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ORIENTATION WORKSHOP. General Authority of Civil Aviation Program Management Office (PMO). Jeddah April 11, 2006. This document is confidential and is intended solely for the use and information of the client to whom it is addressed. Table of Contents.

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ORIENTATION WORKSHOP

General Authority of Civil Aviation

Program Management Office (PMO)

Jeddah

April 11, 2006

This document is confidential and is intended solely for the use and information of the client to whom it is addressed.


Table of contents

Table of Contents

Introduction to Program Management Concepts

GACA Program Management Office (PMO)

GACA PMO Communication Plan

GACA PMO Toolkit


The objective of this workshop is to introduce the pmo role structure and processes
The objective of this workshop is to introduce the PMO role, structure and processes

Orientation Workshop Document

Content

Agenda

  • The key objective of this workshop and this document is to act as a reference and training manual for program management

  • During this workshop, we will cover the following

    • Overview of the PMO role and structure

    • Detailed description of the PMO processes and overview of accompanying tools

    • Description of the roles and responsibilities of the Steering Committee, PMO team Members, Project Managers, and Project Coordinators

    • Selected PMO projects

    • Proposed communication plan

  • This workshop handout also includes snapshots and examples of all PMO tools, reports and templates to be followed by all stakeholders

  • 08:30 – 08:45 Introduction

  • 08:45 – 10:00 BAH Scope of Work

  • 10:00 – 10:15 Break

  • 10:15 – 12:30 PMO Training Session


Table of contents1

Table of Contents structure and processes

Introduction to Program Management Concepts

GACA Program Management Office (PMO)

GACA PMO Communication Plan

GACA PMO Toolkit


The majority of large scale transformation programs do not live up to expectations
The majority of large scale transformation programs do not live up to expectations

  • 16% will be delivered on time and on budget

    • Clear statement of requirements

    • User involvement

    • Exec. Mgt. Support

    • Proper training

Successful

  • 53% will be late, over budget and/or deliver less than the requirement

    • Incomplete requirement

    • Lack of user involvement

    • Lack of resources

    • Unrealistic expectations

    • Lack of Exec. Mgt. support

  • 31% will be cancelled

  • Business case invalid

  • Funding

  • Prioritisation

Under Perform

Cancelled

Note: Transformation programs include Post-Merger Integration

Source: Standish Group International

A “Program” consists of multiple complex “Projects” aiming for a common goal


Poor governance and planning tend to be the most significant reasons behind project and program failure

Why Projects / Programs Fail

Others

Technical Problems

Problems with Suppliers

Bad Organization and Project Management Practices

Insufficient Project Personnel Resources

Ineffective Project Additions

Poorly Defined or Missing Project Objectives

Source: Survey from 2500 personnel attending project management training, 2001


A program management office pmo effectively helps in addressing these challenges
A Program Management Office (PMO) effectively helps in addressing these challenges…

EXAMPLES

Challenges

Benefits of PMO

  • Project mission and tasks are poorly defined

  • Lack of a clear process for escalating risks to senior management

  • Insufficient reporting to support top-management decisions

  • Ineffective enforcement of project controls and policies

  • Conflict between line, Project Managers

  • Projects do not meet deadlines / milestones

  • Lack of standardized reports and reporting frameworks for all projects

  • Drift between business requirements and project results

  • Fragmented project plans

  • Identifies gaps in realization of strategic objectives

  • Escalates current risks and identifies potential risks earlier

  • Ensures proper communications to relevant stakeholders

  • Improves monitoring and control of projects

  • Mediates issue resolution

  • Increases efficiency in tracking progress of projects

  • Integrates project plans for all (dependent) projects


And typically accelerates progress increases value and reduces risk of failure
… and typically accelerates progress, increases value and reduces risk of failure

– Values of an Efficient PMO –

VALUE ($)

Efficient Program Management Office

Value 2: Delivers Incremental Value

Traditional Program Management

Implementation

Validation& Detailing, Planning

Failure

Planning

& Set-up

Failure

Failure

Assessment & Concept Development

TIME

Value 3: Reduces

Risk of Failure

Value 1:

Accelerates Progress


Booz Allen Hamilton reduces risk of failure

  • GACA has asked Booz Allen to support its team in establishing its Program Management Office

  • Booz Allen has an extensive experience in setting up a PMO in large public institutions

  • It has also the necessary tools that it will share with GACA’s assigned PMO team

  • Booz Allen consultants will work closely with GACA’s team to set-up its PMO by developing its structure, team, policies and procedures, reporting and communication mechanisms as well as its project portfolio

GACA appointed a mixed team to co-establish its Program Management Office in order to better manage its transformation process

GACA

  • GACA’s management has already initiated numerous projects to achieve the transformation successfully

  • Hence, in order to coordinate between all current projects and prospects in an efficient and productive manner

  • And in order to ascertain itself that all on-going projects’ outcomes will add up to accomplish one common goal/program

  • It chose to establish a Program Management Office, under which more focused project management and monitoring will be carried out by a dedicated team of GACA employees

Joint

Efforts

Steerring Committee

The steering committee will ensure that the program team will focus its efforts towards two aims:

  • Establish a self sufficient, i.e. financially independent, public authority to administer a deregulated civil aviation sector in KSA

  • Reduce impediments to a successful, cost effective, and timely transformation


The pmo focuses on program management not on project management
The PMO focuses on “Program Management” not on “Project Management”

