tailieunhanh - Creating the project office 21

Creating the project office 21. This is a book about improving organizational performance by implementing a project office system that develops project management as a core competency and thus adds value to the organization. A project office consists of a team dedicated to improving the practice of project management in the organization. The improvement in organizational performance is achieved by obtaining more value from projects, making project management a standard management practice, and then moving the organization toward the enterprise project management concept | 178 Creating the Project Office Stage 3 Fully Functional. The main objective for this stage was automation of all activities. Elapsed time for this stage was four months. All initial activities needed to be more effective adding value to project managers and also to an achievement-driven organization. Measurements included achievements defined and assigned for accountability automated and implemented assignments templates created and being used. Major processes must have automated trend analysis conducted and mentoring in place and 70 percent to 80 percent of all projects must have a project plan and activity duration derived from historical data. Stage 4 Continuous Improvement. This stage is in process as we write. They estimate an elapsed time of eight months. They employed their standard quality assurance system. They updated software tools according to PMO user needs and tuned the success measures. They planned key areas to improve such as project numbering tracking of project success decreasing the number of failed projects and increasing the number of professional project managers on staff. They expect 90 percent of all projects to have a project plan. Quality Assurance Project office employees need many skills to perform quality assurance within each project. A wide range of methodologies software applications procedures tools and templates are employed. Because project office employees all work on multiple projects knowledge and experience with methodologies software applications procedures tools and templates builds up faster than it does with project managers on single projects. The reason to make the project office responsible for quality assurance is that improvements can be implemented and communicated faster than when the task is left to the individual projects. The project manager is responsible for the overall project delivery process. Project office employees are not expected to know the project technical content. Standardized project planning and