12 Pages APA – Price/Deadline Not Negotiable – Human Resources/Project Management Experts ONLY!!!
Section 3 – PMO Recommendations
Milestone 1 & 2 Attached as a reference.
The purpose of the Portfolio Project is to synthesize current research about the project management office (PMO) for the purpose of developing a PMO recommendation. The Portfolio Project is structured to help you demonstrate understanding of the course material, as well as the implications of new knowledge gained from research beyond the course readings and lectures.
Your Portfolio Project will be developed in three independent but cohesive sections, which considered in whole constitutes your PMO recommendation. The three sections are:
Section 1: Subject Organization and Rationale
Section 2: PMO Mission, Charter, and Competency
Section 3: PMO Recommendations ****************
Sections 1 and 2 will be submitted as Portfolio Project milestones in Modules 3 and 6, respectively.
Section 3 will constitute your final Portfolio Project assignment, which due at the end of the course in Module 8.
Based on your Section 1 choice, one of the two PMO recommendation options will be performed for your Portfolio Project assignment, which are described as:
Option #1: Recommendation for the implementation of a new PMO
For Section 3 (submitted in Week 8): PMO Recommendations of the Portfolio Project, you will build on the information detailed in your Portfolio Project Sections 1 and 2. Based on analysis of your subject organization and further research, develop either Option 1 or Option 2 recommendations for key aspects of the PMO that optimally support the subject organization’s PMO framework as designated in Section 2. To this end, substantively address the following key elements for your subject organization’s PMO recommendation:
Designate recommendations, with appropriate rationale, for each of the following PMO key elements:
PMO type
PMO structure
PMO culture
PMO project methods
PMO project tools
PMO governance
PMO risk management
PMO business integration
PMO global challenges
Other relevant PMO considerations
Recommend professional development for PMO advancement
Apply aspects of the project manager competency development (PMCD) framework for the PMO’s professional development.
Designate professional certification requirements.
Describe mentorship role.
Identify project and portfolio leadership
Submit your Section 3 Portfolio Project final assignment as a single Microsoft Word document to the Module 8 submissions area established for this purpose.
Your essay should address the following requirements:
Your well-written PMO recommendation essay thesis should be 12 pages in length, which does not include the title, reference, or appendix pages. You need to add headings and subheadings associated with each of the bullet points listed in the Section 3 requirements.
Format your paper per the C(Links to an external site.)SU Global Writing Center(Links to an external site.), which includes an introduction and conclusion.
Include title and reference pages.
In addition to your course textbook, cite at least six current (published within the past 5 years) scholarly resources (peer-reviewed, official governmental reports, and other scholarly source) to support your suppositions, assertions, and conclusions. To enhance your learning experience, scholarly resources are available from the CSU Global library.
Include an appendix for tables and figures as appropriate.
Please write clearly, concisely, and cohesively; use section level headers to organize the key elements of your thesis.
Running head: SUBJECT ORGANIZATION AND RATIONALE 1
SUBJECT ORGANIZATION AND RATIONALE 7
Subject Organization and Rationale
Students Name:
Institutional Affiliation:
Subject Organization and Rationale
Introduction
Fortune manufacturing company is my subject organization. Its vision is to become the leading company that deals with renewable energy (Tao & Yina, 2016). A culture has been established in the organization, and various tools and methods have been used in projects. There was a rationale for the establishment of the company, and various goals were set.
Organization’s Name
Fortune Manufacturing Company
Vision. Mission and Values Statement
Vision: To become the leading company in the world that is dealing with renewable energy.
Mission: To become the leading company in the installation, design, manufacture, and supply of solar products through responsibly conducting business.
Value Statement: Ensure customer satisfaction, uphold integrity, ensuring that staff is well trained, and encouraging creativity and innovation.
Customers are retained when they are attended in a welcoming way and get quality products (Tao & Yina, 2016). Besides, other things, like after-sales services, make them feel satisfied. Proper training should be done to the staff members to know how to handle customers and conduct other activities responsibly. Also, every employee in the organization is expected to ensure integrity. Innovation and creativity are expected from employees, and thus, there will be the company’s growth and expansion.
