ppt
Mick
GMPMOCHARTER1.pptxPMO CHARTER
NAME :
COMPANY VISION
The company has a corporate vision of becoming the world's most valuable automotive company.
The vision is incorporated in the global market and the most valued organization
TYPES OF PROJECTS
Engineering trucks and vehicles
Engine manufacturing, and vehicle components
Financial services
Educating children about vehicle technology
GENERAL DESCRIPTION OF THE COMPANY
General motors (GM) is in the united states of America, in the state of Michigan.
It is well known for its wide production line of vehicles, trucks and automobile parts.
General motors is also one of the companies that offers automotive financing services.
ORGANIZATIONS NEEDS DETERMINATION
This activity is crucial for it helps General Motors to determine its needs that help in
Staying relevant in the industry
Keeping up with competition
Determine efficiency of technology in executing projects
PROJECT MANAGEMENT
PMO design and enactment
Proficiency
Capability
Development
BUSINESS MANAGEMENT
Customer satisfaction: try to engage customer during project development so as to know exactly what they want.
Revenue generation: play a role in demand management in project funding and prioritization
Operation efficiency: link business and technology with the aim of executing projects and generate cost efficiencies
ORGANISATION CULTURE EXAMINATION
Cultural miscellany
Business alliance
Organization variation
Business focused approach
STAKEHOLDER ANALYSIS
The main purpose of this action is to categorize stakeholders who will play a key role in the designing of the PMO and its latter efforts.
Primary participants
Administrative stakeholders – chief executive officer, and the board.
Business unit stakeholders – technology, human resource
Project management stakeholders – sales managers, technology managers
External investors – partners, customers
Stakeholders of General Motors are the ones who develop policy reforms and more so are involved in decision making of the organization. They also over see all the processes and operations of GM organization and support it in areas of need like financially.
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CURRENT PRACTICES ASSESSMENT PART 1
This is done with the aim of establishing a point of reference for project management capability improvement.
Looking at initial practices
Project instigation
Project development
project execution
Project closeout
General Motors compare its business processes and performance metrics to industry bests and best practices from other companies.
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PART 2
Other assessment factors
Project tools – excel based
Work plans - uses excel templates
Primary schemes – not available
Team competency team structure – in line with projects
Oversight and support – none
PRELIMINARY FUNCTIONALITY EXAMINATION
Main aim of the activity is to provide an initial fortitude of the nature and degree of the suggested PMO functionality and operative proficiency.
Initial fortitude at PMO design
oversight
regulation
Business configuration
Business development
support
Preliminary functionality of General Motors is that it produce quality automotive to increase its market. In the process, it prioritizes with monitoring and evaluation of its processes to ensure efficiency. It is assisted with adopting to new technology for more efficiency.
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PMO STAFF ALIGNMENT
Identifying resources needed for PMO
PMO development team should be reviewed by the CEO before approval.
Operations staff should be reviewed b the CEO before approval.
They include
Designers
Business analysists
Projects executives
Program administrators
Preliminary functionality of General Motors is that it produce quality automotive to increase its market. In the process, it prioritizes with monitoring and evaluation of its processes to ensure efficiency. It is assisted with adopting to new technology for more efficiency.
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References
Hobbs, B., Aubry, M., & Thuillier, D. (2008). The project management office as an organisational innovation. International Journal of Project Management, 26(5), 547-555.
Stanisic, B. (2018). General Motors CEO Mary Barra–Leadership style analysis.
Tonchia, S., Tonchia, & Mahagaonkar. (2018). Industrial project management. Springer.
