to effectively and consistently
apply the PMMG to achieve continuous
improvement.
218
Education and Training Benefits

Improving new product and/or services time to
market, quality to market, and cost to market
Reducing project schedule and cost
Improving planning and management skills
Aiding the growth of the organizations project
management maturity
Increasing personnel capabilities, that is turn,
increases their value to the organization
Improving employee job satisfaction
Improving employee retention
219
Training Program Development

Process
Define
goals
Define
competency
Measure
competency
Define
courses
Develop
courses
220
Education & Training Goals Matrix

General
Population
Project
Teams
Project
Managers
Executives
&
Managers
Knowledge Objectives
Learning Objectives
Assessment Methods
221
Education & Training Goals Matrix:

Business Objectives Goals
PROJECT MANAGEMENT ROLES
BUSINESS OBJECTIVES GOALS
General Population
Project Team
Members
Obtain enterprise-wide
support to establish
project business
management best
practices as a core
competency.
Obtain enterprise-wide
support a consistent
use of project business
management best
practices as a core
competency.
Module 10- Lesson 31 Topic 5
Project, Program, &

Portfolio Managers
Business Unit
Managers
PMP Certification of
all Project Managers.
Ensure corporate
strategic planning
objectives are
achieved through
effective use of project
business business
management best
practices.
Ensure all projects are

managed using project
business management
best practices utilizing
a common project
business management
methodology.
222

Performance Goals
PERFORMANCE GOALS
General Population
Establish general
knowledge of the
project management
standard.
Project Team
Members
Institute a consistent
use of the project
business management
methodology
(PBMM).
Project, Program, &

Portfolio Managers
Business Unit
Managers
Ensure a consistent
Proactively support
use of the
the use of PBMM on
methodology to
all projects.
manage portfolios, and
projects.
223

Competency Goals
COMPETENCY GOALS
General Population
Establish the
consistent use of
project business
management best
practices to manage
work.
Project Team
Members
Demonstrate effective
application of the
PBMM to manage
projects.
Project, Program, &

Portfolio Managers
Demonstrate the
ability to consistently
complete portfolios,
programs, & projects
by applying the
PBMM effectively.
Business Unit
Managers
Ensure all projects are
managed effectively
utilizing the PBMM.
224

Knowledge Goals
KNOWLEDGE GOALS
General Population
Establish enterprisewide familiarity with
project business
management terms
and acronyms.
Project Team
Members
Project, Program, &

Portfolio Managers
Business Unit
Managers
Achieve practical
knowledge of the
PBMM processes
.
Demonstration of a
working knowledge of
proper application of
PBMM processes to
manage portfolios,
programs, & projects.
Demonstration of a
working knowledge
of proper application
of PBMM processes
to manage portfolios,
programs, & projects.
225

Skills Goals
SKILLS GOALS
General Population
Exhibit a basic
capability of the
PBMM processes.
Project Team
Members
Confirmed ability to
effectively apply
PBMM and the
processes contained
within.
Project, Program, &

Portfolio Managers
Business Unit
Managers
Verified ability to
effectively lead others
in the application of
PBMM processes.
Demonstrated ability
to effectively support
and enforce the
application of
processes contained
within the standard
PBMM methodology.
226

Attitude
ATTITUDE GOALS
General Population
Acceptance of
executive
management's goal to
establish project
business management
practices as a core
competency across the
enterprise.
Project Team
Members
Project, Program, &

Portfolio Managers
Business Unit
Managers
Verifiable desire to
effectively apply
project business
management practices
at a core competency
level.
Confirmed desire to
effectively apply
project business
management practices
at a core competency
level.
Visible support and

encouragement of the
adoption of project
business management
practices as core
enterprise competency
goal to achieve.
227
Education and Training Critical

Success Factors
228
What are the critical success

factors?
The history of project management as a profession

Definitions of key words and terms
Review of the PMBOK Guide framework
Overview of scope management processes and templates
Overview of time management processes and templates
Overview of communication management processes and
templates
Overview of risk management processes and templates
Overview of change control management processes and
templates
Introduction to the organizations scheduling software and
project schedule templates.
229
The importance of Education and

Training
A comprehensive project management
education and training program is necessary
to meet the needs of the organizations
general population, project team members,
project managers, and management staff at
all levels.
230
Education and Training

Responsibility Matrix
Symbol Table
R: Responsible
I: Informed
S: Support
A: Approved
Responsibilities
Bus.
Unit
Mgr.
Bus.
Unit
Dir.
P
M
O
HR
Conduct employee skill assessment.
Identify skill deficiencies
Develop personalized employee training plan
Execute employee-training plan.
Coordinate all business unit PBMM Manual training
Coordinate all business unit PBMM Process Handbook training
Maintain training records
Maintain and update the business unit Training Plan
Identify and evaluate training options for design tool skills
Plan business unit training budgets
231
Example Training Course Synopsis

1.1 Introduction to Project Management Course Synopsis
Purpose:
Provide an overview of project business management and its the benefits.
Knowledge objectives:
Establish enterprise-wide familiarity with the Project Management Institute (PMI)

standards.
Learning objectives:
Establish enterprise-wide familiarity with project management as a profession.
Assessment method:
General awareness of PMI defined knowledge areas and the benefits of project
management.
Prerequisite:
None
Topics covered:
Introduction to PMI defined knowledge areas, process groups, and processes; and
project management benefits
Course length:
Approximate 15 minutes
Logistics:
Available any time
Class Size:
None- self-learning
Facilities and
equipment:
Access presentation on enterprises server
Course materials:
PMI provided presentation materials
Reference:
None
Facilitator:
Self-Learning
232
Example Course Directory

