June 1, 2015 Program Management Office - Applied Research1 Research Program Management Office...

April 18, 2023 Program Management Office - Applied Research

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Research Research Program Management Program Management

Office Office ((R-PMOR-PMO))

A Competitive NecessityA Competitive Necessity

Or Or

Our Competitive AdvantageOur Competitive Advantage

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Two Versions of Presentation - one overal concept, one adds in execution( forms, templates processes)


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R-PMO Presentation ContentsR-PMO Presentation Contents

IntroductionIntroduction Vision & MissionVision & Mission Definition Project versus ProgramDefinition Project versus Program Brief History – Why R-PMOBrief History – Why R-PMO R-PMO Value PropositionR-PMO Value Proposition Proposed FunctionsProposed Functions Next StepsNext Steps AgreementAgreement


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R-PMO MissionR-PMO Mission

The Mohawk College Program The Mohawk College Program Management Office for Research (R-Management Office for Research (R-

PMO) PMO) Establishes, Deploys, Supports and Establishes, Deploys, Supports and Monitors Compliance related to our Monitors Compliance related to our

Research Program Management Research Program Management Methodology and Best Practices to Methodology and Best Practices to

enable our Institution to deliver enable our Institution to deliver Research Projects faster, cheaper and to Research Projects faster, cheaper and to a higher quality that will meet or exceed a higher quality that will meet or exceed

our Stakeholder expectationsour Stakeholder expectations


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Program Office vs Project OfficeProgram Office vs Project Office

Establish a common reusable process and Establish a common reusable process and templates for Research Program templates for Research Program ManagementManagement

Deploy the common process and templatesDeploy the common process and templates Identify and Mentor Research Program Identify and Mentor Research Program

ManagersManagers Monitor and measure complianceMonitor and measure compliance Focus on “Creativity in Solution” not Focus on “Creativity in Solution” not

reinventing the standard process or reinventing the standard process or templatestemplates

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The vision is to endorce an apply existing standards to manage work, including but not limited to: PMI, SEI-CMM, Tenstep. These practices could be applied in each area where work is to be performed for our own needs, student projects, communitee projects, etc.


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Research (R-PMO) DefinitionsResearch (R-PMO) Definitions

We are not out to reinvent the We are not out to reinvent the standards but strive for consistency standards but strive for consistency

in the application of our in the application of our interpretation of industry standards interpretation of industry standards

and best practicesand best practices

For example: PMI, ISO, CMMFor example: PMI, ISO, CMM


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Research Program Office Research Program Office - “- “An An organization responsible for Institution organization responsible for Institution wide mentoring and compliance wide mentoring and compliance management of Research and Partnership management of Research and Partnership programsprograms.”.”

Research Program Manager Research Program Manager - “- “The The management party responsible for management party responsible for planning, coordination, and execution of planning, coordination, and execution of the Organization research the Organization research program/projectsprogram/projects.”.”


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Research Program – Research Program – “Portfolio of research “Portfolio of research Projects which benefit from a systematic Projects which benefit from a systematic consolidated management approach to consolidated management approach to delivering ongoing benefits to an Academic delivering ongoing benefits to an Academic Program”Program”

Project – Project – “ Temporary endeavor undertaken Temporary endeavor undertaken to create a unique product, service or result”to create a unique product, service or result”

Project Management– Project Management– “ To describe, To describe, organize and complete the work of a Project”organize and complete the work of a Project”


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Academic Program

Research Project

Research Program

Research Project

Project

Teaching & Learning

Program /Project Relationships


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Projects - AnalogyProjects - Analogy

A project is a vehicle used to deliver A project is a vehicle used to deliver work work

Project Management is the methods Project Management is the methods by which you will navigate the by which you will navigate the vehicle or get the work done.vehicle or get the work done.