Objectives

Key Activities

1

Program

ILLUSTRATIVE

  • Ensure projects collectively deliver the program objectives

  • Enable successful completion of groups of projects

  • Identify and resolve barriers to implementation

  • Maintain awareness of program status

  • Ensure effective cross-project communication

  • Enable coordinated progress of all project groups

  • Manage additions of new projects to program

  • Approve milestone-level project plans and targets

  • Monitor progress across multiple projects

  • Identify critical path, coordinate changes across projects and manage risks

  • Coordinate the resolution of cross-project issues and interdependencies

  • Escalate and communicate across project teams and to senior management

Program Management

Project

Groups

9

26

Projects

Project

Milestones

~ 1,000

Project Management

  • Ensure project delivery and manage daily activities

  • Overcome project specific issues

  • Maintain awareness of project status

  • Maintain detailed project plans

  • Oversee day-to-day project activities

  • Ensure understanding of project management processes & roles

Detailed

Work steps

> 10,000


The pmo will be part of a program management structure that oversees multiple parallel projects

Airways Engineering “Project Management”

Airports and Engineering

Information Technology

Property & Business Development

Operations

Human Resources

Project -1

Project -1

Project-1

Project-1

Project -1

Project -1

Project-1

The PMO will be part of a program management structure that oversees multiple parallel projects

Proposed Program Management Structure

ILLUSTRATIVE

President

Steering Committee

Program Management Office (PMO)

Project Groups

Air Transport


The pmo is built around 7 key processes with extensively customized tools
The PMO is built around 7 key processes with extensively customized tools

PMO Key Program Management Processes & Tools

Project Additions

Interdependency Management

Issue Management

Risk Management

Project Changes

Progress Reporting

Communication Management *

1

2

3

4

5

6

7

Dashboard

Reports

Frameworks

PMO Tools (The Hardware)

Registers

Templates

Project Data and Documentation

PMO Processes (The Software)

Note: (*) in coordination with the Change Management team


Description of the 7 pmo processes
Description of the 7 PMO Processes customized tools

Process

Objective

Description

1

Project Additions

  • Verify the relevance of new project additions to the PMO and compile standard project documentation

  • Assessment of impact and dependency of new projects for inclusion in PMO

  • Development of new projects’ documentation

2

Interdependency Management

  • Proactively identify and resolve project interdependencies in collaboration with the concerned projects

  • Identification and evaluation of project interdependencies

  • Development and monitoring of action plans to resolve interdependencies and escalate where necessary

3

Issue Management

  • Resolve program-level issues in a timely and effective manner

  • Assessment and detailing of issues

  • Development and monitoring of action plans to resolve issues and escalate where necessary

4

Risk Management

  • Mitigate program-level risks in a timely and effective manner

  • Assessment and detailing of risks

  • Development and monitoring of action plans to mitigate risks

5

Project Changes

  • Scrutinize and approve changes to projects’ scope, plan or deliverables

  • Assessment and detailing of project change requests

  • Authorization and integration of project changes across all processes

6

Progress Reporting

  • Systematically monitor and report program progress

  • Gather progress from projects

  • Consolidate project updates to produce program-level progress reports for the steering committee

7

Communication Management

  • Communicate relevant messages to the program stakeholders and coordinate communication with the change management team

  • Development and dissemination of program-level communication plans


Distinct and complementary roles and responsibilities will be assigned to each stakeholder
Distinct and complementary roles and responsibilities will be assigned to each stakeholder

Stakeholders’ Roles and Responsibilities

Steering Committee

PMO

Project Managers

Project Coordinators

Role

  • Confirm and amend the strategic agenda, in alignment with the President

  • Confirm the assignment of internal and external resources to the overall project, in coordination with the Project Group Sponsor

  • Guide integrated efforts in terms of strategic definition and priorities, prosecution, and coordination of resources

  • Lead the overall program communication company-wide

Role

  • Coordinate the definition of project charters as prioritized by the Steering Committee

  • Develop and manage masterplan for all project charters including assigned resources, outputs and timelines

  • Identify, resolve and escalate (as required) project issues for resolution at cross-themes level

  • Prepare overall strategic agenda update tools and reports to Steering Committee

  • Prepare communication program content and roll-out plan to Steering Committee

Role

  • Lead the definition of priority Projects per Project Group

  • Lead the development of project charter per prioritized Project

  • Identify, resolve and escalate (as required) project issues for resolution at Project Group level

  • Ensure timely reporting to PMO through individual Project Project Coordinator

  • Lead overall program communication within own functional/business unit

Role

  • Develop content of individual project charter in terms of objectives, deliverables, project metrics and assigned resources

  • Escalate to Project Group Sponsor issues related to outputs, resources and cross-functional coordination

  • Develop update reports to PMO every two weeks

  • Provide inputs to PMO as required as related to the overall communications program

Modus Operandi

  • Meet every two weeks with the PMO to review progress and resolve issues related to resource management and outputs

  • Update the President every four weeks

Modus Operandi

  • Seek update from Project project coordinators every two weeks

  • Meet every two weeks with the Steering Committee for update

  • Meet with six Project project coordinators per week on a rotation basis to gauge progress and address potential issues

Modus Operandi

  • Develop and conduct monthly forum to review progress and content of assigned project charters

Modus Operandi

  • Meet in a monthly fashion with Project Group Sponsor to review and refine outputs

  • Meet with PMO team every six weeks to review progress and cross-functional issues across Project Groups


Table of contents2

Table of Contents be assigned to each stakeholder

Introduction to Program Management Concepts

GACA Program Management Office (PMO)

GACA PMO Communication Plan

GACA PMO Toolkit


The pmo team identified 103 on going projects at gaca
The PMO team identified 103 on-going projects at GACA be assigned to each stakeholder

GACA On-going Projects

Source: GACA PMO Interviews

Please refer to the attached Appendix 1 for the list of the 93 projects


Airports and engineering projects are at different stages of their lifecycle
Airports and Engineering projects are at different stages of their lifecycle

