CSN PMO Development
Scope Statement
Prepared by: Todd Brindley
Version: 1.0
Date: September 17, 2008
Scope Statement
Project Name: CSN PMO Development
Project Manager: Todd Brindley
Date: July 21, 2008
Project Justification:
CSN Leadership and stakeholders require that CSN continue to improve its ability
to successfully and efficiently complete IT projects and provide necessary IT
services to the University. CSN’s need for continuous improvement is imperative
when considering upcoming major projects (e.g., new student information
system), anticipated budget constraints, and changes due to evolving technology.
Developing an effective PMO will help CSN support the University’s and CSN’s
initiatives, specifically:
 University of Nebraska’s Strategic Goal #6: The University of
Nebraska will be cost effective and accountable to the citizens of the
state, by:
o Ensuring that we are doing the right projects, by better aligning
efforts with the University’s strategic goals
o Executing work more effectively and efficiently
o Maximizing our resources, both funding and human capital
 CSN’s Initiative #4: Promote strategic organizations by developing
and supporting operational and strategic planning tools and
processes by:
o Developing a standardized project and portfolio
management delivery process
o Implementing a set of tools and standards for demand and
resource allocations
Product/Service Scope
Description:
Project Deliverables
Deliverable A
End to End Project and
Portfolio Management
Methodology
Deliverable B
Training
Development of a PMO for CSN includes the following:
 All projects initiated and managed by CSN.
 Management of all project-related requests for CSN resources on
externally managed projects.
Deliverable Requirements:
Project and Portfolio Management Methodology that includes the following:
 Processes, Procedures and Templates for the following:
o Idea / Business Case Management
o Project Prioritization and Selection
o Project Portfolio Management (PMI Methodology)
o Project Initiation (PMI Methodology)
o Project Planning (PMI Methodology)
o Project Execution (PMI Methodology)
o Project Monitoring & Controlling (PMI Methodology)
o Project Closing (PMI Methodology)
o Project Benefits Measurement (Benefits Harvesting)
o Vendor Selection Processes to include RFI and RFP
o Resource Management / Project Work Management
o Project Sizing / Classification Criteria
 Project and PMO Governance
o Governance committee including CSN’s CIO and Leadership
Team.
o Charter, Authority and Responsibility for CSN Portfolio
o Membership, training and buy in
Provide training sessions and documentation for the following:
 Project Management
o Project Manager Training – Train PM’s on End to End
methodology.
o Project Team Member Training
o Project Sponsor Training
 Portfolio Management
 Resource Management
 Work / Demand Management
Deliverable C
PMO Support Services
Provide support services for PMO to include the following:
 PMO Tools administrator(s) and Customer Relationship Managers.
 Facilitate Customers, Project Managers and Project Team members with
all aspects of project work.
Deliverable D
Implement a single integrated tool that addresses the following requirements:
Project / Portfolio
 Project Management
Management Tool
 Portfolio Management
(This deliverable has its own
 Resource Management
scope statement)
 Work / Demand Management
Deliverable E
Staff the PMO with the following Resources:
Staffing for PMO
 PMO Lead
o PMP certified (or actively pursuing certification)
o Experience developing / working in a PMO
Following resource numbers to be determined by historical project load and
rollout schedule.
 Experienced Project Managers who are PMP certified (or actively
pursuing certification)
o Number to be determined by historical project load
 PMO Analysts (analyst would perform the following roles)
o Customer Relationship Managers
o PMO Tools Administrator
o Business Analyst
Goals
Objectives
Ensure the PMO integration is accepted and used by all
Provide accountability to the PMO by example of
CSN staff, leadership and customers.
leadership acceptance of new structure and
enforcement of non-complying processes and staff.
Implement a single, integrated tool for portfolio, project,
resource, and work demand management.
Project and Portfolio Governance: Establishing, and
continually reviewing and refining, a standardized project
management framework.
Project Manager Coaching and Development: Providing
CSN staff with training, mentoring, and standardized
templates to drive project management excellence.
Best Practice Collection and Dissemination: Implement a
process to analyze project successes and failures to
raise awareness, distill best practices and educate others
on the benefits project management offers to our
organization.
Project Idea Screening: Partnering with CSN leadership
and our customers to promote the development of
effective project business cases, benefits estimations
and selection processes.
Partner with CSN Customers to create, maintain and
manage a CSN project and work portfolio.
