PMO Charter
Wisconsin State Laboratory of HygieneDivision of Public Health Informatics and Surveillance
DPHIS Project Management Officer
(PMO) Charter
Revised on 4/21/06
Prepared By:
John Olson
2811 Agriculture Drive, Madison, WI 53718
608 221 6284
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Charter Revision 0.09
PMO Charter
Document History
Document Revision/Release Status /Revision / Date / Description of Changes / Author / Editor /
0.01 … 0.09 / 1/14/06 / Initial drafts / John Olson
1.00 / 4/29/06 / First Approved Draft / John Olson
Document Owner /
Name / Title / Organization / E-mail / Tel. /
John Olson / Project Management Officer / DPHIS / / 221-6284
Document Distribution /
Name / Type of Copy / Title / Organization / E-mail / Tel. /
John Chapin / Approve / Director / DPHIS / / 221-6276
David Miran / Approve / Manager / DPHIS / / 221-6282
Garrett Peterson / Review / Supervisor / DPHIS / / 221-6296
Jim Younger / Review / Supervisor / DPHIS / / 265-5599
DPHIS Staff / Review / N/A / DPHIS / N/A / N/A
Table of Contents
EXECUTIVE SUMMARY 1
INTRODUCTION 2
PMO JUSTIFICATION 2
PMO MISSION 2
Project Success (A Definition) 2
PMO OBJECTIVES 3
1. Deliver Successful IT Projects 3
2. Build Project Management Professionalism among DPHIS Staff 3
3. Keep DPHIS’s Management Team and Project Management Community Informed 4
4. Serve as DPHIS’s Resource on IT Project Management Practice 4
5. Manage IT project Portfolio 5
PROPOSED STRATEGY (Brief Overview): 5
SUCCESS FACTORS 5
Critical Success Factors 5
Additional Success Factors 5
The PMO is not 6
PMO METRICS 6
PMO Stakeholders 7
Expected Benefits 8
Expected Benefits for Specific Customers 8
Expected Benefits to the Organization 8
PMO as a Training Provider 9
Resource Planning 10
Integrating project management in the dphis culture 10
Glossary of Terms, Acronyms, and Abbreviations 11
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PMO Charter
EXECUTIVE SUMMARY
The WSLH Division of Public Health Informatics and Surveillance (DPHIS) Project Management Officer (PMO) is a divisional service led by the Operations Department, created for the specific purpose of supporting DPHIS’s Information Technology (IT) Projects. A very important part of this support effort is the implementation of project management best practices (project charters, project plans, scope change control, etc.) that facilitate the communication of project information between the Customer (WSLH staff or WSLH business partners) and DPHIS.
The mission of the PMO is two-fold:
§ Create a foundation for consistent IT project success throughout the organization. Do this through continued development and implementation of a strong and pervasive Project Management (PM) discipline within the organization’s project teams.
§ Guide key IT projects to a successful conclusion
In support of that mission, the PMO has five primary objectives:
Deliver successful IT projects / ® / Provide Project Management services and oversight for select IT projects.Keep the WSLH Strategic Leadership Team and DPHIS Project Management community informed / ® / Provide a channel of communication of high level project status between DPHIS and WSLH Management. Also, facilitate channels of communications for project status and issues with DPHIS.
Build Project Management professionalism among DPHIS staff / ® / Mentor, train, and guide the organization’s project teams as they learn, and then adopt, PM best practices in their projects.
Serve as DPHIS’s resource on IT Project Management practice / ® / Set the standard, provide the tools (e.g. Risk Evaluation tool, templates) and then be the resident advocate and model for good Project Management practice.
Manage IT project portfolio / ® / Set standards for project approval processes. Provide leadership for team(s) charged with reviewing, authorizing and monitoring IT projects.
The ability of the PMO to effectively achieve its mission will depend heavily on the inclusion of project management in the organization’s culture. In turn, the implementation of Project Management in this culture will rely on the use of collaboration and compromise to develop and implement the necessary methodologies, standards, guidelines, policies and procedures.
