PROJECT MANAGEMENT OFFICE IOT (Internet of things) services Tshwane University of technology Subject code: POE215B Lecturer: Mr Mawela Due date: 22 June 2022 Sabelo Nkosi 214766337 Contents Executive summary ....................................................................................................................................... 2 Introduction .................................................................................................................................................. 3 Technical functionality requirements ........................................................................................................... 3 Process requirements ................................................................................................................................... 5 Evaluation ..................................................................................................................................................... 5 Risk Management tool .................................................................................................................................. 7 Manpower needs .......................................................................................................................................... 8 Financial requirements ................................................................................................................................. 9 Project closure reports.................................................................................................................................. 9 Bibliography ................................................................................................................................................ 10 Figure 1 Tree map of Smart home ................................................................................................................ 3 Figure 2 How the PMO will measure the value of peers. Source: Forester Research .................................. 5 Figure 3 Organizational structure ................................................................................................................. 6 Glossary of acronyms IOT PMO PM KPI CI Internet of things Project management office Project manager Key performance indicators Continuous Improvement 1|Page Executive summary The mission of the IOT services Project management office is to facilitate the delivery of services and value to customers who have desires of running their homes using smart technologies. This PMO intends on tackling issues faced in projects and shaping the service delivery chain to weed out all inefficiencies, create a unified culture of excellence and co-operation among staff. This PMO is customer driven because its need was supported by finance in order to generate more revenue for the business. This PMO operates more as a distinct business unit within the company, having business development, sales, and even procurement functions falling under it. The revenue targets are specified on a shareholder level and before formalizing the role of the project manager, We heavily rely on engineers, technicians, or developers to manage projects in addition to performing their day jobs. “We aim to influence innovation collaboration and expanding skills amongst project participants. The PMO is staffed with visionaries who solve problems through creativity”- PM The PMO has listed the objectives and key performance indicators below. Objective Strategically align the Service delivery departments with customer desires. Provide transparency for all plans and decisionmaking processes Deliver successful IOT projects Expand the skills landscape KPI Customer feedback, reviews and referral. Team members being up-to date with all running projects and available resources, including strategies. Frequent customer use and maximizing efficiency in household management Get more participants on the same mindset and knowledge level. Table 1 Objective to KPI The structure selected above will help the PMO to adequately meet the firms yearly objectives and maximize the firms portfolio and reach. The PMO promotes the following • • • • • Collaboration Customer retention Credibility Quality Oversight Keep it Simple, Focused and actionable 2|Page Introduction Project Scope: Creating a smart home. Creating a Smart home is a 21st century concept that allows homeowners to have total visibility and control over their houses using IOT (internet of things) technologies. The technologies allow homeowners to remotely control appliances, measure power consumption and automate significant household tasks such as running the laundry machine, scheduling geyser on/off times. These technologies give greater insights of energy consumption and gives homeowners opportunities to cut down on energy use. Figure 1 Tree map of Smart home Technical functionality requirements The PMO serves to provide a means for eliminating problems and reducing overheads. The possibilities that may arise from this PMO will maximize profit and have a lean method of delivering services. the tasks that need to be done to ensure maintainable success are: 1. 2. 3. 4. 5. 6. Provide consistent project portfolio transparency Provide effective training to customers to understand the full value of our products and services. Predict project outcomes to maximize resource availability and deployment. Reduce rework. Have effective planning protocols that are in alignment with risk management. Keep customers engaged and UpToDate with our improvements. 3|Page The technical auditors will make use of this Digital form to gather all relevant information from the customers. The tables below will show examples of a blank template and a filled in template. (italic font represents the customers needs) Data Capturing form Customer Mbali Gumede Address Contact 082 658 9875 Email Mgumede@gmail.com 58 Van street Centurion Pretoria 1698 Auditor : Walter White Does the customer have uncapped internet? Yes/No 4G 5G Fiber LAN Other Functions Quantity Recommended technologies Automated outdoor and indoor lights Voice control light bulbs Add motion detection lights Regulate home temperature Digitally control the aircon Smart plugs on all plug points Notes: Table 2 Customer data Capturing form 4|Page Process requirements In order to successfully have a fully automated smart home, we would need technicians to do the installations in a uniquely planned schedule. The processes carried out would have to be in accordance with legal safety standards and those that work within the policy of the household’s insurance requirements. The PMO uses a dedicated project team structure as shown in the below, the teams are delineated in the structure below and operate as separate units from the rest of the parent organization and given matching orders to complete the project. (Larson) The PMO will be responsible for creating a Shared database for each project it manages. The repository will contain all documentation associated with that project while it is active. All project team members and engaged stakeholders will have access to the repository. The PMO also will create a project archive, to which each project’s Figure 2 How the PMO will measure the value of peers. Source: Forester Research repository will be moved upon project closeout. The archive will be accessible by Project co-ordination members only. The PMO will implement and serve as a source of standard practices, it will ensure that the technical auditors are kept UpToDate with the latest technologies and our team is capable of installing. It will also monitor the skills resource at hand. This platform will set the standard for practices, templates and knowledge of what’s available in stock. Evaluation PMO performance will be reviewed quarterly. Targets will be evaluated and renewed annually. The value of the PMO will be directly reflected in the success of projects, clean audits and customer satisfaction. • Are customers satisfied? • Is there evidence that the PMO staff is professional? • Are we ahead of our competition? 