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. 3
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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