Through sponsorship by the DPHIS Director, supervision by the DPHIS Manager, and partnership with the DPHIS supervisors, the PMO gains:
§ Authority it needs to promote DPHIS-wide organizational change effectively
§ Independence that can sustain objectivity
§ Oversight that can keep its work aligned with the organization’s business strategy
§ Legitimacy as it fosters an effective, enterprise approach.
Note: See the Glossary for definition of terms and concepts used in this document.INTRODUCTION
The DPHIS Director has charged the Project Management Officer (PMO) in the Operations Department to offer a group of services commonly referred to in the Project Management industry as a Project Management Office. The purpose of this charter is to establish agreement on key aspects of the PMO in advance of implementing these services.
This document defines the purpose, mission and functions of the PMO. It states who the PMO's sponsors and primary stakeholders are, the services that it offers and the support structures required to deliver those services.
This charter is not the project plan for implementing the PMO services, but instead a statement of what the PMO will do once it is fully implemented.
PMO JUSTIFICATION
Establishment of PMO services arose out of the perception by the Director of DPHIS and the WSLH Strategic Leadership Team that the organization’s IT projects could be improved by the centralization of key Project Management duties. The key opportunities for improvement include more consistent documentation and prioritization of projects, increasing the number of projects that meet delivery dates, tracking project costs, increasing documentation and delivery of project deliverables and reaching higher levels of customer satisfaction.
DPHIS’s purpose in establishing the PMO is to provide a means for addressing the opportunities for improvement in Project Management practices. Note, however, that establishment of a PMO also carries the possibility of additional benefits as listed in the “Expected Benefits” section of this document.
PMO MISSION
The DPHIS Project Management Officer (PMO) implements and supports project management standards and methodology to facilitate our organizations ability to effectively deliver quality products within estimates and expectations.The PMO operates under this guiding principle:
The success of the PMO is derived from the success of its customers.
Project Success (A Definition)
The PMO considers a project to be highly successful when the following are true:
§ Pre-defined Business Objectives and Project Goals were achieved or exceeded (i.e., the project satisfied the need that created it)
§ All deliverables included in the project scope were implemented
§ An appropriate quality product is fully implemented and utilized
§ Project delivery met or beat schedule and budget targets
§ There are multiple winners:
§ Project participants have pride of ownership and feel good about their work
§ The customer is happy
§ Management has met its goals.
§ Project results helped build a good reputation for DPHIS.
§ Methods are in place for continual monitoring and evaluation.
PMO OBJECTIVES
The responsibilities of the PMO are outlined in the objectives listed below. Many of the roles necessary to complete these objectives will be filled by other staff within the division. However, it is the PMO’s responsibility to make sure these objectives are met.
For each PMO objective, one or more SMART[1] targets will be developed against which to evaluate performance. Performance can be reviewed quarterly. Targets can be renewed annually. The DPHIS Director, Manager and Supervisors should agree upon the validity and usefulness of all targets. Primary PMO Objectives are:
§ Deliver successful IT projects
§ Build Project Management professionalism among DPHIS staff
§ Keep the WSLH Strategic Leadership Team and DPHIS Project Management community informed
§ Serve as the DPHIS’s resource on IT Project Management practice
§ Manage IT project portfolio
Listed below is the specific work that the PMO will perform in order to meet its objectives.
Note: This list is not exhaustive. PMO implementation may involve introduction of this work in a phased manner.1. Deliver Successful IT Projects
§ Assist in the development and articulation of DPHIS’ IT strategy as it pertains to IT projects
§ Work with DPHIS Director, Manager, Supervisors and Team leaders to make the IT project selection process successful
§ Work with DPHIS staff and customers to maintain and publish a master IT projects schedule
§ Assist DPHIS supervisors and team leaders with project resource planning
§ Warn Division Director (and SLT when appropriate) of IT projects at risk and provide recommendations
§ Perform capacity planning with DPHIS Supervisors and Team Leaders so that DPHIS makes optimal use of its resources.
2. Build Project Management Professionalism among DPHIS Staff
§ Create and maintain a core of trained PM staff. Build this team as a means of building and sharing Project Management expertise within DPHIS.
§ Build Project Management mentoring program encouraging the sharing of knowledge and experience from experienced project managers to new project managers
§ Train[2] DPHIS Project Managers in a full range of Project Management topics
§ Recognize excellence in Project Management in accordance with a focused Reward and Recognition Program.
