PROGRAM MANAGEMENT OFFICE
(PMO) Branch
The PMO Branch Newsletter – Issue Number 18 - June 2015
PMO Branch
Organization Structure
Chair: David Giles
Vice Chair: Ricardo Alvarez
Portfolio Leads:
Programs & Operations:
Rodion Rogov
Communications: Saadia
Zeeshan
eServices: Natalia Boyko
Finance: Vesna Piksa
Administration:
Jan Heinrichs
Volunteer Coordination:
Ricardo Alvarez
Associate Leads:
Marie Sterling
Atbin Sorahitalab
Ethiennni Martins
Araz Sanati
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Message from PMI-SOC Program Management Office Branch
Project management isn’t just about projects — it’s about people too, which is why it’s
important to get involved with PMI. Join PMO branch, volunteer your time to spread the
value of PMO and make your mark on PMI.
Increase your opportunities for collaboration and networking by attending events/webinars.
Break away from your project and reap the personal and professional rewards that come
when you get involved.
The Three R's you need for Your PMP
Exam
A low-level RAM may show that Joe Smith
of Company A will be completing the
electrical engineering for the design
(By Cornelius Fichtner, PMP, CSM)
As part of the process of preparing to take the portion of the project.
Project Management Professional (PMP®) Exam One of the most widely known and used
you have most likely read about the use of a type of RAM is the RACI chart. RACI stands
Responsibility Assignment Matrix (RAM), Roles for Responsible, Accountable, Consult, and
and Responsibilities, and the Resource Breakdown Inform. A RACI chart is simply a table with
project activities listed along the left and
Structure (RBS). Each of these tools & techniques
specific individuals or groups identified
are discussed within A Guide to the Project
across the top. This creates a grid where
Management Body of Knowledge (PMBOK® Guide) each activity and individual or group
– Fifth Edition, Project Management Institute, Inc., intersects.
2013, the globally recognized standard and guide
An R, A, C, or I can be placed in each of the
for the project management profession. In this
intersecting boxes and at least one
article we not only look at each of these tools & accountable individual or group is assigned
techniques individually, but also how they interact to each project activity. For large activities
with each other.
there may need to be more than one
individual responsible for completing the
What is a Responsibility Assignment Matrix
work. There can be multiple individuals or
(RAM)? It is a tool used as part of the Plan Human
groups who need to be consulted or
Resource Management process that relates the
informed, but be careful to make sure that
organizational breakdown structure (OBS) to the
each is identified correctly so that not too
work breakdown structure (WBS) and is used to
many unnecessary individuals or groups
ensure each project activity is assigned a specific
are being consulted when they may just
resource. A RAM can be used at a high level, a low
want to be informed.
level, or a combination of both depending on the
size and complexity of the project. A high-level
RAM may show that Company A has been hired to
complete the engineering portion of a project.
©2010 Project Management Institute, Inc. All right reserved. “PMI,” the PMI logo and “Making project management indispensable for business results” are registered marks of the Project Management
Institute, Inc. For the full list of PMI’s legal marks, please contact the PMI Legal department.
What are Roles and Responsibilities? They are used to define the project role, authority,
responsibilities, and competencies required for the role. Clearly defining and documenting
the specific Roles and Responsibilities necessary for each project resource are essential
ingredients of an effective Human Resource Management Plan. The best way to determine
the specific responsibilities required of each role on a project is to document these roles in
the form of specific job descriptions that must be matched with specific project team
members in order to properly execute the role’s responsibilities.
The four key items to be addressed when developing Roles and Responsibilities are role,
authority, responsibility, and competency. Role is the function an assigned person would
take on such as designer, engineer, or tester. As part of a role it is also important to define
the authority, responsibilities, and boundaries of the role. Authority is the right to make
decisions, sign approvals, apply resources, accept deliverables, and influence others to
complete project activities. Responsibility is the assigned tasks and work the individual is
expected to complete. When developing roles and responsibilities it is important that the
authority and responsibility match. For example, if an engineer is responsible for making
technical decisions it is important they have the authority to implement those decisions.
Competency is the skill set and experience required to complete assigned project activities.
If the wrong competency is assigned to a role project progress can be hindered by some
activities not being performed.
PMO Branch Volunteer
Call for Volunteers
Project management isn’t just about
projects — it’s about people too, which is
why it’s important to get involved with
PMI. Join our branch, volunteer your time
and increase your opportunities for
leadership, collaboration and networking.