Concept

Initiation

Planning

Execution

Close-out

  • Security Equipment

  • Change in All Airports Sewage Systems

  • Expansion at KKIA

  • AEC Plant in Industrial City at KKIA

  • GACA Building Design Study

  • Training Center Bldg Expansion

  • Master Plans for Local and Regional Airports Preparation

  • 36 Bed Dispensary in KFIA

  • Meteorological Centers Improvement in some Airports

  • KAIA Desalination Plant BTO

  • KAIA Maintenance Bldg. (Saudia)

  • Security System change in KFIA

  • Change in Electrical Cabling in Desalination plant in KAIA

  • Runway upgrade to second degree in KKIA

  • Install parking system in KKIA

  • Install Security System on KFIA fences

  • Orientation system for plane parking in KAIA

  • Hajj Terminal BTO

  • KAIA Mater Plan

  • Development

  • Najran Airport

  • Development Study Plan

  • Arar Airport Landing Areas Development Study

  • Madaen Saleh Airport Establishment

  • Qurait Airport Development

  • Taif Airport Development Study

  • Dammam Airport Asphalt and West Runway Maintenance

  • Dammam Airport Parking Facilities Expansion

  • KFIA Commercialization

  • KAIA Terminals’ Expansion

  • Hail Airport Development Study

  • Upgrade Electrical Network in KKIA

  • Preventive Safety Projects

  • Upgrade Royal and VIP Pavilions in Some Airports

  • Qassim Airport Development

  • Concrete Block Security Ramp in KKIA

  • GACA Warehouses Construction Project

  • Ground Handling Services improvement

  • Study and Plan for Jizan Airport

  • Tabouk Airport

  • Development-West Wing Expansion

  • Abha Airport Development

  • Al Jouf Airport Electricity Network Development Project

  • Yanbu Airport Expansion

Airports and Engineering

Project Approved/

Contract Signed by

Project Sponsor

Charter Signed by

Project Sponsor/

Project Mobilized

Project Guide

Compiled by

Project Manager

Deliverables

Signed-Off by Project Manager

Project Closure

Report Approved by

Project Sponsor

Source: BAH interviews with GACA department/section heads


Airports and engineering projects are at different stages of their lifecycle cont d
Airports and Engineering projects are at different stages of their lifecycle (Cont’d)

Concept

Initiation

Planning

Execution

Close-out

  • VORTAC Upgrade

  • EGNOS

  • Satellite Air Navigation (GNSS)

  • Bisha Airport Development

  • Replace 5,000 tons cooling units

  • Change Flight displays in Airports

  • Hook Electrical Network of KKIA with the One of the Industrial Zone

  • ILS Upgrade ph 1 & 2

  • Communication Enhancement ph 1 & 2

  • Flight Inspection

  • Change Security Fence in KFIA

  • New Fences Around the Operations locations in KKIA

  • PMA internationalization

  • KAIA Existing Hajj

  • Terminal Upgrade

  • Madinah Airport Master Plan

  • Airports’ Security Upgrade Project

  • Airports hangars upgrades

  • Tabouk Airport Bldg. Construction

  • GIS Installation

  • PMA Radar System

  • ACC development

  • Change Radar Systems in Riyadh and Jeddah

  • Tower Control Simulator

  • ACC Communication

Airports and Engineering

Airways Engineering

Project Approved/

Contract Signed by

Project Sponsor

Charter Signed by

Project Sponsor/

Project Mobilized

Project Guide

Compiled by

Project Manager

Deliverables

Signed-Off by Project Manager

Project Closure

Report Approved by

Project Sponsor

Source: BAH interviews with GACA department/section heads


Most it and property development projects are still in the concept phase
Most IT and property development projects are still in the concept phase

Concept

Initiation

Planning

Execution

Close-out

  • New Duty Free facilities in all three international Airports

  • VIP lounges Privatization

  • Domestic Airports Retail Space Usage Upgrade

  • Airports Communication Networks

  • Implementation Engineering Drawing Mgt System for HQ Eng. Department

  • Centralized Airways Database

  • GACA’s ERP

  • ISO 20,000 License

  • GACA’s Internet Gateway

  • PBX

  • DMS

  • Microsoft Licensing

  • CUTE and BRS

  • 500 PCS and 45 Printers

  • IT Infrastructure Project in GACA’s HQ

  • IT Infrastructure Re-engineering

  • Upgrade of KAIA president meeting rooms with video conferencing

  • Badge and Security Systems

  • Replace all FIDS in all International Airports

Property Development

IT

Project Approved/

Contract Signed by

Project Sponsor

Charter Signed by

Project Sponsor/

Project Mobilized

Project Guide

Compiled by

Project Manager

Deliverables

Signed-Off by Project Manager

Project Closure

Report Approved by

Project Sponsor

Source: BAH interviews with GACA department/section heads


On the other hand, many of HR, air transport, finance operations and safety projects are in the planning or execution phases

Concept

Initiation

Planning

Execution

Close-out

  • F&R HR Development

  • HR Capabilities Development

  • Financial ERP

  • Hazardous Materials Control and Handling

  • Organization Transformation

  • GACA 10-year Strategy

  • Virtual IT Library

  • Regulations upgrade

  • Technical training Implementation

  • New Airlines licensing

  • F&R equipment upgrade

  • MOA

Administrative Reform & HR

Air

Transport

Finance

Operations

Safety &

Security

Project Approved/

Contract Signed by

Project Sponsor

Charter Signed by

Project Sponsor/

Project Mobilized

Project Guide

Compiled by

Project Manager

Deliverables

Signed-Off by Project Manager

Project Closure

Report Approved by

Project Sponsor

Source: BAH interviews with GACA department/section heads


All 103 projects were assessed based on their impact on GACA’s transformation and interdependency with other projects

I

Impact Assessment Criteria

  • GACA Transformation Objectives

    • Independence Will the project help in making GACA an independent authority?

    • Financial Self-sustainability Will the project have a considerable cost or revenue impact on GACA?