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Project

Deliver Payroll to 124 Main Street by 2:00 pm Thurs May 13 2004

PMO Process

Initiate Payroll Delivery Project

Plan Delivery Projects

Execute the Delivery Project

Manage the Delivery Project

Complete Delivery Project

Close Project

Criteria

Used a licensed vehicle

Assign Bonded driver

Follow rules of Road

Take planned roads

Sign off for delivery


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R-PMO PrinciplesR-PMO Principles

Assumes the Assumes the Prime Customer Prime Customer RoleRole

Leads by Leads by Vision & ProcessVision & Process Manages To Manages To Deliverables, Deliverables,

Dates, & DollarsDates, & Dollars Communicates Communicates Up, Across, & Up, Across, &

DownDown


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R-PMO PrinciplesR-PMO Principles

Involves the Involves the Industry’s Best Industry’s Best CompaniesCompanies

PlansPlans Proactively Proactively && MitigatesMitigates Risk Risk Drives Drives Enterprise Management & Enterprise Management &

SolutionsSolutions Commits to Constant Commits to Constant Process Process

ImprovementImprovement Manages Manages Performance thru Performance thru

MetricsMetrics


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Prime Partner RolePrime Partner Role

Positions Risk Mitigation thru Strategic Positions Risk Mitigation thru Strategic PartnershipsPartnerships

Manages Partners & Performance via Manages Partners & Performance via MetricsMetrics

Leads Planning & Risk MitigationLeads Planning & Risk Mitigation Positions Prime as KEY Conduit for Positions Prime as KEY Conduit for

Customer ExecutivesCustomer Executives Assumes Accountability & Responsibility Assumes Accountability & Responsibility

for ALL in the Programfor ALL in the Program


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Building BlocksBuilding Blocks

Focuses on Business - Not Technology!Focuses on Business - Not Technology! Penetrates Customer Management Top-Penetrates Customer Management Top-

DownDown Levels Project Communications Across Levels Project Communications Across

TeamsTeams Separates & Focuses Partner Separates & Focuses Partner

CommunicationCommunication Asks Who Needs to Know in Your Asks Who Needs to Know in Your

Organization?Organization? Establishes “The Awareness Program”Establishes “The Awareness Program”


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Vision & ProcessVision & Process

Understands the Enterprise pictureUnderstands the Enterprise picture Broad Landscape vs. “Tunnel Vision”Broad Landscape vs. “Tunnel Vision” Leverage Industry & Operational Leverage Industry & Operational

ExpertsExperts Methods Support “Partnered Methods Support “Partnered

Solutions” & ManagementSolutions” & Management ““Can Do - Will Do - Must Do” Can Do - Will Do - Must Do”

LeadershipLeadership


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Vision & PrincipleVision & Principle

Focuses on Upcoming Horizons & Focuses on Upcoming Horizons & RisksRisks

Establishes & Implements Project Establishes & Implements Project StandardsStandards

Moves & Manages Multiple ProjectsMoves & Manages Multiple Projects Manages Change Manages Change Assesses Metrics for Hidden RisksAssesses Metrics for Hidden Risks


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Prime Partner/CustomerPrime Partner/Customer

Positions Prime as “Strategic Partner”Positions Prime as “Strategic Partner” Focuses Customer on Results & 3D’sFocuses Customer on Results & 3D’s

““Deliverables, Dates, Dollars”Deliverables, Dates, Dollars” Instills Confidence in “Organization Instills Confidence in “Organization

Management”Management” Builds Executive Level Confidence in Builds Executive Level Confidence in

Prime Prime Manages the Program vs. Writes the Manages the Program vs. Writes the

ProgramProgram


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BenefitsBenefits

Provides On-Going Audit for Research Provides On-Going Audit for Research Program/projectsProgram/projects

Cultivates Lessons-Learned EnvironmentCultivates Lessons-Learned Environment Seeks and Implements Peak Efficiency in Seeks and Implements Peak Efficiency in

all processes & partnershipsall processes & partnerships Balances Improvements with the 3D’sBalances Improvements with the 3D’s Utilizes “The Institution” Knowledge Utilizes “The Institution” Knowledge

