Project Management Office (PMO)
Overview
DOM Administration Grand Round
June 17, 2014
Lori Siracusa
Senior ITS Project Manager
Boston Medical Center
Project Management Office (PMO)
Project Management Office: Purpose
• The BMC PMO is a dedicated business unit, which defines and maintains standards for
project management within the organization
• The primary goal of BMC PMO is to achieve benefits from developing and following
standardized project management policies, processes and methods
• Projects and project management are carried out in an environment broader than that of
the project itself
• The project management team must understand this broader context so it can select the
life cycle phases, processes, documents and tools that appropriately fit the project
• Project management is the discipline of planning, organizing, motivating, and controlling
resources to achieve specific goals, related to managing and implementing projects
within the organization
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Project Management Office: Mission Statement
The BMC Project Management Office provides a standardized approach to identify,
prioritize, and successfully execute a project portfolio. Project management leadership
is responsible for establishing and implementing best practices to encourage
collaboration, standardization, and overall improvement to managing and prioritizing
projects. The primary focus is to manage and control projects to ensure they are
implemented on schedule, within scope, and budget.
Goal: Complete a successful project for our customers!
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Project Management Office: Organization
|4
Project Management Office - Governance
ITS Prioritization Committee: Meet Bi-Monthly
•
•
•
•
Key strategic and policy decisions – approach, direction, priorities, rules, governance
Implementation, oversight and conflict resolution
Strategic level coordination among BMC entities
Committee Members: BMC Vice Presidents
o
Clinical – Physician, Clinical – Nursing, Financial, Strategic, Operations, Information
Technology Services
ITS Internal Governance Committee: Meet Weekly
•
•
•
•
•
•
•
Affinity groups formed to research key issues
Champions from functional area working groups to drive development of business cases
Implementation of decisions made by Operations Group
Liaison to end users
Approved VP Projects review of required resources/timelines
Project Phase Change Requests (e.g. Assessment to Planning)
Committee Members:
o
IT Directors, IT Leadership, PMO Staff, other ITS staff as needed
Boston Medical Center - Proprietary & Confidential
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Project Management Office - Governance
ITS Prioritization
Committee
Chair and Facilitator
ITS Internal
Governance
Committee
ITS Director
Monthly Roadmap
Weekly Roadmap
Boston Medical Center - Proprietary & Confidential
End User
Workgroups
|6
Project Manager Assignment Criteria
Project Size:
• Small Project: 5 to 25 FTE days
• Medium Project: 26 to 75 FTE days
• Large Project: 76+ FTE days
Timeline:
• Project defined start and end date
Exception Criteria:
•
Several of these should be met to drive the assignment of a PM (subjective decision)
Characteristic
Analyst as PM or Project Lead
PMO Project Manager
Predictability
Vision of what lies ahead
Activities / Tasks
Activity durations
Confidence in deadlines
Complexity
Issues / Risks
Resources
Highly Predictable
Clear
Standard, documented
Known, low uncertainty
High
Managed
Known, seen before
Allocated/Available/Same group:team
Constantly changing or evolving
Cloudy
Flexible, non-documented
Unknown or unclear
Moderate to low
Evolving
Unknown, evolving, not seen before
Resource conflicts probable;
Spans multiple group:teams or departments
|7
Example Where Project Manager IS Assigned
Problem Statement:
There is currently no pharmacy in the Shapiro building and patients either have to walk to other BMC
buildings (YACC or DOB) or go to other pharmacies outside the hospital resulting in hospital revenue loss
Timeline:
01.02.13
01.15.13
02.01.13
03.12.13
<Project Kick -Off>
<Project Go -Live>
Costs:
PROJECT COSTS
PROJECT COSTS PER YEAR
1. Hardware
2. Software
3. Other
Totals
Year 1
$ 36,208
$ 479,095
$ 100,861
$ 616,164
Cumulative Total
$
$
$
$
Year 2
-
Year 3
$ $
$
$
-
Total
$ 36,208
$ 479,095
$ 100,861
$ 616,164
$ 616,164
|8
Example Where Project Manager IS Assigned
Resources:
Challenges:
•
•
•
•
Timeline – Mid March timeline is very aggressive
New Vendors and Applications – Eight of the vendors and products are new to BMC
Coordination between vendors has been a challenge
Training – Staff must be trained on a number of new equipment and software in a short
period of time
|9
Example Where Project Manager NOT Assigned
Problem Statement:
Portal 1.0 due to its use of SSO does not allow users at BMC public computers to access the portal’s
dashboards and reports. In addition, the loss of the consultants who wrote 1.0, has caused us to rebuild
as to allow for the access above and ongoing support
Timeline:
12 -Oct
12 -Dec
02/21/13
03/21/13
<Project Kick -Off>
<Project Go -Live>
Resources:
Name
Role
Group: Team
Level of Effort
Matthew Ellis
Team Lead
Enterprise Analytics, Reporting
120
Andy Hagel
.NET Web Developer
Web Team
416
Eva Koppera
Reporting Administrator
Enterprise Analytics, Reporting
40
Costs:
•
None – No server costs, no consultant costs
Challenges:
• Beta Sign-Off
| 10
Why Projects Fail?
