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Running head: PMO CHARTER, MISSION, & COMPETENCY 2

PMO CHARTER, MISSION, & COMPETENCY 2

PMO Charter, Mission, and Competency

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PMO Charter, Mission, and Competency

Introduction

Project management office, Acronym as PMO, is a body, group, or department in an organization whose roles are to define and maintain project management standards with the company. In most cause PMO regulates the execution of a project to lead to higher productivity. PMO plays a vital role in the success of project management and execution in any organization. For example, the PMO team creates standards project management tools and methodologies (Aubry, 2015). For example, PMO for Fortune Manufacturing recommends using project management tools such as Gantt chart, work breakdown structures, and calendar while dealing with manufacturing. Gantt charts, for example, help the organization in streamlining, allocating, and tracking project resources and project activities. PMO team can also facilitate the portfolios, foster strategic management decisions, and monitor and report active project portfolios. There are many ways an organization can establish a PMO. An organization that creates a clear, logical organization definition have a better chance of meeting the expectations of the project stakeholders, which include the project sponsors and client specification. Project managers must ensure that the PMO mission and vision statement must align with the overall organization's mission statement so that the company can impress not only the project sponsors but also other stakeholders such as the clients. An effective PMO reflects the company's mission and vision statement, organization values, and objectives. Other relevant input in the PMO mission and vision statement.

A general overview of Fortune Manufacturing Company

Fortune manufacturing company, which started in 1981, is a company that deals with installations, supply, and manufacturing of solar energy products. The company aim at ensuring that there is sufficient renewable energy around the globe by designing and supplying solar energy products in the world market. The company vision statement is to become a world-leading company in supplying renewable energy products. Simultaneously, the mission statement is a leading company in the installation, design, manufacturing, and supply of solar products through responsibly conducting business. The values that drive the Fortune Manufacturing Company are customer satisfaction, integrity, creativity, and innovation. Fortunate solar energy company utilizes several project managements tools and methods such as the Gantt chart and pert charts, agile project management methods, and Kanban.

Fortune Manufacturing Company PMO's Mission and Vision

Mission Statement

Fortune Manufacturing Project Management Office, PMO, and mission are to ensure integrity in implementing sound project management practices that meet environmental standards. The aim is to enable Fortune Company to design and supply renewable products in the market by ensuring creativity and innovation in designing solar products.

Fortune Manufacturing Company's vision statement is to be a leading department in designing tools and standards that will enable the company to meet the strategic vision of developing sustainable solar products.

Alignment of PMO's Mission and vision statement to the Fortune Company

The PMO mission statement is aligned with the Fortune manufacturing company in that both aims at ensuring the company meets the strategic goals by meeting the environmental standards through designing and supplying of solar energy products.

PMO Stakeholders

PMO stakeholders include the government, customers, designers, developers, and shareholders. Other key stakeholders are environmentalists and competitors. Developers, for example, have vested interest in designing programs that will reduce time and cost associated with tracking resources and assigning the resources.

PMO's Charter

PMO'S Business Purpose

The main purpose of the Fortune Project Management office is to ensure project management procedures, tools, and standards meet the overall company objectives. For Fortune Manufacturing Company, tools can include PERT, Gantt Charts, calendar, and work breakdown structures. A project management office that uses the Gantt chart can easily track project progress, effectively allocate resources, and track project resources and activities. PMI has come up with standardizing methods of handling project activities. These methods include agile, scrum, Kanban, and waterfall methods.

PMO'S Alignment and Affiliation

PMO should align the project activities to the company strategy (Campbell, 2016). For example, Fortune Manufacturing should ensure that crucial activities such as designing, installation, and supplying electrical products meet the sustainability demands of the company.

PMO'S Empowerment Authority

PMO'S empowerment authority comes from the ability to handle the project through effective tools and methods. For example, the project manager leading the Fortune solar manufacturing company will have insight into management because of the existence and use of the PMO tools and methodology. For example, a project leader will be empowered to track the resources when the PMO implements PMO tools such as the Gantt chart and PERT chart. Project management tools create the

PMO' Fiscal Management

PMO allows the all-year-round management of the project or program. For example, a tool such as a scheduler allows the project to track the milestone from the beginning to the end of the project. Milestone scheduler as a tool allows the managers to have a clear vision of how the team manages the time and resources such as the financial. A project Gantt chart can document the activities and time the project takes throughout the year.

Charter Approval

A project charter a formal document that builds a solid foundation for a project. A project charter is a one or two-page document that provides guidelines to the stakeholders and how they will appoint the project manager. It is rare to alter the project charter document except when top-level management needs to alter some parts of the document. It is the work of the sponsor to accept and approve the company's project charter so that the team allocates the resources to the organization. When sponsors approve the project charter, they start giving the green light to the commencement of the project. The shareholders and other stakeholders approve the Fortune Manufacturing Company project charter. The project charter as the following information: The appointed project manager, scope, budget and milestone, and list of shareholders. For example, in Fortune manufacturing company project charter define who lead the project, highlight the list of shareholders, and the project cost.