Implement Portfolio prioritization methodology
Portfolio Resource Monitoring and Allocation.
Implement a single, integrated tool for portfolio,
project, resource, and work demand management
that incorporates CSN Project Management
methodology and best practices based upon PMBOK
and PMI standards to ensure process and project
controls resulting in successfully managed projects.
Create end to end project / portfolio management
framework using PMI methodology as a guide.
Train all CSN staff on all relevant project and portfolio
management processes.
Create a process that mimics PMI’s OPM3
Methodology for continuous improvement.
Create a work / project request system that meets
defined customer needs. Partner with CSN
customers to define their expectations for such a
system.
Use customer relationship managers (CRM) to
facilitate request process for all customer projects.
This includes the actual requests, business case
development and feasibility studies.
Develop a mutual, collaborative relationship with CSN
customers. Work with customers to create joint
decisions on creation, maintenance, and
management of CSN’s project portfolio.
Create/Implement comprehensive, fact-based
assessment criteria to ensure optimal deployment of
CSN capital/resources.
Develop/Implement resource tracking tools to monitor
resource availability at a sufficient level of granularity
to surface potential resource conflicts and shortfalls.
Implement Requirements Definition
Manage the project management life cycle using
actionable performance metrics and project management
methodologies that enable us to meet budget scope and
schedule goals.
Metrics Tracking and Reporting for all projects.
Implement Risk Management and Mitigation processes.
Develop process for Project Postmortems and Audits
Project Boundaries
Included:
 All Projects Managed by CSN
 All CSN Resource
Project Assumptions
Experienced Project Management
Professional will lead development
of process, procedures, and
methodologies.
The implementation of the PMO will
be managed using PMI
methodology and by an
experienced project management
professional.
Stakeholders will buy into and use
the methodology developed as part
of the PMO.
Project Manager for PMO
Implementation will have needed
authority to successfully implement
PMO.
All staff will be trained on PMO
methodologies and tools before
project completion.
CSN leadership will hold
themselves, staff and customers
accountable to methodologies,
standards and procedures
developed as part of the PMO.
This project will be the top priority
for CSN.
After implementation is complete, all
new projects will use the created
process and methodology without
exception.
Create requirements process to translate customer
needs into specific deliverables and outcomes.
Create project performance metrics to include: Time,
Cost, Scope and Earned Value. All projects will use
standard performance metrics.
Develop processes to collect and report project
management, demand management and resource
management metrics to the appropriate stakeholders
to allow for better decision making.
Develop a comprehensive process that allows us to
audit and track project risks throughout the project life
cycle.
Develop process which allows for 360-degree view
and feedback of the delivery process to the project
manager and sponsor.
Excluded:
 Customer Managed Projects utilizing an external
project methodology requiring CSN resources
Impact if False
Methodologies, processes and procedures may not be best practice and
thus not beneficial to CSN.
Without proper management of this project, it will have a greater chance of
going over budget, time, scope and not meeting stakeholder expectations.
Standards and processes must be used by all stakeholders; otherwise the
benefits and objectives of this project will not be realized.
Without proper authority to manage the holistic project, the project
manager cannot commit to brining the project in on time, within budget and
meeting stakeholder requirements.
Without complete staff training, process and procedures will not make
sense to them, thus reducing the benefit and effectiveness of the PMO.
Without 100% accountability, staff and leadership alike will not have to
follow the processes laid out. ‘Rogue projects’ will pose a risk to all
aspects of the PMO.
If this project is not the number one priority for CSN, then there could be
several repercussions (i.e., extended implementation timeline, higher cost,
not attaining buy in, declining moral).
If ‘rogue’ projects are allowed to survive after implementation of a PMO,
then the PMO will not be able to provide maximum benefit. In addition,
projects that are implemented ‘the correct way’ may suffer from ‘rogue’
projects taking over resources, priorities, etc.
Scope Statement Acceptance
The Undersigned have been briefed on and agree with the above Scope Statement. This scope statement
takes precedence over any prior documentation related to the scope of the PMO. All changes to the
above scope statement will need to be filed through a formal change management process.
Walter Weir
Executive Sponsor
Kimberly Harper
Steering Committee Chair
(Steering Committee
Representative)
Steering Committee Members:
Don Mihulka
Rick Golden
Joshua Mauk
Sheryl Gartner
All changes requested after this approval, must follow the Change Management Process.