The following is a list of primary project failure causes:
• Poor Planning
• Unclear Goals and Objectives
• Objectives changing during the project
• Unrealistic time or resource estimates
• Lack of executive support and user involvement
• Failure to communicate and act as a team
• Inappropriate skills
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Project Life Cycle: Overview
• Traditional project management life cycle consists of a number of phases
• Regardless of the methodology or terminology used, the same basic management
processes are utilized
• Connects the beginning of the project to its end completion
• PMO utilizes 6 basic phases to direct and control projects:
o
Request
o
Assessment
o
Planning
o
Implementation
o
Go Live
o
Closure
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Project Life Cycle: Phase Definitions
Request
• Reviewed via the VP Governance Process; ITS Prioritization Committee (approves, denies, additional information)
Assessment
• Careful examination of whether or not the project benefits the organization and can realistically be completed given
budget, timeline, resource constraints, etc
Planning
• Detailed planning of time, cost, and resources to estimate the work needed and manage risk during project execution
• Failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals
Implementation
• Coordinating people and resources, as well as integrating and performing the activities of the project in accordance
with the project management plan
• Deliverables are produced as outputs from the processes performed as defined in the project management plan and
other frameworks
Go-Live
• Project is moved into production
Project Closure
• Evaluation conducted to highlight project success and lessons learned
• Transitioned to appropriate operations resources 2 weeks post go-live
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Project Life Cycle: Generic Life Cycle Structure
Typical Cost and Staffing Levels Across a Generic Project Life Cycle Structure
•
Projects vary in size and complexity, but can be mapped to this generic life cycle structure
•
Referenced when communicating to upper management or others less familiar with project details
•
High level view provides common frame of reference for comparing projects
•
Does not apply to all projects
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Project Life Cycle: Summary
• Defined as the completion and approval of one or more deliverables
• Phase can be closed and no additional phases initiated (i.e. assessment is
completed and determines the risk or cost is too great for the project to continue
• Phases could be further subdivided into sub-phases for reasons of size, complexity,
risk, or cash flow constraints
• PMO Governance Process is utilized to transition projects from one phase to another
• The ITS PMO Toolkit and Project Document Life Cycle were developed to assist the
management of ITS projects
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PMO Toolkit
• Project Management Office Team has developed a standardized set of tools to assist
in the management of Initiatives/Projects
• The toolkit is a guide to assist in the management of projects across all phases of the
project lifecycle
o The PMO Toolkit helps standardize how a project’s scope, timeline, requirements and
strategies are documented
• The tools build upon each other as the project moves from Request to Go Live
(Project Document Lifecycle)
o Some tools will be used throughout a project’s lifecycle
–
–
–
–
–
–
Contact List
Sign In Sheet
Meeting Agenda
Meeting Minutes
Status Report
Resource Tracking
o Other tools are used during a specific phase (i.e. Assessment)
o Many tools are started in one phase, refined throughout the project and closed at the
conclusion (i.e. Project Plan)
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Project Document Lifecycle
Request
Assessment
Planning
Implementation
Go Live
Project Closure
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Project Document Lifecycle
Request
Project Request
Initiation
Roadmap Abbreviated
Presentation
(Request to Assessment)
Project Request:
• The ServiceNow PPM module is the mechanism used to Request an ITS project
• Pertinent information is to be completed on the request form, for submittal to the ITS PMO
Initiation*:
• This tool initiates the process of data gathering and refining the core project information
such as the problem statement, goal, known constraints and dependencies along with any
identified risks/concerns.
Roadmap Presentation (Based on Phase):
• This document is a means of requesting to move the project through the Project Lifecycle
Phases and request resources.
