Program Management Templates

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					DELIVERABLE APPENDIX




Program Management Office (PMO)


                                                                     April 24, 2006

                       This document is confidential and is intended solely for the use and
                                         information of the client to whom it is addressed.




                                                                                              0
Program Management Office (PMO) Design




                                         1
Most large-scale transformation programs do not succeed, mainly
driven by inadequate governance and poor planning


         Large Programs Success Rates                                                                       Why Projects / Programs Fail

                                                                                                            Others
                                             Successful                                                                                        Poor
                                                                                      Technical Problems                                    Organization
                                                                                                                       11%
                                    16%                                                                     4%                              and Project
                                                                           Problems with Suppliers                                          Management
                                                                                                           4%
                                                                                                                                   36%
                                                                                                                                             Practices
                                                                          Insufficient Project
               53%                                                       Personnel Resources               10%


                                          31%
                                                                                                                 15%

                                                  Cancelled                                                                  20%
                                                                                     Ineffective Project
Under Perform                                                                             Planning

                                                                                                                        Poorly Defined or
                                                                                                                         Missing Project
                                                                                                                           Objectives



Source: Standish Group International, Survey from 2500 personnel attending project management training


                                                                                                                                                      2
A Program Management Office (PMO) for telework initiatives can
effectively help address these challenges…
                                             PMO Challenges & Benefits



                 Examples of Challenges                                          Benefits of PMO

   Project mission and tasks are poorly defined              Identifies gaps in realization of strategic objectives
   Lack of a clear process for escalating risks to senior    Escalates current risks and identifies potential risks
    management                                                 earlier
   Insufficient reporting to support top-management          Ensures proper communications to relevant
    decisions                                                  stakeholders
   Ineffective enforcement of project controls and           Improves monitoring and control of projects
    policies                                                  Mediates issue resolution
   Conflict between line, project managers                   Increases efficiency in tracking progress of projects
   Projects do not meet deadlines / milestones               Integrates project plans for all projects –
   Lack of standardized reports and reporting                 Standardizes progress reporting
    frameworks for all projects - Fragmented project
    plans




                                                                                                                        3
…and can accelerate progress, increase value, and reduce risk of
failure
                                        Value of an Effective & Efficient PMO

                 Value ($)
                                                                        Efficient Program
                                                                       Management Office

 Value 2: Delivers
Incremental Value                                                                                           Traditional Program
                                                                                                               Management



                                                                                           Implementation


                                                        Validation& Detailing,
                                                               Planning
                             Planning
                             & Set-up     Assessment
                                           & Concept
                                          Development
                                                                                                                    Time
     Value 3: Reduces
                                                                                       Value 1:
      Risk of Failure
                                                                                 Accelerates Progress




                                                                                                                                  4
A Telework PMO would be initiated through five key steps leading
to the first PMO session and the kick-off of Implementation
                                         PMO Set-up Process
  1
        Nominate and     1. Nominate and confirm PMO team:
      Confirm PMO Team    Identify, nominate and obtain approval for the PMO leadership from senior management

                         2. Setup PMO:
  2                       Determine relevant stakeholders, and/or external participants and structure PMO
                            appropriately
        Set-up PMO
                          Communicate key interested parties’ required involvement and PMO expectations
                          Engage all relevant key interested parties to get buy-in on program objectives and approach
                         3. Prepare tools, processes and templates:
  3
       Prepare Tools,     Prepare all required tools, processes and templates
        Processes &       Distribute templates and reports for PMO meetings
         Templates        Prepare project reporting, issue management, change management, and planning and
                            communication management processes
                         4. Develop PMO master plan:
  4                       Obtain detailed required changes documents
        Develop PMO       Conduct interviews, meetings, and workshops with key interested parties regarding telework
         Master Plan        initiatives
                          Prioritize telework initiatives and conduct high-level review of any dependencies, overlaps,
                            and issues
                          Consolidate tentative telework initiative project plans into a consolidated master plan
  5
                         5. Conduct first PMO session:
        Conduct First
                          Confirm logistics and communicate timing and agenda of first PMO session
        PMO Session
                          Discuss issues, dependencies, project plan recommendations, role of PMO going forward
                          Distribute program-related process information


