1 Implementing A PMO & Enterprise Project Management at NIH February 3, 2005 Bill Vesey, PMP Manager...
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1 Implementing A PMO & Enterprise Project Management at NIH February 3, 2005 Bill Vesey, PMP Manager EPM Consulting Practice Forte Systems, Inc. 5568 General Washington Dr. Alexandria, VA 22312 703-916-9670 x 405 703-861-9251 Mobile [email protected]
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Transcript of 1 Implementing A PMO & Enterprise Project Management at NIH February 3, 2005 Bill Vesey, PMP Manager...
1
Implementing A PMO & Enterprise Project Management
at NIH
February 3, 2005
Bill Vesey, PMPManager EPM Consulting Practice
Forte Systems, Inc.5568 General Washington Dr.
Alexandria, VA 22312703-916-9670 x 405
703-861-9251 [email protected]
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Agenda
• Background
• Schedule Development
• Project Control
• Progress
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Why Implement A PMO?
• Poor Project Performance
• CMM Level 1 Ad Hoc
• Unacceptable to Sr. Management at NIH
• Unacceptable to OMB/HHS
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The Critical Success Factors
• SENIOR MANAGEMENT SUPPORT
• POLICIES & PROCEDURES MOST IMPORTANT
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PMO ProcessStep 1: Develop Policies & Procedures:
1. Project Initiation
2. Project Planning
3. Project Execution
4. Project Control
5. Project Close Out
Step 2: Configure MS Project 2002/Project Server
Step 3: Train Project Managers, Resource Managers, Team Members on how MS Project 2002/Project Server supports P&P
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Tonight’s Focus
• Project Planning– Schedule
Development• Enterprise Templates• Enterprise Codes• Building the Project
Team• Publishing the
Schedule
• Project Control– Timesheets– Executive
Summary Views– Portfolio
Analyzer
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MS Project 2003 ArchitectureTeam Member
Timesheets, Project Managers, Sr. Managementfor Control
Project Managers & Resource Managers
Schedule Development
Line of Business Systems
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Schedule Development: Enterprise Templates
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Schedule Development: Enterprise Codes
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Schedule Development: Building the Project Team
Building Project Team Demonstration
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Schedule Development: Building the Project Team
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Schedule Development: Publishing the Schedule
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Project Control: Timesheets
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Project Control: Timesheets
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Project Control: Timesheets
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Project Control: Executive Summary View
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Project Control: Portfolio Analyzer View
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Progress
• Cultural Progress
• Customer Challenges
• CMM Progress
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CMM ProgressOctober 1, 2003 December 1, 2004
Project Integration
Project Plan Development
Project Plan Execution
Integrated Change Control
Scope Management
Project Initiation
Scope Planning
Scope Verification
Scope Change Control
Project Time Management
Activity Definition
Activity Sequencing
Schedule Development
Schedule Control
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CMM Progress (Continued)October 1, 2003 December 1, 2004
Project Cost Management
Resource Planning
Cost Estimating
Cost Budgeting
Performance Measurement
Cost Control
Project Quality Management
Quality Planning
Quality Assurance
Quality Control
Project HR Management
Organizational Planning
Staff Acquisition
Team Development
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CMM Progress (Continued)October 1, 2003 December 1, 2004
Communications Management
Communications Planning
Information Distribution
Performance Reporting
Risk Management
Risk Management Planning
Risk Identification
Risk Quantification
Risk Response Planning
Risk Monitoring and Control
Procurement Management
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Questions?