    • Commercial Orientation Will the project allow GACA operate on a commercial basis?

  • GACA Transformation Themes

    • Institutional Reform Will the project enable GACA’s institutional reforms?

    • Sector Liberalization Will the project facilitate the Saudi air transport sector liberalization?

    • Organization transformation Will the project require or induce a major organization transformation?

    • Airport Operations Will the project improve future airport operations?

    • Air Navigation Will the project improve GACA’s navigation systems?

    • IT Systems Will the project improve future IT systems and what degree of IT changes it would require?

I.1

I.2

II

Interdependency Assessment Criteria

  • Interdependency How dependent is the project on other projects within GACA?


20 projects were short listed for initial inclusion in the PMO based on their impact on GACA’s transformation and interdependency with other projects

GACA On-Going Projects Impact / Interdependency Assessment

High

Financial ERP

New Airlines Licensing

IT Infrastructure

Organisation

Restructuring

KAIA Master Plan

PMA Internationalization

KFIA Commercialization

GACA Strategic Plan

Hajj Terminal BTO

Centralized Airways Database

Impact on GACA’s

Transformation

PMA Master Plan

ACC Development

Technical Training

Airport Communication Network

I

KAIA Terminals Expansion

Ground Handling Services

GNSS

Obstacles Project

GIS

GACA PMO

Short listed Projects

VIP Lounges

Low

Low

High

II

Interdependency with Other Projects

Please refer to Appendix A for the corresponding project numbers and names

Source: GACA PMO analysis


As a result 20 projects were short listed for inclusion in the pmo cont d
As a result, 20 projects were short listed for inclusion in the PMO (Cont’d)

Short Listed GACA PMO Projects

Preliminary

Source: GACA PMO analysis


As a result 20 projects were short listed for inclusion in the pmo cont d1
As a result, 20 projects were short listed for inclusion in the PMO (Cont’d)

Short Listed GACA PMO Projects

Preliminary

Source: GACA PMO analysis


Each PMO coordinator is assigned as the single point of contact for a group of the short listed projects

PMO Management Structure

President

Steering Committee

PMO Manager (Ali Zahrani)

PMO Administrator

PMO Team

PMO Group Coordinator 2

(Ali Zahrani)

PMO Group Coordinator 1

(Abdullah Khraimi)

PMO Group Coordinator 3

(Bruno Boustani)

  • Property Development

    • Hajj Terminal BTO

    • VIP Lounges

  • Airports and Engineering

    • KFIA Commercialization

    • PMA Internationalization

    • PMA Master Plan

  • Human Resources

    • Technical Training

  • Airways Engineering

    • ACC Development Project

    • GNSS Project

  • Airports and Engineering

    • KAIA Master Plan

  • Air Transport

    • New Airlines Licensing

  • Airways Engineering

    • GIS Project

    • Obstacles Project

  • Administration Reform

    • GACA Strategic Plan

  • Airports and Engineering

    • KAIA Terminals Expansions

    • Ground Handling Services

  • Finance

    • ERP

  • IT

    • IT Infrastructure

    • Centralized Airways Database

    • Airport Communication Network

  • Human Resources

    • Organization Restructuring

6

7

23

91

48

4

5

77

47

54

20 Short listed Projects

74

16

86

87

79

93

82

51

2

62


Program Management Challenges contact for a group of the short listed projects

PMO Benefits

  • Monitors progress of projects and the overall program

  • Establishes accountability for delivering projects as planned

  • Ensures each individual projects implementation efforts are aligned with the overall program objectives

  • Ensures projects are completed on time and on budget

Ensuring Effective Monitoring

  • Help avoid duplication of tasks and activities between projects

  • Transfers knowledge on best practices between projects

  • Provide a central point for program management across all projects

  • Provide standard templates and tools to all projects to ensure consistent reporting and to facilitate decision making

Ensure Effective Coordination and Communication

Managing Critical Risks, Issues, and Changes

  • Identify potential risks, issues, and ensure timely resolution to avoid negative impacts on the projects

  • Identify the impact of project changes on other projects and minimize the impact

The PMO will ensure effective monitoring, coordination and communication among the short listed projects


Table of contents3

Table of Contents contact for a group of the short listed projects

Introduction to Program Management Concepts

GACA Program Management Office (PMO)

GACA PMO Communication Plan

GACA PMO Toolkit


The PMO will implement an extensive communication plan in order to keep all stakeholders informed and involved

PMO Communication Plan

Communication Medium

Objectives

Frequency

Target Audience

The President

Steering Committee

Project Managers

GACA Employees

PMO

Team

PMO Training

Workshops

Train stakeholders on PMO concepts/ tools

One Off

Train project managers on PMO tools

As Needed

Website

Keep all employees informed

Continuous

Meetings with Project Managers

Maintain open communication with project managers and facilitate PMO processes

Need Basis

Internal PMO Meetings

Plan for the PMO future activities

Weekly

Saturday Updates

Update the PMO registries and issue

subsequent reports

Weekly

PMO Newsletter

Keep all employees informed

Monthly

Progress Reports

Share progress with PMO stakeholders

Monthly

Executive Reports / Dashboards

Report progress and exceptions to steering committee

Monthly

Steering Committees Meetings

Sign off on key decisions and provide guidance

Monthly


Table of contents4

Table of Contents order to keep all stakeholders informed and involved

Introduction to Program Management Concepts

GACA Program Management Office (PMO)

GACA PMO Communication Plan

GACA PMO Toolkit


Pmo toolkit

PMO Toolkit order to keep all stakeholders informed and involved

Project Additions

Progress Tracking & Reporting

Interdependencies Management

Risk Management

Issue Management

Project Change Management

Communication Management


Perform task outside the PMO system order to keep all stakeholders informed and involved