PROJECT BUSINESS MANAGEMENT TRAINING PROGRAM COURSE DIRECTORY
Core Competency
Training
Process Training
Skills Training
Tools Training
Organization Training
Project Orientation
Training
1.1 Introduction to Project

Business Management
2.1 Project Management

Integration
3.1 Program and Project

Leadership
4.1 Scheduling Program
5.1 Program and Portfolio

Management
6.1 Project Product Orientation
1.2 Introduction to EPMO

Processes, Tools, Templates,
Systems
2.2 Project Scope Management
3.2 Project Requirements

Definition
4.2 Software Spreadsheet
5.2 Strategic Planning
6.2 Project Customer Orientation
1.3 Technical Lead Workshop

(Project Business Management
Methodology Overview)
2.3 Introduction to Project

Schedule Development
3.3 Project Negotiation Skills
4.3 Data Base
5.3 Data Security
6.3 Team Building and

Chartering
1.4 Project Initiation Process

Group Processes
2.4 Project Cost Management
3.4 Project Reporting

Requirements
5.4 PMP Certification Exam

Preparation
6.4 Project History Orientation
1.5 Project Planning Process

Group Processes
2.5 Project Quality Management
5.5 Project Estimating
5.5 Program Management Office
6.5 Project Lessons Learned

Orientation
1.6 Project Execution Process

Group Processes
2.6 Project Human Resource

Management
1.7 Project Monitoring &

Controlling Process Group
Processes
2.7 Project Communications

Management
1.8 Project Closing Process

Group Processes
2.8 Project Risk Management
1.9 Integrated Change

Management
2.9 Project Procurement

Management
6.6 Project Management Plan

Orientation
2.10 Project Earned Value

Management
2.11 Baseline Change
Management Process
Training
233
Internal Project Management

Career Path Program
Develop Education & Training Program
Project Management Career Path
Qualification
Certification
Advanced
Intermediate
Entry
234
What Are The Benefits?

Influences retention of valuable employees
Convinces new job candidates to join the
company
Increases management skills enterprise-wide
Motivates continuous improvement actions
Improves project performance at all levels
235
Certification Requirements
Certification Requirements
Project Classification Time

Program Step
Entry
Levels one and two
Intermediate
Levels three and four 1 year
Advanced
Level five
6 months
2 years
236
Supporting Elements
Current and
New Perrigo
Classes
Project Management
Institute Seminars, and
Courses
PM Classes
Developed In
Collaboration With
Area Colleges and
Universities
Courses Offered
by 3rd Party
Providers
237
READY-SET-GO!
Module 11
238
Perform Readiness Review

Project Readiness Check
Initiate Phase
Capture Lessons learned
Review
Gate
Planning Phase
Review
Gate

Execute Phase
Review
Gate

Closing Phase
Lessons learned Review
239
Readiness Review Process

Schedule
readiness
review with
PMO
Step 1
Submit
documentation
two weeks before
review
Step 2
Review
meeting
Step 3
Approved
to start
project
Step 4
Yes
Start
project
Step 6
No
Additional work
required
Step 5
240
Readiness Review Process

Description
Step
Responsibility
Action Taken
1. Schedule
Project Manager
Contacts PMO 3-4 weeks before meeting date to schedule

the review.
2. Documentation
Project Manager
Submits copies of all the required process documents to the

PMO a minimum of two weeks before the meeting.
3. Meeting
PMO
Chairs the meeting where the project manager and team

members present the process documents and describe how
they will be used. The customer representative and sponsor
can ask questions at this time as needed.
4. Decision
PMO,
Customer,
Sponsor
A decision is made if additional information or work is

required on the documentation.
5. Not Approved
Project Manager
If additional information or work is required, the project

manager will indicate a date when the team will be ready for
another review.
6. Approved
PMO
Signed the review form and work on the project can

proceed.
241
Readiness Review Checklist

Project ID:
Project Name:
Level
Scheduled Review Date:
Required
PMMG Template
Are the following Documents completed and /or process in place?
PMMG A
Project Status Update Cycle Established
PMMG B
Change Control Process Established
PMMG C
Issues Resolution Process Established
PMMG D
Steering Team Identified & in place
PMMG 1.7
Approved Baseline Plan
PMMG 1.8
Approved Project Budget
PMMG 1.9
Approved Scope Statement
PMMG 2.7
Team RRAA Matrix Completed
PMMG 2.8
Communication Plan Completed
PMMG 2.9
Risk Assessment Completed
PMMG 2.11
Metrics Plan Completed
PMMG 2.12
Configuration Management Plan Completed
Completed
YES
NO
Comments
Capital Funds Request Approved

Project Customer:
Project Sponsor:
Project Manager:
PMO
Approved to Proceed:
Yes
Date:
Date:
Date:
No
Date:
242
EXECUTING PMO DEPLYOMENT
Module 12
243
Establishing A PMO Project

Portfolio
Why Organizations Do Not Perform Portfolio Planning
There is no formal process to define corporate goals and
objectives
Firefighting diverts attention from long-term planning
Stated goals and objectives are not qualified or quantified
The development of corporate goals and objectives stops at the
top
There is no formal measurement process to validate status
Accountability to achieve goals does not exist
There is no personal reward for achieving goals nor penalty for
failing to achieve them
Achieving goals fails to produce desired results
244
Understanding Capacity and

Capability
Limited Resources
Capacity
And
Capability
To Do Work
New Opportunity
Requires Reprioritization
Of the Portfolio
245
Strategic Forecast Planning

Process
Goals and
Objectives
form
Identify
Business
Unit Goals
and
Objectives
Project
profile
template
Project
budget
template
Complete
project
profiles
Prioritize
projects
Create project
portfolio
management report
Complete
preliminary
project budget
1
See project
initiation
YES
Approved
Complete
capital
budget plan
Submit to
CMT for
approval
7
10
NO
6
Revise
9
246

