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Gop-

Can a PMO accelerate the implementation process?

I guess, now that the core PMO mission/purpose and scope have been defined, the next step is to identify the key services that the PMO will offer in support of its business goals. The graphic below describes various potential PMO services offerings ranging from business strategy alignment services to basic project activity visibility and coordination. Some organizations may focus on a few of these areas, while others take on all of these areas over time (Hyang-Sook, C., 2017).

The systems plan depends obviously on the initial and projected scope and scale of the PMO organization and project-intensive environments it serves. An appropriate solution can range from an Excel spreadsheet to an enterprise-class on-demand PPM system. As a result, it would not be meaningful to provide detailed guidance in this area beyond the following high-level best practices. Requirements should map to PMO service offering enablement such as strategy alignment capabilities, resource utilization, project execution consistency, best practice sharing and collaboration, integrated training administration and project tracking (e.g., status, issue, risk, schedule, time tracking). The system must provide an easy way to report on project, program and portfolio metrics that have been identified for each service offering.

Most PMOs are charged with improving the organization’s project management skill set and overall maturity and competency level. To accomplish this, an organizational skills assessment must be conducted to establish a benchmark. A development plan should be constructed – at the organizational and individual level that focuses on closing the gap between the benchmark and the target skill or competency level. The resulting remediation plans should be developed in coordination with functional and resource managers. Optionally, a certification program may be implemented to validate and recognize competency and skills attainment. Systems should be leveraged to track development plans, training, certifications and feedback on training effectiveness (Yasuoka, M. 2009)

Nite-Can a PMO accelerate the implementation process?

As the need for effective delivery and control of strategic and other projects increasingly becomes part of the must-do mix of enterprise capabilities, business leaders continue to look to the PMO model as a means to deliver fact-based data on an ongoing, real-time basis to support executive decision making, pro-actively direct staff resources based on changing priorities, and effectively forecast resource demand across a portfolio of projects. Several factors contribute to an ability to do this, including on-going mentoring and consulting support for project teams, consistent and visible sponsorship from the executive level, and the use of appropriate technologies for data management and analysis. The approach taken to ensure adoption, deploy a Project Management Information System (PMIS), and establish an organizational portfolio management capability requires financial and political investment. The question then becomes, what approach makes sense, and how does one minimize the inherent risk, either through reducing exposure or ensuring against failure?

As an organization embarks on developing and maturing its project management and portfolio delivery competence, the positioning of existing capabilities can often serve as a platform for expanding on effective capabilities already established. Observation and ‘marketing of’ successes can also increase the desire to deploy a formal PMO and make the prospects for its success increasingly salient. Once the appropriate level of interest is established, the question of how and why to deploy a PMO is of great consequence for organizations considering such a move. While many PMO’s have proven valuable when implemented successfully, there are multiple factors that must be managed effectively for success. As a PMO is established and seeks to widen its scope of operations including the management oversight of project portfolios, the need to deliver value to the organization quickly is paramount. EPMO ensures strategic alignment between business objectives and projects executed. EPMO does not eliminate the need for Project, Program or Department level PMOs. It simply complements these traditional PMOs. While the traditional PMOs operating at the tactical and operational level focus on doing the things right. Organizations having an EPMO and traditional PMOs get the right things done the right way. So, the EPMO help the overall organization achieve its strategic goals and in the process also helps better support the project teams (DeChurch L, 2017).

Kar-In short the answer is Yes, but there are multiple factors involved which determines the effectiveness of a PMO. It can range from how mature an organization is from a PMO stand point to how adept an organization is towards change. When a PMO is setup in an organization it has to have a visible footprint in all the strategic spaces of an organization along with executive support to provide the best results for the organization.

To identify and improve the effectiveness of a PMO it is important to establish what the role of PMO should be. Typically, PMO is associated with standardization, governance, process orientation and maintaining consistency. But in a modern world in order to get the most out of PMO’s it is essential to empower the project teams and emphasizing on results-based approach. There are six parameters which an effective PMO has to concentrate on which will help with every aspect: Operation Strategy, Processes, Culture, Information Architecture, Organization Architecture and Performance Management (Wheelhouse, 2011).

Mary Brennan and Gary Heerkens document the implementation of PMO and how it has affected the business for American Eagle Federal Credit Union (AEFCU). They state that when an organization establishes a PMO, the PMO should give the organization enough time to learn how the methodologies and understand the effectiveness of the new methodologies. With there experience with AEFCU they conclude that when they implemented the new methodologies for specific pilot projects and then scaled the methodologies to multiple projects, they saw higher performance from the legacy teams as they did not have a formalized project structure in the past. This expansion of the methodologies from just PMO specific pilot projects lead to seeing improved performance from the projects and improved business results (Brennan, Heerkens, 2010). So by following the framework around setting up a PMO and using the framework to build scalable methodologies across the organization a PMO can help in accelerate in Implementation Process.

Sag-Can a PMO accelerate the implementation process?

I guess, now that the core PMO mission/purpose and scope have been defined, the next step is to identify the key services that the PMO will offer in support of its business goals. The graphic below describes various potential PMO services offerings ranging from business strategy alignment services to basic project activity visibility and coordination. Some organizations may focus on a few of these areas, while others take on all of these areas over time (Hyang-Sook, C., 2017).

The systems plan depends obviously on the initial and projected scope and scale of the PMO organization and project-intensive environments it serves. An appropriate solution can range from an Excel spreadsheet to an enterprise-class on-demand PPM system. As a result, it would not be meaningful to provide detailed guidance in this area beyond the following high-level best practices. Requirements should map to PMO service offering enablement such as strategy alignment capabilities, resource utilization, project execution consistency, best practice sharing and collaboration, integrated training administration and project tracking (e.g., status, issue, risk, schedule, time tracking). The system must provide an easy way to report on project, program and portfolio metrics that have been identified for each service offering.

Most PMOs are charged with improving the organization’s project management skill set and overall maturity and competency level. To accomplish this, an organizational skills assessment must be conducted to establish a benchmark. A development plan should be constructed – at the organizational and individual level that focuses on closing the gap between the benchmark and the target skill or competency level. The resulting remediation plans should be developed in coordination with functional and resource managers. Optionally, a certification program may be implemented to validate and recognize competency and skills attainment. Systems should be leveraged to track development plans, training, certifications and feedback on training effectiveness (Yasuoka, M. 2009).



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