Research Program Management Office ( R-PMO )

1. Research Program Management Office (R-PMO) A Competitive Necessity Or Our Competitive Advantage Program Management Office - Applied Research

2. R-PMO Presentation Contents • Introduction • Vision & Mission • Definition Project versus Program • Brief History – Why R-PMO • R-PMO Value Proposition • Proposed Functions • Next Steps • Agreement Program Management Office - Applied Research

3. R-PMO Mission The Mohawk College Program Management Office for Research (R-PMO) Establishes, Deploys, Supports and Monitors Compliance related to our Research Program Management Methodology and Best Practices to enable our Institution to deliver Research Projects faster, cheaper and to a higher quality that will meet or exceed our Stakeholder expectations Program Management Office - Applied Research

4. Program Office vs Project Office • Establish a common reusable process and templates for Research Program Management • Deploy the common process and templates • Identify and Mentor Research Program Managers • Monitor and measure compliance • Focus on “Creativity in Solution” not reinventing the standard process or templates Program Management Office - Applied Research

5. We are not out to reinvent the standards but strive for consistency in the application of our interpretation of industry standards and best practices For example: PMI, ISO, CMM Research (R-PMO) Definitions Program Management Office - Applied Research

6. Research (R-PMO) Definitions Research Program Office - “An organization responsible for Institution wide mentoring and compliance management of Research and Partnership programs.” Research Program Manager - “The management party responsible for planning, coordination, and execution of the Organization research program/projects.” Program Management Office - Applied Research

7. Research (R-PMO) Definitions Research Program – “Portfolio of research Projects which benefit from a systematic consolidated management approach to delivering ongoing benefits to an Academic Program” Project – “ Temporary endeavor undertaken to create a unique product, service or result” Project Management– “ To describe, organize and complete the work of a Project” Program Management Office - Applied Research

8. Program /Project Relationships Academic Program Research Program Teaching & Learning Research Project Research Project Project Program Management Office - Applied Research

9. Projects - Analogy • A project is a vehicle used to deliver work • Project Management is the methods by which you will navigate the vehicle or get the work done. Program Management Office - Applied Research

10. Project Deliver Payroll to 124 Main Street by 2:00 pm Thurs May 13 2004 PMO Process Initiate Payroll Delivery Project Plan Delivery Projects Execute the Delivery Project Manage the Delivery Project Complete Delivery Project Close Project Criteria Used a licensed vehicle Assign Bonded driver Follow rules of Road Take planned roads Sign off for delivery Program Management Office - Applied Research

11. R-PMO Principles • Assumes the Prime Customer Role • Leads by Vision & Process • Manages To Deliverables, Dates, & Dollars • Communicates Up, Across, & Down Program Management Office - Applied Research

12. R-PMO Principles • Involves the Industry’s Best Companies • Plans Proactively &Mitigates Risk • Drives Enterprise Management & Solutions • Commits to Constant Process Improvement • Manages Performance thru Metrics Program Management Office - Applied Research

13. Prime Partner Role • Positions Risk Mitigation thru Strategic Partnerships • Manages Partners & Performance via Metrics • Leads Planning & Risk Mitigation • Positions Prime as KEY Conduit for Customer Executives • Assumes Accountability & Responsibility for ALL in the Program Program Management Office - Applied Research

14. Building Blocks • Focuses on Business - Not Technology! • Penetrates Customer Management Top-Down • Levels Project Communications Across Teams • Separates & Focuses Partner Communication • Asks Who Needs to Know in Your Organization? • Establishes “The Awareness Program” Program Management Office - Applied Research

15. Vision & Process • Understands the Enterprise picture • Broad Landscape vs. “Tunnel Vision” • Leverage Industry & Operational Experts • Methods Support “Partnered Solutions” & Management • “Can Do - Will Do - Must Do” Leadership Program Management Office - Applied Research

16. Vision & Principle • Focuses on Upcoming Horizons & Risks • Establishes & Implements Project Standards • Moves & Manages Multiple Projects • Manages Change • Assesses Metrics for Hidden Risks Program Management Office - Applied Research

17. Prime Partner/Customer • Positions Prime as “Strategic Partner” • Focuses Customer on Results & 3D’s • “Deliverables, Dates, Dollars” • Instills Confidence in “Organization Management” • Builds Executive Level Confidence in Prime • Manages the Program vs. Writes the Program Program Management Office - Applied Research

18. Benefits • Provides On-Going Audit for Research Program/projects • Cultivates Lessons-Learned Environment • Seeks and Implements Peak Efficiency in all processes & partnerships • Balances Improvements with the 3D’s • Utilizes “The Institution” Knowledge Repository of processes, systems, & experts Program Management Office - Applied Research

