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Project Management Office (PMO) ChecklistProject NameVersionYour Company NameProject Management Office (PMO)ChecklistDateConfidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2010Page 1 of 10

Project Management Office (PMO) ChecklistProject NameVersionRevision HistoryDateVersionAuthorChangeCOPYRIGHT NOTICEConfidential – 2015 Documentation ConsultantsAll rights reserved. These materials are for internal use only. No part of these materials may bereproduced, published in any form or by any means, electronic or mechanical, including photocopy or anyinformation storage or retrieval system, nor may the materials be disclosed to third parties without the writtenauthorization of (Your Company Name).Confidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2010Page 2 of 10

Project Management Office (PMO) ChecklistProject NameVersionTable of Contents1 Purpose . 41.1Intended Audience . 42 Organizational Responsibilities . 42.12.2Project Management Office (PMO) . 4Project Managers. 43 PMO Framework/Interfaces and Tools Illustration . 53.1PMO Framework and Tools Checklist . 64 Data Required by Project Managers . 74.1Project Manager’s Toolset . 85 Project Manager’s Interfaces and Tools Checklist . 9Confidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2010Page 3 of 10

Project Management Office (PMO) ChecklistProject NameVersionNote: Text displayed in blue italics is included to provide guidance to the author and should bedeleted before publishing the document.1PurposeThe Project Management Office Checklist provides the capability to determine if the InformationTechnology (IT) Program Management Office (PMO) has provided the functions and tools to achieve asuccessful environment in support of both executive management and the project managersresponsible for individual IT projects.1.1Intended AudienceThis document is intended to provide guidance for the following personnel: Executive IT managementProject Management Office personnelProject managers2Organizational Responsibilities2.1Project Management Office (PMO)“The major role of the PMO is to define and maintain process standards by providing a framework toestablish standard performance measures based on organizational goals and objectives, and providingtools and procedures to achieve this.”In brief terms, the PMO’s function is to provide clear direction, define standards; provide a centralizedconduit for reporting to senior IT and corporate management; implement a methodology (ProgramManagement Methodology) for developing projects; develop templates to define the project phases(Software/System Development Life Cycle); and above all, perhaps the most important and oftenneglected need, provide the framework and tools project managers will need to manage, status andreport on their projects.2.2Project ManagersIn summary, each project manager is responsible for interfacing with business units to precisely definebusiness requirements; ensure compliance with PMO methodologies and standards; develop theproject milestone schedules and budgets and track schedule and financial actuals to these targets;develop a plan and follow-up for any required corrective actions; and provide frequent status to thePMO and business units.Confidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2010Page 4 of 10

Project Management Office (PMO) ChecklistProject NameVersion3PMO Framework/Interfaces and Tools IllustrationA graphic illustration of the composite framework consisting of those interfaces and tools that must beprovided for successful PMO execution is shown in Figure 1-1 as a visual reference. Note that thisillustration does not identify the specific tools required by the project managers. This framework isdiscussed in Section 3.1.Figure 1-1. PMO Framework/Interfaces and ToolsConfidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2010Page 5 of 10

Project Management Office (PMO) ChecklistProject NameVersion3.1PMO Framework and Tools ChecklistTable 1-1 provides a checklist of the minimum interfaces and tools necessary for successful PMOexecution. If these capabilities do not exist, the project managers will encounter difficulties satisfyingtheir statusing and reporting requirements.CheckItemInterface or ToolDescriptionPMO OverviewThis is a set of instructions for defining and using the toolsavailable to PMO, business units and project managementpersonnel. Too often, this critical information dissemination isoverlooked in many organizations.Funding SourcesIdentifies the funding source and dollar value of all projects, andin some organizations will identify the types of funding, forexample, capital vs. expense.Project Staffing/ ResponsibilitiesIdentifies personnel assigned and their role in each project.Business Units/ StakeholdersIdentifies the business units, key personnel, and the stakeholderswho will approve each project.PMM/SDLC DocumentsThis is the well documented Program Management Methodology(PMM) employed by the company including templates anddocuments utilized in the System Development Life Cycle (SDLC)available for downloading by the business analysts and projectmanagersWork Process Flow/ApprovalsProvides a mechanism for process work flow and approval foreach document in the life cycle (example: with the automated useof SharePoint), with appropriate alerts and notifications whenapprovals are delinquent.Enterprise ArchitectureProject designs must be reviewed by the enterprise architectureorganization to ensure compatibility with long-term strategic andarchitecture goals, and as a repository for all standards (such asscreen design or coding standards).Project IssuesA list of project issues, with associated status, can be assessedby the project managers and business units and updated by theproject managers.Project RisksProject risks can be identified and addressed by the projectmanagers and business units and updated by the projectmanagers.Project Dependencies/InterfacesSeparate lists of project dependencies and interfaces arenecessary for collaboration and actions between projectmanagers, ensuring that these items are readily traceable.Executive ManagementReportingTo ensure project success, frequent and concise project statusupdates to executive and senior IT management, from dataprovided by individual project managers, is critical.This capability must include the ability to generate flexible andcustomizable reports to satisfy senior management and PMO ondemand requests.Confidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2010Page 6 of 10

Project Management Office (PMO) ChecklistProject NameVersionFixed Assets/AccountingIn many organizations, updates to accounting systems arerequired as new projects activate hardware and software duringthe “Go Live” process, including the proper accounting ofexpenses.IT GovernanceIT Governance must be actively involved in the decisionprocesses. An IT Governance interface identifying policiesshould be readily available for project managers.Change Control ProcessA formal change control process must be in place prior to placingnew products, services or modifications into production to ensurea secure production environment.AuditingThe PMO must be aware of the intentions and demands of bothinternal and external audit to ensure proper documentation isavailable at anytime in the process to satisfy this organization.Additional PMM ToolsMany organizations possess other tools that are instrumental in asuccessful PMO in addition to the tools identified herein.Performance MetricsUpon completion of projects, an evaluation of project performancemust be addressed to enhance the learning curve for subsequentproject implementations.Table 1-1. Interfaces and Tools Checklist4Data Required by Project ManagersThe project manager’s role is to accomplish the following tasks: Meet with the business units to ensure that project objectives and requirements are well-definedClearly identify project budgets and milestones at a level to permit detail trackingManage project staff members and responsibilitiesValidate that project implementation is in compliance with PMM/SDLC and enterprise architecturestandardsDefine budget or schedule variances, and provide corrective action when necessaryReport frequent status to the PMO on all projects.This role appears to be a relatively straightforward, but the data that must be made available to theproject managers to accomplish these tasks can become onerous and time-consuming to acquireunless careful planning and a degree of limited software development (where necessary) precedesproject implementation.Confidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2010Page 7 of 10

Project Management Office (PMO) ChecklistProject NameVersion4.1Project Manager’s ToolsetA graphic illustration of the project manager’s toolset is shown in Figure 1-2.Figure 1-2. Project Manager’s ToolsetConfidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2010Page 8 of 10