Project Management Office
The One IT Project Management Office (PMO) champions consistent project management practices which helps Stevens Institute of Technology fulfill its mission and strategic goals.
The mission of the One IT Project Management Office (PMO) is to intake and execute a technology portfolio of initiatives and projects. The PMO’s primary responsibility is to ensure that projects are completed within scope, budget, and on schedule. The PMO is responsible for establishing and implementing best practices for the benefit of Stevens in a way that encourages collaboration, standardization, and overall improvement in our services.
What is a Project?
What is a Service?
A project is a “temporary endeavor undertaken to create a unique product, service, or result.” - Project Management Institute
A service is a function or process (or a set of related functions and processes) provided on an ongoing, duplicable basis to a set of clients. Request a service visit the Stevens Support Portal.
Requesting a Project
All Stevens stakeholders requesting a new project are required to submit a Project Request Form.
Before you submit a project request, it is important to determine what the project will produce and to have a clear vision of the end result. Be prepared to provide the following information so that your project can be fully assessed:
Description of the business need: Why the project is necessary and how it will benefit Stevens?
Requested schedule: When is the proposed solution needed?
Cost/Funding source: Has a funding source been identified and approved?
After the Project Request Form has been submitted the PMO will work with you to clarify your specific needs and gather additional information as necessary. The PMO will review requests to determine alignment with Stevens strategic goals, technical feasibility, scheduling and availability of required resources.
All projects with IT components are run under a partnership model called “Two-In-The-Box”. This model establishes and assigns two core roles (Business Lead and IT Technical Lead) to projects. This ensures there is one single point of coordination for all business and IT activities.
Managing a Project
All projects are unique and take on different forms that present many degrees of uncertainty. Managing these projects dictate that organizations divide them into manageable pieces called project phases. Collectively, these phases are known as the project life cycle. The project life cycle is divided into four project phases that are listed below:
The initiation phase defines and organizes the project. The problem or opportunity is demonstrated and, if it is approved, then the project is created.
Obtain project approval
In this phase, a workable project plan is developed that will accomplish the project. The project has clearly understood and agreed upon scope, schedule, and resources.
Develop project plan
Assign roles and responsibilities
Develop project documents
Conduct a kickoff meeting
Develop communication plan
Coordination and allocating resources and people take place in this phase. Work results are produced.
Complete project works and tasks
In this phase, the project transitions to closure and long-term project success is ensured.
Obtain project acceptance
Provide necessary training
Update relevant documentation
Convert the project to a product or service (if applicable)
Project Lifecycle Flow
All projects will follow the project lifecycle steps shown in the flowchart below.
Activity to accomplish an outcome or step towards a strategic initiative
A project delivers a desired quantifiable result within a specified budget according to schedule
Once a project’s goal is met and the specified result is delivered, the project is complete and ends
They are unique activities, not routing or ongoing operations
They have a defined beginning, a list of deliverables, and an end
The end product must have the potential or capability to add defined business benefit
Project begins with approval of scope, schedule, resources and ends with acceptance and closing
Project managers manage and track the execution of a project
They work with the project sponsor and key participants to ensure the project is clearly defined, the goals are understood, the resources are sufficient, and the timeline is achievable before the project is launched
They establish the sequence of required steps
They coordinate the resources and track and communicate progress towards goals
They provide recommendations and escalate changes and threats to the scope, schedule, or resources of the project to the project sponsor
They ensure project goals are met
They transition delivered projects to products/services
Perform one or more tasks in support of a project
May or may not attend project meetings or be regular members of a project team
Project sponsor defines and supports, project managers execute
A project should have only one sponsor (multiple sponsors = conflicting definitions and direction) but may have many stakeholders
A project sponsor should be at a sufficiently high level to obtain the necessary resources and organizational commitment and to handle project-related negotiations and business decisions.
A project sponsor negotiates agreement on the scope with key stakeholders and has the final say on project scope and objectives
A project sponsor defines the boundaries of the project
What is to be done
By what time
With what resources
Why it is necessary and what it is in support of
What will happen after the project is complete (long term support, funding, and ownership)
Project sponsors obtain necessary funding and resources
Project sponsors work with the project manager to understand proposed changes to the scope, schedule, or resources for a project, and approve such changes
Project sponsors handle escalations and challenges to the project
Project sponsors approve the project launch and confirm that the project goals have been met upon project completion
Stakeholders have a vested interest in the outcome of a project and a voice in project scope and objectives
They are consulted by the project sponsor on project scope and scope changes related to their area of interest
They are informed about project progress by the project manager or sponsor
They contribute project requirements and expectations
They generally can allocate resources and set priorities/speak on behalf of their organization
A milestone is a reference point marking a significant step or event in the course of a project
Milestones are frequently used as checkpoint to mark and assess progress
A definable step or activity to be completed usually by one person or group
Projects are comprised of a series of tasks
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