Repository of processes, systems, & Repository of processes, systems, & expertsexperts


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Program Management Program Management OrganizationOrganization

Compliance/DeliveryManagement

Admin./Librarian

• weekly status• monthly Steering Committee• quarterly review

• Quality Engineering• Audit• Performance Metrics• Continuous Improvement

• Perf. to Budget • Perf. to Bus. Metrics• Perf. to Plan• Forecasting

Grant Application• Enterprise Awareness• Business Impact Awareness• Partner & Corporate Comm.• Knowledge Trans.

• Sub-contractor Management• Human Resource Management• Training• Resource Balancing

• Process Mgt.• Tools Analysis• IT Asset Mgmt.• Facilities• R&D• Methodology• Capacity Planning

Research/Financial &Performance Management

Agency & Partner Communications & Awareness

Resource Management

Infrastructure ManagementQuality

Assurance

R-PMOInnovation Center

MANAGEMENT

AcademicManagement

Executive Steering Committee

Enterprise Planning & Risk Mgt.

• Enterprise Planning• Impact Assess. • Triage• Contingency Planning• Risk Assessment• Strategy Selection

Project Management

Best Practices

Project Audit


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Brief HistoryBrief History 1) Y2K projects brought PMOs to the mainstream1) Y2K projects brought PMOs to the mainstream

concerted and coordinated effort to ensure that concerted and coordinated effort to ensure that their systems could withstand the Y2K cutover.their systems could withstand the Y2K cutover.

single-minded focus to coordinate Y2K projects. single-minded focus to coordinate Y2K projects. Long-term value in continuing to coordinate Long-term value in continuing to coordinate

aspects of project management centrally.aspects of project management centrally. many potential products and services, many potential products and services, based on needs of the organization and the based on needs of the organization and the

vision of the R-PMO sponsor vision of the R-PMO sponsor To be successful, need management agreement To be successful, need management agreement

on on overall role overall role general expectations it needs to achieve.general expectations it needs to achieve.


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The R-PMO Value PropositionThe R-PMO Value Proposition A typical R-PMO is responsible for A typical R-PMO is responsible for

deploying a consistent project management methodology, deploying a consistent project management methodology, including processes, templates, and best practices. including processes, templates, and best practices. not a onetime event, but a broad initiative that could not a onetime event, but a broad initiative that could

cover a number of years.cover a number of years.

R-PMO demands precious resourcesR-PMO demands precious resources the investment in the R-PMO will be more than saved by the investment in the R-PMO will be more than saved by

implementing common practices implementing common practices allow every project within the organization to be allow every project within the organization to be

completed completed better better fasterfaster cheapercheaper


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The R-PMO Value PropositionThe R-PMO Value Proposition

A full PMO wouldA full PMO would1)1) Establish and deploy a common set of project Establish and deploy a common set of project

management processes and templates. Builds management processes and templates. Builds the methodology and updates it to account for the methodology and updates it to account for improvements and best practices. The R-PMO improvements and best practices. The R-PMO deploys them consistently to the organization.deploys them consistently to the organization.

2)2) Facilitates improved project team Facilitates improved project team communications by having common processes, communications by having common processes, deliverables, and terminology. Less deliverables, and terminology. Less misunderstanding and confusion occurs misunderstanding and confusion occurs

3)3) Insure compliance with Partner/Institution Insure compliance with Partner/Institution PoliciesPolicies


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3)3) Provides training (internal or outsourced) to Provides training (internal or outsourced) to build core project management build core project management competencies and a common set of competencies and a common set of experiences.experiences.

4)4) Delivers project management coaching Delivers project management coaching services to keep projects from getting into services to keep projects from getting into trouble. Projects at risk can also be coached trouble. Projects at risk can also be coached to ensure they don’t worsen.to ensure they don’t worsen.