Industry Type and Organization Demographics
Fortune manufacturing company is in the manufacturing industry, where it is dedicated to high quality and ensures that sales are progressive. It started as a small sand casting foundry in 1981 and grew into an elite valve manufacturer (Tao & Yina, 2016). The firm employs a team of highly qualified engineers, and they are dedicated to making sure that the company becomes the best.
Organizational Culture
In the company, a culture of producing high quality has been cultivated. As a result, customers get satisfied, and they keep returning and recommend others. Providing quality to customers makes them see the value of their money. Besides, the company’s team is dedicated to making the company shine in the industry (Tao & Yina, 2016). They own the vision and mission of the company and give their best in what they do. They know that they have to make things happen instead of waiting for them to happen. Studies done have shown that companies with good teams perform better than those who have less dedicated teams. These employees are creative and innovative, where they come up with new ways of doing things. Funds are set aside to make sure that the ideas that are suggested are tested and implemented. These are employees who are highly qualified and know what is expected of them.
Executive Sponsor and Key Stakeholders
The company’s executive sponsor is the small sand casting foundry, and the stakeholders include Fortune valve, the USA, Fortune valve Canada and Arch metal industries.
PMO Business Case
Various projects have been managed in the company using the following methods.
1 Agile Method
It is usually used for projects that are incremental and iterative in the company. Teams that work for the company collaborate with the customers so that the customers’ demands can be met. It was created to develop soft wares, and it was meant for responding to the needs that were not met by the waterfall method. The waterfall method was not able to meet the industry’s demands, which was becoming highly competitive.
2 Scrum
Five values of this method are used for the management of projects in the company. These values include respect, courage, commitment, focus, and openness. Development, delivery and sustenance of complex products are done through accountability, Iterative progress, and collaboration. Sprint retrospective, sprint review, daily scrum, sprint planning, and sprint are scrum events. Sprint backlog and product backlog are the artifacts of the scrum method.
3 Kanban Method
Using the method, a painting of the workflow process is done where high-quality results are delivered. It operates under six practices: collaborative evolution, use of feedback loops, making policies to be explicit, flow management, limiting the progress of work, and visualization (Fernandes et al., 2020). There are various stages of the development process, and they are signaled using visual cues of the Kanban method. Kanban swim lanes, Kanban board, and Kanban cards are the cues that are involved in the process.
4 Method
Waste is minimized while the value of customers is maximized using the lean method. There is the use of fewer resources to create customer value. Three types of waste are identified using this method: muri, mura, and Muda.
5 Waterfall Method
When using this method, the progress flows in one direction the same way a waterfall does. It originated in the construction and manufacturing industries and has no flexibility since it has physical environments that are structured (Bredillet et al., 2018). The method’s phases include system and software requirements, analysis, design, coding, testing, and operations.
6 Six Sigma
In a process, what is working and what is not working is identified using the methods to improve quality. Quality methods, which are statistical and empirical, are the ones that are used.
7 Project Management Institute (PMI)
It is a set of standards that are helpful in project management where five process groups are used. These groups include initiating, planning, executing, monitoring, and controlling, and closing.
Project Management Tools
There are various project management tools used in the organization which includes the following:
1. Gantt Chart
It is used for the management of projects through the breakdown of projects into a series of tasks. It shows the start and end date of the task and the duration, and tasks are run in an overlapping manner, parallel, and sequentially (Arbabi et al., 2020). There is the use of small diamond shapes to highlight the important events called milestones. Tracking of the project progress is easy due to the visual representation of the Gantt chart.
2 PERT Chart
It is a tool that is used to plan and schedule the project and track its phase of implementation (Tao & Yina, 2016). Start and end dates, time allocation, and the PERT chart shows task division. It is easy to see the relationship between activities using a PERT chart rather than a Gantt chart.
3 A Work Breakdown Structure
It enables the scope of the work to be visualized.
4 Calendar
It is used to manage time when carrying out a project.
Project management Experience
There is vast experience in the management of projects. Time has been spent in the planning, leading, and management of projects.
Project Management Maturity
There is a proper following of the process that is involved in the management of projects. Maturity depends on the set goals, strategies, needs, and scope.
