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The "facilities and equipment support" function along the PMO competency continuum provides increasing involvement in facilities and equipment management, as is applicable to projects within the relevant organization.
Table 8.1 presents an overview of the range of prescribed PMO facilities and equipment support activities according to each level in the PMO competency continuum.
Project Office | Basic PMO | Standard PMO | Advanced PMO | Center of Excellence |
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Identifies and uses facilities and equipment needed to accomplish the project effort | Ensures reasonable facilities and basic equipment are available to the project team
| Provides support for project team facilities and equipment
| Expands support capability to include facility acquisition
| Analyzes needs and uses of project facilities and equipment
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The project office is responsible for requesting and managing the facilities and equipment needed to accomplish each project effort. This responsibility inherently falls within the purview of the project manager, who must identify and submit requirements for facilities and equipment support to the PMO or other supporting business unit.
Mid-range PMO levels help project managers to identify and achieve facilities and equipment support requirements on individual projects. The mid-range PMO also will manage an effort to optimize the use and assignment — and potential reuse and reassignment — of project facilities and equipment across multiple project efforts as a means to make facility and equipment acquisitions and deployment more cost effective for the relevant organization.
The center of excellence will continue its focus on business performance by conducting strategic level analyses of the facilities and equipment support activities as a means of improving its effectiveness within the project management environment.
This PMO function implements the capability to provide effective facilities and equipment support within the project management environment. This includes establishing processes for the PMO and project managers alike to apply to the support effort. To that end, facets of that process can be prescribed and incorporated into the project management methodology, as presented in the PMO "project management methodology" function (see Chapter 1).
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