19. Program Management Organization Executive Steering Committee Academic Management Innovation Center MANAGEMENT R-PMO • weekly status • monthly Steering Committee • quarterly review Admin./Librarian Infrastructure Management Research/Financial & Performance Management Enterprise Planning & Risk Mgt. Agency & Partner Communications & Awareness Quality Assurance Resource Management • Perf. to Budget • Perf. to Bus. Metrics • Perf. to Plan • Forecasting • Process Mgt. • Tools Analysis • IT Asset Mgmt. • Facilities • R&D • Methodology • Capacity Planning • Enterprise Planning • Impact Assess. • Triage • Contingency Planning • Risk Assessment • Strategy Selection • Sub-contractor Management • Human Resource Management • Training • Resource Balancing • Quality Engineering • Audit • Performance Metrics • Continuous Improvement Grant Application• Enterprise Awareness • Business Impact Awareness • Partner & Corporate Comm. • Knowledge Trans. Compliance/Delivery Management Project Management Best Practices Project Audit Program Management Office - Applied Research

20. Brief History • 1) Y2K projects brought PMOs to the mainstream • concerted and coordinated effort to ensure that their systems could withstand the Y2K cutover. • single-minded focus to coordinate Y2K projects. • Long-term value in continuing to coordinate aspects of project management centrally. • many potential products and services, • based on needs of the organization and the vision of the R-PMO sponsor • To be successful, need management agreement on • overall role • general expectations it needs to achieve. Program Management Office - Applied Research

21. The R-PMO Value Proposition • A typical R-PMO is responsible for • deploying a consistent project management methodology, • including processes, templates, and best practices. • not a onetime event, but a broad initiative that could cover a number of years. • R-PMO demands precious resources • the investment in the R-PMO will be more than saved by implementing common practices • allow every project within the organization to be completed • better • faster • cheaper Program Management Office - Applied Research

22. The R-PMO Value Proposition A full PMO would • Establish and deploy a common set of project management processes and templates. Builds the methodology and updates it to account for improvements and best practices. The R-PMO deploys them consistently to the organization. • Facilitates improved project team communications by having common processes, deliverables, and terminology. Less misunderstanding and confusion occurs • Insure compliance with Partner/Institution Policies Program Management Office - Applied Research

23. The R-PMO Value Proposition • Provides training (internal or outsourced) to build core project management competencies and a common set of experiences. • Delivers project management coaching services to keep projects from getting into trouble. Projects at risk can also be coached to ensure they don’t worsen. • Tracks basic information on the current status of all projects in the organization and provides project visibility to management in a common and consistent manner. Program Management Office - Applied Research

24. The R-PMO Value Proposition • Tracks organization-wide metrics on the state of project management, project delivery, and the value being provided to the business. The R-PMO also assesses the general project delivery environment on an ongoing basis to determine the improvements that have been made. • Acts as the overall advocate for project management to the organization. This includes actively educating and selling managers and team members on the value gained through the use of consistent project management processes. Program Management Office - Applied Research

25. It might be a program IF • It achieves a set of Institution objectives. • It is an ongoing endeavor providing value • Provides direction to Projects • Sets structure and criteria for selecting and prioritizing Research Programs/Projects • It is identified in Strategic Plan • Directs a portfolio of projects that benefit from a consolidated approach Program Management Office - Applied Research

26. Research Program • Relates directly to a Program of Studies • It achieves a set of Academic Program objectives. • It is an ongoing Research / Academic endeavor providing community value • Provides direction to Research Projects • Sets structure and criteria for selecting and prioritizing Research Projects • Directs a portfolio of Research Projects that benefit from a consolidated approach Program Management Office - Applied Research

27. It is a Project “IF” • It has a definite start and End • Has resources assigned to complete Deliverables or achieve Results • It has a unique Product, Service or Result • It is Planned, Executed and Controlled Program Management Office - Applied Research

28. Next Steps • Approve a Mandate to proceed • Allocate Funding & Resources • Agree on timeframe and expectations Program Management Office - Applied Research

29. Low Hanging Fruit • Standard Documentation Templates • Standard Memorandum Template • Basic Project Management • Walk a mile in my shoes sympathy Program Management Office - Applied Research

30. We Agree To • Contribute Best Practices • Contribute Programs & Projects • Follow published guidelines • Try new ideas • Communicate to Peers and Staff • Involver the R-PMO in Projects Program Management Office - Applied Research

31. We Continue to Serve You • Thank You Program Management Office - Applied Research

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33. Links • http://www.colecompany.net Program Management Office - Applied Research

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