Project Management Office
Provides project management resources to lead and manages IT projects.
IT Projects are managed for, and in conjunction with, client business areas to enable or implement IT solutions in support of a business project and infrastructure initiatives.
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- manage and oversee ebc IT projects keeping a focus on (1) end-to-end results and (2) organizational and strategic objectives,
- strengthen liaisons/involvement within the Cluster and client ministries,
- provide the necessary tools and templates for effectively managing IT projects,
- establish and market ebc PMO best practices, value-add and repeatable processes to enhance value-added project management,
- increase project management rigour, competence and control,
- increase the success rate and consistency in quality of projects carried out by ebc,
- provide a focus for project management training, resource material and organizational learning in IT project management,
- sponsor an enterprise view of projects (eg. reporting, portfolio management, project integration, resource levelling, etc.),
- promote evaluation of PMO effectiveness for continuous improvement,
- provide a focus for project management quality of service
- increase in percentage of project delivered on time, within budget and at expected levels of quality
- consistent use of standard forms, toolsets and methodologies
How are we doing ?
- base funding of PMO and review of results at appropriate times
- business unit participation in developing requirements and participation in projects
- client ministries may provide special funding arrangements for specific projects
- Client ministries allocate business resources to work on their IT projects
6. Dependencies
- Project Managers are generally assigned to the Client ministries or ebc branches. Priority status is given for assignment to projects in their base funding areas until the base funding is exhausted. Requirements beyond base funding will be charged back to the client/project sponsor as required
- Projects introduced in the live ebc or iSERV-hosted environment require a approval at Change Management, Release Management and, in some cases, Corporate Change Advisory Board and Architecture Review Boards.
PMO Governance and Release Plannng
Project are reviewed by the PMO and Release Planning Board (consists of PMO Manager, ebc IT Division Heads and Business Solution Managers). The Release Planning Board:
- establishes and periodically reviews project selection and priority criteria and governance models
- regularly reviews branch sponsored projects for control by the PMO based on project size, complexity, duration, timeline and skill requirements
- reviews progress of current PMO projects
- maintains release planning and scheduling
Project Management
Project are placed in one of four categories:
- Mega Project - are multi-cluster/ministry, multi-year or multi-million dollar projects requiring a high degree of project management control and expertise. These projects are usually administered by a Senior Project Manager (ASM-1 level)
- Large Projects - are Cluster projects which are longer than one year in duration with a total allocated budget in excess of one million dollars. These projects are also administered by a Senior Project Manager (ASM-1 level)
- Medium Projects - are Cluster projects less than one year in duration and/or costing less than 1 million dollars. They are administered by a Project Manager (ASY21 level).
- Small Projects - are projects of limited duration with budgets below one million dollars. They will typically include web solutions/sites, local application and infrastructure projects such as rollouts, configuration item (ie. infrastructure) changes.
Project Team composition and Morale
The PMO is responsible for the composition and continued smooth operation of a ’matrix model’ for project leads and other resource participation on projects. The complexities of dual and/or dotted reporting relationships require the creation and nurturing of specialized HR models for advancement and compensation.
Project assignment is the prerogative of the Manager of the Project Management Office. Considerations will include funding, resource availability, core knowledge and experience, project complexity and sponsor preferences.
Project Monitoring, Reporting and Change
The regular review and adjustment of project plans to reflect changing circumstances. Projects are controlled through explicit procedures developed to permit "Change" to occur in special situations upon formal review of risk, financial and quality considerations.
8. More Information
- Responsible for Service Management, delivery and accuracy of this Catalogue item: Kevin Griffin, Director, Project Management Office
- PMO staff biographies
- Project Charter Outline
- Ministry Development Projects
- COBIT Project Management Governance Characteristics
- PMO Getting physical presentation
- Quality (Not easy being Q) presentation
- Sign-off Template
- Download standard deployment plan
Printable Version
