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Project Organisation and Establishing A Programme Management Office
Project Organisation and Establishing A Programme Management Office
Project Organisation and Establishing A Programme Management Office
Project organisation
and establishing
a programme
management office
Leadership Series 1
kpmg.com/nz
Introduction
The first topic of the Project leadership concepts to consider when organising and »» How will we manage/leverage
Series, Project organisation and staffing a programme or major project, as resources from various sources?
establishing a Programme Management well as key considerations for establishing
»» Are all the key roles and responsibilities
Office (PMO), is one of the most critical a programme or project PMO. At the end
known and documented?
components of managing programmes of this paper we hope that you will have a
and projects. It is one of the first activities better understanding of how to address the »» Should we establish a PMO?
to occur during a programme/project and following challenges: If so what skills do we need?
significantly impacts on the likelihood of »» How should we organise a PMO?
»» Do we have the right number and
success. There is also no clear “one size
type of resources for the project? »» Should our PMO be responsible solely
fits all” leading practices, and because
for managing the project control
actual practice varies greatly, the manner »» How do we effectively structure our
infrastructure or should it actively
of how to organise the PMO is one of organisation to manage large projects?
manage all of our major projects?
the more challenging decisions project »» Do we have the required internal capabilities
owners make. In this paper we explore key and capacity to develop the project?
Project Advisory / Leadership Series 1 /02
tip 01:
been established to help comply with regulatory
»» Cost reporting
requirements or to help manage and mitigate
and tracking
risks on major projects. While PMO’s can be
effective in improving performance they can »» Procurement
4. Delineation of small vs. large
also be effective in helping manage and mitigate and emergency projects
risk through improving consistency, accuracy and
competency across business units in areas such as: Many organisations have different
procedures for managing small versus large
capital projects to align the level of control
and accountability with the associated
project risks. Requiring small or emergency
projects to adhere to multiple layers of
project management and controls can lead
to unnecessary paperwork and increased
overhead costs. When deciding on how to
address the delineation of projects and their
associated project controls, we recommend
that entities consider the following points:
Organisations with large and steady capital Functions that an owner cannot entirely »» Document management
programmes often benefit from the use of outsource are:
»» Value engineering
internal project management resources.
»» Project authorisation
Using internal project management resources »» Regulatory compliance
leads to increased capabilities, improved »» Development and delivery integration
»» Forecasting
knowledge sharing amongst projects and a »» Budgeting
»» Communications
greater likelihood of continuous improvement
»» Procurement
of project controls and project delivery »» Material management
processes. During a capital programme »» Contract administration
»» Reporting
ramp up period, entities should carefully plan »» Change management
their project management organisational Regardless of which functions are
»» Risk management
strategy to take advantage of various options outsourced, the owner’s internal resources
such as utilising temporary resources to Functions that an owner may be able should stay involved in key programme
rapidly develop internal PMO’s. Leveraging to partially or fully outsource are: management functions. A basic level of
outsourced resources can increase an knowledge of common project management
organisations capacity to rapidly increase or »» Scheduling
processes is critical to ensure that controls
decrease project management resources. »» Quality management are intelligently outsourced, there is proper
Organisations with smaller or significantly »» Payment processing and administration administration of contracts and controls are
variable capital programmes may be better effectively monitored.
»» Environmental Health and Safety
off relying on outsourcing as a more useful
»» Design standards and specifications
practice. Even so, certain key functions
cannot be outsourced without significantly
jeopardizing programme success. In one
case study, an owner-investor outsourced
its entire programme management function.
The outsourcing was ineffective, and the Many companies have separate and unique project management standards for
owner failed to administer the contract with capital projects in each of their business units or subsidiaries. This is primarily
tip 02:
the programme manager. The programme driven by the project characteristics for these business units. Also there is
fell significantly behind schedule and the often a perception that having common project management standards for
costs increased due to a lack of effective all capital projects will reduce project performance in some areas by adding
controls. The owner ultimately removed the unnecessary controls or procedures that are not well suited for all projects.
programme manager and created an internal However, it is possible to have a common project management framework
programme management function, which with project controls and processes customised for specific business units.
took over the completion of the programme.