Process Description
Step
Step Definition
Roles
Activity Definition
Identify Business Unit Goals and

Objectives
Management
Team
The management team identifies and documents the business units annual goals
and objectives.
Complete Project Profiles
Managers
Managers identify projects required to satisfy the business unit goals and
objectives. A project profile form is completed for each proposed project
and filed with the PMCoE for future reference.
Prioritize Projects
Management
Team
The management team determines the prioritization of the proposed projects for
the plan year, thereby creating the input for the project portfolio
management report.
Create Project Portfolio Management

Report
PMO
The PMO compiles a list of proposed projects and produces a forecasted project
portfolio management report for the plan year.
Complete Preliminary Project Budget
Managers
Managers complete preliminary budgets for each proposed project. A template is

used to develop this preliminary budget and a copy is filed with the PMCoE
for future reference.
Create Project Capital Budget Plan
Management
Team
The proposed project estimated budgets are summarized to create a project capital
budget plan for the plan year.
Submit to CMT for Approval
PMO
The proposed master project capital budget plan and project portfolio management
report are submitted to the Corporate Management Team (CMT) for review
and approval.
CMT Review/Approval
CMT
The CMT reviews the proposed project capital budget plan and approves it or
requests revisions.
Revise
CMT
If required, the revised report is resubmitted until it obtains final approval.
10
See Project Initiation
Management
Once approved, the project proceeds with the project initiation process.
247

Process RRAA Matrix
Role
Responsibility
Accountability
Authority
Organizations Senior
Executive
Provides leadership direction and

supports the management team in
annual implementation of the strategic
forecast planning and capital budget
development process
Facilitates the process that prioritizes

projects, and develops the project
capital budget plan
Requires adjustments to the approved

project prioritization as circumstances
dictate and provides final approval for
all organization projects
Functional Department
Managers
Participate in the annual strategic

forecast planning process, identify
projects to satisfy goals and
objectives, prepare preliminary budget
for all proposed projects
Reviews, commit to, and support the

project portfolio list and the master
project capital budget plan prior to
Corporate Management Team (CMT)
review and approval
Request revisions to the project

portfolio list and the project capital
budget plan prior to it being submitted
to the CMT for approval
Assigns a classification level to each

proposed project and prepares the
project portfolio list using the
prioritized list developed by the
management team
Assists the functional managers in

developing their individual proposed
project plans
Develops, maintains, distributes and

helps implement the project portfolio
development process and facilitates
the annual implementation in a timely
manner
Provides leadership to the

organization by establishing clear
vision, mission, objectives, and goals
through the strategic planning process
Reviews and approves the

organizations strategic planning
process plan and FY project capital
budget plan for the coming year in a
timely manner
Accepts, requests revisions, or

specifies exceptions prior to approving
the plan
PMO
Corporate Management Team

(CMT)
248
MINIMUM PMO PROCESSES
249
Project Authorization
The following is a list of key activities that
typically will occur during this process.
Project Profile
Project Budget
Project Portfolio Report
250
Project Authorization Process
251

Tools and Templates
Templates/Tools Project Authorization
ID
1.0
1.8
1.11
Template Name
Project Profile
Budget Worksheet
Project Portfolio Management Report
When Used
Level 3-4-5
Level 3-4-5
Level 3-4-5
Can also be used for Strategic Forecast Plan

Templates/Tools Project Charter
ID
Template Name
When Used
1.2
Project Charter
Level 3-4-5
1.4
Preliminary Communication Plan
Level 3-4-5
1.7
Project Plan (Milestone Level Only)
Level 2-3-4-5
1.8
Budget Worksheet
Level 2-3-4-5
1.9
Scope Statement
Level 2-3-4-5
252

Description
Process Step Description: Project Authorization Process
Step
Step Definition
Roles
Activity Definition
Submit Project Profile

Form
Requester
Requests approval to proceed with a new project by

submitting a project profile to the PMO.
Project Request
Reviewed
PMO
Submits the project profile to the Project

Authorization Team (PAT) for review and approval.
Accept/Denied
PAT
Determines if the project profile is included in the

current project portfolio.
Denied Provide
Additional Information
Requester
PAT asks for additional information or denies the

project with justification for the decision.
Complete Potential
Impact Study
Requester
Obtains additional information requested by the PAT

to obtain approval and resubmits the request to the
PAT.
Approved Issue Project

Charter
PMO
Prepares a project charter with the input of the

project sponsor. The project charter is issued to
provide formal authorization for the project to
proceed.
253
Project Authorization Process RRAA

Matrix
RRAA Matrix: Project Authorization Process
Role
Responsibility
Accountability
Requisite Authority
Requester
Submits project
documents to the
project authorization
team (PAT) for review
and approval.
Provides additional
information or
clarifications to the PAT
as required for
approval.
Receives justification for

projects that are denied.
Project
Authorization Team
(PAT)
(PMO Manager
plus others to be
determined)
Reviews proposed
projects to determine if
they are worthy of
allocating the
organization resources.
Establishes and
prioritizes an annual
master project portfolio
list of prioritized
projects.
Approves or rejects
proposed projects for
authorization to proceed
with the expenditure of
resources.
PMO
Manages the project

authorization process
and assists project
requesters to prepare
project profiles to
request new project
authorization.
Maintains the project

portfolio and assists the
PAT in the project
review process.
Requires all projects to

follow the project
authorization process.
254
Project Initiation
The following activities typically occur the beginning phase
of a project.
Prepare a preliminary communication plan
Review business requirements
Investigate alternative solutions
Prepare a short project summary (Level one project
only)
Prepare a project scope statement
Create a preliminary project plan
Update the estimated project budget
Define project skills requirements
Prepare project Capital Approval Request (if required)
255
256

