seat58F
outsourcing relationships: international, inter-economic, interpersonal
September 4, 2010 ~ 09:43:17 AM * -07:00ST
no PMO, no info
Post # 394 by
admin on May 9th, 2009 ~ 06:20:54 PM
Posted as PMO |
No Comments »
a missing PMO means that there is no inventory of in-flight projects, there’s nothing to show to the new service provider in terms of high priority stuff that needs to get done. you have to interview at the engineer level to find out what is going on, who is paying for it, and which business sponsor is relying on it.
we assumed you knew…
Post # 376 by
admin on May 6th, 2009 ~ 10:54:09 AM
Posted as PMO |
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Keep the project team informed of key dates and assumptions. They are your early warning system for potential overruns. Any sort of obstacle should be handled by an escalation process. It should be able to address resource issues, but it also a conduit for client satisfaction issues that may blow up the project scope.
my friend: the SOW template
Post # 371 by
rc on May 4th, 2009 ~ 05:50:23 AM
Posted as PMO |
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The SOW template should help pry acceptance criteria from the client. Better yet, a user acceptance test document helps control the cost of excessive tweaking and discussion about missed schedules at the end of the project.
slide throttle to the left….
Post # 362 by
rc on May 3rd, 2009 ~ 01:41:32 PM
Posted as PMO |
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New projects somehow magically appear without some sort of throttling mechanism in place. A good service request process helps the client do their own prioritization, and to be very clear about requirements. Servie request tracking ensures that resources are identified and that the projects are tracked and billed.
A SOW template gets everything off on the right foot by capturing organizational policy and setting the governance tone. Standard approvals, even for investigations, helps people remember that resources are scarce.
delegated approvals
Post # 368 by
rc on May 2nd, 2009 ~ 02:47:12 AM
Posted as PMO |
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Unexpected stuff gets into the pipeline via the “delegated approvals” trick. Once they are in, these projects are only re-evaluated during some prioritizing event or during a cost overrun.
its 8pm; do you know where your engineers are?
Post # 218 by
rc on April 8th, 2009 ~ 11:43:18 AM
Posted as PMO, resource |
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resource management generally helps provision engineering resources to the highest priority active need.
we know about the current and near-term availability of every engineer in the pool.
we also know their skills.
we have a view of pending maintenance requirements and new project work. (all of which is prioritized by the PMO).
PMO critical success factors
Post # 213 by
admin on February 27th, 2009 ~ 03:31:40 AM
Posted as PMO |
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ideally, the PMO is not autonomous. it should take direction from the executive committee and then make appropriate adjustments to the service development pipeline. project priority needs to be flexible enough to accomodate changing business needs.
the PMO understands resource availability really well. it should also be able to delegate actions to other suppliers. a good PMO scorecard looks like this:
who pays?
Post # 269 by
admin on February 15th, 2009 ~ 09:53:31 AM
Posted as PMO, innovation, r&d, xPMO |
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the executive committe xPMO pays for straight innovation. they have the larger window on the business landscape.
the client manager pays for r&d with funds derived from the contract.
the xPMO should be aware of client specific requirements and have a seat at those PMO meetings.
