Approach: PMO Functions Defined – (Continued)
PMO Function
Definition
Communication is the sharing of information between multiple parties within and outside the project team. The PMO ensures that each project team has a well documented Communication Plan identifying all parties needing varying levels of information about the project (this would include all affected areas not directly involved in the project itself). The PMO does not monitor these day-to-day communications but will function as an escalation point when communication is not taking place. Project level Risks are managed by the individual project teams and reported up to the PMO according to pre-determined criteria (i.e. Red Status Risks). The PMO does not own the Risks that are reported to it; but reports it to the appropriate audiences and is a key point of escalation. The PMO participates on the Core Project Team which reviews, prioritizes, rates and assigns Risks. It also ensures that Mitigation Plans are in place as required. The project teams communicate up to the PMO and the PMO communicates upstream. Risks are based on probabilities and their potential impact. Generally they cannot be resolved but can be mitigated or managed. They are rated as to their likelihood of happening, their impact to the project/program and their impact to the company itself. Project level Issues are managed by the individual project teams and reported up to the PMO according to pre-determined criteria (i.e. Yellow and Red Issues). The PMO does not own the resolution of the Issues; but reports them to the appropriate audiences. The PMO does monitor progress in key Issues that pose significant impact to the success of the project or other projects within the program. Issues are Events that have happened or will happen (not probabilities). They can generally be resolved. They are rated as to their level of impact to the project, program and their inter-dependencies with other projects. Presents a “status” (health) of the project (or program) during a specified period of time. It is systematic and comprehensive in that each project sub-team reports their status to the Project or Change Manager, the PM or CM aggregates those reports and presents a project view to the PMO. The PMO in turns aggregates those reports to present the health of the program. It should offer critical information that allows the PMO and management teams to make business related decisions, review prioritization, resolve high-level conflicts, etc. in a timely manner (when those actions can deliver the greatest impact to the project or program. Status Reports should be reviewed by the Project Core Team, analyzed and aggregated by the PMO prior to publishing reports upstream. The PMO takes direct ownership of Program level Risks. The PMO assumes direct ownership of Program level Issues.
Communication
Risk Management
Issue Management
Status Reporting
Slide 11
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