Relationship between EAPMO and PMO

Continuity Consulting, Inc.

Relationship between Enterprise Architecture Program Management Offices (EAPMO) and Project Management Offices (PMO) PMI-SVC PMO Forum June 24, 2009 Jamie Barrett

Meeting Objective and Agenda

Objective ● Describe the relationship between an EAPMO and PMO

Agenda ● ● ● ● ● ● ●

Definitions Benefits on an EA Program Enterprise Architecture Responsibilities EA Lifecycle Deliverables EAPMO and PMO Relationship Keys to Success Questions

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Definitions

● What is Enterprise Architecture (EA)? o Enterprise Architecture helps you to understand your current and future business and IT environments and how they are linked to enable you to identify where to make future investments. ● Future strategic direction + Environment changes – Current operations = Gaps (New IT Project Concepts)

● What is an Enterprise Architecture Program Management Office (EAPMO)? o The group within an organization that defines and maintains the standards of process and products generally related to enterprise architecture. o The EAPMO is the source of current and future organizational assets and strives to standardize and introduce economies of scale.

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Benefits of an EA Program ● Alignment o Promotes better planning and IT investment decision making o Ensures the business and information technology are aligned with the mission, goals and objectives of the program services provided

● Integration o Improves communication, transparency and accountability o Business and information technology personnel share a standardized vocabulary

● Change Management o Provides a baseline for conducting impact analysis o Provides a tool for measuring program effectiveness and change

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Benefits of an EA Program â—? Responsiveness o Improves information technology responsiveness to business needs o Ensures legal and regulatory compliance, and audit standards for program success

â—? Leverage o Effective use of technology for business gain o Achieves economies of scale by sharing services

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Enterprise Architecture Responsibilities

The Federal Enterprise Architecture (FEA) Framework has been adopted by the OCIO. The FEA is comprised of the following reference models: • • • • •

Performance Reference Model (PRM) Business Reference Model (BRM) Service Reference Model (SRM) Data Reference Model (DRM) Technical Reference Model (TRM)

These reference models are often referred to as a Consolidated Reference model (CRM) Figure 3 - FEA Framework Relationships Overview

Source: A Practical Guide to Enterprise Architecture – Second Edition ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

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EA Lifecycle Deliverables

Processes Templates Reference Models Standards Change Management Organizational Strategy and Goals Environmental Change Impacts Current Operational Documentation IT Project Concepts

7 Source: A Practical Guide to Enterprise Architecture – Second Edition ŠContinuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

EAPMO and PMO Relationship

Source: A Practical Guide to Enterprise Architecture – Second Edition ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

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EAPMO and PMO Relationship

Source: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newton Square, PA 19073-3299 USA

EAPMO and PMO Relationship

4. Project Integration Management

EAPMO  PMO

PMO  EAPMO

4.1 Develop Project Charter

- Business Need - Product Scope - Strategic Plan - Business Case - Enterprise Environmental Factors - Organizational Process Assets

- Measureable Project Objectives and Related Success Criteria - High Level Project Description

4.2 Develop Project Management Plan

- See Knowledge Areas 5  12

- See Knowledge Areas 5  12

4.6 Close Project or Phase

- Organizational Process Assets

- Updated Organizational Process Assets

Source: Aligning Your Enterprise Architecture and Project Management Processes ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

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EAPMO and PMO Relationship

5. Project Scope Management

EAPMO  PMO

PMO  EAPMO

5.1 Collect Requirements

- List of Stakeholders

- Updated Requirements Documentation

5.2 Define Scope

- Requirements Documentation - Organizational Process Assets

- Project Scope Statement - Deliverable Expectations

5.3 Create WBS

- Requirements Documentation - Organizational Process Assets

- N/A

5.4 Verify Scope

- Requirements Documentation - Deliverable Expectations

- Accepted Deliverables

5.5 Control Scope

- Requirements Documentation - Organizational Process Assets

- Updated Requirements Documentation - Updated Organizational Process Assets - Change Requests

Source: Aligning Your Enterprise Architecture and Project Management Processes ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

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EAPMO and PMO Relationship

6. Project Time Management

EAPMO  PMO

PMO  EAPMO

6.1 Define Activities

- Enterprise Environmental Factors - Organizational Process Assets - Activity List

- N/A

6.2 Sequence Activities

- Project Schedule Network Diagrams

- N/A

6.3 Estimate Activity Resources

- Activity Resource Requirements

- N/A

6.4 Estimate Activity Durations

- Activity Duration Estimates

- N/A

Source: Aligning Your Enterprise Architecture and Project Management Processes ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

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EAPMO and PMO Relationship

9. Project Human Resource Management

EAPMO  PMO

PMO  EAPMO

9.1 Develop Human Resource Plan

- Activity Resource Requirements - Position Descriptions - Enterprise Environmental Factors - Organizational Process Assets

- N/A

9.3 Develop Project Management Team

- Training

- N/A

Source: Aligning Your Enterprise Architecture and Project Management Processes ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

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EAPMO and PMO Relationship

10. Project Communications Management

EAPMO  PMO

PMO  EAPMO

10.1 Identify Stakeholders

- Stakeholder List - Enterprise Environmental Factors - Organizational Process Assets

- N/A

10.2 Plan Communications

- Communication Requirements

- N/A

Source: Aligning Your Enterprise Architecture and Project Management Processes ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

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EAPMO and PMO Relationship

11. Project Risk Management

EAPMO  PMO

PMO  EAPMO

11.2 Identify Risks

- Enterprise Environmental Factors - Organizational Process Assets - Checklist Analysis - Assumptions Analysis - Expert Judgment

- N/A

11.5 Plan Risk Responses

- Strategies for negative risks or threats - Strategies for positive risks or opportunities - Contingent response strategies - Expert judgment

- N/A

Source: Aligning Your Enterprise Architecture and Project Management Processes ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

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EAPMO and PMO Relationship

12. Project Procurement Management

EAPMO  PMO

PMO  EAPMO

12.1 Plan Procurements

- Requirements Documentation - Risks - Activity resource requirements - Enterprise Environmental Factors - Organizational Process Assets

- Updated Requirements

12.2 Conduct Procurements

- Source selection criteria - Organizational Process Assets

- Change Requests

12.3 Administer Procurements

- Approved Change Requests

- Change Requests

12.4 Close Procurements

- Organizational Process Assets

- Organizational Process Assets Updated

Source: Aligning Your Enterprise Architecture and Project Management Processes ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

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Keys to success

● Leverage PMI Project Management Practices to create the EAPMO ● Utilize the PMO as a data gathering source ● Communicate, Communicate, Communicate!!! o Communication is critical ●

Include key decision makers in the governance process o Environmental Change, Strategy, Planning, Business and Program, Project Management, Service and Support

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Questions?

Jamie Barrett, PMP Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 916.458.5151 JBarrett@ContinuityConsulting.com

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