A responsibility matrix is the ideal tool for One of the most common reasons for Phased control implementation
identifying PMO roles and responsibilities programme and project failure is the lack Modifying controls, implementing new
and describing the interfaces among of objective control standards. Conversely, controls and providing training to PMO
departments involved in planning, design, successful entities frequently evaluate team members in phases to minimise
procurement, construction and operational risks and the internal control environment implementation issues.
handover. The responsibility matrix designed to mitigate these risks. Leading
Continuous improvement
facilitates effective communication among entities use a comprehensive set of
Reassess controls on a continuous basis
project stakeholders, avoids gaps and objective criteria that serves as a consistent
to keep up with the organisational and
duplication of project efforts and aligns baseline for controls evaluation and
regulatory changes.
goals and objectives of the various parties measurement. Such standards can also
involved with a given project or overall provide needed assessment criteria for Recognising that the effectiveness of
programme. The responsibility matrix internal audit departments. project management processes and
should include all of the various tasks to be controls is never black and white, the
Consider the following guidelines when
performed and indicate each person’s roles PMO sponsor should challenge PMO
assessing, developing and implementing
and responsibilities pertaining to each task. members to achieve a desired state of
project or programme controls:
PMO performance. The state of the PMO
Project teams are frequently comprised
Prioritising objectives performance can be described as a range
of individuals from across an organisation.
Before assessing programme controls, of process maturities such as the following:
In planning for PMO resources, the
understand and prioritise the objectives
owner can rely on either a top down
of the programme with validation from Tier V optimised
estimate, based on available industry
management and key stakeholders.
information (e.g. surveys and general
Tier IV managed
guidelines) or bottom up estimates of Developing a framework
resources based on the specific internal Develop and adapt a controls framework
Tier III defined
project management activities it intends that meets the needs of the programme.
to perform. For best results, resources
Current policy and procedure analysis Tier II repeatable
should be formally assigned to the PMO
Perform a gap analysis of existing core
and to specific projects to eliminate
policies, procedures and processes in order Tier I awareness
competing responsibilities from jeopardising
to identify gaps, overlaps and areas of
programme and project success.
strength or weakness. An approach to evaluate and measure
Evaluate analysis with sponsor process maturity might also include a
Prior to implementing new policies and checklist of criteria for managing risk,
procedures, evaluate existing and planned which can help identify control gaps and
controls with the PMO sponsor to ensure encourage project management process
the right balance of controls is in place. improvement.
Project Advisory / Leadership Series 1 /06
The KPMG Controls Framework uses five major process control categories and approximately
forty sub-categories to describe leading practices for managing large capital programmes.
30
Schedule
Project strategy Change development
core process
Budgeting Solicitation
and authorisation management standards and
processes
Project
Project cost Contracting Design standards
management
reporting standards and specifications
reporting
Estimating and
Contract
contigency
administration
management
Schedule
Communication Procurement Regulatory
support process
Forecasting management
plan planning compliance
process
Project self
Roles and Solicitation Schedule
Variance analysis assessments and
responsibilities planning integration
lessons learned
Project planning
Project cost Contract Compliance
and intergration
coding Negotiation auditing
management
Historical trend
analysis
Conclusion
Determining the most effective project improve project management practices
management and controls framework to match precisely the needs of the
for your organisation and understanding organisation. If you are considering
how to implement your PMO presents implementing a PMO, then the advice
significant challenges. Despite these and tips described above will help you
challenges, there is always room to through the decision making process.