Tools and Templates
Templates/Tools Project Initiation
Template Name
When Used
1.2
Project Charter
Level 3-4-5
1.3
Potential Impact
Level 3-4-5
1.4
Preliminary Communication Plan
Level 3-4-5
1.5
Small Project Summary
Level 1 only
1.7
Project Plan (milestone level)
Level 2-3-4-5
1.8
Budget Worksheet
Level 3-4-5
1.9
Scope Statement
Level 2-3-4-5
1.10
Readiness Checklist (Define Requirements)
Level 3-4-5
ID
257

Description
Process Step Description: Project Initiation Process
Step
Step Definition
Roles
Activity Definition
Issue Project Charter
PMO
The PMO issues the project charter, which provides formal recognition for the
project and allows it to proceed.
Complete Project Scope Statement,

Create Preliminary Project Plan, and
Update Estimated Project Budget
Project
Manager
Prepares a project scope statement, creates the preliminary project plan, and
updates the estimated project budget to incorporate any new information that
has become available since the project was authorized.
Complete CAR (if required)
Project
Manager
If capital funds are being requested, the project manager must complete the
CAR process.
Review Scope Statement / Review

CAR
PMO
Financial
Controls
The project manager submits the completed scope statement, preliminary

project plan, and estimated project budget to the PMO for review, comment,
and sign-off. The CAR is submitted to financial controls for review, comment,
and sign-off. Once these two reviews are completed the scope statement and
CAR are submitted to the project customer and sponsor for review, comment,
and sign-off.
Approve
PMO
The PMO reviews and approves project scope statements for completeness
and clarity. Submittals are accepted as is or additional information or
modifications may be required for approval.
Revise
Project
Manager
The project manager provides additional information or modifications to the

documents as required.
Proceed to Project Planning
Project
Manager
The project manager follows the steps required in the project planning phase
before proceeding with any work on the project.
258
Project Initiation Process RRAA

RRAA Matrixes: Project Initiation Process
Role
Responsibility
Accountability
Requisite Authority
Project Sponsor
Prepares the project charter
Provides formal recognition of the

project.
Has authority to approve the project

and authorize the next step.
Project Manager
Prepares and submits project scope

statement, preliminary project plan,
project estimated budget, and CAR (if
required).
Submits initiation process documents

to the PMO, project customer, and
project sponsor, and financial
controls for review and approval.
Requests input from the project

customer and sponsor to complete
initiation process documents.
Requests assistance from the
PMCoE and financial controls to
complete initiation process
documents.
PMO
Reviews and approves initiation

process documents.
Assists project managers in the

proper completion of initiation
process documents.
Maintains and oversees the proper

application of the initiation process
steps on all projects.
Financial Controls
Reviews and approves CAR process

documents.
Assists project managers in the

proper completion of CAR process
documents.
Maintains and oversees the proper

application of the CAR process steps
on all projects.
Project Customer and Project

Sponsor
Provide input to the development of

the initiation process and CAR
documents.
Review and approve the initiation

process and CAR documents.
Request clarification and

modifications to the initiation process
and CAR documents before they are
approved.
259
Project Planning
The following typically occur during this process:
Form project team
Form steering team
Hold kick-off meeting
Review scope statement
Define roles, responsibilities, accountability, &
authority
Establish core processes required by project
classification
Perform readiness check
260
261
Project Planning Process Tools

and Templates
Templates/Tools Project Planning
Template Name
When Used
2.1
Process Analysis
Level 3-4-5
2.2
Voice Of the Customer
Level 3-4-5
2.3
Critical To Quality
Level 3-4-5
2.4
Business Requirements
Level 3-4-5
2.5
Alternate Solutions
Optional
1.7
Project Plan (Develop Baseline)
Level 2-3-4-5
2.6
Records Administration
Level 2-3-4-5
2.7
RRAA Matrix
Level 3-4-5
2.8
Communication Plan
Level 3-4-5
2.9
Risk Assessment
Level 4-5
2.10
Skills Matrix
Optional
2.11
Metrics Management Plan
Level 4-5
2.12
Configuration Management
Level 4-5
ID
262

Description
Process Step Description: Project Planning Process
Step
Step Definition
Roles
Activity Definition
Form Project and Steering

Teams
Project
Manager
Project team members and steering team members are asked

to participate in the project.
Hold Project Kick-off Meeting
Project
Manager
A project kick-off meeting is held to review the project initiation

documents and to define the roles, responsibilities,
accountability and authority of all project participants.
Establish Core PM Processes
Project
Manager
Core project management processes (requirements defined by

classification) are reviewed with the team and put in place.
The project manager schedules the project readiness review
with the PMO.
Perform Readiness Checklist

Review
PMO
The PMO performs the project readiness checklist review with

the full project team.
Approve
PMO
Approval is given to proceed to the implementation of project

execution core processes. Any corrective actions determined
necessary are identified and completed before approval is
provided and a follow-up review is scheduled if necessary.
Proceed to Project Execution
Project
Team
The project team implements execution core processes and

begins working on the tasks to complete the project.
263
Project Planning Process RRAA