Perceived PMO Benefits for the Organization
Overarching Business Rationale
The reason for the business’s establishment is to meet the needs of the customers in the market. In the process, the founders were able to make a profit.
Long Term Measurable Goals
1 To increase production
An increase in production will be done due to high demand, and thus, more sales will be made.
2 To improve quality
3 To increase customer satisfaction
First Year Specific Goals and Metrics
1 To break even
After that, the company will start making profits, and thus, every staff member will have better pay.
2 To gain customer share by at least 2%
The more the customers, the more the products that will be sold and thus, more profits will be received.
Quantified Value Proposition (Short and Long Term)
Offering higher quality products is the aim of the company. Surveys have been conducted, and the needs of the customers have been identified (Tao & Yina, 2016). Besides, strategies have been developed to ensure that those needs are addressed as soon as possible.
Conclusion
Fortune manufacturing company was started in 1981, and it has grown in size with time. Its vision is to become the leading company that deals with renewable energy. There is a culture of commitment in the organization where the needs of the customers are put first. Various projects have been managed in the organization, and some of the methods include waterfall and agile. Some of the tools include the Gantt chart and the PERT chart. One of the reasons for establishing the company was to meet society’s needs.
References
Arbabi H, Saleh-Taleshi M & Ghods K. (2020). The role of project management office in developing knowledge management infrastructure. Retrieved from https://www.emerald.com/insight/content/doi/10.1108/ECAM-11-2019-0600/full/html
Bredillet C, Tywoniak S & Tootoonchy M. (2018). Exploring the dynamics of project management office and portfolio management co-evolution: A routine lens. International journal of project management. 3691), 27-42. https://doi.org/10.1016/j.ijproman.2017.04.017
Tao L & Yina Z. (2016). Temporal and spatial transformation of participation in the global division of labor of the Yangtze River delta region in 2000-2010: Based on fortune 500 foreign manufacturing companies. Retrieved from http://en.cnki.com.cn/Article_en/CJFDTotal-CSFY201603008.htm
Fernandes G, Pinto E.B, Araujo M & Machando R. (2020). The roles of a programme and project management office to support collaborative university-industry R&D. 31(5-6), 583-608. Top quality management & business excellence. Retrieved from
https://www.tandfonline.com/doi/abs/10.1080/14783363.2018.1436963 Running head: PMO CHARTER, MISSION, & COMPETENCY 2
PMO CHARTER, MISSION, & COMPETENCY 2
PMO Charter, Mission, and Competency
Students Name
Course Code: Course Name
Professor
Date
PMO Charter, Mission, and Competency
Introduction
Project management office, Acronym as PMO, is a body, group, or department in an organization whose roles are to define and maintain project management standards with the company. In most cause PMO regulates the execution of a project to lead to higher productivity. PMO plays a vital role in the success of project management and execution in any organization. For example, the PMO team creates standards project management tools and methodologies (Aubry, 2015). For example, PMO for Fortune Manufacturing recommends using project management tools such as Gantt chart, work breakdown structures, and calendar while dealing with manufacturing. Gantt charts, for example, help the organization in streamlining, allocating, and tracking project resources and project activities. PMO team can also facilitate the portfolios, foster strategic management decisions, and monitor and report active project portfolios. There are many ways an organization can establish a PMO. An organization that creates a clear, logical organization definition have a better chance of meeting the expectations of the project stakeholders, which include the project sponsors and client specification. Project managers must ensure that the PMO mission and vision statement must align with the overall organization’s mission statement so that the company can impress not only the project sponsors but also other stakeholders such as the clients. An effective PMO reflects the company’s mission and vision statement, organization values, and objectives. Other relevant input in the PMO mission and vision statement.
A general overview of Fortune Manufacturing Company
Fortune manufacturing company, which started in 1981, is a company that deals with installations, supply, and manufacturing of solar energy products. The company aim at ensuring that there is sufficient renewable energy around the globe by designing and supplying solar energy products in the world market. The company vision statement is to become a world-leading company in supplying renewable energy products. Simultaneously, the mission statement is a leading company in the installation, design, manufacturing, and supply of solar products through responsibly conducting business. The values that drive the Fortune Manufacturing Company are customer satisfaction, integrity, creativity, and innovation. Fortunate solar energy company utilizes several project managements tools and methods such as the Gantt chart and pert charts, agile project management methods, and Kanban.