Perform task in

PMO system

Interaction /

Alignment

The Project Additions process will facilitate the development of the PMO and the creation of a Project Portfolio that will lead GACA’s transformation process

Project Additions – Process Map

GACA

Steering Committee

4

Review and Approve New Project Charter

PMO

3

8

9

1

Review Project Charter, Provide Feedback and Submit

Review Detailed Workplan, Provide Feedback and Submit

Update Repository and/or Registries

Identify New Project Needs

Project Manager

1

2

5

7

Identify New Project Needs

Develop Project Charter

Assign Project Coordinator, if need be

Review and Approve Detailed Workplan

Project Coordinator

6

Develop Detailed Workplan

Timeline

~ 2 Weeks


Project additions process detailed description
Project Additions – Process Detailed Description order to keep all stakeholders informed and involved

Project Additions Process Detailed Description



A Project Charter will be developed by each Project Manager and should be approved by the Steering Committee before project inclusion in the PMO

ILLUSTRATIVE


Upon approval of the charter, a Detailed Workplan will be developed and integrated with the overall Program Repository and/or Registries

Detailed Project Workplan Components and Description

Project Description and Objectives

  • Provides background and brief description of the project

  • Explains objectives of the project, the benefits, and key stakeholders

  • Provides a high level approach describing the major categories of activities (work steps) in a sequential manner

  • Leverages commonly used frameworks for organizational transformations

Approach

  • For each category of activities (worksteps) described in the workplan, provides a detailed step-by-step description of the tasks that need to take place in order to conclude each workstep

  • Provides a list of deliverables as a result of these worksteps

Detailed Workplan

Timeline and Milestones

  • Defines beginning and end of worksteps as well as milestones

  • Reflects interdependencies between tasks and defines project’s critical path

Risks

  • Proactively describes the project risks such as human resources, technical expertise, dependencies to other projects, etc.

  • Defines staffing and financial requirements

  • Describes the team structure and roles & responsibilities (Project Manager, team managers, and team members)

Resource Requirements and Project Structure

Performance Measures

  • Defines key performance indicators to measure the projects’ progress and success

  • These are different from typically operational measures


Program Plan developed and integrated with the overall Program Repository and/or Registries

Project/ Work Steps/ Tasks

Start

End

Duration

Depen-dencies

Timeline

1

2

3

4

5

6

7

8

9

10

11

Project 1

Work Step 1

Work Step 2

Work Step 3

Project 2

Work Step 1

Work Step 2

Work Step 3

Project 3

Work Step 1

Work Step 2

Work Step 3

The PMO will consolidate all individual Project Workplans in an overall Program Plan, monitor milestones and manage interdependencies between projects

Program Plan

Description

  • Objective: To provide an overall plan to monitor milestones and to identify/ track interdependencies between projects in order to minimize negative impacts on the overall program

  • Prepared by: PMO

  • Submitted to: PMO Manager

  • Frequency: Need Basis

  • Definition of Data Fields:

    • Project: Official title of the project

    • Work Steps/ Tasks: Listing of work steps and tasks under each work step

    • Start: Scheduled start date of the task

    • End: Planned end date of the task

    • Duration: Planned duration of the task in weeks

    • Dependencies: Dependencies within projects and between projects

    • Timeline: Visual presentation of the timeline and dependencies


Pmo toolkit1

PMO Toolkit developed and integrated with the overall Program Repository and/or Registries

Project Additions

Progress Tracking & Reporting

Interdependencies Management

Risk Management

Issue Management

Project Change Management

Communication Management


The Progress Tracking & Reporting process will enable the Project Manager, PMO coordinator and the Steering Committee to monitor accomplishments and guide implementation efforts

Progress Tracking & Reporting – Report List

Progress and Executive reports will be generated to communicate accomplishments


Progress tracking reporting process map

Perform task outside the PMO system Project Manager, PMO coordinator and the Steering Committee to monitor accomplishments and guide implementation efforts

Perform task in

PMO system

Interaction /

Alignment

Progress Tracking & Reporting – Process Map

Progress Tracking & Reporting – Process Map

GACA

Steering Committee

9

Review Monthly Reports and Corrective Actions

PMO

7

4

5

8

Assess Content of Progress Reports

Generate Monthly Executive Progress Reports

Review and Submit Monthly Reports

Review Progress Reports and Agree on Corrective Actions

Project Manager

2

3

Review and Update Project Progress Reports

Consolidate Project Progress Reports and Generate Reports

Project Coordinator

1

6

Complete Template and Submit Project Coordinator Progress Report

Update Project Document Repository

Timeline

Weekly

Monthly


Progress Tracking & Reporting – Process Detailed Description

Progress Tracking & Reporting Process Detailed Description


Progress Tracking & Reporting – Process Detailed Description (cont’d)

Progress Tracking & Reporting Process Detailed Description (cont’d)




The Project Dashboard is one of the Monthly Reports submitted to the Steering Committee and to the President to provide key progress update on the projects

ILLUSTRATIVE


The Milestone Report is the second monthly report providing detailed information on the status of project schedules

ILLUSTRATIVE


Pmo toolkit2

PMO Toolkit detailed information on the status of project schedules

Project Additions

Progress Tracking & Reporting

Interdependencies Management

Risk Management

Issue Management

Project Change Management

Communication Management


Perform task outside the PMO system detailed information on the status of project schedules

Perform task in

PMO system

Interaction /

Alignment

The Interdependencies Management process will ensure timely identification and mitigation of potential projects risks

Interdependencies Management – Process Map

12

GACA

Steering Committee

1

Review and Provide Directions to Mitigate Interdependec-ies

Identify Interdependencies Between

Projects

PMO

10

11

13

Develop and Oversee Execution of Mitigation Plans for Escalated Interdependencies

Generate Intedepencies Report to Supplement Dashboard

Update Interdepende-ncy Repository

Project Manager

6

7

8

9

Review and Update Interdependenc-ies Repository

Develop and Execute Mitigation Plans for Escalated Interdependenc-ies

Update Interdependenc-ies Repository

Generate Interdependenc-ies Report (project)

Project Coordinator

2

4

5

Complete Interdependency Template

Mitigate interdepende-ncies between projects

Update Interdependencies Repository

Escalate?

