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PMO Planning Best Practices

PMO Planning Best Practices

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56 views5 pages

PMO Planning Best Practices

PMO Planning Best Practices

Uploaded by

hasan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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703-910-2600

ABOUT TEN SIX CONSULTING SERVICES SOFTWARE SERVICES TRAINING BLOG CLIENTS CONTACT US

PMO PLANNING BEST PRACTICES

Building a sound and technically correct schedule is not suf cient to JOIN OUR MAILING LIST
ensure that what is in the schedule is optimal, true and correct.
EMAIL
Excellent and usable schedules require the work of the entire project
team. Ideally this team is fully engaged in the process of de ning the
problem to be solved by the project, agrees on the approach and work,
negotiates the speci cs of their contributions and identi es where risks
exist and how to mitigate or eliminate them. SUBMIT

The art and science of well executed planning can produce a strong
and committed team, a well informed and engaged customer, and a
rock solid schedule that serves as a tool of great insight for everyone in
the project.

Project Planning Challenges RELATED


When the processes and practices are inadequate for creating plans
and schedules that are useful as tools to manage projects, at Ten Six,
ARTICLES
we often see these types of issues:
3 Unusual Functions of a
Project Governance Board
Widely different approaches to building schedules are evident
A project governance board or steering
across projects. Schedule design and quality often differs
committee is set up at the beginning of
signi cantly.
a project to provide oversight for the
Team members are not involved in the efforts to prepare the
project. It’s normally made up of the
scope of the project. They’ll say that they are handed assignments
project sponsor, the project manager, a
with effort and date requirements without being consulted.
senior customer representative and
Schedulers are handed a set of dates and told to build a schedule
any other leadership stakeholders,
that ts the dates, regardless of the input by team members.
typically … [Read More...]
The project manager and the scheduler often do not work closely
together. Certi ed PMO Quality
Interconnectedness between work breakdown and the schedule is Management System Using
not well understood by the team members, or even the project ISO 9001 and ISO 21500
manager. Leveraging ISO 9001 and ISO 21500
Once underway, the project has many “surprises” that often are to Drive Accountability and Continual
seen as items that should have been identi ed up front. ImprovementISO 9001 is the
Customers are disengaged from the project in a way that prevents international standard for quality
them from understanding how their internal processes and management and is recognized
decisions impact the project budget, schedule, resources and risks. worldwide. The standard de nes a
structured approach for managing the
Good planning practices that produces excellent schedules is often an quality of work (whether products or …
iterative process that requires the following: [Read More...]

More Posts from this Category


1. De ning (and iteratively re ning) the problem to be solved by the
team.
2. Agreeing on approach to be taken and the work to be done.
3. Identifying the interconnectedness of the work and efforts of the
team.
4. Identifying and quantifying the risks in the work approach.
5. Brie ng the team, the customer, and the stakeholders on the plan.

Bene ts
Establishing a formal and repeatable process of planning is one of the
most important ways that a project manager can create a strong team
that understands the scope and implementation of the work to be done.
The schedule, which is the artifact from this undertaking, represents the
“contract” between the project manager, the team and the
stakeholders. The bene ts include:

Deeper levels of trust in the project information due to consistency


in project planning process.
Better predictability of project milestones and completion dates.
More accurate prediction of resource requirements and usage.
Teams that are more willing to buy in and commit to dates and
deliverables because they feel engaged, validated, and
empowered.
Improved project success and customer satisfaction.

Call us today (703) 910-2600 or email us at [email protected] to


discuss how Ten Six can help improve your planning processes and
data quality to support better decision making.

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Ian was very helpful and did a great job of tailoring his approach to meet our situation and needs. He was a great resource in helping
Primavera P6 for our project. Great course and follow-on consulting support!
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