Project Advisory / Leadership Series 1 /07
KPMG’s Project Advisory services are KPMG applies leading concepts Project Advisory Services can assist
objective, professional approaches to and practices, supported by: organisations to generate significant
managing the many risks associated › Experienced practitioners cost savings by minimising poor
with major change: risks that involve selection decisions, costly overruns,
› Recognised best practices
complexity, technology, governance, misalignment with business needs,
selection and management of vendors › Effective tools and templates poor quality deliverables and failed
and partners, implementation of › International standards projects.
solutions and acceptance of change › Built-in knowledge transfer
throughout the organisation.
Independent Quality Project Risk Assessment & KPMG’s Portfolio Management (PfM)
Assurance (IQA) Monitoring Advisory and Assistance services help
Is your project or programme on track? These services provide a highly focused, organisations to develop appropriate
Are the key risks and issues being activity-based approach to project risk processes and capabilities to achieve
effectively managed and addressed? management. They provide management this aim. We provide practical guidance
Independent Quality Assurance is with an objective and independent for conducting capability development,
KPMG’s approach to providing objective, assessment of the risks associated maturity assessments and performance
practical and open feedback to senior with a business initiative, programme or reviews. Our methodology provides a
executives, independently assessing project, and evaluate the effectiveness flexible, comprehensive approach that
project status, risks and issues. Advice of planned or implemented controls to can help our clients achieve their goals.
is provided by experienced staff who mitigate the risks.
are not part of the delivery team. Programme Management
Benefits Management and Office Assistance
Portfolio, Programme & Realisation Advisory Programme Management Office
Project Management (P3M) KPMG professionals help you identify the Assistance is intended to help our
Practices measurable business changes that you clients develop the processes to
P3M provides services for the purpose will to see at the successful completion support a Programme Management
of designing or evaluating portfolio, of your project and to tie these into Office. We assist with the development
programme, or project management an effective Benefits Management of a client’s programme office processes
practices. The objective is to assist and Realisation strategy which can and facilitate communication across
in implementing or improving P3M be referenced in your Business Case. client leadership to help make sure that
practices to reduce project costs, Even for projects where outcomes are enterprise programme initiatives are
increase project success and create an “enabling” or “intangible”, our Project aligned with the organisation’s business
organisational P3M support environment Advisory team will be able to assist with strategies. The focus of the PMO is to
which is valued by internal and external the identification of proxy indicators increase project visibility across client
stakeholders alike. and benefit relationships to support the leadership in order to help achieve
approval of your Business Case and its strategic programme performance.
Large Project and Programme successful delivery.
Management Assistance Project Advisory
This cornerstone service of KPMG’s Portfolio Management Our practitioners know that successful
Advisory practice is designed to Effective portfolio management helps projects are the result of clear vision,
address the full lifecycle of a project or large organisations make sound careful planning, and meticulous
programme, providing an integrated decisions by prioritising the deployment execution.
approach to managing large initiatives of scarce resources to change initiatives
Bottom line: Project Advisory services
- the result: significant efficiencies and and maximizing their value to help
drive speed and effectiveness of change
enhanced outcomes. The methodology achieve the organisation’s strategy.
within your organisation by reducing
incorporates concepts from well- Organisations operate in increasingly
costs and increasing success.
known risk, benefits, project and dynamic environments, which often
quality management disciplines to help make it a struggle to satisfy fluid
companies achieve the results they business requirements.
expect during every phase of a large
project or programme.
Leadership Series
Contact us
Gina Barlow
Director
Project Advisory
T: (04) 816 4798
E: gbarlow@kpmg.co.nz
Chris Dew
Director
Project Advisory
T: (09) 363 3230
E: cdew@kpmg.co.nz
David Leighton
Associate Director
Project Advisory
T: (03) 378 0504
E: dleighton@kpmg.co.nz
Harriet Dempsey
Associate Director
Project Advisory
T: (04) 816 4883
E: harrietdempsey@kpmg.co.nz
kpmg.com/nz
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appropriate professional advice after a thorough examination of the particular situation. 3418