• Upon completion of the document, it is subsequently submitted to the PMO to be
reviewed and included in the next Roadmap Meeting.
*Gathering the desired signatures when these documents are complete ensures key project members are all aware and agree
with the content of the document.
Ongoing Documents: Contact List, Sign In Sheet, Meeting Agenda, Meeting Minutes, Status Report, Resource Tracking
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Project Document Lifecycle
Assessment
Charter (start) - large projects only
Budget/Costs - Detail (Start)
Communication Plan (Start)
Scope (Start)
Charter*:
Cornerstone of the project
 Lays the groundwork for informed decisions and planning regarding project
direction, outcomes, and delivery
• Managing expectations of all project stakeholders
• Formal commitment between the Executive Sponsors, the Steering Committees, the Project
Manager and the Project Core team
Budget/Costs:
• Record and track the project related capital and/or operational expenses
• Forecast future operational costs
Assessment
Project Plan (Start)
Timeline (Start)
RAID or RACI (Start)
Functional Requirements (Start)
Technical Requirements (Start)
Roadmap Abbreviated
Presentation: (Assessment to
Planning)
Communication Plan*:
• Methods and processes for communicating the needs and issues surrounding the project
• Composition and meeting structure for project related items are defined
• Storage and distribution of project related documentation
Scope:*
• Most critical document of any project
• Scope of the project is documented and Scope Change Management is defined
• Agreement between all the parties involved on what will and will not be addressed in the
solution of the Problem Statement
Assessment*:
• First stage of developing project requirements
 Define scope
 Document assumptions
 Identify risks
 Document workflow
*Gathering the desired signatures when these documents are complete ensures key project members are all aware and agree
with the content of the document.
Ongoing Documents: Contact List, Sign In Sheet, Meeting Agenda, Meeting Minutes, Status Report, Resource Tracking
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Project Document Lifecycle
Assessment
Charter (start) - large projects only
Budget/Costs - Detail (Start)
Communication Plan (Start)
(Scope Start)
Assessment
Project Plan (Start)
Timeline (Start)
RAID or RACI (Start)
Project Plan/Timeline (software tool preference):
MS Project:
• Detailed work breakdown structure
• Task tracking for to include, but not limited to:
 Task Name, Duration, Start, Finish, Predecessors, Resource Names, % Complete.
Excel:
• High level or detailed timeline
• Tasks can be customized to include, but not limited to:
 Task name, Resources, Planned Start, and Target Finish
RAID (Risks, Action, Issues, Decisions):
• Log to identify and track severity, mitigation plans, owner and disposition
RACI (Responsible, Accountable, Consulted, Informed):
• Inventory of project deliverables Disposition per deliverable monitored
Technical Requirements (Start)
Functional Requirements:
• Detailed listing of the operational characteristics:
 Workflow
 Application
Roadmap Abbreviated
Presentation: (Assessment to
Planning)
Technical Requirements:
• Non-functional requirements:
 Technical designs
 Technical specifications
Functional Requirements (Start)
*Gathering the desired signatures when these documents are complete ensures key project members are all aware and agree with the
content of the document.
Ongoing Documents: Contact List, Sign In Sheet, Meeting Agenda, Meeting Minutes, Status Report, Resource Tracking
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Project Document Lifecycle
Planning
Charter (finish) - large projects only
Budget/Costs - Detail (Complete)
Communication Plan (Refine)
Executive Summary (Start)
Scope (Complete)
Executive Summary*:
• Report for Sr. Leadership and Governance, summarizing the following:
 Overall Goal
 Objectives
 Proposed Solution
 Scope
 Risks/Concerns
 Timing
 Resources
Scope Change Management (Start)
Recommendation or Proposal
Project Plan (Refine)
Timeline (Refine)
RAID or RACI (Refine)
Testing Plan Strategy (Start)
Scope Change Management*:
• Utilized once scope is finalized and there is a change in scope:
 Primary scope control for a project
 Lists the changes and impacts upon the defined scope of the project
 Approval and Sign off required by project leadership
Recommendation or Proposal*:
• Result of the assessment, not the final design
• High level proposal to highlight main areas of project
Training Plan Strategy (Start)
Functional Requirements (Complete)
Technical Requirements (Complete)
Roadmap Presentation: Planning to
Implementation
Kick Off Presentation
Testing Plan Strategy*:
• Outline of how testing will be performed, verified and documented
Training Plan Strategy*:
• Defines all the aspects of training required for the implementation of the project
Kick Off Presentation:
• Presentation of the proposed solution, strategy, process, and timeline
*Gathering the desired signatures when these documents are complete ensures key project members are all aware and agree with the
content of the document.
