ePMO & Enterprise Implementations
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The document outlines the role and responsibilities of an Enterprise Project Management Organization (EPMO) in overseeing project prioritization, funding allocation, and resource management across businesses. It emphasizes the importance of stakeholder engagement and a structured approach to project execution, highlighting key tools for project management such as project trackers and issue logs. The EPMO is positioned as essential for managing large enterprise initiatives to ensure successful implementations amidst resource constraints.
ePMO & Enterprise Implementations
- 2. ePMO • An enterprise level program management organization that takes input from the business and drives prioritization of projects across the enterprise • Allocates funding and resources by program and project • May or may not be directly responsible for execution of the programs and projects • Responsible for periodic reviews and communication to the enterprise • An escalation point typically for funding and resource challenges – IT and business Plexlane can setup ePMO with objectives and processes that suit the organization. An Enterprise Level PMO drives alignment 2
- 3. Enterprise Implementations • An ePMO plays a critical role when there are large programs going through the organization • Decisions have to be made on allocation of business and IT resources both of which are typically constrained • For successful implementations ideally we need the best talent from the business and challenge becomes diversion of these resources from their day to day activities of running the business At Plexlane we consider Program and Project Management of Enterprise initiatives as one of our core areas of expertise. 3
- 4. An Example of an ePMO Scope, Schedule, Budget, Risks IT Portfolio CIO, Tier 2 Department Owner Program Owner Scope, Schedule, Budget, Risks (detail) Project 4 Up CIO, Tier 2 Customers Department Owner Intra/Interlock, Governance Board, IT MOR Customers Enterprise resourcing process Project Managers Budgeting / AOP Process Governance IT Tollgate Process Command Media Scope Schedule Budget • Detailed Plan, Execution & Support MOS for project Stakeholders • Manage risks/issues NOTE: command media based on type of project Risks/Issues Project Accounting Meetings (All) Upward, Downward and Sideways communication Stakeholders 4
- 5. Our Philosophy on Project Management • All projects are hard to do • Constant planning, re-planning and more re-planning is required to keep the projects to plan • The triple constraint – Scope, Schedule and Budget have to align for a project to keep moving forward. Projects cannot be done with constantly changing scope, baselined schedule, lack of resources and no money. • Most large enterprise level technology initiatives are Not IT Projects but rather Business Projects • The stakeholders at all levels have to be fully engaged for the success of any project We drive common sense approach to project execution 5
- 6. Enterprise Project Management Toolkit • • • • • • • • • • • • • • Project Charter with Project Baseline Project Communications Plan Project Tracker / Detailed Schedule Scope Logs (Business Process, Technology, Business Roles scope) Issue/Risk Log Collaboration Environment for Project Artifacts Integrated Business Process Testing Log Training Log End User (UR) Readiness Log Business Roles and Application Security Log Project Governance (e.g. Tollgate process) Budget – Baseline, Fcst, Actual Tracking Enterprise Resource Planning Cutover Plan to Go-Live and Post Go Live Support Manage all dimensions of the Project 6
- 7. Examples – Project Tracker Highly Visual Tool to Understand Overall Project Health 7
- 8. Examples – Detailed Project Schedule Tollgate – A term to describe milestones for go/no-go decisions Build Schedule incorporating Project Tollgates 8
- 9. Examples – Central Issue Log Central Repository to create and manage all Issues 9
- 10. Examples – Scope Logs Object ID Shanghai Description Business Go-Live Contact Critical Jeff Jiang Yes Jeff Jiang Yes Jeff Jiang Yes Richard Wei Packing List Harry Shi Yes Chinese Lang GAP # Dev Status YOMR_FRM00059 ZCAA YOMR_FRM90026 ZF12 YAFR_FRM00049 ZCSR CAAC Airworthines s 8130-3 Yes G832 No G833 Yes G863 35 - Dev In Work 23 - TS In Work 23 - TS In Work YSCR_FRM90003 NEU YOMR_FRM00047 ZPAK YAFR_FRM00031 Z501 PO No 60 - User Testing 35 - Dev In Work 60 - User Testing Pick List William Gu Yes YOMR_FRM00046 ZBOL Master BOL Harry Shi Yes Yes G836 23 - TS In Work YOMR_FRM00045 ZS2K, ZS2L, ZS2M SPEC 2K Labels Jeff Jiang No No 60 - User Testing FS End Date TS End Date Dev / Code EndDate CUT End Date VCCT2 Start Date VCCT3 Start Date ARP Start Date Strip Report Yes Yes G834 No 10-Apr 10-Apr 29-May 12-Jul 10-Mar 31-Mar 10-Apr 10-Apr 29-May 12-Jul 10-Mar 31-Mar Airworthines s Customer 31-Mar 10-Apr 10-Apr 29-May 12-Jul 10-Apr 29-May 12-Jul 10-Apr 29-May 12-Jul 10-Apr 29-May 12-Jul 10-Apr 29-May 12-Jul 10-Apr 29-May 12-Jul 10-Mar 31-Mar 10-Mar 31-Mar 10-Apr 10-Apr “Visual” Scope Logs are critical to track Progress 10
- 11. Examples – Integrated Testing T VCC d car ore Sc ct roje eP le m al E idu div In ry ma um nt S e Back Testing Each Process for – Data, Security, Rate, Finance, Infra Readiness 11
- 12. Examples – User Readiness Each User has to be tracked for Readiness Assessment 12
- 13. The plex + Promise LISTEN INTERNALIZE PROPOSE IMPLEMENT MONITOR IMPROVE + Learn more at plexlane.com U.S. Headquarters Mesa, AZ 85207 India Headquarters Banjara Hills Hyderabad, India Thank You +1 602 PLEX 260 sales@plexlane.com www.plexlane.com Plexlane+ is a trademark of Plexlane, LLC. © Copyright Plexlane 2012. All Rights Reserved.