Matrix
RRAA Matrix: Project Planning Process

Role
Responsibility
Accountability
Requisite Authority
Project Manager
Provides leadership and direction

to the project team in the
establishment of core project
management processes to meet
classification requirements.
Participates in the selection of third
party suppliers.
Schedules the readiness checklist
review meeting with the PMO.
Answers for the project team in the

readiness checklist review.
Primary contact with third party

suppliers.
Can request the PMO to approve
modifications to readiness
requirements if the team believes
they are too excessive.
Project Team Members
Work with the project manager to

establish required project
management core processes and
prepare for the readiness checklist
review.
Provide input during the

development of the project
Baseline Plan.
Commit to and sign-off on the
project Baseline Plan.
Become familiar with the required
project management core
processes.
Request adjustments to the project

baseline plan before signing off.
Request training in project
management core processes if
needed.
PMO
Chairs the readiness checklist

review meeting.
Ensures required core project
management processes are in
place and their proper use is
understood prior to granting
approval to proceed.
Assist the project team in

developing the baseline plan and
establishing other required core
project management processes.
Require the use of core project

management processes or approve
modifications to fit the project when
deemed appropriate.
264
Project Execution
The following activities typically occur during this
phase of the project:
Create and maintain progress reporting cycle
Establish and maintain steering team reporting
cycle
Institute variance countermeasure planning
Implement issues resolution process
Establish project change control procedures
Perform variance risk assessment
Carry out metrics tracking
265
Project Progress Reporting

The project progress reporting cycle process
establishes a regularly scheduled reporting
day and time, identifies what will be reported,
and specifies the format to be used for the
project team and steering team review
meetings.
266
Project Progress Reporting

Process
Project Reporting Cycle Process
267
Project Reporting Process Tools

and Templates
Templates/Tools Project Progress Reporting
Template Name
When Used
3.1
Meeting Agenda
Level 2-3-4-5
3.2
Meeting Minutes
Level 2-3-4-5
3.3
Project Status Update Report
Level 3-4-5
ID
268
Project Reporting Process

Description
Process Step Description: Project Progress Reporting Process
Step
Step Definition
Roles
Activity Definition
Review Weekly Work Assignments
Project
Manager
The project manager provides each team member an assignment list (report
generated from the project plan or otherwise created by the project manager).
Team Members Complete Work
Team
Members
Project team members complete the tasks according to the project plan
and/or as assigned during the Day 1 planning meeting.
Project Progress Is Recorded
Team
Members
Project
Manager
Project team members mark-up their respective task assignment list to report
task actual start and end dates and also estimated percentage completed of
work in-progress tasks. The marked-up list is returned to the project
manager by noon of Day 4. The project manager marks-up a copy of the
project plan to incorporate the individual team member status updates.
Status Report Is Completed
Project
Manager
The project manager meets with team member's) whose tasks indicate a
variance that will cause slippage in the plan to develop a countermeasure
plan to eliminate or reduce the slippage.
The project manager produces the project status report that includes current
variances to the plan with countermeasures, unresolved issues, and the
status of pending change requests. This report is sent to the PMO and the
steering team members.
Project Team Review
Project
Manager
The project manager leads a progress review meeting with all project team
members present reporting on plan variances and countermeasure plans
unresolved issues and pending change requests from their respective
functions. Action items are assigned as needed. Minutes of the meeting are
recorded to identify outcomes of countermeasure reviews, and action item
assignments. The minutes will be distributed via e-mail and stored in the
WAN project records folders.
Steering Team Project Review
Project
Manager
The project manager chairs the bi-monthly steering team project review
meeting. Critical plan variances, countermeasure plans, unresolved issues
and pending change requests requiring Steering Team assistance to close
are discussed. Meeting minutes are recorded, filed and distributed via email.
269
Project Reporting Process RRAA

Matrix
RRAA Matrix: Project Progress Reporting Process
Role
Responsibility
Accountability
Requisite Authority
Project Manager
Facilitate the completion of work by

assisting the with development of
variance countermeasure plans,
resolve issues, resolve pending
change requests.
Chair regular Project Progress
Update Meetings with the project
team.
Provides leadership and direction to

the project team. Identifies project
schedule variances and develop
countermeasures to eliminate or
reduce project plan slippages and
report same. Resolve functional
issues. Reviews and provides input
on change requests
Accepts overall responsibility for the
projects timely completion to budget
and plan.
Reports project progress to the
steering team on a regular basis
Holds team members accountable for

the timely completion of assigned
tasks.
Expedites unresolved issues and
request for changes to steering team
for assistance and approval.
Team Members
Complete assigned work in a timely

manner. Attend Project Progress
Review Meetings.
Report status on work assigned each

week.
Request clarification of work

assignment requirements.
Request assistance to complete
assigned tasks.
Steering Team
Provide assistance to resolve critical

issues and pending change requests.
Execute requests for assistance to
CMT when needed
.
Attend and actively participate in

Project Progress Update meetings.
Holds the project manager and team

accountable for the timely completion
of the project within budget and time.
270
Project Issues Resolution

Reporting
The purpose of the Issues resolution process is to identify, assign,
track, and report project issues until they are resolved. An issue
should be formalized and documented whenever a question or
problem cannot be answered or resolved by the originator within a
24-hour period. Any project stakeholder can be an issue originator
by completing an Issues Resolution Request Form and submitting
it to the person assigned to administrate the issues resolution
process. The issues administrator updates the Issues Log, which
is reviewed by the project manager and selected members of the
team on a weekly basis. Unresolved critical issues are reviewed
during project team meetings and steering team meetings.
271
Project Issues Resolution

Reporting Process
272

Tools and Templates
Templates/Tools Project Issues Resolution

ID
Template Name
When Used
3.4
Issues Resolution Form
Level 4-5
3.5
Issues Resolution Log
Level 4-5
273