5|Page Director Finance Human resource Project manager Legal Project co-ordination team Procurement Sub contractors Recieving and inspection Software aspect Customer Service and sales Project administrator Engineering Marketing Design Electrical engineering Industrial Engineer Technical Auditors Figure 3 Organizational structure 6|Page Risk Management tool In order to avoid unwanted tragedies, we will be using A risk profile that will address areas of uncertainty using this questionnaire approach from Figure 7.4 (Larson) Technical Requirements Are the requirements stable? Development Is the development process supported by a compatible set of procedures, methods, and tools? Design Does the design depend on unrealistic or optimistic assumptions? Schedule Is the schedule dependent upon the completion of other projects? Testing Will testing equipment be available when needed? Budget How reliable are the cost estimates? Quality Are quality considerations built into the design? Management Do people know who has authority for what? Work Environment Do people work cooperatively across functional boundaries? Staffing Is staff inexperienced or understaffed? Customer Does the customer understand what it will take to complete the project? Contractors Are there any ambiguities in contractor task definitions? Table 3 Risk profiling technique These profiles will identify unique strengths in team members. This will also re-enforce experiential learning with all the projects we come across though the project teams. It will improve customer satisfaction and communication dialogues. The risk identification process should not be limited to just the core team. Input from customers, sponsors, subcontractors, vendors, and other stakeholders should be solicited. 7|Page Manpower needs The PMO staffing will be harmonizing the objectives of the PMO and available resources. Staffing will be minimal in the beginning but increase as the company gains traction. Listed below are the functional managers. Director: who will be fulltime at the offices. He will be the oversight of the projects while leading the finance, legal, HR and project manager. The project manager: 100% of this positions time will be dedicated to the PMO. His primary tasks include implementation and oversight of the goals, management of small to medium sized projects, administrator of project management engineering tools. This position reports directly to the director. Procurement: this position is dedicated to administrating the MRP process or the existing project. His/her primary task is to purchase, inspect, store and deploy goods. The procurement team will be responsible for resource planning for the upcoming projects and projects that are currently running. The officer will ensure that projects stay within budget. This position reports directly to the PM. Marketing: 100% of this position will require a 24hr available staff that will give customer service to existing clients and assist them on device use. This team will also administer new projects and present them to the PM to start implementing. However, the documents required here would need to be approved by engineering to gage the feasibility of the projects to be implemented. The role manages the technical auditors and sales agents. This position reports directly to the PM. Engineering: This position Overlooks the feasibility of projects presented by marketing and it is responsible for formulation of plans on how/when/who will be deployed to execute projects. They’ll have a database directly linked with procurement and issue out PICKUP orders to collect stock from the warehouse and sent to the project site. The Engineers are responsible of keeping up and tracking the portfolios of open projects and all assets on project sites. The engineering manager will ensure the team is using best-industry practices at the highest possible quality. They will be reporting directly to the PM. Project administrator: This position is part time, the champion of this role will be documenting all meeting minutes and reported KPI’s. these KPI’s will be shared amongst members involved in the projects for the purpose of transparency. (maritato, M, 2022) The PMO director and the functional manager of the staff member’s group will collaborate to ensure the needs of all the project coordinators and their respective groups are met throughout the duration of the project. 8|Page Financial requirements For a project to be implemented the customer will need to submit POP (proof of payment) together with the quote to the Sales department, the sales department will then share the document with the PM. The Pm will get verification from finance when funds are available who then gives procurement approval to release certain goods then the PM can implement the project. (see below for the quote template) Customer Mbali Gumede Address 45 Van Street Olifantsfontein 1666 Contact Quote 0826485213 Item Hue Lights Alexa device LG IOT kit Manyhing Nest secure Qualitat Smart plug Eco bee Electrical audit Admin fee Labour Description Automated lights Voice controller motion detectors Remote CCTV Wireless alarm system WIFI plugs Thermostat sensor qty 16 1 12 6 1 price Total R25.00 R400.00 R800.00 R800.00 R60.00 R720.00 R280.00 R1,680.00 R2,400.00 R2,400.00 8 1 R380.00 R1,500.00 1 1 1 R600.00 R300.00 R4,500.00 R3,040.00 R1,500.00 R0.00 R600.00 R300.00 R4,500.00 Grand total R15,940.00 Project closure reports At the end of the 24hrs the project was completed within the allocated time and signed off by the inspector ensuring the quality of the work and the work done is up to the companies’ requirements and met the customer’s needs. For every completed project that is completed, a job card needs to be issued out to functional managers. The meeting notes between the customer and our project manager was captured and a copy was sent to the customer. The internal evaluation report of our company and the subcontractor’s performance was done and delivered a positive report. 9|Page Bibliography Annonymous. (2022, June 21). Forrester. Retrieved from PMI: https://www.pmi.org//media/pmi/documents/public/pdf/learning/thought-leadership/forrester-pmos-play-vitalrole.pdf Ditullio, L. (2022, June 19). Effective PMO design and implementation. Retrieved from prodevia: https://prodevia.com/guides/Effective_PMO_Design_and_Implementation.pdf Larson, E. w. (n.d.). project management the managerial process. The McGraw-Hill/Irwin Series Operations and Decision Sciences. maritato, M. (2022, June 21). Ownerteamconsult. Retrieved from Ownerteamconsult: https://www.ownerteamconsult.com/wp-content/uploads/2020/03/Insight-Article-054-TheProject-Management-Office.pdf y Gerald I. Kendall, P. &. (n.d.). Papers/Portfolio_MGMT. Retrieved from Maxwideman: http://www.maxwideman.com/papers/portfolio_mgmt/portfolio_mgmt.pdf Ziad Zakaria. (2022, June 21). Risk/project management. Retrieved from Deloitte: https://www2.deloitte.com/content/dam/Deloitte/cz/Documents/risk/project-managementoffice_mepov.pdf 10 | P a g e
