Project & Role Definitions

Disclaimer

This page is pretty dry and boring.  However, if you really want to know, read at your own risk.


PMO 2019/2020

Enterprise Portfolio Management Office (ePMO)

The Enterprise Portfolio Management Office (ePMO) is a centralized management structure for a group of projects in an organization, aimed at ensuring standardization, reducing duplication and leveraging resources such as people, technology, and communication.

The major role of the ePMO is to define and maintain process standards by providing a framework to establish standard performance measures based on organizational goals and objectives, and providing tools and procedures to achieve this. This translates into five key areas:

  • Establishing Project Methodologies
  • Project Tracking and Reporting
  • Project Support
  • Portfolio Management and Planning
  • Portfolio Reporting

General Project Definitions

According to the Project Management Institute

PROJECT: A project is a temporary endeavor undertaken to create a unique product, service, or result.  A project ends when deliverables are handed off to on-going operations.

PROGRAM: A group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually.

PORTFOLIO: Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives

PMO: An organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

Establishing Project Methodologies

One of the major PMO roles include providing a program baseline or the “road map” for implementation of a project.

The PMO makes an estimate of the size of the project, the time and resources the project requires and lays down the project methodologies through many PMO tools and instruments:

  • Program Charter provides an overall vision of the program goals and objectives to the team members;
  • Work Plans lay down detailed schedules of activities, milestones, and deliverables of the project team, and identifies the resources available;
  • Governance Plan identifies the roles and responsibilities of each member of the project team;
  • Work Breakdown Structure defines the specific deliverables due from each team member, at each stage of the project;
  • Communication Plan establishes the protocol, procedure, and methods to communicate project information and issues among members of the team;
  • Forms and Templates simplify communication, record-keeping and reporting;
  • Risk Analysis lists out potential problems and chances of deviance from the project methodology, the probability of such occurrences, the possible impact, and possible solutions.

When preparing the program charter, the most critical of PMO responsibilities is to ensure that the project bases itself on accepted industry standard methodologies such as PMBOK or PRINCE2.

Project Tracking

PMO Roles and Responsibilities extend to auditing or tracking ongoing projects at regular intervals to ensure projects are on course and follow the approved methodology.

The PMO establishes a project management governance structure that includes key performance indicators and sets milestones for the project team.

The PMO usually tracks projects in a three-step cycle:

  1. Collecting Program Status Information, an update cycle of work plans, issues and changes, collected from project leads at routine intervals, usually every two weeks;
  2. Consolidation and analysis of the data collected from program status information, comparing results with baseline and communicating status to the management for review;
  3. Implementing Corrective Action, if required, as decided by the management through the process of change management.

During the course of project tracking, PMO has the responsibility to gather and archive project experience and reusable data to improve project management methods in the future.

Project Support

Apart from defining, maintaining, and managing the project processes, the PMO roles and responsibilities include providing support for the smooth execution of the project.

  • The PMO provides a centralized customer focused office that not only plan, negotiate and analyze projects, but also redress the project related concerns of the client, sponsor, and staff;
  • The PMO develops a team of competent project managers through training and mentoring. Such project managers ensure implementation and maintenance of the project methodology and retain the team members’ focus on the tasks in hand;
  • The PMO provides training in project management and the applied project tools to team members;
  • The PMO provides in-house consultancy services to the project team on project related issues.

LCC Project Role Definitions

This describes typical roles and responsibilities for projects and programs. Roles may be assigned to one or more individuals, or single individuals may play one or more roles.

ROLEDESCRIPTION
PMO – PORTFOLIO & PROGRAM MANAGERThe person or group in charge of the PMOs operations. Provides high level oversight and support for all projects, programs, and portfolios in the organization, secures resources, and ensures project alignment with organizational strategic directions and priorities.
PMO – BUSINESS ANALYSTPerson or group who serves as a requirements gathering expert to ensure accurate project objectives and complete project deliverable requirements
PMO – PROJECT MANAGERThe person or group assigned by the PMO to lead the teams that are responsible for achieving the project and/or program objectives. This person provides assistance, insight and training in all aspects of managing a project, to support the project leader and assist with project planning, execution, and completion.
REQUESTERThe person or group who initiates a new project with the PMO via project request submission
KEY USERThe person or group that will be first line users of the project deliverables, who have knowledge of existing processes and of desired future processes as a result of the project work
EXECUTIVE SPONSORExecutive level person who has the ultimate authority and responsibility for the project, program, or portfolio and supports and approves the project goals, objectives and deliverables
PROJECT SPONSORA person or group who provides resources (including people) and support for the project, program, or portfolio and is accountable for enabling success. This is usually a department dean or manager.
RESOURCE MANAGERThe person (or people) who manage the people assigned to a project.
STEERING COMMITTEEA group of internal and/or external stakeholders who are able to provide direction for the project, program or portfolio
PROJECT TEAM LEAD/SCRUM-MASTERThe person assigned by the college to lead the team that is responsible for achieving the project objectives. This person is primarily responsible for ensuring the project objectives and deliverables are on time, on budget, and the planned quality is achieved.
PROJECT TEAM MEMBERThe people who support the project manager in performing the work of the project to achieve its objectives. The members of the project team contribute to the completion and implementation of the project deliverables, and perform actual project work during the phase in action. Membership changes can and do occur between phases of projects.
SUBJECT MATTER EXPERTA person or group that has extensive knowledge in a subject area related to a projects objectives and/or deliverables
STAKEHOLDERAn individual, group, or organization who may affect, be affected by, or perceive themselves to be affected by a decision, activity, or outcome of a project
APPLICATION DEVELOPERA person or group who develops an application or program and integrates systems as part of the deliverables for a project
TECHNOLOGY SUPPORTThe group of people who will provide technical support during and after the project