Fortune Manufacturing Company PMO’s Mission and Vision
Mission Statement
Fortune Manufacturing Project Management Office, PMO, and mission are to ensure integrity in implementing sound project management practices that meet environmental standards. The aim is to enable Fortune Company to design and supply renewable products in the market by ensuring creativity and innovation in designing solar products.
Fortune Manufacturing Company’s vision statement is to be a leading department in designing tools and standards that will enable the company to meet the strategic vision of developing sustainable solar products.
Alignment of PMO’s Mission and vision statement to the Fortune Company
The PMO mission statement is aligned with the Fortune manufacturing company in that both aims at ensuring the company meets the strategic goals by meeting the environmental standards through designing and supplying of solar energy products.
PMO Stakeholders
PMO stakeholders include the government, customers, designers, developers, and shareholders. Other key stakeholders are environmentalists and competitors. Developers, for example, have vested interest in designing programs that will reduce time and cost associated with tracking resources and assigning the resources.
PMO’s Charter
PMO’S Business Purpose
The main purpose of the Fortune Project Management office is to ensure project management procedures, tools, and standards meet the overall company objectives. For Fortune Manufacturing Company, tools can include PERT, Gantt Charts, calendar, and work breakdown structures. A project management office that uses the Gantt chart can easily track project progress, effectively allocate resources, and track project resources and activities. PMI has come up with standardizing methods of handling project activities. These methods include agile, scrum, Kanban, and waterfall methods.
PMO’S Alignment and Affiliation
PMO should align the project activities to the company strategy (Campbell, 2016). For example, Fortune Manufacturing should ensure that crucial activities such as designing, installation, and supplying electrical products meet the sustainability demands of the company.
PMO’S Empowerment Authority
PMO’S empowerment authority comes from the ability to handle the project through effective tools and methods. For example, the project manager leading the Fortune solar manufacturing company will have insight into management because of the existence and use of the PMO tools and methodology. For example, a project leader will be empowered to track the resources when the PMO implements PMO tools such as the Gantt chart and PERT chart. Project management tools create the
PMO’ Fiscal Management
PMO allows the all-year-round management of the project or program. For example, a tool such as a scheduler allows the project to track the milestone from the beginning to the end of the project. Milestone scheduler as a tool allows the managers to have a clear vision of how the team manages the time and resources such as the financial. A project Gantt chart can document the activities and time the project takes throughout the year.
Charter Approval
A project charter a formal document that builds a solid foundation for a project. A project charter is a one or two-page document that provides guidelines to the stakeholders and how they will appoint the project manager. It is rare to alter the project charter document except when top-level management needs to alter some parts of the document. It is the work of the sponsor to accept and approve the company’s project charter so that the team allocates the resources to the organization. When sponsors approve the project charter, they start giving the green light to the commencement of the project. The shareholders and other stakeholders approve the Fortune Manufacturing Company project charter. The project charter as the following information: The appointed project manager, scope, budget and milestone, and list of shareholders. For example, in Fortune manufacturing company project charter define who lead the project, highlight the list of shareholders, and the project cost.
PMO Competency Continuum Stage
PMO Competency Continuum Stage Determination
The role of PMO range from project oversight to strategic alignment. While oversight and control are on the lower continuum, business integration and strategic alignment, on the other hand, lies in the higher continuum (Hill, 2004). The five PMO stages indicate the project have achieved maturity as PMO roles and responsibilities changes from oversight and control to strategic business alignment at the higher competency stages.
Stage 1: Project Oversight
Project oversight is the level in the extreme lower end of the continuum. During this stage, the role of the project manager is to ensure the project achieves its deliverables and objectives at the speculated cost and time. For example, the design department should ensure that solar energy products meet trio-constrains. A project manager ensures the organization meets the schedule, and there is the effective utilization of the resources.
Stage 2: Project Control
Project control is the second stage, where the role of PMO is basic. For example, Fortune Manufacturing project manager provides a standard and repetitive across all the projects
Stage 3 Project Support
It is a standard PMO where the roles of the project manager are to build cohesiveness among the project team. In this case, a project manager’s role is to ensure strong collaboration between the supply department and the design teams when manufacturing solar products.
