Postscript for the Smaller PMO


This model has presented some advanced concepts and complex practices that provide for comprehensive management of standards and metrics in the project management environment. It is not likely that the smaller PMO will have either the staffing or the authority to construct such an elaborate function. Therefore, it may be appropriate for the PMO to focus simply on the following two fundamental activities to fulfill its responsibility to manage standards and metrics within the project management environment.

First, identify a practice standard for project management. This effort alone may require considerable time and collaboration with project stakeholders, and particularly project managers, to achieve consensus in selecting a preferred standard. Prominent issues will likely include contemplating how the standard will be deployed in terms of process guidance, whether project management and technical processes will be integrated or linked, who will develop it, and how long it will take to be deployed. If necessary, start by developing only a few of the more critical processes, but prepare plans for a full life cycle methodology in the foreseeable future. As initial PMO activities go, establishing a standard for conducting project management is somewhat of a priority. Once established, it then becomes a practice standard then serves as a frame of reference for many other activities in the project management environment. It also provides the basis by which the PMO prescribes additional project management guidance and monitors and manages project performance.

Second, focus on project performance and ascertain what information project stakeholders need to do their jobs. Construct a few primary metrics that enable stakeholders to make decisions and take actions consistent with their responsibilities within the project management environment. Consider the following responsibilities for the more-prominent stakeholders:

  • Project manager: Makes daily decisions to keep individual projects on track and reacts to problems and issues encountered. Metrics are constructed to help manage cost, schedule, and resource utilization, accompanied by metrics to facilitate risk and quality management. In most cases, these supporting metrics are embedded in the project methodology.

  • Project sponsor, project customer, and the PMO: Evaluates project progress based on reports from the project manager. Metrics are constructed to provide quick indications of project progress, what problems and issues remain unresolved, and whether plans and expectations for project deliverables are still valid.

  • Project executive: Evaluates project performance from a business perspective. Metrics are constructed to address customer satisfaction, ongoing business case validation, and appropriateness of fit within the portfolio. In particular, metrics for selecting, continuing, and terminating projects are needed for this stakeholder.

These are perhaps the most important metrics to key participants in project management. They provide a solid start for the "standards and metrics" functional responsibility in a small PMO.




The Complete Project Management Office Handbook
The Complete Project Management Office Handbook, Second Edition (ESI International Project Management Series)
ISBN: 1420046802
EAN: 2147483647
Year: 2005
Pages: 158

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