Project Management Office (PMO) ou Escritório de Gerenciamento de Projetos (EGP) – Parte 1

As estatísticas apontam altos índices de falhas em projetos, o que sugere a busca de novas estruturas organizacionais e modelos de processos capazes de reverter este cenário e melhorar o desempenho no gerenciamento de projetos.

O PMO veio para ser uma estrutura de suporte a uma nova visão, onde as empresas passam a trabalhar orientadas a projetos. O escritório de projetos passa a ser a área da empresa que possui uma visão geral de todo o portifólio de projetos gerenciados e, assim, visa a melhoria da eficiência no planejamento e condução desses, podendo fornecer informações rápidas sobre cada um dos projetos existentes e, conseqüentemente, auxiliar nas decisões a serem tomadas.

Possui como principais finalidades:

• Padronizar informações, cronogramas, estimativas, relatórios, planos;
• Ser o elemento central de informações;
• Ser um centro de apoio aos times de projetos, disponibilizar ferramentas;
• Estimular o espírito de equipe;
• Manter histórico dos projetos;
• Realizar comparações de desempenho entre projetos;
• Estimar riscos e ações de mitigação aos mesmos.

Visão Geral do PMO

No próximo POST sobre PMO abordaremos os tipos de PMO.

Aplicativo auxilia candidatos que vão realizar o exame PMP | Project Management Institute

Aplicativo auxilia candidatos que vão realizar o exame PMP | Project Management Institute.

Comunicação em Projetos – Identificando as Partes Interessadas

Segundo o PMBOK 4ª Edição “O Gerenciamento das Comunicações do projeto inclui os processos necessários para assegurar que as informações do projeto sejam geradas, coletadas, distribuídas, armazenadas, recuperadas e organizadas de maneira oportuna e apropriada”.

Essa área tem uma função fundamental no sucesso do projeto, haja vista que os Gerentes de Projetos passam a maior parte de seu tempo em comunicação com sua equipe, sponsor, fornecedores e clientes.

Ainda segundo PMBOK, o processo de Comunicação consiste em:

1. Identificar as Partes Interessadas
2. Planejar as Comunicações
3. Distribuir as Informações
4. Gerenciar as expectativas das Partes Interessadas
5. Reportar o Desempenho.

Dentre todos esses processos, vamos destacar o primeiro processo, que acredito ser o principal para que todos os outros possam ser realizados com maior eficácia: A Identificação das Partes Interessadas.

O processo de identificação das partes interessadas consiste em um mapeamento simples de que são os principais interessados no projeto, quais são suas expectativas/interesses no projeto, o grau de influencia gerencial no projeto e se o mesmo é positivo ou negativo e o cargo exercido no projeto. A tabela abaixo mostra esse processo com exemplo:

Stakeholder	Interesse	Impacto Gerencial Alto, Médio, Baixo (+ ou -)	Estratégia	Papel no Projeto
Nome do Presidente	Descrever os Interesses da Parte Interessada	Alto +	Aliados – Manter Satisfeito	CEO

É possível criar uma escala do impacto gerencial, conforme tabela abaixo, e para cada tipo de impacto, definir as estratégia macro de comunicação com as partes interessadas.

Com esse mapeamento é possível criar um indicador gráfico para entender qual é o público de seu projeto e qual o esforço será necessário despender ao projeto em comunicação.

Esse mapeamento possibilita inúmeras vantagens no momento de se comunicar com o público de seu projeto, bem como atender as necessidades dos stakeholders.

Bibliografia

Um Guia do Conhecimento em Gerenciamento em Projetos (Guia PMBOK®) 4ª Ed. [Seção do Livro] / A. Projec Management Institute, Inc.. – 2008.

Novas Regras para a Certificação PMP em 2011 | Project Management Institute

Novas Regras para a Certificação PMP em 2011 | Project Management Institute.

Se não existissem os sinais de pare!

Summary of the ASAP Methodology

ASAP Methodology for Implementation

 

 

Purpose

The ASAP methodology
for implementation is a phased, deliverable-oriented methodology that streamlines implementation projects, minimizes risk, and reduces total cost of implementation. ASAP takes a disciplined approach to project management, organizational change management, solution management, and other disciplines applied in the implementation of SAP solutions. The methodology supports project teams with templates, tools, questionnaires, and checklists, including guidebooks and accelerators. ASAP empowers companies to exploit the power of the accelerated features and tools already built into SAP solutions.

Phases

The ASAP methodology delivers the following phases:

1. Project preparation     In the project preparation phase, the project team defines project goals, a high-level scope, and a project plan. Executive sponsorship is secured, and the project standards and organization are set up. The implementation strategy is defined and approved. At the same time, the project procedures, standards, organization, and staffing are finalized. Roles and responsibilities of the entire project team are agreed upon and documented. The objectives of the project are validated, and all initiation activities are documented in the project charter.

 

2. Business blueprint    During this business blueprint phase, solution and technical designs are documented in the business blueprint. Lead by solution and industry experts from the SAP Consulting organization, a series of structured process workshops are planned and executed to arrive at the “to-be delivered” SAP enterprise solution. All available documentation for standard, delivered support for SAP business scenarios and all relevant preconfigured support for best practices are reviewed and discussed with SAP experts. All functional and technical requirements, coupled with project issues and gaps, are documented in the SAP Solution Manager application management solution.

 

3. Realization     In the realization phase, the SAP software system is configured and tested in a number of cycles. Initially, the baseline configuration, which represents the core business process settings, is performed, tested, and confirmed. This is followed with a series of configuration and development cycles, to implement the entire end-to-end solution. The solution is tested in a number of cycle tests and in a focused end-to-end integration test. Configuration is documented in SAP Solution Manager. All development such as enterprise services, interfaces, data conversion programs, reports, and any required enhancements are built and documented in SAP Solution Manager. Legacy data conversion programs are created and tested. The production system is installed during realization.

 

4. Final preparation     Within the final preparation phase, all systems are known to function correctly following the approved integration test. Technically, all integration issues should now be resolved. Detailed transition and cutover plans are created. The customer support organization is put in place. The production system is set up with transports and customer data. At the end of this phase, the production system is switched on and business operations start in the new environment.

 

5. Go-live support     The purpose of the go-live support phase is to move from a preproduction environment to live production operation. An easily accessible production support organization must be in place to support the end-user community, not just for the first critical days of production operations, but also for long-term support.

 

6. Run     The primary goal of the run phase is to ensure the operability of the solution. Operability is the ability to maintain IT solutions in a functioning and operating condition, guaranteeing systems availability and required performance levels to support the execution of the enterprise’s business operations. The recommended starting point of the phase is an assessment of solution operation after the go-live support phase to identify the relevant SAP standards for solution operations to be established or improved in the phase. The central operation platform is SAP Solution Manager, with the documented solution based on the transferred project documentation.

 

Work Streams

 

The ASAP methodology is structured around the key project work streams that are outlined in the picture below. For each work stream, the methodology lists the number of deliverables that are to be produced in each phase of the project.

 

 

The deliverables in later phases leverage or build upon deliverables completed in earlier stages. The roadmap is structured as a work breakdown structure (WBS) that represents a complete list of deliverables that need to be completed by the project team.

The ASAP methodology for implementation projects represents a standardized work breakdown structure that provides the foundation for defining implementation project work in a deliverable-oriented, hierarchical manner and managing the project work to completion.

ASAP methodology contains a standard set of templates, samples, accelerators, guidelines, and checklists for use by project teams in effectively managing and completing SAP solution implementation projects.

 

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