Project, programme and portfolio management offices
A project management office (PMO) is essential for organisations as it standardises project management practices, ensuring consistency, integration, alignment and efficiency across all initiatives.
Project management office artefacts
Each artefact provides structure, insight, and accountability, supporting the PMO’s delivery of projects, programmes or portfolios.
Project charter
A formal document authorising the project, outlining objectives, scope, stakeholders, and essential roles.
Project plan
A comprehensive document detailing the approach, timeline, resources, and milestones for project execution.
Risk register
A catalogue identifying potential project risks, their likelihood, impact, and strategies for mitigation and management.
Issue log
A document for tracking issues, including their status, assigned owners, and resolution steps.
Stakeholder register
A list identifying project stakeholders, their influence, needs, and communication requirements for engagement.
Change request form
A standardised form to document proposed changes, their rationale, impact assessment, and approval status.
Project schedule
A timeline detailing tasks, dependencies, milestones, and deadlines, often managed with scheduling software.
Budget tracker
A document or tool for tracking actual versus planned spending to control project costs. It may correlate with sources of funding.
Communication plan
A strategic outline defining methods, frequency, and stakeholders involved in project communications.
Resource allocation matrix
A document detailing resource assignments, availability, and workload balancing for adequate project resourcing.
Quality management plan
A framework outlining standards, procedures, and metrics to ensure project deliverables meet quality requirements.
Lessons learned document
A compilation of insights gained during the project or programme to inform and improve future phases.
Performance report
A regular update summarising project progress, risks, financials, and performance metrics against high-level milestones.
Requirements document
A detailed list of functional and technical requirements to ensure project outcomes meet stakeholder needs.
Project status dashboard
A visual representation (potentially BI-enabled) of project performance metrics, highlighting progress, risks, and issues in real time.
Work breakdown structure (WBS)
A hierarchical decomposition of tasks and deliverables to help organise and manage project activities.
Stakeholder engagement plan
A strategy for engaging stakeholders, ensuring their expectations and influence are managed throughout the project.
Project closure report
A formal document summarising the project’s achievements, challenges, and results, signalling formal project completion.
PMO personas and stakeholders
Each role contributes distinct skills and expertise to enable the PMO to drive project, programme, or portfolio delivery.
PMO director
- Oversees the entire PMO function and aligns it with organisational strategy and goals.
- Provides leadership, vision, and direction for the PMO team and its initiatives.
- Monitors PMO performance and ensures adherence to project management best practices.
Programme manager
- Manages multiple related projects, ensuring they align with broader organisational goals.
- Coordinates cross-project activities and handles dependencies across projects.
- Monitors programme risks, schedules, and resources, providing guidance to project managers.
Project manager
- Plans, executes, and monitors individual projects, ensuring they meet scope, time, and cost constraints.
- Manages stakeholder expectations and maintains effective project communications.
- Identifies and mitigates project risks, ensuring timely resolution of issues.
PMO analyst
- Collects and analyses project data to track progress, identify trends, and report on performance.
- Supports decision-making by providing insights on project performance and areas for improvement.
- Manages PMO dashboards, reporting tools, and key performance metrics.
Portfolio manager
- Oversees the organisation’s project portfolio, ensuring it aligns with strategic priorities.
- Prioritises projects based on resource availability, organisational needs, and risk.
- Monitors portfolio performance, reallocating resources as needed to maximise value.
Resource manager
- Manages resource allocation across projects to optimise utilisation and balance workloads.
- Works with project managers to ensure resource availability and address conflicts.
- Tracks skill sets and availability to support project staffing and capacity planning.
Risk manager
- Identifies, assesses, and monitors risks across projects, coordinating mitigation plans.
- Provides risk assessment support and guidance to project managers.
- Maintains a centralised risk register and tracks mitigation actions.
PMO administrator
- Provides administrative support for PMO activities, including scheduling, documentation, and resource coordination.
- Maintains the PMO’s knowledge base, storing templates, project artefacts, and documentation.
- Supports the team with reporting and communications, ensuring information flows effectively.
Quality assurance manager
- Develops and enforces quality standards and processes for project deliverables.
- Conducts audits, reviews, and assessments to ensure quality compliance.
- Provides guidance to project teams on quality requirements and continuous improvement.
Change manager
- Develops change management plans to address project-related organisational impacts.
- Coordinates communications and training efforts to ease the transition for stakeholders.
- Monitors the effectiveness of change initiatives and adapts strategies as needed.
“The project, programme or portfolio management office is the most important independent, autonomous business capability for an organisation delivering tangible outputs.”
Bogdan Ciocoiu
Director
Transformation management office resources
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