Only at 7-Eleven - PMO Case Study By Tom Sheives, Unstuck Company, and Steve Barton, 7-Eleven, Inc. Abstract In 2004, 7-Eleven, Inc. created a Project Management Office (PMO) that continues today with remarkable success. The PMO was initiated in the IT area of 7-Eleven because over 50% of the IT projects were failing to meet the schedule or budget objectives. Using and evangelizing mission statements, PMO goals, a PMO tag line, PMO objectives, best practices and metrics were integral contributors to the success of the PMO. Its establishment and associated key leaders were all about value creation - business-driven processes. The PMO was not about textbook answers, although in-depth research and reading was done. Goals included scalability, service excellence, process expertise; PMO creators became change agents and business innovators. In addition to the tactical aspects of building a successful PMO, the organization had to create a strategic culture that supported the PMO and its stakeholders. The success of the IT PMO was so remarkable that 7-Eleven, Inc. decided to roll out the process across the entire enterprise. This paper reveals the key steps taken to start the PMO, the top best practices currently used to keep the PMO vibrant, value based and application driven. Discover how 7-Eleven, Inc. uses great PMO tools including RACI charts, process swim lanes, metrics, dashboards, and resource reporting to manage its highly successful PMO. Get the insiders view of an effective, thriving PMO in this multi-billion dollar company. Introduction In a recent report by CIO Report1, it is stated that PMOs that seem to last throughout time are those that are \"transformational.\" A transformational PMO is one that has 5 key characteristics: consistency, transparency, flexibility, agility, and educational focus. Consistency means repeatable PM practices across the enterprise using the same standards and requirements for success. In PMOs that are consistent, PMO managers have eliminated redundant, bureaucratic PM practices that bog down projects. Transparency means visibility in progress and cost as well as \"what applies for one applies for all.\" Flexibility means that PMOs can handle all types of projects with \"PM light\" and \"PM heavy\" activities and can adapt to the enterprise's "specific project and portfolio management needs" as well as to the corporate structure and culture. PMOs could be highly centralized or decentralized depending on the company culture. Agility means that PMOs and projects run in this environment can respond quickly; they may be using Agile development or other light weight and nimble processes for product delivery. Lastly, transformational PMOs are educational, training key stakeholders and building communities and forums to share results, best practices and lessons learned. In learning about the 7-Eleven PMO, we believe that like us, you will discover that it is indeed a transformational PMO. Boy Scouts and the Project Management Office These entities seem to be two unlikely combinations of topics but there is actually a high level of correlation between these two units. Thirty plus years ago when Steve was active in the Boys Scouts, one of the things he did on a yearly basis was to go to a Camporee. This event is usually a big campout where 1 2011, Tom Sheives and Steve Barton Originally published as a part of 2011 PMI Global Congress Proceedings - Grapevine, Texas boy scouts and their troop leaders attend and are involved in all sorts of competitions and activities. Even as a scout at an early age, Steve would ask, \"What does it take to get to the Camporee? What will we be doing there?\" Along with other scouts new to the Camporee, Steve found out that they would be participating in various competitions such as knot tying, building a signal tower out of limbs and ropes, communicating by having someone make and use semaphore flags to send signals between teams, and a host of other activities. Goals needed to be established for each team member to do his part and a schedule needed to be set so that the appropriate activities occurred in the correct sequence and time. The teams approached the competition as a project by setting a vision and scope, identifying the work streams (similar to the Work Breakdown Structure) and dependencies, creating work product through scheduled activities (learning knots, building a tower and semaphore alphabet) and verifying milestones. They would know they had achieved their goals by being able to successfully participate in the competition. They had to get ready to master those skills and be able to execute the steps so that they could go to the Camporee and compete successfully. They had to meet various individual goals along the way so that when they got there, they could effectively participate in the Camporee. If the scouts wanted to go to the Boys Scouts Camporee and participate with the other troops, then they had to learn the required skills to be able to compete. The scouts started by creating measurements and verifications so that as they prepared, they could verify that each person knew how to perform their tasks. They had each scout demonstrate properly the skill of tying their knots or building the tower to hold the semaphore flags and so on. They made sure that as a team they could perform the required element and verify that they could build it in the allotted time frame with the proper knots and so forth. Through this process, they were able to gain feedback and to know for themselves that they could perform these required tasks. The scouts showed themselves and the troop leaders that they could be successful. Knowing that, they confidently went to the Camporee. Steve took the project lessons he had learned as a young Boy Scout and applied them as a project manager to the creation of the 7-Eleven, Inc. PMO. The principle of preparing for the Camporee is the same when a business entity needs to create a PMO. First, the need has to be identified. The question, \"Whats driving the need for having a PMO?