Ongoing Documents: Contact List, Sign In Sheet, Meeting Agenda, Meeting Minutes, Status Report, Resource Tracking
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Project Document Lifecycle
Implementation
Communication Plan (Complete)
Executive Summary (Complete)
Scope Edits (Change Mgmt
Required)
Project Plan (Refine)
Timeline (Refine)
RAID or RACI (Refine)
Testing Plan Strategy (Complete)
Training Plan Strategy (Complete)
Go Live Readiness (Start)
Go Live Checklist (Start)
Go Live Readiness*:
• Highlights all items for Go-Live:
 Staff to support Go Live
 Environment for go-live
Note: Check off items and sections can be customized based on project deliverables.
Go Live Checklist*:
Itemized plan for the Go-Live event consisting of:
 Pre Go-Live
 Go-Live
 Post Go-Live
•
Detailed tasks:
 Responsible party
 Dates, times, and duration
 Task status
Note: The checklist can be customized based on project deliverables.
*Gathering the desired signatures when these documents are complete ensures key project members are all aware and
agree with the content of the document
Ongoing Documents: Contact List, Sign In Sheet, Meeting Agenda, Meeting Minutes, Status Report, Resource Tracking
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Project Document Lifecycle
Request
Assessment
Planning
Implementation
Go Live
Project Request
Initiation
Charter (start) - large
projects only
Budget/Costs - Detail
(Start)
Charter (finish) - large
projects only
Budget/Costs - Detail
(Complete)
Communication Plan
Communication Plan (Start) (Refine)
Scope (Start)
Assessment
Project Plan (Start)
Timeline (Start)
RAID or RACI (Start)
Functional Requirements
(Start)
Technical Requirements
(Start)
Communication Plan
(Complete)
Executive Summary
Executive Summary (Start) (Complete)
Scope Edits (Change Mgmt
Scope (Complete)
Required)
Recommendation or
Proposal
Project Plan (Refine)
Project Plan (Refine)
Timeline (Refine)
Timeline (Refine)
RAID or RACI (Refine)
RAID or RACI (Refine)
Testing Plan Strategy
Testing Plan Strategy
(Start)
(Complete)
Training Plan Strategy
Training Plan Strategy
(Start)
(Complete)
Functional Requirements
(Complete)
Technical Requirements
(Complete)
Go Live Readiness (Start)
Go Live Checklist (Start)
Roadmap Abbreviated
Presentation:
Request to Assessment
Roadmap Abbreviated
Presentation:
Assessment to Planning
Project Plan (Refine)
Timeline (Refine)
RAID or RACI (Refine)
No Additional
documents
introduced
Go Live Readiness (Complete)
Go Live Checklist (Complete)
Roadmap Abbreviated
Presentation:
Planning to
Implementation
Kick Off Presentation
Ongoing Documents: Contact List, Sign In Sheet, Meeting Agenda, Meeting Minutes, Status Report, Resource Tracking
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Project Document Lifecycle
Project Closure
Lessons Learned*:
Review of the successes and short-comings in the project
• Learn from and improve the project management process
Project Plan (Complete)
Timeline (Complete)
RAID or RACI (Complete)
Project Closure and Acceptance*:
• Agreed upon project deliverables and requirements have been satisfied
• Exceptions they are noted along with their planned disposition
• Project summary for historical purposes
• Summarizes the ongoing operations and support of the solution moving forward
Lessons Learned
Project Closure and Acceptance
*Gathering the desired signatures when these documents are complete ensures key project members are all aware and agree with the
content of the document.