3

N

Y

Timeline

Weekly

Monthly


Interdependencies management process detailed description
Interdependencies Management – Process Detailed Description

Interdependencies Management Process Detailed Description


Risk management process detailed description cont d
Risk Management – Process Detailed Description (cont’d) Description

Risk Management Process Detailed Description (cont’d)



Pmo toolkit3

PMO Toolkit Responsibilities

Project Additions

Progress Tracking & Reporting

Interdependencies Management

Risk Management

Issue Management

Project Change Management

Communication Management


Perform task outside the PMO system Responsibilities

Perform task in

PMO system

Interaction /

Alignment

The Risk Management process will ensure timely identification and mitigation of potential projects risks

Risk Management – Process Map

12

GACA

Steering Committee

1

Review and Provide Directions to Mitigate Risks

Identify Risks

PMO

10

11

13

Develop and Oversee Execution of Mitigation Plans for Escalated Risks

Generate Open Risks Report to Supplement Dashboard

Update Open Risks Report

Project Manager

6

7

8

9

Review and Update Open Risks Report (team)

Develop and Execute Mitigation Plans for Escalated Risks

Update Open Risks Report

Generate Open Risks Report (project)

Project Coordinator

2

4

5

Complete New Risk Template

Mitigate Risks Within Project

Update Open Risks Report

Escalate?

3

N

Y

Timeline

Weekly

Monthly


Risk management process detailed description
Risk Management – Process Detailed Description Responsibilities

Risk Management Process Detailed Description


Risk management process detailed description cont d1
Risk Management – Process Detailed Description (cont’d) Responsibilities

Risk Management Process Detailed Description (cont’d)




The open risks report summary
The Open Risks Report – Summary Responsibilities

ILLUSTRATIVE


Pmo toolkit4

PMO Toolkit Responsibilities

Project Additions

Progress Tracking & Reporting

Interdependencies Management

Risk Management

Issue Management

Project Change Management

Communication Management


Perform task outside the PMO system Responsibilities

Perform task in

PMO system

Interaction /

Alignment

The Issue Management process will ensure identification and resolution of issues to minimize their impact on projects and overall success of the program

Issue Management – Process Map

GACA

Steering Committee

1

12

Review and Provide Directions to Address Escalated Issues

Identify Issues

10

11

13

PMO

Develop and Oversee Execution of Action Plans for Escalated Issues

Generate Open Issues Report to Supplement Dashboard

Update Open Issues Report

Project Manager

6

7

8

9

Review and Update Open Issues Report (team)

Develop and Execute Action Plans for Escalated Issues

Update Open Issues Report

Generate Open Issues Report (project)

Project Coordinator

2

4

5

Complete New Issue Template

Manage Issues Within the Project coordinator

Update Open Issues Report

Escalate?

3

N

Y

Timeline

Weekly

Monthly


Issue management process detailed description
Issue Management – Process Detailed Description Responsibilities

Issue Management Process Detailed Description


Issue management process detailed description cont d
Issue Management – Process Detailed Description (cont’d) Responsibilities

Issue Management Process Detailed Description (cont’d)




Pmo toolkit5

PMO Toolkit Responsibilities

Project Additions

Progress Tracking & Reporting

Interdependencies Management

Risk Management

Issue Management

Project Change Management

Communication Management


Perform task outside the PMO system Responsibilities

Perform task in

PMO system

Interaction /

Alignment

The Project Change Management process will facilitate the identification, request and approval of changes to projects

Project Change Management – Process Map

GACA

Steering Committee

1

12

Authorize or Reject Change Request and Execute Action Plans

Raise Change Request

PMO

10

11

13

Authorize or Reject Change Request and Execute Action Plans

Generate Open Changes Report to Supplement Dashboard

Update Open Changes Report

Project Manager

6

7

8

9

Review and Update Open Changes Report (Project Coordinator)

Authorize or Reject Change Request and Execute Action Plans

Update Open Changes Report

Generate Open Changes Report (project)

Project Coordinator

2

4

5

Complete Change Request Template

Manage Within the Project Coordinator

Update Open Changes Report

Escalate?

3

N

Y

Weekly

Timeline

Monthly


Project change management process detailed description
Project Change Management – Process Detailed Description Responsibilities

Project Change Management Process Detailed Description


Project change management process detailed description cont d
Project Change Management – Process Detailed Description (cont’d)

Project Change Management Process Detailed Description (cont’d)



Change request template
Change Request Template Responsibilities

ILLUSTRATIVE


Open changes report summary
Open Changes Report – Summary Responsibilities

ILLUSTRATIVE


Pmo toolkit6

PMO Toolkit Responsibilities

Project Additions

Progress Tracking & Reporting

Interdependencies Management

Risk Management

Issue Management

Project Change Management

Communication Management


Perform task outside the PMO system Responsibilities

Perform task in

PMO system

Interaction /

Alignment

The Communication Management process will ensure timely and effective communication of the program’s progress to relevant stakeholders

Communication Management – Process Map

GACA

Steering Committee

2

5

Review and Approve Communication Plan

Provide Feedback

PMO

1

3

6

Prepare Communication Plan

Execute Communication Plan

Adjust Communication Plan

Project Manager

4

Upload Documents to Repository

Project Coordinator

Timeline

One-time

As Required

Quarterly


Communication management process detailed description
Communication Management – Process Detailed Description Responsibilities