\" must be answered. Projects may be struggling with completion in time allotted or they may be over budget. In other cases, although projects are being completed, they are finished only because of Herculean efforts. The need may be due to the fact that the organization cannot develop a core of project managers with the needed skills and processes. Once the need is determined, then the solution to meet the needs can be agreed upon and delivered. Types of PMOs It is common in the industry to strive to appropriately label different types of PMOs. What is more important is to determine what the business actually needs. What type of PMO really meshes with the culture of the company and even the culture of the different divisions must be determined. At 7-Eleven, the types of PMOs considered were a process and procedure PMO or a PMO that manages and delivers projects. Each type has characteristic disadvantages. For example, one disadvantage of a PMO process and procedure PMO is that the PMO team members can be perceived as the \"project policemen\" with a \"dothe-job-check-the-box\" mentality which does little good and is generally disliked by everyone involved. No one wants to be a part of the PMO and no one really works cohesively. A disadvantage of the project delivery PMO is that project managers become so focused on delivering the project and they tend to 2 2011, Tom Sheives and Steve Barton Originally published as a part of 2011 PMI Global Congress Proceedings - Grapevine, Texas neglect other essential elements in the process. Typically, in a project delivery PMO, the PMO group gets reabsorbed back into the organization because upper management assumes that the problems of project delivery are solved and they no longer see the need for a \"stand-alone\" PMO group. This action leads to the breaking down of the PMO with project mangers going back into the units. The problems that troubled the business before the establishment of the PMO return and the business suffers. In either type of PMO, if these inherent issues are not successfully addressed, support for participation is lost and the PMO is not able to show results. Essential PMO activities are neglected and subsequent project management issues in the business ensue. In either model, the need for creating the PMO must be firmly identified and goals must be developed to show that the PMO is meeting the identified need so that the life of the PMO is assured. This process must be accompanied by measurement and verification feedback as well. The Need for a PMO at 7-Eleven The overriding need for 7-Eleven as a retail company in the early 2000s was to get projects out the door on time and within budget. There was actually a multi-year roadmap of multimillion dollar projects that needed to get done and built one on top of the other. The first layer of projects had to be completed so that the second layer and then the third and so forth could be accomplished in turn. The paybacks in this cycle of projects really didnt occur until the third and fourth layer of the cycle of projects was completed. The first two cycles were basically infrastructure projects but nonetheless, a strong foundation had to be built. It is common knowledge that without a strong foundational layer, skyscrapers will not stand up; the same principle applies to a series of projects. The first step was in determining what type of PMO that 7-Eleven was going to be. They chose to be a consultative process and procedures PMO with little to no policing. The only policing 7-Eleven would incorporate was measurement and verification as opposed to just utilizing a meaningless checklist. They actually didnt start stage gating, which can be perceived as a policing activity, until three years later. The stage gating was started because during this time they also decided to outsource. Most of the work and stage gating was used as a governance control with partners and with delivering the solutions. The compelling problem at 7-Eleven was that projects were way over budget or over time. From project to project there was no consistent project management or product development work effort being done. For example, requirements documents would look differently for project A and project B and project C, even though they might be sharing team members on multiple projects during the process. This practice was significantly confusing to 7-Eleven users at that point. In terms of project management activities, there was no effective way to communicate what was happening in a project. Projects would have a complex work breakdown structure with an exhaustive list of specific tasks but there was no recap at an appropriately higher milestone or reporting of achieved milestones. In a milestone level, all work streams are driving together to get work done. They needed to have a reference for a tool kit of activities. As part of that tool kit, the PMO prioritized the process and procedures to occur in dependent order. The establishment of that process and procedure was the first change. The second part of the change was that the PMO instituted status reporting, using a manual spreadsheet on a weekly basis in line with 7-Elevens enterprise weekly reporting method. The project managers reported on how many projects were over budget and over scheduled as they finished, so there was verification to show the true baseline. There was actually a big exercise to come up with the definitions of what to call a project that was over-budget or over-scheduled. The agreed upon definitions were communicated to everyone involved so that it was applied in a verified manner. The project managers 3 2011, Tom Sheives and Steve Barton Originally published as a part of 2011 PMI Global Congress Proceedings - Grapevine, Texas agreed to use these values as standards