PROGRAM MANAGEMENT OFFICE

DISAMPAIKAN OLEH: Dr.Ir.Hari G Soeparto MT, MPU

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PROGRAM MANAGEMENT OFFICE
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ORGANISASI PEMBAGIAN PERAN DAN TANGGUNG JAWAB PERAN PMO MANFAAT JENIS PMO DAN BEBERAPA ALTERNATIF WEWENANG PROGRAM MANAGEMENT OFFICE

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Roles and Responsibilities 4 .

Direct Update Model Project Managers Program Manager Team Leaders Team Members 5 .

Structure Director. PMO Project Managers PM Project Team 1 Project Resources Technical Lead Business Analyst Assigned Staff Contract Proj Staff Quality Analyst PM Project Team 2 Assigned Staff Contract Proj Staff 6 .

budget.A single delegation Agreed and audited scope. timing. documents Delegator Automatic updates of latest plans Delegatee 7 .

Program Office Roles    Project register     up to date point of reference program and project reporting maintaining appropriate processes and procedures ownership & Support of the methodology the right people doing the right work and keeping them closed Lessons learned the process for program & project selection Education and training Appropriate levels for the project and programme management community Visibility Methodology & governance   Resource allocation and prioritisation    Project closure  Portfolio Management   8 .

Benefits of a Program Office    Very rapid progress Quick wins Reduced risk   Short term Long term    Best practice input Visibility Consistency 9 .

Program Office Knowledge Management Portfolio Management Management Information Program Delivery & Control Exception Management 10 .

Base on Competency 2. Base on Control Objective     11 . Base on Focus 3. Base on Authority 4.Types of PMO   a continuum of types the process – PM – PMO continuum 1.

2004 . The Complete Project Management Office Handbook.Types of PMO 1. Based on Competency      project office  delivers projects basic PMO  provides repeatable PM methodology standard PMO  establish capability and support infrastructure advanced PMO  applies PM capability to achieve business objectives centre of excellence  manages continuous improvement to achieve strategic business goals 12 Gerard Hill.

2005 . scheduling. Based on Focus     tactical  planning.Types of PMO 2. tracking and efficiency across multiple projects cross functional  coordination and risk reduction for cross functional projects strategic  ensure project business case is aligned with strategy enterprise  for large project driven enterprises with a focus on ROI 13 David Tilk. Price Waters Coopers.

CIO Magazine.Types of PMO 3. Based on Authority  consultancy   resource to project managers no authority over PMs or projects provides PM services to other groups PM reports to PMO matrix organization  centralized    14 Megan Santosus. 2005 .

Types of PMO 4. Based on Control Objectives Processes Guidance Process Control Resource Control Project Control 15 .

Types of PMO Process Guidance       “Project Management Support Office” consulting focus 2-3 people. formal office no direct reporting by PMs relationships essential – PMs and managers deliver     training flexible tools and templates consulting facilitate evaluation 16 .

no control of practice no control of project selection seen as a project to define practice but no continuing commitment individual personalities can be blockers  proof of PMO benefits    major risks   17 .Types of PMO Process Guidance  governance    may recommend governance practices may support governance body does not make decisions on project selection hard to prove .

formal office supported by senior management PMs report to PMO in matrix deliver    training standard tools and templates conduct evaluation 18 .Types of PMO Process Control       “Project Management Office” control focus 2-3 people.

Types of PMO Process Control   governance    same as process guidance model partial control practices (matrix) no control of project selection managing the matrix can be a challenge proof of benefits  major risk  19 .

Types of PMO Resource Control     “Project Management Office” formal office with >3 PMs and project staff PMs report to head of PMO PMO responsible for:      training standard tools and templates conduct project and product evaluation continuous improvement delivering solutions 20 .

Types of PMO Resource Control  governance   may participate in decisions on project selection may participate in strategic planning full control practices no control of project selection managing expectations  proof of benefits    major risk  21 .

Types of PMO Project Control   “Program Management Office” formal office   same as resource control model adds planning staff   head of PMO is senior management PMO responsibilities:  same as resource control model 22 .

Types of PMO Project Control   PMO involved in strategic plan and delivers projects to achieve that plan governance    controls governance practices makes decisions on project selection does or participates in strategic planning full control practices full control over project selection strength of strategic planning will control success  proof of benefits    risks  23 .

Types of PMO Based on Control Objectives – Summary Processes Guidance •research •best practices •no control •expertise •persuasion •some input on governance Process Control •research •best practices •formal control of process •some input on governance •matrix Resource Control Project Control •research •best practices •formal control of process + staff •funding pool •some input on governance •input on strategy •research •best practices •formal control of process + staff •funding pool •select and monitor projects •shape strategy 24 .

Types of PMO The Process – Project Continuum Process Project highly repeatable work cost stream resources geared to production usually minimize process time produces inventory / serves many customers revenue centre or cost centre manage for efficiency runs as a steady state 25 unique work one-time cost resources as needed for project schedule and cost optimized single product / service single customer cost centre only manage scope/time/resources creates change .

PM Continuum PMO (resource control) Project repeat similar(?) projects cost stream resource for number of projects usually minimize project time produces multiple products / serves many customers usually cost centre only manage for efficiency manages change 26 unique work one-time cost resources as needed for project schedule and cost optimized single product / service single customer cost centre only manage scope/time/resources creates change .Types of PMO The PMO .

PM vs Program Management   the PM triangle PM vs PMO – responsibilities .

Types of PMO The PM triangle …. Time Strategy Quality Scope Resources ($. people) 28 .

Types of PMO PM vs PMO – Responsibilities Project Manager  understand strategy  deliver outcome/product  prepare business case  prepare charter  manage scope. time and resources  report progress  select team  identify / manage risks  celebrate success  apply learnings / best practice PMO / governing body  strategic alignment  define outcome/deliverable  approve business case  approve charter  approve changes to scope. resources  monitor progress  select project manager  approve risk plan  celebrate success  evaluate projects / define best practice 29 . time.

Types of PMO So … what type is right?     a continuum of types – one is right for you all PMOs are about the process of project management make your PMO responsible for strategic alignment get a PMO that helps your PMs 30 .

Selecting the Type    objectives:  build a culture of project management  bring projects to completion  deliver on a tight budget  align with strategy therefore need to be able to:  demonstrate the drive for change  be able to achieve and sustain a new way of business  select projects for strategic alignment  achieve efficiency and continuously improve selected a Resource Control model 31 .