Our flexible and practical approach to implement a PMO in your organization

Lean PMO is astana’s proposal for the implementation of a project management office without huge investments of time and money in methodology, tools, training, procedures, etc.

Lean PMO is composed of the services described below. But you can look at them independently. You choose which of them are right for your organization and to which extent and astana helps you to implement and adapt them to your specific needs.

LeanPMO

Portfolio Management

Portfolio Management includes the centralized management of all the initiatives in an organization from ideas being studied to approve projects to be executed.

The decision making process to choose the right projects for the organization must be guided by its strategic objectives:

  • Identify all the initiatives, programs or projects that run in the organization and is able to analyze them in order to be presented to be evaluated.
  • Define the criteria aligned with business strategy to classify the different initiatives
  • Estimate the investment needed to perform the different initiatives (money, people, etc.).
  • Present the initiatives portfolio ordered by business priorities.
  • Identify touching points between projects and decides whether they must be arranged in a program
  • Lead the discussions with the management team to approve the portfolio of projects
  • Ensure the right governance structure for each project including the designation of a committed sponsor
  • Periodically review the portfolio status and lead proper discussions to make changes
  • Owns the Portfolio Strategic Management process inside the PMO
Project Management methodology

Define, develop and implement the Project management methodology to be consistently used by the organization. It includes best practices, processes and procedures, templates and tools.

  • The proposed methodology fits with your organization requirements but is based on known standards as PMBoK© from PMI or agile methodologies like Scrum or Kanban,
  • Select, implement and support the software based tools used for project management in the organization
  • Perform periodic audits to ensure that the organization is following the approved methodologies and tools
Project Management

This service includes the management of projects assigned to th PMO, using the methodology and tools defined by the PMO

  • Project Managers belongs to a central organization and they are assigned to specific projects as needed
  • The project managers use the authorized methodology to manage the projects they have assigned to. Typically this methodology will include the following phases: Initiating, Planning, Executing, Monitoring and controlling, Closing
  • Project managers are responsible of producing status and progress metrics and delivering them to the reporting service for the production of consolidated reports
Training/Coaching

This service applies to any role involved in project management regardless whether they belong to the PMO

  • Perform Project Management training courses for the organization
  • Give advice to the different roles involved in project management on how to perform successfully
  • Define the career path for project management roles
  • Ensure the right governance structure for each project
  • Coach project managers and business sponsors on how to kick off their projects
  • Give expert advice when needed in critical and complex phases of a project
Program Management

This service fits better into organizations whose program managers belongs to the PMO

  • A program is a group of related projects managed in a coordinated way. This coordination may provide decreased risk, economies of scale and improvement management that could not be achieved if the projects were not managed as parts of a program.
  • Some examples of programs are: * a set of projects that impact the same business area; * a set of projects that updates the same database; * a set of projects that use the same technology
  • Program Managers belongs to a central organization and they are assigned to specific programs as needed
  • The program managers use the authorized methodology to manage the programs they have assigned to. Typically this methodology will include the following phases: Initiating, Planning, Executing, Monitoring and controlling, Closing
  • Program managers are responsible of producing status and progress metrics and delivering them to the reporting service for the production of consolidated reports
Resource Management

Resource management is the discipline that deals with the assignment of resources to different projects, the management of the capacity of those resources and the cost associated to the utilization of those resources.

  • During the planning phase of the portfolio, resource management assigns generic roles to the projects to get an estimation of the needs of the different profiles
  • Resource management must compare the theoretical need of resources produced by the planning with the actual level of resources available. It must identify gaps and plan for how to manage those situation (acquire more resources, make the duration of the project larger, etc.)
  • Give actual visibility of how the resources are being used
  • When a time tracker system is uses, capacity management is able of providing historical information that will help with the planning of the future projects.
Executive Reporting

The objective of this service is to measure the performance of the individual projects and the portfolio of projects as a whole.

  • Define the key performance indicators (KPIs) that are used to track the status and progress of the projects
  • Actually check the projects status
  • Produce the agreed reports able to communicate the projects and portfolio status to the different levels of the organization
  • Executive reporting is in charge of escalating the issues related to projects to the appropriate governance bodies. It must lead the discussions to make decisions to correct those issues