I was previously, a Project Manager, and now I have been catapulted into a position within my company as a PMO Manager on a change programme in a totally different division (I have had no choice and no experience as a PMO manager). There are about 28 projects in the change programme, and from what I can see it's all a bit of a mess. Just wanted to ask some advice really.
Firstly, none of the projects seem to have a clear up to date plan that shows the critical path. There is simple key milestone plan for each project, which is being used to monitor programme progress but that is it. The progress is summarised for management reporting on a monthly basis and each milestone is given a RAG rating. Surely, this isn't sufficient to monitor the overall progress of the programme? My thinking is that all projects should have individual project plans in MS Project (the software we use), which clearly shows the critical paths of each project. Further, from these I should create a master programme plan, that includes ONLY the critical activities and deliverables for each project (linked from individual project plans - is this possible in MS Project?), and will show the programme critical path (and most importantly, slippage of key activities) – am I wrong? Or is there a better approach?
Secondly, there is no appreciation of dependencies between individual projects so it is impossible to see at a programme level, dependencies and interdependencies. What is the best way of mapping these? Don’t want to create something that looks too complex or they will freak out. They keep saying they want everything simple, simple, simple. Has anyone got any good examples of dependency mapping good practice at a programme level or at least point me in the right direction?
Anyway, back to work tomorrow and getting anxious. Any help/advice would be much appreciated.
Help - Advice Needed
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practicalpmo
- New Member
- Posts: 3
- Joined: Tue 24 Jan 2012 12:22 am
Hi Markster,
Hope it is all working out for you.
I have set up a number of PMO's over the years. Some to manage large, global, complex portfolios. The key is to keep it simple while maintaining transparency and control.
Regular status reporting with overall RAG and ideally RAG's for scope, cost and schedule are a good starting point to get a handle on the portfolio. You also want the report to include financials.
In respect of milestones, I look to build a baseline of top level (level 1 if using Clarity). These should be meaningful and truely represent a key deliverable i.e. product launched. Then you can RAG the milestones and get a refresh each month from the programme managers.
I also like to set up a monthly 30 - 60 minute review with each programme manager. It allows you both to walk through the status report. The purpose is to provide meanigful challenge. This should be embraced by the programme manager as you both have a vested interest in being successful.
I have written a number of blog posts on setting up a PMO. This is the one on http://www.practicalpmo.com/?p=45.
Hope this helps.
Simon
Hope it is all working out for you.
I have set up a number of PMO's over the years. Some to manage large, global, complex portfolios. The key is to keep it simple while maintaining transparency and control.
Regular status reporting with overall RAG and ideally RAG's for scope, cost and schedule are a good starting point to get a handle on the portfolio. You also want the report to include financials.
In respect of milestones, I look to build a baseline of top level (level 1 if using Clarity). These should be meaningful and truely represent a key deliverable i.e. product launched. Then you can RAG the milestones and get a refresh each month from the programme managers.
I also like to set up a monthly 30 - 60 minute review with each programme manager. It allows you both to walk through the status report. The purpose is to provide meanigful challenge. This should be embraced by the programme manager as you both have a vested interest in being successful.
I have written a number of blog posts on setting up a PMO. This is the one on http://www.practicalpmo.com/?p=45.
Hope this helps.
Simon
Simon
PracticalPMO
PracticalPMO
Hi Markster,
I wondered if you have progressed in developing a process for dependency management and in particularly, dependency mapping. I am in a similar position as you were in January, and don't want re-invent the wheel if there is a template that works for anyone else.. Is there anything, template or documentation, that I could use to establish something that will work for us?
Thanks
I wondered if you have progressed in developing a process for dependency management and in particularly, dependency mapping. I am in a similar position as you were in January, and don't want re-invent the wheel if there is a template that works for anyone else.. Is there anything, template or documentation, that I could use to establish something that will work for us?
Thanks