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Creating a PMO
Handbook
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PMO handbook is useful for organizations seeking a common set of steps to
upport project management processes. It can also quickly orient new project
anagers to the organization’s project management expectations and helps align
ctivities to standardized processes and tools. Here’s an example to get you
arted.
Who
is the intended audience?
ur PMO handbook was written by experienced project managers within the
MOand shared with novice project managers entering the organization. If your
rganization already has standardized templates that project managers follow,
hen a PMO handbook or similar process guide has likely been integrated into
he project management process. The handbook is useful for organizations
eeking a common set of steps to support project management processes. It also
uickly orients new project managers to the organization’s project management
xpectations and helps align to a standardized process.
roject management processes within an enterprise may vary by organization.
rojects can be initiated, executed and controlled differently across business
nctions. In my example, the IT organization’s software development teams and
frastructure management teams initiated and managed projects differently
espite a common project management methodology. The activities described in
he PMO handbook helped align project managers to a common set of tools and
chniques to deliver the project management process.
Establish Project
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Identify Stakeholders
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Initial Project Charter
Initial Project Charter Signoff
Finalize Delivery
Conduct Lessons Learned
Update the Estimation Matrices
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et’s take a closer look at PMO 3.0, which describes the details of the Execute
roject expectations.
old weekly status meetings. Conduct weekly project status meetings and upload
he meeting minutes to the project repository:
eport project status (weekly). Update the project schedule. Project schedules
re maintained in the project repository at: and need to be version controlled.
roject
plans must be updated weekly, at minimum, in order to update the
eekly
project status report and to perform earned value analysis (EVA).
onduct EVA. At the end of each week, the project manager should generate the
VA metrics to determine the SPI and CPI and update the project portfolio tool.
ease refer to the PMO website for instructions on how to apply EVA to your
roject.
pdate the monthly project health scorecard. All medium and large category
rojects must complete the scorecard and submit to the PMO on a monthly
asis. The scorecard is due on the 26th of each month and should be published
o: . The scorecards will be reviewed with the portfolio manager during the
eekly portfolio review.
pdate the project portfolio tool. Enter your project’s status in the portfolio
anagement tool, distribute the project status report as outlined in the
ommunication plan and include a link to your project’s scorecard as an
ttachment in the portfolio management tool.
upport the weekly project portfolio review meeting. The portfolio review
eeting occurs on Mondays from 11am to 12:30 pm. Please see the PMO
anager to be added to the meeting distribution list. Be prepared to discuss
our project’s status at this meeting.
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aintain the project schedule. [Insert standard process on how to update the
roject schedule]
anage project information. Save electronic approval emails and upload them
to the project repository and update the original document with the signoff
ate. Maintain a copy of the .mpp and .pdf project schedule in the project
epository. Upload important team project documents into the non-methodology
ocsfolder in the project repository to control versions. (technical diagrams,
mail
chain regarding a specific issue, etc.)
you’re looking for a specific project control book format, check out my article
n the Project Control book.
his has been a glimpse into the tactical steps to implement a project
anagement methodology. A methodology provides process descriptions but
oesn’t necessarily address the tools and techniques to execute the process
onsistently. Process descriptions are useful, although mature project
anagement organizations follow standardized processes using common tools
nd techniques. The PMO handbook is one approach to adopt common tools and
chniques and to help improve your organization’s project management
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