5)5) Tracks basic information on the current Tracks basic information on the current status of all projects in the organization and status of all projects in the organization and provides project visibility to management in provides project visibility to management in a common and consistent manner.a common and consistent manner.


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6)6) Tracks organization-wide metrics on the state of Tracks organization-wide metrics on the state of project management, project delivery, and the project management, project delivery, and the value being provided to the business. The R-value being provided to the business. The R-PMO also assesses the general project delivery PMO also assesses the general project delivery environment on an ongoing basis to determine environment on an ongoing basis to determine the improvements that have been made.the improvements that have been made.

7)7) Acts as the overall advocate for project Acts as the overall advocate for project management to the organization. This includes management to the organization. This includes actively educating and selling managers and actively educating and selling managers and team members on the value gained through the team members on the value gained through the use of consistent project management use of consistent project management processes.processes.


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It might be a program IFIt might be a program IF

It achieves a set of Institution objectives.It achieves a set of Institution objectives. It is an ongoing endeavor providing valueIt is an ongoing endeavor providing value Provides direction to ProjectsProvides direction to Projects Sets structure and criteria for selecting Sets structure and criteria for selecting

and prioritizing Research and prioritizing Research Programs/ProjectsPrograms/Projects

It is identified in Strategic PlanIt is identified in Strategic Plan Directs a portfolio of projects that benefit Directs a portfolio of projects that benefit

from a consolidated approachfrom a consolidated approach


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Research ProgramResearch Program

Relates directly to a Program of StudiesRelates directly to a Program of Studies It achieves a set of Academic Program It achieves a set of Academic Program

objectives.objectives. It is an ongoing Research / Academic It is an ongoing Research / Academic

endeavor providing community valueendeavor providing community value Provides direction to Research ProjectsProvides direction to Research Projects Sets structure and criteria for selecting Sets structure and criteria for selecting

and prioritizing Research Projectsand prioritizing Research Projects Directs a portfolio of Research Projects Directs a portfolio of Research Projects

that benefit from a consolidated approachthat benefit from a consolidated approach


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It is a Project “IF”It is a Project “IF”

It has a definite start and EndIt has a definite start and End Has resources assigned to complete Has resources assigned to complete

Deliverables or achieve ResultsDeliverables or achieve Results It has a unique Product, Service or It has a unique Product, Service or

ResultResult It is Planned, Executed and It is Planned, Executed and

ControlledControlled


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Next StepsNext Steps

Approve a Mandate to proceedApprove a Mandate to proceed Allocate Funding & ResourcesAllocate Funding & Resources Agree on timeframe and Agree on timeframe and

expectationsexpectations


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Low Hanging FruitLow Hanging Fruit

Standard Documentation TemplatesStandard Documentation Templates Standard Memorandum TemplateStandard Memorandum Template Basic Project ManagementBasic Project Management Walk a mile in my shoes sympathyWalk a mile in my shoes sympathy


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We Agree ToWe Agree To

Contribute Best PracticesContribute Best Practices Contribute Programs & ProjectsContribute Programs & Projects Follow published guidelinesFollow published guidelines Try new ideasTry new ideas Communicate to Peers and StaffCommunicate to Peers and Staff Involver the R-PMO in ProjectsInvolver the R-PMO in Projects


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We Continue to Serve YouWe Continue to Serve You

Thank YouThank You


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LinksLinks

http://http://www.colecompany.netwww.colecompany.net


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Procedures

Quality ManualStandards

Standard Operating Procedures

Quality Records

Product / Sercice Documentation

Specific Stakeholder Requirements

Job Functions

Quality Control Plans

Training Records

Defines the Quality System Creates Vision Based

on Quality Standards

Identifies and References

Identifies Employee Development Records

Identifies Individual Job

Tasks

Identifies and controls Quality characteristics

Creates when Performed



The Quality Documentation System

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June 1, 2015 Program Management Office - Applied Research1 Research Program Management Office...

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