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PMO Services خدمات مكتب إدارة المشاريع
The document outlines the services provided by a Project Management Office (PMO), led by Abdelrahman Elsheikh, who has extensive experience and multiple certifications in project management. It details PMO definitions, service categories such as governance and portfolio management, and the structure of PMO committees, alongside guidelines and methodologies for audits, training, and support. The goal of the PMO is to enhance project governance and align projects with organizational strategies to ensure effective resource management and benefits realization.
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PMO Services خدمات مكتب إدارة المشاريع
- 1. خدماتمكتبإدارةالمشاريع PMO Services Abdelrahman ElsheikhSeedahmed , M.sc, PMOC,CBAP, PMP, RMP, ACP, PMI-SP, KPI-A, EVM,CPRE, MCITP, MCTS, OCP, OCA, ITIL v3, CTFL, ISO20000, ISO27002
- 2. Abdelrahman Elsheikh Bio 14 experience as Strategic PMO Director, Strategy Execution Consultant, PMO Consultant, Project Manager, Business Analyst and Software Engineer. • Master Degree in Software Engineering. • Project Management Office Certification (PMOC). • Certified Project Management Professional (PMP). • Agile Certified Practitioner (PMI-ACP). • Risk Management Professional (PMI-RMP). • Schedule Professional (PMI-SP). • Certified Business Analyst Professional (CBAP). • Microsoft Certified IT Professional (MCITP). • Key Performance Indicator Associate (KPI-A). • OCP and OCA. • Certified Professional for Requirement Engineer (CPRE). • Certified Tester Foundation Level (CTFL). • Earned Value Project Management (EVM). • ISO/IEC 20000 Foundation. • ISO/IEC 27002 Foundation. • Certified ITIL Foundation Level.
- 3. Agenda • PMO definition. •PMO Services Categories: – Governance. – Portfolio Development and Management. – Information Repository. – Support. – Control.
- 4. Agenda • PMO Definition. •PMO Services Categories: – Governance. – Portfolio Development and Management. – Information Repository. – Support. – Control.
- 5. PMO Definition • Amanagement structure that standardizes the project- related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques
- 6. Agenda • PMO Definition. •PMO Services Categories: –Governance. – Portfolio Development and Management. – Information Repository. – Support. – Control.
- 7. Governance • PMO Model. •PMO Structure. • Roles and Responsibilities (RACI Matrix). • Committees (Steering, Portfolio, Risk, Change, etc..). • Escalation Process. • Communication ( Meetings, Reports). • PM Guide (Manual). • PMO Guide (Manual). • PMO Code of Ethics.
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- 10. Roles and Responsibilities(RACI Matrix)
- 11. PMO Committees • SteeringCommittee: • Portfolio. • Risk. • Change. • etc..
- 12. PMO Committees • SteeringCommittee: – A committee that decides on the priorities or order of business of an organization and manages the general course of its operations.
- 13. PMO Committees • PortfolioCommittee: – Decisions on Portfolio management.
- 14. PMO Committees • RiskCommittee: – Assists the PMO in carrying out its duties by providing an objective, non- executive oversight of the implementation and operation of the Portfolio’s risk management framework
- 15. PMO Committees • ChangeCommittee: – Committee that makes decisions regarding whether or not proposed changes to a project should be implemented.
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- 17. Communication ( Meetings,Reports)
- 18. PMO Code ofEthics • What Is Right and What is Wrong?
- 19. PM Guide (Manual) –Processes. – Procedures. – Policies. – Templates.
- 20. PMO Guide (Manual) –Processes. – Procedures. – Policies. – Templates.
- 21. PM and PMOGuide (Manual) • Different PM and PMO Guides (Manuals) depend on: – Value , Size and Complexity. – Industries and domains. – Organization structure.
- 22. Agenda • PMO definition. •PMO Services Categories: – Governance. –Portfolio Development and Management. – Information Repository. – Support. – Control.
- 23. Portfolio Development andManagement • Portfolio Development. • Portfolio Management.
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- 25. Projects Filtering (Selection) •Hard Filters
- 26. Projects Grouping • OrganizationStructure. • Products or Services Type.
- 27. Projects Prioritization High Priority 4Priority 3 Priority 1Priority 2 ImportanceLow Ease of ImplementationDifficult Easy Prioritization Matrix Level of Importance Ease of Implementation • Strategic impact • Value to Organization • Regulatory Compliance • Ability to implement • Execution risk
- 28. Projects Balancing • StrategicGoals Inclusion. • Organization Structure. • Resources Distribution. • Budget Concentration. • Budget Funding.
- 29. Projects Tiering • Programsand sometimes projects directly linked to the Organization’s vision and strategy • Transformational in nature introducing high change impact and may be mandatory required • Project not directly linked to a strategic priority • High change impact for the Organization • Projects with relatively lower change impact for the Organization • Enhancements and upgrades with relatively lower degree of dependencies Higher strategic importance, impact and complexity Tier 3 Tier 2 Tier 1 High Medium Low TransformChangeRun Project Governance Requirements
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- 31. Portfolio Management • PortfolioPerformance Management. • Portfolio Risks Management. • Portfolio Issues Management. • Enterprise (Shared) Resources Management.
- 32. Portfolio Performance Management. •Aligned Projects, Programs and Portfolios with Organization Strategic Plan. • Benefits Realization Management.
- 33. Aligned Projects, Programsand Portfolios with Organization Strategic Plan
- 34. Benefits Realization Management •BENEFITS: – Value that is created for the project or program sponsor or beneficiary as a result of the successful completion of a program or project . • BENEFITS REALIZATION: – A means to ensure that benefits are derived from outputs.
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- 37. Enterprise (Shared) ResourcesManagement.
- 38. Agenda • PMO definition. •PMO Services Categories: – Governance. – Portfolio Development and Management. –Information Repository. – Support. – Control.
- 39. Information Repository • ThePMO serves as a source of information on projects, Programs and Portfolios. – Strategy Plan Report. – Portfolio Performance Report. – Portfolio Risks. – Portfolio Enterprise Resources Utilization. – Lessons learned. – Organization Process Assets (OPA).
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- 43. Portfolio Enterprise ResourcesUtilization
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- 46. Agenda • PMO definition. •PMO Services Categories: – Governance. – Portfolio Development and Management. – Information Repository. –Support. – Control.
- 47. Support • Training. • PMsCoaching and Mentoring. • Knowledge Transfer. • Methodology Optimization. • EPM and PM tools Technical Support.
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- 50. PMs Coaching andMentoring
- 51. Knowledge Transfer • Lessonslearned. • Explicit and Tacit Knowledge
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- 53. Explicit and TacitKnowledge
- 54. PM and PMOGuides Optimization
- 55. EPM and PMtools Technical Support
- 56. Agenda • PMO definition. •PMO Services Categories: – Governance. – Portfolio Development and Management. – Information Repository. – Support. –Control.
- 57. Control • Audit. • PlanningDeliverables and Projects and Programs Exit Gates.
- 58. Audit • Audit Steps. •Audit Approach, Advantages and Disadvantages . • Audit Types.
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- 60. Audit Approach, Advantagesand Disadvantages
- 61. Audit Types • PMand PMO Guides Audit. • EPM and PM tools Audit. • Projects, Programs and Portfolios Audit.
- 62. Planning Deliverables andProjects and Programs Exit Gates
- 63. Agenda • PMO definition. •PMO Services Categories: – Governance. – Portfolio Development and Management. – Information Repository. – Support. – Control.
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