                                                                                                                          5
The PMO must be comprised of senior people to facilitate and
govern the implementation process
                                                     Preliminary Suggested PMO Structure
                                                                                                  Sponsor


                                                      External Advisors                                                               Internal Advisors
Program Sponsorship
 Oversight and direction
 Institutional commitment
   to program

Program Management
 Overall responsibility program                                                               PMO Chairm an
   implementation and related efforts
 Conflict resolution
 Communication with key external
   interested parties
                                                                                        Program Management Office




Project Management
 Day-to-day project                      Change Officers                  IT Officers                         Business Officers                  PMO Adm inistrations
   management
 IT, Business and Vendor
   representatives
   (full-time involvement)
                                                     Changes and
                                  HR Mobilization                         I/T, Vendors, etc.            Core Functions   Support Functions
                                                    Transf ormation



Workgroups
 Technical and operational                                                                    Workgroups
  business initiative solutions


                                                                                                                                                                         6
During the PMO lifecycle, nine functions will help ensure success
of the various implementation and transformation initiatives

                                                                            High-Level LTO PMO Functions
 Continuous Program Management Functions
                                                             1. Progress Tracking and Reporting: Track milestones and
                                                             deliverables for each project:
                        Business                             – Reject project plans if they do not conform with PMO standards
                        Alignment                                 and required level of details
         Change
                                                             – Identify and coordinate program critical path changes throughout
       Management                       Technology                telework projects
                          8              Alignment
                                                             2. Communication Management: Communicate relevant messages
                7
                                    9                        to all key interested parties
  Quality                                                    3. Resource Management: Identify potential resource bottlenecks,
 Assurance 6       LTO                          Progress     unique requirements, contingencies and plan accordingly
                                            1   Tracking &
                 Program                        Reporting
                                                             4. Issue Management: Establish and maintain standards for issue
                Management                                   categorization and resolution according to issue severity and facilitate
            5                                                resolution
     Risk                               2
                                                             5. Risk Management: Pro-actively identify and quantify potential risks
  Management                            Communication
                    4                                        (e.g., financial, resource, technical)
                              3          Management
                                                             Establish and maintain quality assurance standards, procedures and
            Issue                                            schedule compliance / assurance reviews
         Management        Resource                          6. Quality Assurance: Provide criteria in selecting contractors during
                          Management                         the RFP process
                                                             7. Change Management: Establish and maintain a standard process
                                                             for receiving, testing and approving changes to program scope
                                                             8. Business Alignment: Assess the fit and identify gaps between
                                                             business needs and processes with the proposed solution
                                                             9. Technology Alignment: Assess the fit of proposed technologies
                                                             with current or planned environment / infrastructure

                                                                                                                                   7
Appendix

 Telework Initiative Template




                                 8
Telework Initiative Description Template
    INITIATIVE #X


                     INITIATIVE DESCRIPTION          INITIATIVE DELIVERABLES
                                             




                    KEY RESOURCES REQUIRED           INPUTS/DEPENDENCIES
                                             




                      KEY STAKEHOLDERS            COSTS/ INVESTMENTS REQUIRED

                                             


                INITIATIVE PROJECT SPONSOR          INITIATIVE PROJECT OWNER
                                             


              COSTS/ INVESTMENTS REQUIRED                  BENEFITS
                                             


                                                                                9
Telework Initiative Implementation Planning Template

        Activities/        Responsible                                                Weeks
No.
        Worksteps             Party              1     2    3    4    5     6         7   8      9    10   11    12    13   14

          Program Management
                                                                                                                                       No.                Outputs
                                                                      (1)
 1
                                                                                (2)
 2

 3

 4

 5

 6

 7

 8

 9

10

11

      Number FTEs

                      Overall Timeline      Full Deliverable     Interim Deliverable          (#) Denotes key deliverab les number as aligned with proposal
                      Internal/External Consultation        Status Meeting
                                                                                                                                                                    10
Telework Initiative Status Tracking Template

   Initiative Name   Expected Value-Add   Actual Value-Add     Actual       Expected
                                                             Start Date   Completion Date




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