Communication Management Process Detailed Description




Ongoing projects at gaca
Ongoing Projects at GACA Responsibilities












A Risk Assessment Framework will be used to accurately categorize, prioritize, escalate and close risks

Risk Assessment Framework

1

2

Determination of Risk Type:

  • Purpose: Categorization of risks along project objectives

  • There are 4 types of risks:

    • Program Schedule Risk

    • Project Schedule Risk

    • Cost Risk

    • Quality Risk

Determination of Risk Priority:

  • Purpose: Prioritization of risks to focus risk mitigation efforts

  • Risk Score = Risk Impact x Probability

  • Risk Impact measures the level of potential impact on project objectives

  • Probability measures the probability of the risk occurrence

Risk Assessment

4

3

Determination of Risk Status:

  • Purpose: To define the status of risks

  • There are 4 options:

    • Open

    • In Progress

    • Postponed

    • Closed

Determination of Risk Escalation Level:

  • Purpose: To determine the appropriate level of escalation to mitigate the risks

  • There are 4 levels of risks escalation:

    Level 1: Project

    Level 2: Project Manager

    Level 3: PMO

    Level 4: Steering Committee


Determination of risk types will allow Project Managers and the PMO to determine vulnerable areas of the program and each project

Risk Types


To prioritize risk mitigation efforts, each risk will be rated based on its potential impact on the project and its probability of occurrence

Risk Scoring

Risk Score = Risk Impact x Probability

(level of potential impact)

(probability of occurrence, defined subjectively by team manager)

Program Schedule

Project Schedule

Cost

Quality

Impact on tasks in other projects

Impact on milestones, tasks and other dates

Impact on project cost

Impact on the quality of deliverables

Risk Impact Level

Description

Description

Description

Description

0

No impact

  • No change

  • No change

  • No additional cost to the project

  • No change

1

Low Impact

(~<5%)

  • Minimal impact (e.g., 1 project <2 weeks, or multiple projects <2 weeks in total)

  • Minimal impact (e.g., <2 weeks)

  • Low additional cost to the project (e.g., <5%)

  • Minimal impact (e.g., may impact wanted but not needed functionality)

2

Medium Impact

(~5% - 10%)

  • Moderate impact (e.g., 1 project 2-4 weeks, or multiple projects 2-4 weeks in total)

  • Moderate impact (e.g., 2-4 weeks)

  • Medium additional cost to the project (e.g., 5-10%)

  • Moderate impact (e.g., could limit needed functionality)

3

High Impact

(~>10%)

  • Significant impact (e.g., 1 project >4 weeks, or multiple projects >4 weeks in total)

  • Significant impact (e.g., >4 weeks)

  • Substantial additional cost to the project (e.g., >10%)

  • Significant impact (e.g., may severely limit functionality)

Impact on Overall Program (Higher Weight)

Impact on Project


Risks will be escalated to higher levels based on following risks escalation guidelines
Risks will be escalated to higher levels based on following risks escalation guidelines

Risks Escalation Guidelines*

Risks Mitigation Level

RISK ESCALATION

  • Risk score: 10 and 15

  • Interdependency: Risk impacts two or more other projects

  • Approval of Mitigation Actions: Risk mitigation actions require approval from Steering Committee

LEVEL 4

Escalation to Steering Committee

  • Risk score: Between 5 and 10

  • Interdependency: Risk impacts two or more other projects

  • Approval of Mitigation Actions: Risk mitigation actions require approval from two or more Project Managers

LEVEL 3

Escalation to PMO

  • Risk score: Between 5 and 10

  • Interdependency: Risk impacts only one other project

  • Approval of Mitigation Actions: Risk mitigation actions do not require approval from PMO

LEVEL 2

Escalation to Project Manager

  • Risk score: Less than 5

  • Interdependency: Risk is all internal and does not impact any other project

  • Approval of Mitigation Actions: Risk mitigation actions do not require approval from Project Manager

LEVEL 1

Project Coordinator

Note: (*) Staff raising the risk should use the Risk Escalation Guidelines to determine the appropriate level for risk mitigation


Based on the success of mitigating actions risks will be closed or raised as an issue
Based on the success of mitigating actions, risks will be closed or raised as an issue

Risk Status

Mitigated?

Raise as Issue?

  • Have actions been taken so that the threat is no longer considered a risk by the PMO?

  • Has the risk materialized so that it is now an issue?

  • If the answer to the above is “Yes”, Close Risk

  • If the answer to the above is “Yes”, Raise Issue


Appendix c issue assessment framework

Appendix C: Issue Assessment Framework closed or raised as an issue


The Issue Assessment Framework will build on The Risk Assessment Framework to accurately categorize, prioritize, escalate and close issues

Issue Assessment Framework

1

2

Determination of Issue Type:

  • Purpose: Categorization of the issues along project objectives

  • There are 4 types of issues:

    • Program Schedule Issues

    • Project Schedule Issues

    • Cost Issues

    • Quality Issues

Determination of Issue Priority:

  • Purpose: Prioritization of issues to focus issue resolution efforts

  • Issue Score = Issue Impact

  • Issue Impact measures the level of potential impact on the project objectives

Issue Assessment

4

3

Determination of Issue Status:

  • Purpose: To define the status of issues

  • There are 4 options:

    • Open

    • In Progress

    • Postponed

    • Closed

Determination of Issue Escalation Level:

  • Purpose: To determine the appropriate level of escalation to resolve the issues

  • There are 4 levels of issues resolution:

    Level 1: Project

    Level 2: Project Manager

    Level 3: PMO

    Level 4: Steering Committee


Determination of issue types will allow Project Managers and the PMO to determine vulnerable areas of the program and each project

Issue Types


To prioritize issue resolution efforts, each issue will be rated based on its potential impact to the project