Description
Process Step Description: Project Issues Resolution Process
Step
Step Definition
Roles
Activity Definition
Complete Issues Resolution Form
Originator
The originator identifies an issue by completing Issues Resolution Form providing

pertinent information about the issue. The form is e-mailed to the person assigned to
administer the issues resolution process and the project manager.
Log Issues
Administrator
The issues resolution administrator files the Issues Resolution Form, assigns issue an
identification number, and enters it in the Issues Log. The project manager assigns
team members) to develop a resolution to the issue. The project manger updates the
Issues Log with the assignments).
Develop Issues Resolution
Project Team
The team members) develop a resolution to the issue and e-mails it to the project
manager for review.
Critical Issues Review
Project
Manager
The project manager holds a critical issues review meeting with selected project team
members to review critical issue resolution progress and discuss proposed solutions.
Non-critical Resolution Approval
Project
Manager
The project manager reviews non-critical issue resolutions and either accepts them or
requests additional solutions. Critical issues are brought to the project team project
progress review meetings for discussion.
Approve Resolution
Project Team
The project team discusses critical issues and proposed solutions during the project
progress review meetings.
Close Issue & Update Log
Administrator
Issue resolutions approved by the Project Manager and the team are closed and the
Issues Log is updated. Some issue resolutions will result in a need to proceed with a
project change request.
Proceed to Change Control Process
Project
Manager
Issue resolutions requiring project changes will follow the Project Change Control
Process.
274

RRAA Matrix
RRAA Matrix: Project Issues Resolution Process
Role
Responsibility
Accountability
Requisite Authority
Originator
Anyone can establish that an issue

exists. The issue originator completes
all the required fields on the Issues
Resolution Form and e-mails a copy to
the project manager.
The issue originator should include

sufficient details of the issue to clearly
identify the problem and what effect it
has on the project.
The issue original is often asked to
participate in the development of the
resolution solution.
The originator can request assistance

from other team members to develop
issue resolution solutions.
Issues Administrator
The person assigned to administrate

the issues resolution process is
responsible for entering and closing
issues in the Issues Log. In most
cases the project manager will perform
this role.
Maintain the Issues Log and distribute

hard copy reports on an as needed
basis.
The administrator can request

additional information for clarification or
incomplete fields on the Issues
Resolution Form
Project Team Member
Team members assist in the

development of issues resolution
solutions, review and discuss crossfunctional issues.
Provide input to the development of

solutions and the approval process.
Request additional solutions be

developed if they believe the proposed
solution is not sufficient to resolve the
issue.
Project Manager
Review and approve non-critical issue

resolution solutions. Critical issues are
those that impact multiple functions.
Ensures that issues are reviewed and

resolved in a timely manner
Can escalate critical issue to the

Steering Team for their assistance if
deemed appropriate.
Steering Team
Review critical issues facing the team on a

regular basis.
Provide assistance in resolving critical

issues that have been escalated to the
Steering team.
Review and recommend critical issue

solution expedited to the steering
team.

Table 2.12.8
275
Project Change Control
The purpose of the change control process is

to identify, record, analyze, track, approve
and implement project change requests.
276

277

Tools and Templates
Templates/Tools Project Change Control
ID
Template Name
When Used
3.6
Change Request Form
Level 4-5
3.7
Change Control Log
Level 4-5
Templates/Tools Metrics Tracking

ID
Template Name
When Used
3.8
Metrics Tracking
Level 4-5
278

Description
Process Step Description: Project Change Control Process
Step
Step Definition
Roles
Activity Definition
Complete Change Request Form
Originator
Anyone involved in the project (including customers) can request a change by

completing an electronic Change Request Form. The completed form is e-mailed
to the process administrator and the project manager.
Log Change Request
Administrator
The person assigned to administrate the project change control process assigns
an Identification Number and enters it into the Change Request Log.
Analyze Change Request
Project
Manager
The project manager reviews the change request and determines who needs to
be involved in the analysis of the request and distributes the change request form
via e-mail.
Team Review Change Requests
Project Team
The project manager reviews change requests with the team members, asking for
their recommendations for approval or denial.
Steering Team Change Review
Project
Manager
If the change affects cost, time or quality the change request is brought to the
Steering Team for their review and recommendation action.
Approve Change
Project
Manager
The project manager determines if the change request is approved or denied.

Change requests may require additional information, in which case additional
analysis will be performed. If denied the change request is closed and the log is
updated. The project manager informs the change request originator of the
decision.
Implement Change & Validate
Project Team
Implementation of approved changes is assigned to a team member who will

coordinate the implementation validate it has been completed, has met the results
intended, closes the change, and informs the administrator.
Close Change & Update Log
Change
Coordinator
The change coordinator updates the Change Request Log.
279

RRAA Matrix
RRAA Matrix: Project Change Control Process
Role
Responsibility
Accountability
Requisite Authority
The change request originator must

completed the form that is used to
analyze, review and approve the
request.
The originator must provide all of

the information required in sufficient
detail to allow for a timely analysis,
review and approval decision.
The originator can request a

business justification that supports
the decision to deny a change
request.
Administrator
Maintain and update the Change

Request Log file.
Update the log file in a timely

manner and issue hard copy reports
when needed.
Request additional information or

clarification from the originator or
analysts to complete the Change
Request Form.
Project Manager
Assign team members to analyze

requirements and impacts, review
analysis results with project team
and steering team when
appropriate.
Facilitates a timely resolution to

change requests. Informs the
originator of approval / denial
decision with a business justification
to support decision.
Obtains input from the project team

and steering team to determine best
course of action and
approves/denies the change
request.
Project team
Participate in the analysis activity, if

assigned, and participate in the
review of the request.
Provide a recommendation to the

project manager for approval/denial
of the change request supported by
a business justification.
Request that the steering team

review the change request before
an approval decision is made by the
project manager.
Steering Team
Review change requests submitted

by the project manager.
Provide recommendations for

approval/denial to the project
manager with supporting business
justification.
Review all change request that

affect project cost, timing, or quality.
Originator
280
Project Closing
Project closing includes core processes that ensure an
orderly, controlled completion of projects. The following
activities typically occur during this phase of the project:
Obtain customer acceptance of deliverables

