program & project management (pmo)

People, Process, Business, Technology Systems

Flexible Resources Project management Office

Program Management office

Programme Management Template

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We know what we are looking for, and it isn’t far away

Flexible Resources Associates PMOFlexible Resources is a specialist in Program & Project Management Practices and Resource competencies. Irrelevant of the change topic, our Resources are second to none. Each of them is chosen because they: Possess the level competencies to exceed PPM standards Have an incredible work ethic Have many years of solid experience in a wide range of

areas Take a great deal of pride in whatever they do Are self-sufficient Are responsible Are excellent communicators Are team players

Our Practices:Risk based approach to evaluating and sizing resource requirements for business proposals:Professional and informative review of resource

recommendations with ClientResource selection criteria and process is

foundational to providing the “right-fit”Internal training, testing, and achievement level of

PPM Resources is a prerequisite before assignmentProgram, and Project Management Resources

always have backup personnelOur resources assigned to a Client, are connected

and have access to all our Management and Network of Subject Matter Experts to support our Clients

Program Office solution As its highest level, we believe a PMO’s mission is to support and

facilitate the three components of an organization’s mission: strategic, tactical, and operational project management.

Whether we augment your current PMO, build, or host remotely for you, our right-size solution is built with Risk Management as the primary PMO implementation outcome.

Program Office solutionProject Management Office Model- Operational Services• Manage scope across projects, assist managers within projects.• Provide a common conduit for recording and monitoring inter-

project issue, tools, etc.• Set the lead in risk management and mitigation among and

within the projects.

Program Management Office Model-Tactical Services• Coach and Mentor project managers by providing a common

tools set and knowledge source for project management techniques. Assist in project planning.

• Set the standards and assist projects in budgeting, tracking, forecasting, etc.

• Increase project visibility and successes through Marketing Communications

Portfolio Management Office Model- Strategic Services• Liaison between executives and

operations• Decision support

Mitigate the Risk to Your Bottom Line By Using FRA PMO solutionOur PMO Office solution addresses the key issues surrounding risk management and how the PMO directly affects the outcome of

your mission critical programs. Emerging growth companies without a PMO office strongly benefit from this controlled cost solution that impact the bottom line, such as:

• Denied new revenue on the basis that potential Client lack confidence in Program and Project Management services for your solution

• Failure to retain current Client’s from less than effective communication and management of services

• Missing opportunities for additional revenue from current Client’s due to the lack of Account & Partnership Management to explore and participate in cross-referencing Client vision and your services

• Business and revenue growth objectives missed from personnel struggling to split time between new business and PMO oversight strategy

Outsourced Service In support of emerging growth companies where

outsourcing administrative support services is a financial strategy, ask us about our pay per use services.

For right-sizing solutions of larger organizations, allow us to support your analysis, procurement, service-level agreement, and ongoing contract management needs for outsourced support services.

Administration Communications – Internal & External Compliance Office Customer Services Facilities Management Information Technology

Flexible Resources Provides

Program Office, Program Management Office.....?

No matter what you call it, a central office to manage projects across an organisation, or part of an organisation, is becoming a more common occurrence. I have seen they called Program Office, Program Management Office, Project Office, Project Management Office, Project Control Centre, Project and several other variations. People have their own interpretation for each but in the end, their role is to make projects more efficient

Project Office RoleIt is essential for the success of a new Project Office that there is clear understanding before establishment, as to the role of the office, and the interaction between the office and the individual projects. The key to successfully establish a Project Office or Programme Office is to gain agreement at the start of the process, as to the responsibilities.

A useful and speedy technique is to workshop the possible activities with the key players, and gain consensus as to what the office is intended to do.

The starting point is to create a list of possible activities, then hold a workshop to evaluate the responsibility of the office, for each activity. It is likely in some cases there will be no activity, and in other cases, the activities will need to be split down further.

It is also useful if the office is not to have responsibility, to identify who does have the responsibility

Program office matrix

This matrix allows four conditions for each activity.

