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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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Jeddah April 11, 2006


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    1. 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.

    2. Table of Contents Introduction to Program Management Concepts GACA Program Management Office (PMO) GACA PMO Communication Plan GACA PMO Toolkit

    3. 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

    4. Table of Contents Introduction to Program Management Concepts GACA Program Management Office (PMO) GACA PMO Communication Plan GACA PMO Toolkit

    5. 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

    6. 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

    7. 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

    8. … 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

    9. Booz Allen Hamilton • 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

    10. 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

    11. Airways Engineering 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

    12. 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

    13. Description of the 7 PMO Processes 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

    14. 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

    15. Table of Contents Introduction to Program Management Concepts GACA Program Management Office (PMO) GACA PMO Communication Plan GACA PMO Toolkit

    16. The PMO team identified 103 on-going projects at GACA GACA On-going Projects Source: GACA PMO Interviews Please refer to the attached Appendix 1 for the list of the 93 projects

    17. 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

    18. 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

    19. 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

    20. 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

    21. 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?

    22. 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

    23. 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

    24. 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

    25. 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

    26. Program Management Challenges 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

    27. Table of Contents Introduction to Program Management Concepts GACA Program Management Office (PMO) GACA PMO Communication Plan GACA PMO Toolkit

    28. 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   

    29. Table of Contents Introduction to Program Management Concepts GACA Program Management Office (PMO) GACA PMO Communication Plan GACA PMO Toolkit

    30. PMO Toolkit Project Additions Progress Tracking & Reporting Interdependencies Management Risk Management Issue Management Project Change Management Communication Management

    31. Perform task outside the PMO system 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

    32. Project Additions – Process Detailed Description Project Additions Process Detailed Description

    33. Project Additions – Summary of Key Roles and Responsibilities

    34. 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

    35. 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

    36. Program Plan 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

    37. PMO Toolkit Project Additions Progress Tracking & Reporting Interdependencies Management Risk Management Issue Management Project Change Management Communication Management

    38. 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

    39. Perform task outside the PMO system 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

    40. Progress Tracking & Reporting – Process Detailed Description Progress Tracking & Reporting Process Detailed Description

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

    42. Progress Tracking & Reporting – Summary of Key Roles and Responsibilities

    43. The Progress Template will be used to populate the Progress Report ILLUSTRATIVE

    44. 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

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

    46. PMO Toolkit Project Additions Progress Tracking & Reporting Interdependencies Management Risk Management Issue Management Project Change Management Communication Management

    47. Perform task outside the PMO system 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

    48. Interdependencies Management – Process Detailed Description Interdependencies Management Process Detailed Description

    49. Risk Management – Process Detailed Description (cont’d) Risk Management Process Detailed Description (cont’d)

    50. Interdependencies Management – Summary of Key Roles and Responsibilities