Validate third party supplier contact closure
Balance the project budget
Close the CAR (covered in the CAR process)
Hold post project review meeting
Document lessons learned
281
Post Project Review
A post process review survey is distributed to project

participants (i.e., project team members, steering
team members, customers, suppliers, and other
stakeholders) to gather their individual evaluations of
various aspects of the project.
282

283
Post Project Review Tools and

Templates
Templates/Tools Post Project review

ID
Template Name
When Used
4.1
Post Project Survey
Level 3-4-5
4.2
Post Project Review Report
Level 3-4-5
284
Post Project Review Description

Process Step Description: Post Project Review Process
Step Definition
Roles
Activity Definition
Step
1
Prepare Post Project Survey
PMO
The generic survey instrument is modified to suite the project. The survey is
posted to the PMO Web site.
Announce Post Project Survey
PMO
Project participants are invited to complete the survey within a stated period of
time and informed of its location on the PMO Web site.
Compile Survey Results
PMO
The survey responses are complied and analyzed.
Prepare Post project Review Report
PMO
The results are documented in a Post project Review Report utilizing a report
template whose format and table of contents has been standardized.
Hold Post Project Review Meeting
PMO
The PMO will schedule and facilitate a post project review meeting, which will
include members of the project team and the steering team.
Document Lessons Learned
PMO
The PMO will document lessons learned utilizing a standard template.
Update Project Knowledge Database
PMO
The PMO will enter only unique lessons learned into the project knowledge
database and file the project lessons learned document with the rest of the
project documents, which will be archived for future reference.
Proceed with Process Improvement

Procedures
PMO
Lessons learned will be evaluated to determine if current process need to be

revised to incorporate recommended improvements, in which case the proper
procedures will be followed.
285
Post Project Review RRAA Matrix

RRAA Matrix: Post Project Review Process
Role
Responsibility
Accountability
Requisite Authority
PMO
Prepare, analyze, interpret, and

distribute the Post Project Survey
responses in the form of a report.
Update the project knowledge
database with new unique project
lessons learned.
Hold a post project review meeting

and present a report and record
lessons learned.
Present an objective evaluation of

the project from the perspective of
the survey responses.
Project Team Members
Completing the post project review

survey and attend the follow-up
meeting.
Complete the survey within the time

allotted and provide honest
responses. Participate in the
lessons learned discussion.
Make recommendations for process

improvements.
Steering Team Members

meeting.


improvements.
Project Stakeholders

meeting.


improvements.
Project Suppliers

survey.

responses.
Offer recommendations for process

improvements from the suppliers
perspective.
286
Metrics Reporting
Project measurements that have been collected

during project execution are complied into a report
used to validate whether customer expectations
where satisfied and that expected benefits have been
or will be achieved.
287

288
Metrics Reporting Tools and

Templates
Templates/Tools Metrics Reporting

ID
Template Name
When Used
4.3
Project Metrics Report
Level 4-5
289
Metrics Reporting Description

Process Step description: Metrics Tracking Process
Step
Step Definition
Roles
Activity Definition
Summarize Metrics Tracking

Reports
PMO
Summarize the metrics measurements reported at the end

of each project phase.
Analyze Measurement Results
PMO
Analyze the actual measurements and compare to baseline

objectives.
Prepare Metrics Report
PMO
Prepare a report that compares the overall measurements

to baseline objectives.
Review Metrics Report
PMO
Present the report during the post project review meeting.
Add to Project Knowledge

Database
PMO
Update the project knowledge database with the project

metrics.
Proceed with Process Improvement

Procedures
PMO
Apply the metrics results as input for process

improvements.
290
Metrics Reporting RRAA Matrix

RRAA Matrix: Metrics Tracking Process
Role
Responsibility
Accountability
Requisite Authority
PMO
Prepare, analyze, interpret,

project metrics
measurements, and
prepare a report. Record
the measurements in the
project knowledge
database.
Present the metrics report

at the post project review
meeting.
Hold the project manager

accountable for submitting
metrics tracking reports
according to a predetermined plan.
Project Manager
Submit Metrics Tracking

Reports to the PMO
Compile metrics
measurements into period
tracking reports according
to a pre-determined plan.
Require project team

members to gather metrics
measurements according to
a pre-determined plan.
Project Team
Members
Track assigned metrics

measurements and report
them to the Project
Manager periodically
Provide analysis,
interpretation, and
comments on the
measurements to the
project manager.
Request changes to the

metrics plan if it is felt the
measurements are too
difficult to quantify or
meaningless.
291
PMO MATURITY
292
Maturity Takes Time

The American Heritage Dictionary of The English
Language defines Maturity as:
Having reached full natural growth or
development. Having reached a desired
or final condition of relating to, or
characteristic of full development, either
mental or physical
293
Four Key Areas Of Influence

The four key areas that influence an
organizations maturity are:
Management of Organizational Change
294
Work
Contracts &
Procurement
Integration
Work
Scope
Life Cycle and

Environment Variables
Availability, Capability
Capacity & Quality
Communications
Expectations
Feasibility
Requirements
PROJECT
RISK
Time
Ideas, Directives,
Data Exchange Accuracy
Time
Objectives,
Restraints
Requirements
Standards
Human Resources
Cost
Availability
Productivity
Work
Quality
Work
Funding
Budgets
Constraints
295
Project
Life Cycles
Product/Service life
from inception to
retirement
Planning
Forecasting,
Estimating, and
Resource
Management
Leadership
Organization Vision,
Mission, Goals &
Objectives
WORK
Work supports
strategic goals &
objectives
Management
Work
Process
Work flow at all
levels of the
organization
Work
Authorization
Strategic, Tactical
and Operational
Prioritization
296
Products
Structure
Hierarchical
Vs Teams
People
Development
Product Life Cycle