Ongoing Documents: Contact List, Sign In Sheet, Meeting Agenda, Meeting Minutes, Status Report, Resource Tracking
| 24
Project Document Lifecycle
Request
Assessment
Planning
Implementation
Go Live
Project Closure
Project Request
Initiation
Charter (start) - large projects Charter (finish) - large
only
projects only
Budget/Costs - Detail
Budget/Costs - Detail (Start)
(Complete)
Communication Plan
Communication Plan (Start)
(Refine)
Assessment
Project Plan (Start)
Communication Plan
(Complete)
Executive Summary
Executive Summary (Start) (Complete)
Scope Edits (Change Mgmt
Scope (Complete)
Required)
Recommendation or
Proposal
Project Plan (Refine)
Project Plan (Refine)
Project Plan (Refine)
Project Plan (Complete)
Timeline (Start)
Timeline (Refine)
Timeline (Refine)
Timeline (Refine)
Timeline (Complete)
RAID or RACI (Start)
RAID or RACI (Refine)
Testing Plan Strategy
(Start)
Training Plan Strategy
(Start)
Functional Requirements
(Complete)
Technical Requirements
(Complete)
RAID or RACI (Refine)
Testing Plan Strategy
(Complete)
Training Plan Strategy
(Complete)
RAID or RACI (Refine)
RAID or RACI (Complete)
Scope (Start)
Functional Requirements
(Start)
Technical Requirements
(Start)
Go Live Readiness (Start)
Go Live Checklist (Start)
Go Live Readiness
(Complete)
Go Live Checklist
(Complete)
Lessons Learned
Project Closure and
Acceptance
Roadmap Abbreviated Roadmap Abbreviated
Presentation:
Presentation:
Request to Assessment Assessment to Planning
Roadmap Abbreviated
Presentation:
Planning to Implementation
Kick Off Presentation
Ongoing Documents: Contact List, Sign In Sheet, Meeting Agenda, Meeting Minutes, Status Report, Resource Tracking
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PMO Toolkit and Document Lifecycle Summary
• The ITS PMO Toolkit and Project Document Lifecycle were developed to assist the
management of ITS projects
• The templates are guides to standardize project activities
• Project managers and leads should become familiar with the toolkit and incorporate
these templates into their project management activities
• The templates use the < and > symbols to note whenever a project specific entry
should be added
• Not all projects require all templates, however, all projects should minimally include:
o
o
Scope
Timeline
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PMO Toolkit Project Example
Observation Unit Development: Scope
Project Summary
BMC seeks to rapidly establish a separate observation unit by leveraging existing space, systems and staffing to the extent possible.
Problem Statement
Observation patients are currently located within IP units. Although a less intensive level of care is required, these patients are receiving an IP
level of care, which is more care than is necessary.
Goal
• Create a stand-alone 12 bed observation unit to provide the right care for observation patients
Measurable Objectives
• Reduction in cost of delivering care to observation patients
• Free up IP beds for additional patients/revenue
Un-measurable Objectives
• Provide easy access for patients and staff to systems and services; including documentation, pharmacy, radiology, lab, cardiology, etc.
In Scope
ITS will be responsible for assessing current state of Menino 2 in meeting requirements for opening a new observation unit. This will include
hardware (PCs/Printers), software (SCM, Bedboard, Lab,IBEX), telephones, interfaces, downstream systems, data warehouse, infrastructure and
clinical engineering
Out of Scope
ITS will not be responsible for operational requirements, financial systems requirements; including SDK and related registration and billing systems,
professional billing documentation requirements/considerations (during Phase I), office equipment (copier, fax, furniture), staffing, supplies
Approach
• Assess IT Requirements, including hardware, software, infrastructure, clinical engineering via assessment “walk- through”
• Consider both short and long term requirements in systems selection(s)
• Identify all related IT systems, determine set-up requirements and timelines
• Maintain a narrow IT scope, leverage existing systems solutions and functionality
Assumptions
• Nursing Department is managing the overall project (Sarah Carignan)
• Leverage the existing Menino 2 space, which is DPH approved, and equipment in place
| 27
PMO Toolkit Project Example
Observation Unit Development: Scope
Proposed Solution
