The Effective Program Management Office (PgMO) (c) 2010

Clauvis Aurea (the Golden Key)Clauvis Aurea (the Golden Key)

CONTACT :BB: 202-352-4397

E: [email protected]

(c) 2009-2019 Karen Y. Lucas, PgMP | PMP - ALL RIGHTS RESERVED - Written Permission for Use Required

Karen Yvonne Lucas, PgMP | PMP, has more than 20 years of experience of progressive responsibilityin Information Technology Services to executives and senior management providing senior levelguidance, evaluation, analysis and management. She services mid to large-scale commercialenterprises, local governments and federal defense initiatives having mission critical programs andprojects with enterprise reaching operational, marketing and systems components. She has servedin a senior role in the Program Management Offices of AMTRAK, CITI, UUNET, Cable & Wireless, andSPRINT as well as at the IRS, DHS, VHA, DOD, DLA , NIH and HHS. Ms. Lucas is the former PracticeDirector of Enterprise Program Management Services for a verified SDVOB and is now an at-hireconsultant and lecturer.

Program Management Offices (PgMOs) serve to provide portfolio,program and project management governance, policy, procedure,process, guidance, standards, tools, techniques, templates,methodologies, evaluation, risk, performance measurement andreporting expertise in the role of a Center of Excellence. Inimplementing an PgMO, clients seek to ensure not only successfuldelivery of programs, projects and operations – but also to obtainthe benefits from a coordinated framework and methodology forcontinual improvement of program/project management, vendormanagement, ongoing operations management and resourcemanagement . Ideally, the proper setup, management,measurement & services offered at the PgMO will increase thelikelihood of benefits realization within their organization andpartner agencies.

CONTACT :BB: 202-352-4397



The Effective PgMO is financedby the Corporation & strictlysupports the Corporate Strategy(Mission, Vision, Goals, Objectives &Success Statement). Without clearcommunication of the CorporateStrategy the idea of instituting aneffective program management officeis futile.

The Effective PgMO is financedby the Corporation & strictlysupports the Corporate Strategy(Mission, Vision, Goals, Objectives &Success Statement). Without clearcommunication of the CorporateStrategy the idea of instituting aneffective program management officeis futile.

The Effective PgMO hasEnterprise-Wide Authority thatestablishes it as the source foroversight, review, assessment,corrective action & performancemeasurement/monitoring related to astrategic program, project or initiative.

The Effective PgMO hasEnterprise-Wide Authority thatestablishes it as the source foroversight, review, assessment,corrective action & performancemeasurement/monitoring related to astrategic program, project or initiative.

The Effective PgMO hasEnterprise-Wide Influence thatestablishes it as having the subjectmatter expertise (and the resources asbeing SMEs) such that knowledge,skills and abilities are sought out tosucceed.

The Effective PgMO hasEnterprise-Wide Influence thatestablishes it as having the subjectmatter expertise (and the resources asbeing SMEs) such that knowledge,skills and abilities are sought out tosucceed.

The Effective PgMO is hasEnterprise-Wide Reporting,Measurement & Evaluationauthority which establishes it as thesource for the corporation’sunderstanding of status, success,obstacles, issues, mitigation andchange strategy.

The Effective PgMO is hasEnterprise-Wide Reporting,Measurement & Evaluationauthority which establishes it as thesource for the corporation’sunderstanding of status, success,obstacles, issues, mitigation andchange strategy.


Governance

• Guidance• Legislation• Authority• Responsibility• Exceptions

The core of the Effective PgMO – the Clauvis Aurea – is a PgMO Foundation.The foundation should consist of Governance, Policy & Guidance.

Policy

• Procedure• Integrated Flow• Procedures• Checklists

• POLICY = a set of decisions which are oriented towards providing anunderstanding of the long-term purpose – in a broad sense -- and whichcommunicate the corporate decision and anticipated course of actions. For thatlong term purpose.

• EX: Background Check & Credit Check Prior to Employment

• GOVERNANCE = a set rules that govern how anorganization will review, approve and communicatedecisions as well as what will occur if the rules are broken.

• EX: Federal Information Security Management Act(FISMA) of 2002

Guidance

• Integrated Flow –External to InternalPolicy

• Checklists

• GUIDANCE = leadership direction that provides an explanation of what is required to conformingto an external policy, regulation, etc. which affect the ongoing business or target, but for which theeis no authority to change, amend or remove.

• EX: Completing the 1040 EZ


Standards

Change Management• Change Control• Change Authority• Change Repository

• Change Management• Systems Engineering

• Toll Gate / Quality Gate• E-Mail Server Backup

• Change Control Board (CCB) Impact Analysis• Preliminary Level of Effort (LOE) estimation

• Network & Application Enterprise Architecture• Federal Enterprise Architecture (FEA)

Architecture

Procedure

Process


Tools• Project Management Information Systems (PMIS)• Requirements Repositories (such as RequisitePro)• Testing Systems (such as HP Quality Center or

ClearQuest)

Measurement• Performance Metrics• Risk Assessment• Reporting

Methodologies• Rational Unified Process• EXtreme Programming• Agile

Techniques• Crashing Schedules• Best Fit For Now Decision• Concurrent Systems Operation Prior to & Post Cut-Over

Templates • Operations• Business Decision• Requirements• Risk• Enterprise Lifecycle• Reporting


Measurement• Performance Metrics• Risk Assessment• Reporting• Corrective Action• Assessment After Action• Mitigation• Lesson’s Learned


Many organizations create a numberof project management offices(PMO) in different departments.According to the findings of a globalresearch study of over 750organizations, this may not be agood idea.To be most successful, aPMO needs to have direct influenceon the entire organization, not justone department. And it needs to berun as a business that is accountableto its customers and to the bottom-line. © BIA - Michael Stanleigh,author of the global report: “FromCrisis to Control: A New Era inStrategic Project Management”.