§ Serve as honest broker on all issues brought forward to the PMO by Project Managers and Customers
§ Provide training to all levels of DPHIS Staff (and WSLH management where appropriate) so that supervisors, team members and executives each understand their role in making a project successful
§ Develop and maintain relationships with the external project management community. This includes relationship with the University and State as well as national PM organizations.
3. Keep DPHIS’ Management Team and Project Management Community Informed
§ Report to WSLH Strategic Leadership Team on:
§ DPHIS projects – upon request (usually every 6 months)
§ Special projects – only upon request
§ Metrics that measure PMO effectiveness – annually
§ Issues and opportunities – as they arise.
§ Maintain and publish a “Lessons Learned” archive
§ Maintain a PMO Web site
4. Serve as DPHIS’s Resource on IT Project Management Practice
§ Set the IT Project Management standard
§ Documentation of projects
§ Ensure projects are well defined (SMART targets)
§ Assist in resource planning for projects
§ Track expenditures for projects
§ PMO works with an advisory group of DPHIS Project Managers to update and maintain this standard
§ Standards are posted on the PMO Web site
§ Be the resident advocate for good Project Management practice in the organization
§ Select Project Management tools for division-wide use
· Serve as the official source of project templates and other project aids.
5. Manage IT project Portfolio
§ Provide support to WSLH SLT in making long term project planning decisions timed to also support the WSLH budget planning cycle.
§ Set standards for project approval processes
§ Provide leadership for team(s) charged with reviewing, authorizing and monitoring IT projects.
PROPOSED STRATEGY (Brief Overview):
§ Gain agreement on PMO Charter from the DPHIS Director, Manager and supervisors
§ Prioritize implementation of PMO deliverables (DPHIS management team)
§ Share PMO Charter with DPHIS staff for review and comment
§ Gain approval of project plan for PMO Setup
§ Refine and agree upon PMO performance targets (SMART)
§ Establish PMO review process and performance metrics.
SUCCESS FACTORS
Critical Success Factors
The following may be considered necessary steps DPHIS can take that help ensure PMO success:
§ WSLH needs to fund the PMO functions in DPHIS
§ Proper funding and prioritization of training programs. The key to success for a PMO is results, and training is a key foundation for results in Project Management. Therefore, it is critical to receive proper funding and support from the management team of PM training programs.
§ Setting and communicating SMART goals
§ DPHIS’ Management Team provides the PMO with unanimous, visible, and vocal support
§ Introduction of PMO functions in a phased manner. We should not try to do this all at once.
§ The DPHIS’ Management Team supports this process of change. The division leadership needs to recognize that some groups and individuals will embrace the change in Project Management practice better than others.
Additional Success Factors
The PMO will be more successful in the long-term if the following can be achieved:
§ The PMO functions and services/deliverables are prioritized and implemented in a time-phased manner
§ A consistent approach to planning and managing projects is implemented across the division
§ Internal Project Management training is provided at all levels (from staff to Senior Executive)
§ Project Management is recognized as a core competency (i.e. as part of the division's culture)
§ The PMO’s balance between project support and control functions is defined and communicated to ensure that departments understand what is expected of them and what they should expect from the PMO
§ The PMO leverages industry standards and best practices
§ The organization defines its strategy; the PMO focuses on those projects central to realization of the strategy
§ The PMO adjusts its operation based on continuous staff and customer feedback
§ The PMO designs a scalable Project Management system (process and tools).
The PMO is not
Just as it is important to describe the services provided by the PMO, it is also important to clarify what functions/services are not the responsibilities of the PMO. This is not meant to be a complete list. Rather, its purpose is to shed light on key areas of responsibility.
§ The responsibility of successfully completing projects rests with the project manager. The PMO can help the project manager be successful, but the PMO is not taking over the accountability for individual project success.
§ Implementing project management is a process, not an event. The PMO should be established with a long-term horizon in mind. If the PMO is established with a short-term deployment mindset, and not a long-term culture change mindset, it will ultimately be unsuccessful.
§ The PMO may take responsibility for consolidating and reporting high level status to WLSH Management. However, the PMO is not the main point of communication between the customer liaisons and DPHIS.