Some Company, Inc PMO Charter

Some Company Incorporated

Project Management Office Charter

Date

Executive Summary

The Some Company, Inc (SCI)Project Management Office (PMO) is a service organization created for the specific purpose of supporting SCI’s Capital Investmentsand Enterprise Initiatives.

The mission of the PMO is three-fold:

  1. Establish, facilitate, and manage the enterprise project portfolio selection and funding process.
  2. Create a foundation for consistent project success throughout the organizationthrough development of a strong and pervasive Project Management discipline.
  3. Guide strategic projects to a successful conclusion by providing project management leadership, while improving the quality and repeatability of related processes.

PMO Objectives

In support of its mission, the PMO has six primary objectives:

  1. Develop and Implement Standards for Project Selection: Develop and publish standards and criterion for the project request process, project evaluation, and project funding to ensure that approved projects are aligned with SCI’s business goals and objectives.
  2. Develop and Implement a Standardized Project Management Methodology: Develop and publish project management policy, standards, guidelines and procedures that are scalable for varying project sizes and complexity. Provide project management tools and templates. Act as an advocate and model for good project management practice. Conduct project reviews to monitor effectiveness of and compliance with project management policy, standards and procedures.
  3. Build Project Management Professionalism among SCI Staff: Mentor, train, and guide SCI’s project teams as they learn and adopt project management best practices. Support staff in developing project plans.
  4. Manage the SCI Project Portfolio: Identify and maintain an inventory of all SCI projects(as approved by the Investment Council) and associated documentation. Ensure required documentation is in place and that stakeholders are properly informed about the ongoing progress of the SCIproject portfolio through effective reporting of key performance indicators.
  5. Direct Project Management for Key Strategic Initiatives: Provide project management services and oversight for select projects, as directed by SCI’s senior leadership.
  6. Ensure Benefit Realization: Define processes for clearly defining business cases and the associated metrics for measuring project success. Facilitate post-implementation benefit measurement and reporting.

Authority

Through sponsorship by the SCI Executive Leadership Team and supervision by the Chief X Officer (CXO), the PMO gains:

  1. Authority to promote SCI-wide organizational change effectively.
  2. Independence that can sustain reporting objectivity.
  3. Oversight that can keep work aligned with the SCI business strategy.
  4. Legitimacy as it fosters an effective, standardized project management approach.

PMO Staffing

The PMO has three sources of staff:

  1. An assigned Director of Program Management and full-time project management staff as required.
  2. Temporary resources assigned from other departments to lead/manage projects (matrix relationship to PMO for project management related responsibilities).
  3. Contract staff (as needed to manage strategic initiatives).

Project Success

Based on input from SCI’s executive management, the PMO considers a project to be a complete success when the following are true:

  1. Pre-defined business objectives and project goals are achieved or exceeded.
  2. Project delivery meetsapproved schedule and budget targets (as defined by the approved investment request, completed charter, and approved changes).
  3. Methods are in place for continual monitoring and evaluation (benefit realization).

Approvals

______Date: ______

<Name>

PMO Lead/Director

______Date: ______

<Name>

Chief X Officer (Direct Leadership for PMO)

______Date: ______

<Name>

Chief Executive Officer

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