1. June 1, 2015 Program Management Office - Applied Research1 Research Program Management Office (R-PMO) A Competitive Necessity A Competitive NecessityOr Our Competitive Advantage

2. June 1, 2015 Program Management Office - Applied Research2 R-PMO Presentation Contents Introduction Introduction Vision & Mission Vision & Mission Definition Project versus Program Definition Project versus Program Brief History – Why R-PMO Brief History – Why R-PMO R-PMO Value Proposition R-PMO Value Proposition Proposed Functions Proposed Functions Next Steps Next Steps Agreement Agreement

3. June 1, 2015 Program Management Office - Applied Research3 R-PMO Mission The Mohawk College Program Management Office for Research (R-PMO) Establishes, Deploys, Supports and Monitors Compliance related to our Research Program Management Methodology and Best Practices to enable our Institution to deliver Research Projects faster, cheaper and to a higher quality that will meet or exceed our Stakeholder expectations

4. June 1, 2015 Program Management Office - Applied Research4 Program Office vs Project Office Establish a common reusable process and templates for Research Program Management Establish a common reusable process and templates for Research Program Management Deploy the common process and templates Deploy the common process and templates Identify and Mentor Research Program Managers Identify and Mentor Research Program Managers Monitor and measure compliance Monitor and measure compliance Focus on “Creativity in Solution” not reinventing the standard process or templates Focus on “Creativity in Solution” not reinventing the standard process or templates

5. June 1, 2015 Program Management Office - Applied Research5 Research (R-PMO) Definitions We are not out to reinvent the standards but strive for consistency in the application of our interpretation of industry standards and best practices We are not out to reinvent the standards but strive for consistency in the application of our interpretation of industry standards and best practices For example: PMI, ISO, CMM

6. June 1, 2015 Program Management Office - Applied Research6 Research (R-PMO) Definitions Research Program Office - “An organization responsible for Institution wide mentoring and compliance management of Research and Partnership programs.” Research Program Manager - “The management party responsible for planning, coordination, and execution of the Organization research program/projects.”

7. June 1, 2015 Program Management Office - Applied Research7 Research (R-PMO) Definitions Research Program – “Portfolio of research Projects which benefit from a systematic consolidated management approach to delivering ongoing benefits to an Academic Program” Project – Temporary endeavor undertaken to create a unique product, service or result” Project – “ Temporary endeavor undertaken to create a unique product, service or result” Project Management– To describe, organize and complete the work of a Project” Project Management– “ To describe, organize and complete the work of a Project”

8. June 1, 2015 Program Management Office - Applied Research8 Academic Program Research Project Research Program Research Project Project Teaching & Learning Program /Project Relationships

9. June 1, 2015 Program Management Office - Applied Research9 Projects - Analogy A project is a vehicle used to deliver work A project is a vehicle used to deliver work Project Management is the methods by which you will navigate the vehicle or get the work done. Project Management is the methods by which you will navigate the vehicle or get the work done.

10. June 1, 2015 Program Management Office - Applied Research10 Project Deliver Payroll to 124 Main Street by 2:00 pm Thurs May 13 2004 PMO Process Initiate Payroll Delivery Project Plan Delivery Projects Execute the Delivery Project Manage the Delivery Project Complete Delivery Project Close Project Criteria Used a licensed vehicle Assign Bonded driver Follow rules of Road Take planned roads Sign off for delivery

11. June 1, 2015 Program Management Office - Applied Research11 R-PMO Principles Assumes the Prime Customer Role Assumes the Prime Customer Role Leads by Vision & Process Leads by Vision & Process Manages To Deliverables, Dates, & Dollars Manages To Deliverables, Dates, & Dollars Communicates Up, Across, & Down Communicates Up, Across, & Down

12. June 1, 2015 Program Management Office - Applied Research12 R-PMO Principles Involves the Industry’s Best Companies Involves the Industry’s Best Companies Plans Proactively & Mitigates Risk Plans Proactively & Mitigates Risk Drives Enterprise Management & Solutions Drives Enterprise Management & Solutions Commits to Constant Process Improvement Commits to Constant Process Improvement Manages Performance thru Metrics Manages Performance thru Metrics

13. June 1, 2015 Program Management Office - Applied Research13 Prime Partner Role Positions Risk Mitigation thru Strategic Partnerships Positions Risk Mitigation thru Strategic Partnerships Manages Partners & Performance via Metrics Manages Partners & Performance via Metrics Leads Planning & Risk Mitigation Leads Planning & Risk Mitigation Positions Prime as KEY Conduit for Customer Executives Positions Prime as KEY Conduit for Customer Executives Assumes Accountability & Responsibility for ALL in the Program Assumes Accountability & Responsibility for ALL in the Program