Hardware (PCs/Printers):

Upgrade existing hardware residing in Menino 2; designate additional “downtime” machine
Communications/Phones:

Utilize existing phones in Menino 2; non bay areas

Utilize interpreter phone for interpreter and regular phone needs in bay areas

Implement separate paging system; provide paging quote; implement upon approval

Install new wall phones
Lab: Location/unit/bed/printer label printing
Interface(s): Build translate table
Data Warehouse: Add the obs unit to the Emergency Department section of the Nursing Dashboard and
for reporting
Clinical Nursing Documentation:

SCM Assessment - leverage existing SCM documents; modifications will be required (functional spec)

SCM Flowsheet - leverage existing “standard” document; no edits required
Clinical Physician Documentation:

SCM – Leverage existing SCM documents; no edits required

Order Sets – Leverage existing; no edits required
Bedboard: Add to the Menino Campus; Menino 5WICU column; no overflow requirements
IBEX: Edits to admission request screen to include a new status and service
| 28
PMO Toolkit Project Example
Observation Unit Development: Timeline and Resources
Timeline
11/26/12
1/8/13
Assessment/Planning
2/27/13
Implementation
<Project Kick-Off>
<Project Go-Live>
Resources
Name
Silvia MacMurdo
Lisa Selig
Bill Scott
Kate Jones
Lucas Nyman
Thomas Lau
Geoff Fallon
Ethan Lew
Tim Donovan
Donna Whitmore
Bridget Wagner
Eva Koppera
Chris Hussey
Tom Maher
Lori Siracusa
Role
Lab
Downstream Systems
Web Design
Web Design
Application Analyst - EHR
Application Analyst - EHR
Functional Mngr - EHR
Technical Design
DBA
Interface Engineer
Data Warehouse
Data Warehouse
Hardware
Communications
Project Manager
Group: Team
App/Dev:Ancillaries
App/Dev:Business
App/Dev:Development
App/Dev:Development
App/Dev:EHR
App/Dev:EHR
App/Dev:EHR
App/Dev:EHR
App/Dev:Integration
App/Dev:Integration
CI:Data Warehouse Dev
CI:Reporting&Analytics
Field Services:
Infrastructure:
PMO:PMO
Level of Effort
6
3
10
50
80
10
20
40
5
5
1
32
20
25
60
| 29
PMO Toolkit Project Example
Observation Unit Development: Budget/Costs Detail
Observation Unit
CAPITAL COSTS
CAPITAL COSTS PER YEAR
Year 1
Year 2
Year 3
1. Hardware
$
34,418 $
$
a) Hardware
$
$
$
b) Infrastructure
$
$
$
c) Implementation
$
34,418 $
$
2. Software
$
$
$
a) Software
$
$
$
b) Implementation
$
$
$
3. Other
$
47,500 $
$
a) Consultants
$
5,625 $
$
b) IT Resources
$
41,875 $
$
Totals $
81,918 $
$
Cumulative Total $
81,918 $
81,918
OPERATING COSTS PER YEAR
Year 1
Year 2
Year 3
1. Hardware
$
$
$
a) Hardware
$
$
$
b) Infrastructure
$
$
$
c) Consultants
$
$
$
2. Software
$
$
$
a) Software
$
$
$
b) Consultants
$
$
$
3. Other
$
$
$
a) Maintenace/Support
$
$
$
b) Training
$
$
$
c) Implementation
$
$
$
Totals $
$
$
Cumulative Total $
$
-
Total
$
$
$
34,418
$
$
-
$
$
$
5,625
41,875
81,918
OPERATING COSTS
PROJECT COSTS
1. Hardware
2. Software
3. Other
Non-IT:
IT:
PROJECT COSTS PER YEAR
Year 1
Year 2
Year 3
$
34,418 $
$
$
$
$
$
47,500 $
$
Totals $
81,918 $
$
Cumulative Total $
81,918 $
81,918
Total
$
$
$
-
$
$
-
$
$
$
$
-
$
$
$
$
Total
34,418
47,500
81,918
$34,417 (WOWs, paging system; move&secure doors; airphone-unit access)
$ 4,500 (Consultant hours – 45 @ $100; included above)
Funding: Nursing
Funding: IT Operations
| 30
PMO Overview - Review
1. Where can you find the purpose/role of the Project Management Office Team?
In the Mission statement!
2. How many phases in the Project Lifecycle?
Six
3. Does the Assessment Phase come after the Implementation phase?
No!
4. Name the phases in the Project Lifecycle?
Request – Assessment – Planning – Implementation – Go Live – Project Closure
5. Benefits of engaging the Project Management Office
Coaching Services; Standardized Toolkit; Proven track record
6. Purpose of PMO Toolkit documentation?
Standardization across project lifecycle
7. Are all the documents in the PMO Document Lifecycle required for each phase?
No!
8. How many ITS Governance Committees are established at BMC?
Two: VP Governance and ITS Internal Governance!
9. What is the first Step to request a project?
Complete and submit the Request form in ServiceNow!
10. What is the most important project document in the PMO Document Lifecycle?
Scope!
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Project Management Office Tutorial
If you are interested in utilizing the toolkit, please contact:
Lori Siracusa
617-414-8564
Lori.Siracusa@BMC.Org
| 32