ABSTRACT
The Project or Program Management Office Now that we have a conceptual understanding of the project life cycle and the elements that the project manager manages, we need to take the next step. It is recommended that Internet companies, such as Internet service providers (ISPs), and Web design and application development companies, have a Program or Project Management Office (PMO). A typical PMO provides functional contributions as outlined here:
Develops and deploys project management methodologies. The project life ◾ cycle for each product may be customized. Coordinates process improvements and initiatives that include project man-◾ agement activities. Creates project and program management standards and tools. For example, ◾ one standard might be that all projects must have a risk management plan. An associated tool might be a risk checklist, customized by product line. ◾
ing standards are contained in the Work Instructions section of the book (Chapter 5). Facilitates focus groups, composed of project managers, to evaluate method-◾ ology, standards, or tools changes prior to release. Analyzes needs for communication mechanisms, such as an internal Web ◾ site, and implements solutions that meet requirements. Provides specialized human resource training, coaching, and development. ◾ Captures and disseminates best practices and lessons learned. ◾ Provides strategic, financial planning, and budgeting services to execu-◾ tive management. Enables a project management organization to be its own cost center. This, in ◾ turn, can lead to a billable project management group. Collects and analyzes key performance indicators and recommends correc-◾ tive or preventative methodology or tool improvements. Provides portfolio management advisory guidance to executive management. ◾ Ensures quality through internal quality assurance reviews. Such reviews can ◾ be based on the standards, processes, tools, and work instructions developed by the PMO.