• · Uninvolved. The Project Office has no responsibility for the activity• · Monitor. Essentially they are aware of the activity and pass on

information.• · Influence. Whilst the Project Office is not responsible for the activity,

there is a responsibility for the project team and the Project Office to work together on the particular activity.

• · Control. The Project Office is fully responsible for the activity.On completion of this matrix, questions such as resourcing, inputs and outputs can be determined.

The Project Perfect Checklist for Project Offices

Rate each of these as one of the four categories above. Also try to identify activities that may be important in your organisation.

IT Strategic Plan• Creation of a plan (3yr to 5 yr) for the whole organisation

IT Annual Operational Plan• Define the next level of detail focusing on the projects to be undertaken in the next year

Project Establishment• All projects need to be logged into some central source

Project Sizing• Create a first cut size estimate

Project Charter• The plan for the project covering all aspects objective, scope, constraints, organisation and

staffing etc.

Budget• Setting the initial budget • Performance against budget • Budget changes


ScopeSetting the initial scope (including exclusions) Scope variations (Process for managing and management of)

StaffingProject organisational structure Assigning staff (who?) Staff movements Staff personnel management Skills matrix and identification of gaps Resourcing contract maintenance & negotiation Staff training Project roles and responsibilities Project team terms and conditions (allowances, rates etc.) Timesheet and payment Exit management

Methodology & ProcessesSelection of a methodology Maintenance of a methodology Training Maintenance and customisation of procedures Maintenance of templates Compliance with methodology Creation of processes and procedures Approval of processes and procedures Standardisation and rationalisation of processes and procedures Training of processes and procedures Review of new methodologies

FundingApproval of expenditure (levels?) Gating approvals


StandardsUse of external standards (ISO 9000, CMM, SPI) Creation of internal standards QA services to project teams QA approvals Admin SupportAssist teams with logistics (rooms, travel, photocopy etc.) Produce regular reporting Provide facilitators to workshops HR issues (employee leave, payment, queries) Materials (Stationary, PC's etc.) PlanningCompile plans (Project, phase, specific activity) Approve plans


ToolsSelection of tools Purchase of tools Exemptions from using tools Availability to teams (IT support, upgrades etc.) Training Review of new tools


Risk ManagementRisk assessment and logging Risk monitoring Provide risk logging facilities

Issue MgmtCreation of issue log Management of issue log

DependenciesIdentification of dependencies (other projects etc.) Monitoring of dependencies Identification of new dependencies Liaison with other teams


The Perfect Checklist for Program Offices

CommunicationExternal to project team (where?) Inter project team

Change MgmtCreation of a strategy and plan Implementation of plan Monitoring expectations

Problem EscalationCreate a mechanism to escalate project issues Facilitate problem escalation

LibraryMaintain standard documents Maintain example documents Set project documentation standards Maintain project library Maintain checklists for project activities (Implementation, testing, initiation) Create and maintain a glossary

BenefitsIdentify benefits from the project Quantify the benefits Track benefit delivery after the project Prepare cost benefit analysis Produce business case

ConstraintsIdentify project constraints (resource limitations, system limitations etc.)



Reporting Project status (what?) Budget v Expenditure Scope changes Project overview Staffing Projections Gantt charts Earned value

IntegrationCompliance with IT architecture (applications and technical) Integration with other systems Compliance with IT Policy (package preferred, particular vendors, etc.)

AuditCompliance with organisational standards Ad hoc audits of projects to ensure company policy is being adhered to


PIRCarry out post implementation review Generate action items from PIR Carry out recommendations of PIR

Acceptance & ConformanceSet conditions for acceptance of deliverables Accept deliverables Authorise exemptions to acceptance standards

Configuration ManagementSetting up Configuration Management Managing software migration Version control


Mentoring• Formal mentoring programs • Support roles in projects (e.g. supplying an experienced

resource on a part time basis • Special interest groups

Business Interaction:• Carry out Business Process Re‑engineering • User documentation • User training

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Programme Management

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Questions?

Dr Jason Carter – Flexible Resources AssociatesTel: 0207 – 1177 -594.Mobile: 0709-230-1140Email: [email protected]