Many organizations create a numberof project management offices(PMO) in different departments.According to the findings of a globalresearch study of over 750organizations, this may not be agood idea.To be most successful, aPMO needs to have direct influenceon the entire organization, not justone department. And it needs to berun as a business that is accountableto its customers and to the bottom-line. © BIA - Michael Stanleigh,author of the global report: “FromCrisis to Control: A New Era inStrategic Project Management”.

Many organizations fail to assigntheir senior program/projectmanagers to ONLY their keyinitiatives – thus reducing theirimpact while spreading their talentthin across many programs/projects.© Mark Perry - “Business DrivenPMO Setup”:

Many organizations fail to assigntheir senior program/projectmanagers to ONLY their keyinitiatives – thus reducing theirimpact while spreading their talentthin across many programs/projects.© Mark Perry - “Business DrivenPMO Setup”:

Many organizations fail to assign adedicated resource to be accountablesolely for increasing the PMO’sprogram/project capacity within theorganization – to spread the benefitsof the PMO to all business units. ©Mark Perry - “Business Driven PMOSetup”:

Many organizations fail to assign adedicated resource to be accountablesolely for increasing the PMO’sprogram/project capacity within theorganization – to spread the benefitsof the PMO to all business units. ©Mark Perry - “Business Driven PMOSetup”:

Many organizations fail to staffthemselves with subject matterexperts in the fields that thecorporation focuses in (or providesservices in). © KarenY. Lucas, PgMP

Many organizations fail to staffthemselves with subject matterexperts in the fields that thecorporation focuses in (or providesservices in). © KarenY. Lucas, PgMP

Many organizations fail to staff thePgMO (or PMO) with resources thatare skilled with the services neededby the business – such as full timeschedulers, requirements analysts,design/architects. © KarenY. Lucas,PgMP

Many organizations fail to staff thePgMO (or PMO) with resources thatare skilled with the services neededby the business – such as full timeschedulers, requirements analysts,design/architects. © KarenY. Lucas,PgMP


© 2001-2008, Catonia, Inc.

QUESTION: To which of theareas in this diagram do theProgram Management Office(PgMO)’s governance,guidance & policy apply?

ANSWER: All

KNOW:The PgMO is successful only ifit can align, support andensure the successfulachievement of portfolios,programs and projects in linewith the expectations in thestrategic vision. As a result,each of the areas in thediagram should havecorresponding governance,,guidance & policy to help inthat achievement.


The effective PgMO is backedbacked by the corporation and has the necessarynecessaryauthorityauthority to ensure success.

The effective PgMO has its goals and objectives alignedaligned to the corporatestrategic plan, vision, mission and goals.

The effective PgMO has agreed upon quantifiable successagreed upon quantifiable success metrics foritself and the programs for which it has oversight responsibility.

The effective PgMO is organized to provide Governance, Support,organized to provide Governance, Support,Tools, and ReviewTools, and Review.

The effective PgMO has the bandwidth and flexibilitybandwidth and flexibility to providesubject matter expert (SME) resources toward key initiatives, programs& projects – and/or – to complete the more technical functions ofprogram management.

The effective PgMO is aligned to have capabilities which complementaligned to have capabilities which complement,and knowledge areas which supportknowledge areas which support, the corporation’s lines ofcorporation’s lines ofbusinessbusiness (both for external facing clients and internal departmentalclients).


Karen Yvonne Lucas, PgMP | PMP, has more than 20 years of experience of progressive responsibilityin Information Technology Services to executives and senior management providing senior levelguidance, evaluation, analysis and management. She services mid to large-scale commercialenterprises, local governments and federal defense initiatives having mission critical programs andprojects with enterprise reaching operational, marketing and systems components. She has servedin a senior role in the Program Management Offices of AMTRAK, CITI, UUNET, Cable & Wireless, andSPRINT as well as at the IRS, DHS, VHA, DOD, DLA , NIH and HHS. Ms. Lucas is the former PracticeDirector of Enterprise Program Management Services for a verified SDVOB and is now an at-hireconsultant and lecturer.

Program Management Offices (PgMOs) serve to provide portfolio,program and project management governance, policy, procedure,process, guidance, standards, tools, techniques, templates,methodologies, evaluation, risk, performance measurement andreporting expertise in the role of a Center of Excellence. Inimplementing an PgMO, clients seek to ensure not only successfuldelivery of programs, projects and operations – but also to obtainthe benefits from a coordinated framework and methodology forcontinual improvement of program/project management, vendormanagement, ongoing operations management and resourcemanagement . Ideally, the proper setup, management,measurement & services offered at the PgMO will increase thelikelihood of benefits realization within their organization andpartner agencies.

CONTACT :BB: 202-352-4397



The Effective Program Management Office (PgMO) (c) 2010

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