Operations Centralized Project System
Operations Centralized Project System
Date: ??
Proposer: ??
To: ??
Corporate Strategy Analysis: An operations related project management “current to desired” gap analysis has lead the VP of Operations to conclude that there is a need for a centralized project management system that captures and prioritizes all existing and future operations related projects. With this being confirmed by the other senior management and the CEO, it was determined that a centralized PMO was needed to obtain the current set business goals as well as support the planned growth. It was determined that the director of engineer that supervised and managed all previous projects for the last ten years would be named the new director of the PMO. His first project in this new position will be to develop an Operations Centralized Project System (referred to as OCPS). This document is a proposal outlining the system including the capturing of all current operations related projects, training, sequence of events and timeline. The projected time frame is twelve months from initiation to completion with 5 decision making milestones of: 1. Project inception 2. Project Planning 3. Project Execution 4. Project Closure 5. Project Follow-up
Corporate Maturity and Integration Plan: This is the first time that RJ Corp will be attempting to manage projects at the interdepartmental level including prioritizing them based on the impact on the department proposing it, but also its impact on all the other departments in operations. Also included in the prioritization process are the organizations objectives and goals as a whole. OCPS is a new concept to RJ Corp and will be a significant change to how RJ Corp currently handles operations related projects. To some degree it is human nature to resist change and because of this it is anticipated that a major challenge to the success of this project will be to get buy-in and participation from the many different levels of
Date: ??
Proposer: ??
To: ??
Corporate Strategy Analysis: An operations related project management “current to desired” gap analysis has lead the VP of Operations to conclude that there is a need for a centralized project management system that captures and prioritizes all existing and future operations related projects. With this being confirmed by the other senior management and the CEO, it was determined that a centralized PMO was needed to obtain the current set business goals as well as support the planned growth. It was determined that the director of engineer that supervised and managed all previous projects for the last ten years would be named the new director of the PMO. His first project in this new position will be to develop an Operations Centralized Project System (referred to as OCPS). This document is a proposal outlining the system including the capturing of all current operations related projects, training, sequence of events and timeline. The projected time frame is twelve months from initiation to completion with 5 decision making milestones of: 1. Project inception 2. Project Planning 3. Project Execution 4. Project Closure 5. Project Follow-up
Corporate Maturity and Integration Plan: This is the first time that RJ Corp will be attempting to manage projects at the interdepartmental level including prioritizing them based on the impact on the department proposing it, but also its impact on all the other departments in operations. Also included in the prioritization process are the organizations objectives and goals as a whole. OCPS is a new concept to RJ Corp and will be a significant change to how RJ Corp currently handles operations related projects. To some degree it is human nature to resist change and because of this it is anticipated that a major challenge to the success of this project will be to get buy-in and participation from the many different levels of