![]() Undertake project interdependency management (part of integrated planning).Provide the single source of program information for corporate communications.Enterprise-wide program data analysis and management reporting (dashboards, management reports, program performance).Development and maintenance of the integrated schedule, including basis of schedule management.Project progress monitoring and status challenge (part of planning/scheduling services).Planning and delivery of project audits as necessary (part of Quality Management).Planning and delivery of project health checks and peer assists as necessary.Program governance (planning and delivery of project assurance reviews prior to decision gates).Project completion/close-out management.Maintenance of the PMO Management Plan including monthly PMO management report.Develop the PMO Management Plan to include performance KPIs.Develop and finalise a PMO Transition Plan.Undertake a current state assessment of the existing PMO function.Scope of Services Key Activities (immediately after Contract Award) Project Directors are supported in the delivery of their objectives.Standardised program and project management processes and systems are adopted.Risks and Issues are raised to the right level to enable timely and effective decision making.A single source of enterprise program data exists to support reporting to key stakeholders.Integrity of component projects is maintained through independent assurance.The Project Management Office drives value, ensuring that: ![]() Added to this challenge is the ever widening gap between available funding and project needs.Ī Project Management Office (PMO) centralises management and control of projects to ensure that they successfully achieve the organisation’s strategic business objectives. Resource allocation is becoming increasingly more complicated and less predictable for companies that must respond quickly to volatile and changing business environments. ![]() It is also imperative that the appropriate level of detail regarding project reporting status, issues and risks are communicated succinctly and in the most effective manner. CMC recommends that all projects appoint a Steering Committee to ensure that the structure of the project, issues, risks, decisions and variations are well understood and agreed by all stakeholders. In this way, an organisation has a structured approach to conducting both its “business as usual” activities and its business change or project activities. Project governance is a critical element of any project since while the accountabilities and responsibilities associated with an organisation’s “business as usual” activities are often well understood in terms of governance arrangements, seldom does an equivalent framework exist to govern the development of its capital investments such as business or IT projects.ĬMC provides governance on projects by ensuring that the decision making framework is logical, robust and auditable. Project Governance is the management framework within which project decisions are made. ![]()
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