Issue Scoring

Issue Score = Issue Impact

(level of potential

impact)

Program Schedule

Project Schedule

Cost

Quality

Impact on tasks in other projects

Impact on milestones, tasks and other dates

Impact on project cost

Impact on the quality of deliverables

Issue Impact Level

Description

Description

Description

Description

0

No impact

  • No change

  • No change

  • No additional cost to the project

  • No change

1

Low Impact

(~<5%)

  • Minimal impact (e.g., 1 project <2 weeks, or multiple projects <2 weeks in total)

  • Minimal impact (e.g., <2 weeks)

  • Low additional cost to the project (e.g., <5%)

  • Minimal impact (e.g., may impact wanted but not needed functionality)

2

Medium Impact

(~5% - 10%)

  • Moderate impact (e.g., 1 project 2-4 weeks, or multiple projects 2-4 weeks in total)

  • Moderate impact (e.g., 2-4 weeks)

  • Medium additional cost to the project (e.g., 5-10%)

  • Moderate impact (e.g., could limit needed functionality)

3

High Impact

(~>10%)

  • Significant impact (e.g., 1 project >4 weeks, or multiple projects >4 weeks in total)

  • Significant impact (e.g., >4 weeks)

  • Substantial additional cost to the project (e.g., >10%)

  • Significant impact (e.g., may severely limit functionality)

Impact on Overall Program (Higher Weight)

Impact on Project


Issues will be escalated to higher levels based on following issues escalation guidelines
Issues will be escalated to higher levels based on following issues escalation guidelines

Issues Escalation Guidelines*

Issues Resolution Level

ISSUE ESCALATION

  • Issue score: Between 10 and 15

  • Interdependency: Issue impacts two or more other projects

  • Approval of Resolution Actions: Issue resolution actions require approval from Steering Committee

LEVEL 4

Escalation to Steering Committee

  • Risk score: Between 5 and 10

  • Interdependency: Issue impacts two or more other projects

  • Approval of Resolution Actions: Issue resolution actions require approval from two or more Project Managers

LEVEL 3

Escalation to PMO

  • Issue score: Between 5 and 10

  • Interdependency: Issue impacts only one other project

  • Approval of Resolution Actions: Issue resolution actions do not require approval from PMO

LEVEL2

Escalation to Project Manager

  • Issue score: Less than 5

  • Interdependency: Issue is all internal and does not impact any other project

  • Approval of Resolution Actions: Issue resolution actions do not require approval from Committee

LEVEL 1

Project Coordinator

Note: (*) Staff raising the issue should use the Issues Escalation Guidelines to determine the appropriate level for issues resolution


Based on the success of the issue resolution actions issues will be closed
Based on the success of the issue resolution actions, issues will be closed

Issue Status

Resolved?

  • Has the issue been successfully and completely resolved?

  • Has the appropriate level (Project Coordinator, Project Manager, PMO or Steering Committee) gave permission to close the issue?

  • If the answer to ALL of the above is “Yes”, Close Issue



A Change Assessment Framework will be used to accurately categorize, prioritize, escalate and approve or reject change requests

Change Assessment Framework

1

2

  • Determination of Change Request Type:

  • Purpose: Categorization of the change requests along project deliverables There are 2 types of change requests:

    • Critical to Program

    • Critical to Project

Determination of Change Type:

  • Purpose: Categorization of the change request in terms of project deliverables to determine the main vulnerable area's) of the project

  • There are 2 types of change requests:

    • Critical to Project

    • Critical to Program

  • Determination of Change Request Escalation Level:

  • Purpose: To determine the appropriate level of escalation for the change request

  • There are 4 levels of change requests:

    Level 1: Project

    Level 2: Project Manager

    Level 3: PMO

    Level 4: Steering Committee

Change Assessment

3

  • Determination of Change Request Status:

  • Purpose:To define the status of the change request

  • There are four options:

    • In Process

    • Postponed

    • Approved

    • Rejected


Determination of change types will allow Project Managers and the PMO to identify main change areas of the program and each project

Change Request Types


Change requests will be escalated to higher levels based on following changes escalation guidelines
Change Requests will be escalated to higher levels based on following changes escalation guidelines

Changes Escalation Guidelines*

Changes Request Level

CHANGE ESCALATION

  • Change Type: Critical to Program

  • Interdependency:

    • Change impacts other projects’ timeline or budget

    • Change impacts the overall design of the project

  • Approval of Change Requests: Change requires approval from Steering Committee

LEVEL 4

Escalation to Steering Committee

  • Change Type: Critical to Program

  • Interdependency: Change impacts other projects’ internal deliverables with no impact on overall timeline or budget

  • Approval of Change Requests: Change does not require approval from Steering Committee

LEVEL 3

Escalation to PMO

  • Change Type: Critical to Project

  • Interdependency: Change impacts other teams within the project, the project timeline or budget

  • Approval of Change Requests: Change does not require approval from PMO (i.e., timeline delayed by not more than 2 weeks, budget increased by not more than 5%)

LEVEL 2

Escalation to Project Manager

  • Change Type: Critical to Project

  • Interdependency: Change is internal and does not impact any other team or project

  • Approval of Change Requests: Change does not require approval from Committee

LEVEL 1

Project

Note: (*) Staff raising the change request should use the Change Escalation Guidelines to determine the appropriate level for Change Request


After evaluation of the change requests changes will be either approved or rejected
After evaluation of the change requests , changes will be either approved or rejected

Change Request Status

Approved?

  • Has the change request been reviewed and evaluated?

  • Is the requested change relevant to the project and to the overall program?

  • does the requested change need immediate execution?

  • Has the appropriate level (Project Coordinator, Project Manager, PMO or Steering Committee) gave permission to close the issue?

  • If the answer to the above is “Yes”, Approve Change


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