Make your mark on PMI and the
profession. As a member, you can
volunteer to work on, and to lead
activities that advance the profession and
the PMO branch.
Please contact our Volunteer Lead Ricardo ([email protected])–
PMO Branch Articles
Call for Articles
Send your articles (400-600 words)
to [email protected]
What is the Resource Breakdown Structure (RBS)? It is a graphical representation of the
hierarchical structure of resources by category and resource type where each level is
broken down until it is small enough to be used in conjunction with the work breakdown
structure (WBS). The goal is to have all resources on a project, not only human resources,
linked to specific activities in the WBS in order to plan, monitor, and control the project
work. Being able to link resources back to the WBS is essential in ensuring that each activity
will be successfully performed.
One thing to remember when taking the PMP Exam is that the acronym RBS has two
meanings in the world of project management; Resource Breakdown Structure and Risk
Breakdown Structure. If you read the questions carefully and understand the context of the
question context (i.e., are they asking about resources or risks?) you should not encounter
any problems.
How do the Responsibility Assignment Matrix, Roles and Responsibilities, and Resource
Breakdown Structure interact? The RBS will provide the project manager with information
concerning the resources required to complete the project work. Once the RBS is
decomposed to the same level as the WBS then identified resources can be linked to
specific activities. A RACI chart can then be developed based on the identified resources in
the RBS and the activities that need to be completed in the WBS.
Come and join us in the
Fast Lane
©2010 Project Management Institute, Inc. All right reserved. “PMI,” the PMI logo and “Making project management indispensable for business results” are registered marks of the Project Management
Institute, Inc. For the full list of PMI’s legal marks, please contact the PMI Legal department.
The documented Roles and Responsibilities provide the project manager with specific
information such as the responsibility, authority, and competency level of the role
that each human resource is assigned to. This also helps the Project Manager
complete the RACI chart because it provides them with important information such as
making someone responsible or accountable for an activity fitting within the role they
fill.
In this article we were able to take a brief look at three very important project
management topics and how they interact with each other in practice. A popular
RAM, the RACI chart, is an extremely useful tool used to identify who is accountable
or responsible for or needs to be consulted or informed with regard to specific project
activities. Roles and Responsibilities can be thought of as job descriptions that define
the role itself along with the authority needed to perform the role, the responsibilities
of the role, and the competencies required by the role. The RBS graphically displays
what resources are necessary for successful completion of the project, broken down
by both resource category and resource type. For the exam, it is important that you
understand not only how and when to use each of these tools & techniques, but also
how they interact with each other.
(By Cornelius Fichtner, PMP, CSM)
Free PMP Sample Exam Question
Useful Resources
1.
Adding value with big data
projects
http://www.projectmanagement.com
/articles/296289/Adding-Value-withBig-Data-Projects
2.
2015 trends in BA and PM
http://www.batimes.com/elizabethlarson/2015-trends-in-business-analysisand-project-management.html
3.
Portfolio Management
Office(CPMO)
http://www.pmoplanet.com/programm
e-management-office-pmo/
4.
PMO makeover from cost center
to profit center
http://www.projectsmart.co.uk/pmosmakeover-from-a-cost-centre-to-a-profitcentre.php
Laura has recently been assigned as project manager on a construction project that is currently in the initiating phase.
During a board meeting Laura is asked to present the business case for her project. Instead, Laura presents the project
charter. What is wrong with this approach?
A.) Nothing is wrong; the project charter can be presented in place of the business case
B.) The project charter should not be presented in place of the business case
C.) Only the relevant sections from the project charter should have been presented
D.) The board should not have asked Laura to present the business case
Question provided by The PM Exam Simulator: www.pm-exam-simulator.com
Correct Answer: B)
Although the business case is used as an input to the Develop Project Charter process, a business case is a different
document to a project charter. The project charter cannot be used as a substitute for the business case. The project
manager should be very familiar with the business case in order to better manage the project and should understand the
business case sufficiently to present it to an audience such as the board. Management Strategy needs to be updated, which
is contained in the Stakeholder Management Plan.
Reference: PMI Code of Ethics and Professional Conduct, Honesty
©2010 Project Management Institute, Inc. All right reserved. “PMI,” the PMI logo and “Making project management indispensable for business results” are registered marks of the Project Management
Institute, Inc. For the full list of PMI’s legal marks, please contact the PMI Legal department.