Program, Project, Process
Integration
Functional Operating
Units
People, Product,
Project, Process
Performance based
Compensation &
Incentives
Decision Making
Roles, Responsibility,
accountability
& requisite authority
Culture
Empowerment
Open Book
Core Competency
Career Development
Rewards
Projects
Integration of disparate
systems & methodologies
Business Systems
Work Processes
Develop & Improve
Core Competencies,
Skills, & Work Flow
297
Management of Resistance To
Change
Executives
Strategic Level
Management
of Products
CHANGE
Tactical Level
Managers
Management
of Projects
Operational Level
Management
of
Environment
Staff
298
PMO Organizational Maturity Path

Initial
Repeatable
Managed Distributed
Strategies evolve as
maturity progresses
through PM integration
and distribution
PMO staffing, responsibilities,

and skill level requirements
change as the organization
matures
Benefits
PMCoE
Evolution
Time
Project
Roles
Responsibilities Management
Services
Support
Sustained
Process
Management
299
PMO Maturity Model

Time & Effort
Will Vary By Company
Sustained
Distributed
Managed
Repeatable
Initial
Continuous improvement and

innovation is common across
the enterprise
PM is fully distributed as a core

competency across the enterprise
Project Management Processes are fully

automated and integrated with business
systems
Project, Product, Environment, & Change

Management Process are documented and
applied consistently
A PMO is established as a baseline
300
Maturity Model Characteristics

Stage
Characteristics
Initial
No formal methodology in place for managing projects

Projects are managed ad-hoc and success is not repeatable
No formal training & education program exists
Projects are typically late and over budget if completed at all
No project review process exists
No master list of projects exists
No project authorization process exists
Project risk assessment is non-existent
Repeatable
PMO structure is established at some levels

A standard methodology is created and distributed
Project Management Fundaments provided at all levels
Project Portfolio Management has been implemented
Projects are reviewed by Management monthly
25-50% of project deliveries are on-time and within budget
Managed
PMO structure is established enterprise-wide

PMMG automated and integrated with other business systems
PM Qualification/Certification Program is in place
Internal Intranet is used extensively for all PM functions
Virtual and real-time project status reporting is common
PM Education and training is a requirement at all levels
Distributed
PM Lessons Learned knowledge database in place

PMP certification is required of all project managers
Basic PM knowledge and skills are required by all employees as a as a minimum core capability for
their jobs
Sustained
Management by projects is a company philosophy

Executives and managers are PMP certified
All project managers must complete internal Qualification/Certification program
Continuous improvements are commonplace in all areas
99% of project deliveries are on-time and within budget
301
PMO RESEARCH STUDY LINKS
Module 15
302
COURSE EXERCISES
Module 16
303
PMO Case Study Survey

The PMO Case Study Survey is based on 34 questions
that are organized into three phases of establishing a
PMO:
Phase One: Obtain Approval For The PMO (13
questions).
Phase Two: Assess The Current Situation (19 questions).
Phase Three: Document The PMO Design (2 questions).
Module 16 Exercise 1
304

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By Dennis Bolles, PMP

No. Module Name

Module 1 - Lesson 1 Topic 1

Purpose of the Course

Purpose IS/IS Not

Module 1 - Lesson 1 Topic 3

A PMO is a project management support

Module 1 - Lesson 1 Topic 5

When are PMOs Needed?

Module 1 - Lesson 1 Topic 6

What Are PMO Attributes?

Centralization provides global view

Creating a PMO Requires Cultural Changes

Driving Forces For Creating a PMO

Loosing Market Share

Reasons Not To Create a PMO

Values and Benefits of a PMO

Provides Standardized Repeatable processes

Module 1 - Lesson 1 Topic 11

Values and Benefits of a PMO

Values and Benefits of a PMO

Paul Dinsmore Quote

Module 1 - Lesson 1 Topic 14

How Does Management By Projects Differ From Project

Bottom-Line is Project Dependent

Module 1 - Lesson 1 Topic 15

How Does Management By Projects Differ

Project Management is:

The integration, coordination,

The direction and supervision

Module 1 - Lesson 1 Topic 16

Module 2 - Lesson 2 Topic 1

What is Project Management?

Module 2 - Lesson 2 Topic 2

Module 2 - Lesson 2 Topic 3

Module 2 - Lesson 2 Topic 4

The Project Change Delivery

Module 2 - Lesson 2 Topic 5

The Growth of Project

Key Points Of Understanding

Module 2 - Lesson 3 Topic 2

Changing Perspectives Project

Large brick walls

Need for rapid

Graphic from In Search of Excellence in Project Management by Dr. Harold Kerzner

Module 2 - Lesson 3 Topic 3

From Hybrid To Project-Driven

Graphic from In Search of Excellence in Project Management by Dr. Harold Kerzner

Module 2 - Lesson 3 Topic 4

The Emerging Growth of Project

Module 2 - Lesson 3 Topic 5

The Emerging Growth of Project

Module 2 - Lesson 3 Topic 6

Project Management Standards

Three Generally Accepted

Module 2 - Lesson 4 Topic 1

Foundation of Project Management

Project Management Institute, PMBOK Guide, All Rights Reserved.

Module 2 - Lesson 4 Topic 2

PMIs Project Management Model

Project Management Institute, PMBOK Guide All Rights Reserved.

Module 2 - Lesson 4 Topic 3

Project Management Maturity