14. June 1, 2015 Program Management Office - Applied Research14 Building Blocks Focuses on Business - Not Technology! Focuses on Business - Not Technology! Penetrates Customer Management Top-Down Penetrates Customer Management Top-Down Levels Project Communications Across Teams Levels Project Communications Across Teams Separates & Focuses Partner Communication Separates & Focuses Partner Communication Asks Who Needs to Know in Your Organization? Asks Who Needs to Know in Your Organization? Establishes “The Awareness Program” Establishes “The Awareness Program”

15. June 1, 2015 Program Management Office - Applied Research15 Vision & Process Understands the Enterprise picture Understands the Enterprise picture Broad Landscape vs. “Tunnel Vision” Broad Landscape vs. “Tunnel Vision” Leverage Industry & Operational Experts Leverage Industry & Operational Experts Methods Support “Partnered Solutions” & Management Methods Support “Partnered Solutions” & Management “Can Do - Will Do - Must Do” Leadership “Can Do - Will Do - Must Do” Leadership

16. June 1, 2015 Program Management Office - Applied Research16 Vision & Principle Focuses on Upcoming Horizons & Risks Focuses on Upcoming Horizons & Risks Establishes & Implements Project Standards Establishes & Implements Project Standards Moves & Manages Multiple Projects Moves & Manages Multiple Projects Manages Change Manages Change Assesses Metrics for Hidden Risks Assesses Metrics for Hidden Risks

17. June 1, 2015 Program Management Office - Applied Research17 Prime Partner/Customer Positions Prime as “Strategic Partner” Positions Prime as “Strategic Partner” Focuses Customer on Results & 3D’s Focuses Customer on Results & 3D’s “Deliverables, Dates, Dollars” “Deliverables, Dates, Dollars” Instills Confidence in “Organization Management” Instills Confidence in “Organization Management” Builds Executive Level Confidence in Prime Builds Executive Level Confidence in Prime Manages the Program vs. Writes the Program Manages the Program vs. Writes the Program

18. June 1, 2015 Program Management Office - Applied Research18 Benefits Provides On-Going Audit for Research Program/projects Provides On-Going Audit for Research Program/projects Cultivates Lessons-Learned Environment Cultivates Lessons-Learned Environment Seeks and Implements Peak Efficiency in all processes & partnerships Seeks and Implements Peak Efficiency in all processes & partnerships Balances Improvements with the 3D’s Balances Improvements with the 3D’s Utilizes “The Institution” Knowledge Repository of processes, systems, & experts Utilizes “The Institution” Knowledge Repository of processes, systems, & experts

19. June 1, 2015 Program Management Office - Applied Research19 Program Management Organization Compliance/Delivery Management Admin./Librarian weekly status monthly Steering Committee quarterly review Quality Engineering Audit Performance Metrics Continuous Improvement Perf. to Budget Perf. to Bus. Metrics Perf. to Plan Forecasting Grant Application Enterprise Awareness Business Impact Awareness Partner & Corporate Comm. Knowledge Trans. Sub-contractor Management Human Resource Management Training Resource Balancing Process Mgt. Tools Analysis IT Asset Mgmt. Facilities R&D Methodology Capacity Planning Research/Financial & Performance Management Agency & Partner Communications & Awareness Resource Management Infrastructure Management Quality Assurance R-PMO Innovation Center MANAGEMENT Academic Management Executive Steering Committee Enterprise Planning & Risk Mgt. Enterprise Planning Impact Assess. Triage Contingency Planning Risk Assessment Strategy Selection Project Management Best Practices Project Audit

20. June 1, 2015 Program Management Office - Applied Research20 Brief History 1) Y2K projects brought PMOs to the mainstream 1) Y2K projects brought PMOs to the mainstream concerted and coordinated effort to ensure that their systems could withstand the Y2K cutover. concerted and coordinated effort to ensure that their systems could withstand the Y2K cutover. single-minded focus to coordinate Y2K projects. single-minded focus to coordinate Y2K projects. Long-term value in continuing to coordinate aspects of project management centrally. Long-term value in continuing to coordinate aspects of project management centrally. many potential products and services, many potential products and services, based on needs of the organization and the vision of the R-PMO sponsor based on needs of the organization and the vision of the R-PMO sponsor To be successful, need management agreement on To be successful, need management agreement on overall role overall role general expectations it needs to achieve. general expectations it needs to achieve.

