This stage involves assurance that the organization or agency can support a complex program of projects; this is the "positioning" of the infrastructure of the organization, much like an engineering study of the readiness of a bridge for heavy traffic. Termed organizational process assets by the Project Management Institute in the PMBOK, the targets here are key business processes, e.g., functional and technical support, procurement, contracting, human resources, accounting and financial cost capture and reporting, configuration management, information technology, and a project management office (PMO), that can make or break a program of projects. In these organizations, integration of the project, both during the planning and implementation stages, is facilitated by responsive and integrated support systems and services. These are the so-called tools of program management. No project can be successful in isolation from its parent business, and no project can be successful without a strong support system in the key asset areas. Integration is made possible by integrating systems.
This basic system audit task provides for reviews of the company's support systems and capacity to support program management in the following areas. Each system helps to integrate a particular business system support with project team needs:
■ Functional, technical support. The presence of a matrix of functional capability, such as, engineering, facilities, and technical processes that support project management
■ eProcurement and contracting. The capacity to develop a supplier community and work with suppliers and contractors in a seamless, eProcurement (electronic procurement system) environment
■ Human resources. The support of an HR department that looks after the welfare of employees and the morale and well-being of the workforce
■ Accounting and financial reporting. A project-oriented accounting and reporting system that captures costs at the project code level and is able to report real-time actual costs within 24 hours to project managers
■ Configuration management. A staff and software that preserves and documents the project deliverables and their components, with disciplined numbering and filing systems, to serve transition to manufacturing and production
■ Information technology. A company intranet system for facilitating the visibility of program and project information, e.g., schedules, plans, budgets, status reports, project review agendas, and a Web-based customer reporting system that allows project managers to share project information with stakeholders and customers
■ Project management office. A staff function to program managers and project managers that provides analytic and administrative support to projects through generic WBS, tools, and techniques for scheduling, and monitoring guidelines to assure consistent management across all company projects
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What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.