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Identify quality issues and root causes, identify corrective actions, discover Early Warnings and drive to resolution in close coordination with the SQA Directors. Drive consistency, adoption and integration of quality standards within Microsoft s processes, policies and systems, as well as support their creation.
Develop continuous improvement insights with high-impact across our QA teams and into the Field. Engages with other project managers at the customer site with support from peer teams, supports development of stakeholder relationships, and escalates issues and ambiguous situations to senior colleagues as needed.
Contributes to customer satisfaction by engaging with customers in a positive manner, reviewing customer feedback, and builds trusted relationships with internal resources to act as the voice of the customer with guidance from mentors on politically sensitive matters. Contributes to expectation management by documenting, executing, and monitoring according to contracted approach e.
Adheres to project compliance standards e. Establishes clear expectations and accountabilities e. Interacts with default stakeholders e. Monitors and tracks risks and issues within basic projects or components of projects with guidance by relying on senior colleagues to identify and evaluate risks, recording and tracking mitigation plans using available tools to input and update risk, and escalating risk scenarios through senior colleagues as needed.
Supports maintenance of quality deliverables e. The whole idea of a centralized enterprise project system is to bring data together for analysis and display to allow projects to be managed together. If you don't have any intention to do that, stick with individual Desktop licenses. In some organizations the Matrix model has been displaced by a return to silo thinking.
This kind of thing can happen when there is a big organizational change or external stimulus from, say, a big change in the economy. When pressured, some managers will fight for survival by any means possible. I've seen several large organizations recently where department heads successfully described the PMO and their personnel as "redundant project resources" and lobbied to return control to the department heads.
The result of such changes can have the exact opposite effect of what was intended. True, costs drop for a short period, but the loss of efficiency of people whose job it was to generate efficiency through shorter, cheaper projects often carries a rebound awhile later.
Still, with large organizations, it can take months or even a year or two before these effects are realized. In the meantime, the Matrix collapses and the power of Project Server can be inhibited.
In the more progressive organization, new emphasis might be placed on the PMO with a newfound respect for its capabilities and, perhaps, even a new level of authority in the face of a challenging economy. For those working on or about to work on EPM deployments, here are a few things to think about with regard to the Matrix Management environment you encounter:.
First of all, look for the processes and the definitions of roles for each axis of the matrix. While doing interviews, look for where the processes are making the organization more productive as opposed to more bureaucratic. When looking at roles, watch out for the classic "responsibility without authority" challenge that is so often talked about in project management circles. If you're starting from scratch, you can still find processes in the hierarchical structure that can be adopted and those might well be worth a lot to you.
If you can find an existing process or procedure within a department that could be adopted by the entire enterprise, then acknowledging the source of the process gets you two things instantly: First, you have one process in one department that doesn't need to be deployed. It has already been adopted. Second, you can end up with a big ally in your efforts to create the second axis of the matrix where the department head involved can see evidence that you're not intending to throw out everything that has already been done by the departments.
If you're creating processes that go across departments and you will have to, then think about involving the very people who might feel disenfranchised. For example, I was assisting an organization recently who had to create a cross-department resource capacity planning process. Needless to say, the department heads weren't overjoyed at this idea as they felt that they would lose some measure of control over the management of their own staff.
I recommended creating a portfolio steering committee including among its members those department heads that would establish project priorities. The department heads wouldn't feel the authority was being taken from them; instead they'd be included in the new structure of authority for making cross-department decisions.
Working this way deflected an otherwise challenging aspect of an EPM Deployment by including the very people who would otherwise oppose it. Finally, think about going "light" on your deployment and establishing the centralized procedures without excessive intervention by working in layers. For example, we're working on a project where the matrix is very organizationally strong.
The PMO is in its infancy, and pushing hard against the organizational structure isn't ideal. We've recommended not working down to the individual level for resource management to start. The organization instead will deploy resource management as a centralized process with a very small number of users attached either directly or as emissaries from the departments to the PMO.
Resources will all be defined as generic and the goal will not be to drive to the individual task level for each employee to start. Members of the resource pool may be assigned specific values to support the portfolio analysis exercise. For example, resources may be assigned to specific departments, skill sets, languages, etc. These attributes generally map to the different portfolios of work defined in the project portfolio.
Business drivers are a definition of the goals of the organization. Each project or idea within the project portfolio may be assessed against each of the business drivers. This will yield a prioritization of each project. For more information on defining business drivers, please click here. Some organizations choose to use custom fields to perform prioritization. Custom fields support the use of existing prioritization processes. Custom fields may also be used to support the use of third party decision support tools.
The output of those processes and tools may be entered in custom fields within PWA to support a prioritization logic aligned with the needs of the organization. You may use PWA to combine portfolio data to create specific scenarios. These scenarios represent an analysis of the project portfolio, a portfolio analysis.
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