Stage 4 Business Integration
Project advance toward maturity. Project managers apply integration project management capability as the business aim to achieve the objectives
Stage 5 Strategic Alignment
It is a stage where the PMO manages continuous improvement and cross-functional teams to achieve strategic business goals (Kerzner, 2003). The project manager ensures that there is a connection between daily operations and the company’s strategic plan.
PMO Competency Continuum Stage to the Organizational Project Management Maturity Model (OPM3)
OPM3 is a tool for integrating the best project management practices. When using the OPM3 tool, it is important to learn that three major domains are the project, program, and portfolio. While the four stages of maturity are standardized, measure, control, and continuous improvement (L & Whelbourn, 2003). OPM3 identifies the best practices with the three domains of project, program, or portfolio. Fortune Manufacturing stakeholders, for example, can use the OPM3 to identify where the best practices can fall and at what stage. For example, Fortune manufacturing stakeholders can easily tell when to use a resource sheet in project management. The stakeholder must have a framework where the best practice falls in the domain and its rightful stage. OPM3 domain is project management, program management, and portfolio management, which are the organizational project management maturity. The OPM3 identify the project management process groups and create a framework where the stakeholder can visualize how these processes interact with an additional domain such as program and portfolio (Arif Wijaksono et al., 2020). An example is how the information flows in the Fortune Manufacturing Company from the imitation stage to the closures. Organizational Project Management Maturity Model (OPM3) highlights the five levels of maturity as Initial process, structured process and standards, managed process, and five Optimize process level, respectively.
In conclusion, PMO in an organization is an essential department that ensures project management best practices within the organization. The main work of PMO is to regulate project management activities in such a way that an organization may achieve its strategic role. PMO design the best practices, methods, and tools necessary for an organization to achieve its goals (Hydari, 2012). PMO is necessary for every organization because it is a body that regulates all the activities that are related to project planning. A PMO tool includes Gantt charts and PERT charts, which help the organization is communicating, analyzing, and monitoring project management activities and resources. Gantt chart, for example, helps project managers is establishing the time a project can tale to complete. It can also highlight possible challenges such as overestimation of resources or underestimated resources. Gantt chart tools help in creating accountability in the organizations. A PMO defines the best method an organization can use, for example, the flow chart and Kanban, which are important when designing a product or testing a prototype. The company shareholder or sponsors sign a well prepare project charter as a means of commencing the project and creating the commitment to provide the resources.
References
Arif Wijaksono, F., Pratami, D., & Fuad Bay, A. (2020). Measurement of Risk Project Maturity Using Organizational Project Management Maturity Model (Opm3): Study Case Of Construction Project In Bandung.IOP Conference Series: Materials Science And Engineering,852, 012098. https://doi.org/10.1088/1757-899x/852/1/012098
Aubry, M. (2015). Project Management Office Transformations: Direct and Moderating Effects that Enhance Performance and Maturity.Project Management Journal,46(5), 19-45. https://doi.org/10.1002/pmj.21522
Campbell, G. (2016).PMO Alignment to Company Strategy: A Two-Way Street. ProjectManagement.com. Retrieved 26 September 2020, from https://www.projectmanagement.com/articles/352651/PMO-Alignment-to-Company-Strategy–A-Two-Way-Street.
Hill, G. (2004). Evolving the Project Management Office: A Competency Continuum.Information Systems Management,21(4), 45-51. https://doi.org/10.1201/1078/44705.21.4.20040901/84187.6
Hydari, H. (2012). Book Review: The Virtual Project Management Office: Best Practices, Proven Methods.Project Management Journal,43(5), 102-102. https://doi.org/10.1002/pmj.21295
Kerzner, H. (2003). Strategic Planning for a Project Office.Project Management Journal,34(2), 13-25. https://doi.org/10.1177/875697280303400203
L, S., & Whelbourn, F. (2003).PMI organizational maturity model. Pmi.org. Retrieved 26 September 2020, from https://www.pmi.org/learning/library/pmi-organizational-maturity-model-7666.