PMO Competency Continuum Stage

PMO Competency Continuum Stage Determination

The role of PMO range from project oversight to strategic alignment. While oversight and control are on the lower continuum, business integration and strategic alignment, on the other hand, lies in the higher continuum (Hill, 2004). The five PMO stages indicate the project have achieved maturity as PMO roles and responsibilities changes from oversight and control to strategic business alignment at the higher competency stages.

Stage 1: Project Oversight

Project oversight is the level in the extreme lower end of the continuum. During this stage, the role of the project manager is to ensure the project achieves its deliverables and objectives at the speculated cost and time. For example, the design department should ensure that solar energy products meet trio-constrains. A project manager ensures the organization meets the schedule, and there is the effective utilization of the resources.

Stage 2: Project Control

Project control is the second stage, where the role of PMO is basic. For example, Fortune Manufacturing project manager provides a standard and repetitive across all the projects

Stage 3 Project Support

It is a standard PMO where the roles of the project manager are to build cohesiveness among the project team. In this case, a project manager's role is to ensure strong collaboration between the supply department and the design teams when manufacturing solar products.

Stage 4 Business Integration

Project advance toward maturity. Project managers apply integration project management capability as the business aim to achieve the objectives

Stage 5 Strategic Alignment

It is a stage where the PMO manages continuous improvement and cross-functional teams to achieve strategic business goals (Kerzner, 2003). The project manager ensures that there is a connection between daily operations and the company's strategic plan.

PMO Competency Continuum Stage to the Organizational Project Management Maturity Model (OPM3)

OPM3 is a tool for integrating the best project management practices. When using the OPM3 tool, it is important to learn that three major domains are the project, program, and portfolio. While the four stages of maturity are standardized, measure, control, and continuous improvement (L & Whelbourn, 2003). OPM3 identifies the best practices with the three domains of project, program, or portfolio. Fortune Manufacturing stakeholders, for example, can use the OPM3 to identify where the best practices can fall and at what stage. For example, Fortune manufacturing stakeholders can easily tell when to use a resource sheet in project management. The stakeholder must have a framework where the best practice falls in the domain and its rightful stage. OPM3 domain is project management, program management, and portfolio management, which are the organizational project management maturity. The OPM3 identify the project management process groups and create a framework where the stakeholder can visualize how these processes interact with an additional domain such as program and portfolio (Arif Wijaksono et al., 2020). An example is how the information flows in the Fortune Manufacturing Company from the imitation stage to the closures. Organizational Project Management Maturity Model (OPM3) highlights the five levels of maturity as Initial process, structured process and standards, managed process, and five Optimize process level, respectively.

In conclusion, PMO in an organization is an essential department that ensures project management best practices within the organization. The main work of PMO is to regulate project management activities in such a way that an organization may achieve its strategic role. PMO design the best practices, methods, and tools necessary for an organization to achieve its goals (Hydari, 2012). PMO is necessary for every organization because it is a body that regulates all the activities that are related to project planning. A PMO tool includes Gantt charts and PERT charts, which help the organization is communicating, analyzing, and monitoring project management activities and resources. Gantt chart, for example, helps project managers is establishing the time a project can tale to complete. It can also highlight possible challenges such as overestimation of resources or underestimated resources. Gantt chart tools help in creating accountability in the organizations. A PMO defines the best method an organization can use, for example, the flow chart and Kanban, which are important when designing a product or testing a prototype. The company shareholder or sponsors sign a well prepare project charter as a means of commencing the project and creating the commitment to provide the resources.

References

Arif Wijaksono, F., Pratami, D., & Fuad Bay, A. (2020). Measurement of Risk Project Maturity Using Organizational Project Management Maturity Model (Opm3): Study Case Of Construction Project In Bandung. IOP Conference Series: Materials Science And Engineering, 852, 012098. https://doi.org/10.1088/1757-899x/852/1/012098

Aubry, M. (2015). Project Management Office Transformations: Direct and Moderating Effects that Enhance Performance and Maturity. Project Management Journal, 46(5), 19-45. https://doi.org/10.1002/pmj.21522

Campbell, G. (2016). PMO Alignment to Company Strategy: A Two-Way Street. ProjectManagement.com. Retrieved 26 September 2020, from https://www.projectmanagement.com/articles/352651/PMO-Alignment-to-Company-Strategy--A-Two-Way-Street.

Hill, G. (2004). Evolving the Project Management Office: A Competency Continuum. Information Systems Management, 21(4), 45-51. https://doi.org/10.1201/1078/44705.21.4.20040901/84187.6

Hydari, H. (2012). Book Review: The Virtual Project Management Office: Best Practices, Proven Methods. Project Management Journal, 43(5), 102-102. https://doi.org/10.1002/pmj.21295

Kerzner, H. (2003). Strategic Planning for a Project Office. Project Management Journal, 34(2), 13-25. https://doi.org/10.1177/875697280303400203

L, S., & Whelbourn, F. (2003). PMI organizational maturity model. Pmi.org. Retrieved 26 September 2020, from https://www.pmi.org/learning/library/pmi-organizational-maturity-model-7666.