Nr. 2-2004 omslag - Norsk senter for prosjektledelse - NTNU

determine the procedures it will followand the tools and techniques to use.The PMO can provide assistance bysetting up basic standards to be followedon each project. This processwould consist of a set of core tasks tobe performed on each project withstandard templates for items such asthe project plan, work breakdownstructure, resource breakdown structure,and the activity list. When the organizationthen has a consistent approachto project management, each projectcan proceed more effectively and efficiently.Project professionals can transitioneasily to new projects, as there willbe a common frame of reference forproject management in the organization.Standardize ReportingReporting on projects is a mandatoryactivity in most organizations. If theorganization does not have a PMO,however, each project has to establishits own system. Reports tend to be preparedin response to special requests.At times, the project team may feel thatit is spending undue amounts of timeresponding to requests for informationby stakeholders. The PMO can provideassistance by setting up standard reportforms for use on each project and byspecifying internal reporting requirements.It further can establish an internaldistribution system for reporting.Select, Operate, and Support ProjectManagement SoftwareThe increased visibility of projectmanagement as a competitive necessityfor organizations has led to a widevariety of software tools that can beused. Selecting the right tool or set oftools to use is important. The toolsrange from those for enterprise projectmanagement to a specific application,such as scheduling, estimating, or configurationmanagement. The PMO staffcan take responsibility for softwareselection, operation, and maintenance.Through standard tools, it then is easierto analyze data on projects, minimizeduplicate data entry, and facilitateinformation exchange. The PMO staffcan be trained in use of the softwareand then can provide support to eachproject team in terms of installing thesoftware, populating the database, keepingthe system up to date, preparingreports, and distributing them to stakeholders.Project Start-Up AssistanceIn many organizations, the projectmanager is assigned at the beginning ofthe planning phase of the project.Often, when the project manager isassigned, the team members have notyet been identified. Until the project isfully staffed, the PMO can provideresources to support the project on aninterim basis. These staff members candesign the information systems, definethe control systems, set up the projectworkbook, establish a “war” room orteam room, prepare documents, andprovide overall staff support.Further, the PMO staff can provideassistance in the preparation of the projectcharter and the scope statement.The PMO can provide standard formatsfor these critical documents andcan assist in their development.Once the team has been established, akick-off meeting is recommended.During the kick-off meeting, teammembers can get to know one another,establish working relationships, and setspecific team goals and operating proceduresthrough the preparation of ateam charter. The PMO can facilitatethe kick-off meeting to create a conductiveatmosphere in which open communicationis fostered from the beginningon the project.Risk Management SupportManaging risk is a key component ofproject success and is an ongoing activityon each project. The PMO can preparea template for a risk managementplan that each project can use. Thistemplate can help the team determinehow to handle risk management activitiesand ways to ensure that risk hasvisibility at the project and organizationallevels. It can assist the team indetermining specific threshold criteriafor risks. The PMO can identify, categorize,and analyze specific risks basedon previous work in support of otherprojects in the organization. Checklistsand tables can promote consistency anduniformity. Once risks have been identifiedand analyzed, the PMO staff cansupport the team in tracking and monitoringthem. Risk audits and reviewscan be conducted. With PMO involvement,a repository or database can beset up on risk management as part ofan overall knowledge management systemin the organization.Project Monitoring and ControlThe PMO additionally can support theteam in project monitoring and control.It can set up and maintain a projectvisibility room, team room, informationroom, or “war” room to enable theteam to share ideas and information.Up-to-date information can be maintained.Additionally, since many projectteams lack the luxury of a team memberto serve as a documentation manageror configuration manager, the PMOcan support the project team by maintainingproject documentation or theproject workbook. Effective projectdocumentation supports the projectmanagement information system.Then, as the project moves into the executingphase, the PMO can assist in theareas of tracking and managing changesto project requirements by establishinga standard change control system andan integrated change control process.With PMO involvement, a change onone project that may affect anotherproject in terms of resources, schedule,or quality issues can be identified andcoordinated.Administrative assistance can be providedto help the team monitor and trackperformance. The PMO staff can reviewobjectives against the plan and cansuggest needed changes and preventiveaction before serious problems develop.It can promote issue resolution by establishingand maintaining an issue trackingsystem.Further, the PMO can assist in establishinga standard format for project reviewsto assess the status and report theprogress of the project. It is importantto look at the project from a strategicperspective to determine whether theproject is meeting its objectives andshould continue to receive resources.The PMO staff can help project teamsprepare for these reviews and can facilitatethem so they are conducted in aneutral, objective way.➢Prosjektledelse Nr 2-2004 17