21. June 1, 2015 Program Management Office - Applied Research21 The R-PMO Value Proposition A typical R-PMO is responsible for A typical R-PMO is responsible for deploying a consistent project management methodology, deploying a consistent project management methodology, including processes, templates, and best practices. including processes, templates, and best practices. not a onetime event, but a broad initiative that could cover a number of years. not a onetime event, but a broad initiative that could cover a number of years. R-PMO demands precious resources R-PMO demands precious resources the investment in the R-PMO will be more than saved by implementing common practices the investment in the R-PMO will be more than saved by implementing common practices allow every project within the organization to be completed allow every project within the organization to be completed better better faster faster cheaper cheaper

22. June 1, 2015 Program Management Office - Applied Research22 The R-PMO Value Proposition A full PMO would 1) Establish and deploy a common set of project management processes and templates. Builds the methodology and updates it to account for improvements and best practices. The R-PMO deploys them consistently to the organization. 2) Facilitates improved project team communications by having common processes, deliverables, and terminology. Less misunderstanding and confusion occurs 3) Insure compliance with Partner/Institution Policies

23. June 1, 2015 Program Management Office - Applied Research23 The R-PMO Value Proposition 3) Provides training (internal or outsourced) to build core project management competencies and a common set of experiences. 4) Delivers project management coaching services to keep projects from getting into trouble. Projects at risk can also be coached to ensure they don’t worsen. 5) Tracks basic information on the current status of all projects in the organization and provides project visibility to management in a common and consistent manner.

24. June 1, 2015 Program Management Office - Applied Research24 The R-PMO Value Proposition 6) Tracks organization-wide metrics on the state of project management, project delivery, and the value being provided to the business. The R-PMO also assesses the general project delivery environment on an ongoing basis to determine the improvements that have been made. 7) Acts as the overall advocate for project management to the organization. This includes actively educating and selling managers and team members on the value gained through the use of consistent project management processes.

25. June 1, 2015 Program Management Office - Applied Research25 It might be a program IF It achieves a set of Institution objectives. It achieves a set of Institution objectives. It is an ongoing endeavor providing value It is an ongoing endeavor providing value Provides direction to Projects Provides direction to Projects Sets structure and criteria for selecting and prioritizing Research Programs/Projects Sets structure and criteria for selecting and prioritizing Research Programs/Projects It is identified in Strategic Plan It is identified in Strategic Plan Directs a portfolio of projects that benefit from a consolidated approach Directs a portfolio of projects that benefit from a consolidated approach

26. June 1, 2015 Program Management Office - Applied Research26 Research Program Relates directly to a Program of Studies Relates directly to a Program of Studies It achieves a set of Academic Program objectives. It achieves a set of Academic Program objectives. It is an ongoing Research / Academic endeavor providing community value It is an ongoing Research / Academic endeavor providing community value Provides direction to Research Projects Provides direction to Research Projects Sets structure and criteria for selecting and prioritizing Research Projects Sets structure and criteria for selecting and prioritizing Research Projects Directs a portfolio of Research Projects that benefit from a consolidated approach Directs a portfolio of Research Projects that benefit from a consolidated approach

27. June 1, 2015 Program Management Office - Applied Research27 It is a Project “IF” It has a definite start and End It has a definite start and End Has resources assigned to complete Deliverables or achieve Results Has resources assigned to complete Deliverables or achieve Results It has a unique Product, Service or Result It has a unique Product, Service or Result It is Planned, Executed and Controlled It is Planned, Executed and Controlled

28. June 1, 2015 Program Management Office - Applied Research28 Next Steps Approve a Mandate to proceed Approve a Mandate to proceed Allocate Funding & Resources Allocate Funding & Resources Agree on timeframe and expectations Agree on timeframe and expectations

29. June 1, 2015 Program Management Office - Applied Research29 Low Hanging Fruit Standard Documentation Templates Standard Documentation Templates Standard Memorandum Template Standard Memorandum Template Basic Project Management Basic Project Management Walk a mile in my shoes sympathy Walk a mile in my shoes sympathy

30. June 1, 2015 Program Management Office - Applied Research30 We Agree To Contribute Best Practices Contribute Best Practices Contribute Programs & Projects Contribute Programs & Projects Follow published guidelines Follow published guidelines Try new ideas Try new ideas Communicate to Peers and Staff Communicate to Peers and Staff Involver the R-PMO in Projects Involver the R-PMO in Projects

31. June 1, 2015 Program Management Office - Applied Research31 We Continue to Serve You Thank You Thank You

32. June 1, 2015 Program Management Office - Applied Research32

33. June 1, 2015 Program Management Office - Applied Research33 Links http://www.colecompany.net http://www.colecompany.net http://www.colecompany.net

34. June 1, 2015 Program Management Office - Applied Research34