CAS Severn’s project management office (PMO) provides guidance to the projects, programs, and portfolios that we manage. The PMO provides decision support information to the project managers, although it doesn’t make any decisions itself. Our PMO enforces the project delivery mechanisms by ensuring that all projects at CAS Severn are managed in a controlled way by adhering to Capability Maturity Model Integration (CMMI) practices for development and services.
THE PMO PROVIDES
- Oversite: ensuring that decisions are taken by the right people, based on the right information. Oversite may also include audit or peer reviews, developing project, portfolio, and program structures and ensuring accountability.
- Financial Management: identifying a project’s financial sources and resources, developing the project budget, integrating the budget of the project, and controlling cost throughout the duration of the project.
- Communication: providing information to stakeholders with a single source of the truth. Information is relevant and accurate to support effective decision-making.
- Organization Enablement: leverage interdependencies to provide the optimal approach for managing and realizing benefits.
- Routine collection of project progress and producing reports.
- Enhancing standards and processes with input from historical learned lessons.
- Mentoring teams on the use of PMO standards and processes.
- Delivering training and mentoring to project team members.
- Managing organizational dependencies across projects.
- Reporting on financial information such as Earned Value.
CAS Severn’s tiered and multifaceted approach provides an inherent problem identification, escalation, and resolution structure.
The project manager notes issues, and addresses them with the client project manager. If the issues cannot be resolved, they are escalated to the PMO. If the PMO cannot resolve the issues with their client counterpart, they are escalated to the delivery executive for resolution with the client executives.
Issues are reported by the project manager in the periodic status reports and reviewed by the PMO and delivery executive on an on-going basis thus expediting the resolution process. The frequent communications and continuous review resolves issues early.
From experience, the project manager resolves most issues, with few being escalated to the PMO. It is rare for issues to escalate to the delivery executive.
Meet Steve Muchow, Vice President of Services and the Project Management Office.