1. By Jeff Burklo, Director
11/28/2018
Program Management Office
See pages 3 and 4 for additional formatting notes By
Jeff Burklo, Director

2. Typical Areas Where Project Management Resides Within a Company
Within an Engineering Group
Within Information Technology
In a Centralized Group where all Projects Report
In a Group that Concentrates Management of High-Priority Projects
Within a Support Area that Provides Scheduling and Control Assistance
Within a Staff Group Charged with Spreading the Word On Project Management
On a Specific Project

3. Why PMO Is Critical To Success
A Program Management Office (PMO) provides centralized management of decentralized project execution through cross-functional coordination and support implementing common standards, guidelines, tools, and methodology facilitating systems development aligning with Corporate strategy.
Benefits of PMO:
Provides centralized management implementing Corporate strategy
Defines and prioritizes projects aligned with the vision,mission & goals
Provides consistent / common standards and guidelines
Provides consistent / common methodology for online and back-office
Provides single point for status of projects to executives and makes adjustments, as required
Provides a single focus for all executive issues and decisions
Provides standards, guidelines, tools, and support for project execution
Provides senior technical support
Manages changes to project execution

4. The PMO Will Add Value In Four Specific Areas
Project Alignment
Resources stay focused on strategic priorities
Stronger visibility and management of cross-project dependencies
Quality Management and Process Improvement
Continuous learning, capability building and performance improvement
PMO
Project Execution
More consistent success in launching projects
On time execution that delivers intended value
Project Tracking and Reporting
Stronger leadership and stakeholder visibility to work progress
”Early warnings” of major challenges

5. The PMO Will Play Four Broad Roles To Deliver Value
Project Alignment
Understand WDPRO development priorities, and manage the process to evaluate and initiate new projects and to ensure they remain “on-strategy”
Help ensure that the portfolio of projects is organized and scheduled to maximize progress toward strategic priorities, and return on investment
Identify and resolve conflicts in program/project priority, resource allocation, and integration, involving Leadership Team as appropriate
Coordinate execution of WDPRO project portfolio with those of other Disney development organizations
Project Definition and Execution
Provide criteria and tools for project definition, scoping, and budgeting
Define methodologies and tools for project delivery
Identify risks and help Leadership Team to manage them
Provide senior project management capacity, as needed, to work on major projects
Project Tracking and Reporting
Manage enterprise status reporting system
Manage change control process
Monitor overall schedule and progress of project portfolio; support Leadership Team in identifying potential interventions
Facilitate communications of project status with key stakeholders
Quality Management and Process Improvement
Oversee process improvement programs, including sharing of best practices and post-project reviews
Conduct quality assurance reviews on programs/projects
Coordinate project management training

6. PMO - Components PMO PSO PMCOE
Program Management Office - The PMO by nature comprises the functions of the PSO and PMCOE. The activities performed by the PMO include: strategy implementation, project prioritization, project alignment, project reporting, standards, methodology and project management process, accountability, change management, and project coordination.
PMO
PSO
PMCOE
Program Support Office - Provides senior technical services to “kick-start” various projects simultaneously. These services include: architecture, hardware, software, processes, tools, methodology, and strategic interface expertise.
Program Management Center of Excellence
Gathering point of expertise, but does not assume responsibility for project results. The primary purpose of the PMCOE is to raise the organizational competence and maturity level of the enterprise. These include: training, process standardization, internal consulting, competency enhancement, best practices, prioritization, tool definition and standardization.

7. PMO Portfolio Management of Projects
Vision
Mission
Goals
Project Alignment
Strategy
Standards
Program Management Office
Project Priority
Methodology
Guidance
Area A
Area B
Area ..
Project n..A
Project 3A
Project 2A
Project 1A
Project n..B
Project 3B
Project 2B
Project 1B
Project n..
Project 3..
Project 2..
Project 1..

8. PMO - Project Strategic Alignment
STRATEGIC PROJECTS
PRODUCT & MARKETING-RELATED
PROJECTS
Company
Strategy
Projects Execution
Project C
Project D
Company
Strategy
Project B
Project Definition
Project E
Product
Targets
Interfacing
Company
Strategy
Company
Objectives
Market
Oppt’y
Project Alignment
Project A
Corporate
Strategy
Project
Prioritization
Project F
Create
Product
Portfolio
Mission &
Vision
Stakeholder
Mgmt
Strategic
Planning
Operational
Goals
Risk
Analysis
Procurement
Project L
Team
Mobilization
Project G
Multi-Disciplined
Teams
Organizational
Overview
Team
Mobilization
Project K
Resources
Logistics
Project H
Project J
Project I
OPERATIONAL PROJECTS
CAPITAL EXPANSION PROJECTS

9. PMO - Success Criteria
Executive Sponsorship - commitment by corporate executive level to create a standard and consistent approach to project implementation ensuring completion of strategic direction
Authority & Control- within the company power structure
Corporate Priority - implementation of corporate strategy to project implementation
Enterprise-wide Reach - providing consistent standards, guidance, and direction, and reporting of projects via standard mechanism and format
Key Resources - commitment of executive level to provide dedicated resources for technology direction and standardization
Methodology & Tools - commitment to identify, implement, and adhere to a standard methodology, tools, and architecture (platform and development)

10. PMO - Leadership Communicating with Executive leadership
As the trend for more cross-functional & complex projects continues, more companies are calling upon top executives for high-level oversight of multiple projects and major programs. Enterprise-oriented companies must have a politically savvy, project-wise, system-literate executive facilitator. This facilitator’s responsibilities include:
Communicating with Executive leadership
Involvement in business decisions resulting in new projects
Strategic project planning
Setting project priorities
Oversight of strategic project implementation
Implementation of an enterprise-wide project management system
Development of Project Management awareness and capability throughout the organization
Periodic project reviews and change management
Top-level stakeholder accountability, sponsorship, facilitation, and mentoring

11. PMO - Leadership Responsibilities
Strategic
Project
Planning
Stakeholder
Accountability
and Interfacing
Business Decisions
New Projects
PMO - Leadership
Project
Reviews
Project Priorities
& Resources
Oversight of
Strategic Projects
Project Management
Training & Awareness
Oversight of Enterprise-wide
Project Management System

12. PMO Implementation Establish PMO Deliverables Refine PMO
Determine PMO Members
Interview Key Stakeholders
Create / customize Charter
Define roles and responsibilities
Refine PMO
Define PMO Guidelines
Mentor Stakeholders on concept, implementation and deliverables
Accept feedback & refine
Obtain Stakeholder concurrence
Identify and select methodology
Execute & Operate PMO
Identify and align current projects to Corporate strategy
Define requirements of current / future projects
Identify application business objectives
Deliverables
PMO Charter
PMO Organization
PMO Roles & Responsibilities
PMO Detailed Implementation Plan
PMO Guidelines
PMO Issue / Risk Procedure
PMO Change Management Procedure
PMO Reporting Guidelines
Statement of Business Objectives
Inventory of Current Projects
Inventory of Future Projects
Alignment and Prioritization of Projects
Risks / Issues on Current Projects