based on defined ways that projects fall and then to verify the project status to the organization. PMO Manager and Development of the Toolkit 7-Eleven picked Steve Barton to install the PMO because Steve was the go-to-person for failing projects and turning around troubled projects. Basically, Steve had demonstrated the ability to actually deliver projects on time and schedule; he did so in a non-formalized training because he had no PMI certification. He received his successful track record from a background of learning from his dad who was an engineer in the aerospace industry, in a veritable apprenticeship of project management activities. Steves fathers brought those professional principles home where they were instilled in the children as a part of the childrearing process. In the Boy Scouts, Steve used those same skills and carried that practice forward through the Navy for the ten years he served. Subsequently, Steve joined 7-Eleven and became the person that other professionals turned to in order to get work done. When the need for establishment of a PMO occurred, Steve was tagged to lead the effort. He liked to help others \"get things done\" in the model of being a servant leader and was the logical choice. The first step for Steve in establishing the 7-Eleven PMO was obtaining a copy of \"The Complete Project Management Handbook.\" He actually looked up PMO on the internet to find a handbook which had a reference to the Project Management Institute. He then went to the PMI website and looked in the glossary of their books for PMO. Through reading various books, Steve discovered that there was a matrix of some twenty activity areas to support within a project management office. Then he determined which PMO areas that could be supported while giving a quick and sure return. As the leader, Steve was able to establish the project management processes and procedures which became the toolkit of activities to successfully deliver projects by supporting project managers. Some project manager struggled with the sheer number of project management activities. They complained, \"Steve I cant figure out the schedule here. All my partners give me these 1000-lined MSP project plans and I need to schedule a meeting! I have to update the notes to the meeting! I have to review the material! I must get the formal sign off for the material! They give me all these tasks!\" Steve responded, \"How did they decide what those tasks were? Do you have a work breakdown structure of the activities to deliver the functions that you scoped for this work effort?\" This type of response forced a change in thinking that elevated the project managers to start managing milestones based on the functions that were being delivered and to integrate project management activities to that end. First Steps in setting up a PMO for 7-Eleven The first activity agreed upon was the institution of the weekly Project Management meeting, which complied with the enterprise practice in 7-Eleven. Both then and currently, the business entity actually takes input from throughout the field, from 6000 stores, and within a week the highest issues get elevated up to the CEO of the company. Staff members are then responsible to get back to the field within a week with a response to the problem. Since the field operates in a weekly format, then the store support center operates weekly as well. Therefore, projects needed to have a weekly meeting. 4 2011, Tom Sheives and Steve Barton Originally published as a part of 2011 PMI Global Congress Proceedings - Grapevine, Texas The decision was made that the weekly Project Management Meeting would cover 4 key areas: 1) Submilestone graph, 2) Risks, 3) Issues, and 4) Scope changes requests. Each of these areas is critical in keeping the project on time, in budget and within scope. The first area focused on the time delivery of the project, the milestones. At 7-Eleven, they changed the terminology from \"timeline\" to \"sub-milestone\" since most projects are cross-functional with many stakeholders and single milestone dates are at a too high of level to address the needs of each stakeholder, as shown in Figure 1. Exhibit 1. Sub-milestone Chart/Timeline The process began simply using an Excel format, showing, for example, an arrow for design work, another arrow for build work, another for test work and then another for User Acceptance Testing (UAT). A line is drawn each week indicating actual achieved verses planned achievement. The previous week is a dotted line and the solid line is the current week. It is easy to see if a project area is behind schedule; it is also easy to see if the project is back on schedule in a week. The point is to be able to clearly articulate throughout the different work streams that everything is in place for the next activities to occur within the agreed upon timeline. The process includes the development partner or partners; if there are three different development partners, theyll each have their own swim lane as well as a swim lane for operations business readiness which could include training and organizational training activities. There could be a testing swim lane because the testing activities need to occur throughout the life cycle in project. They can even have business contracts if they are involved with the units. In this way, everyone is able to communicate all the activities that are required for a successful project, with all stakeholders being able to review activities. The chart is presented on one piece of paper that is accessible to everyone involved for review. In a brief viewing, everyone knows the status of the project. The timeline is of paramount importance to company executive. They allocate funding for project based on a designated timeline. 5 2011, Tom Sheives and Steve Barton Originally published as a part of 2011 PMI Global Congress Proceedings - Grapevine, Texas In reviewing the sub-milestone chart, one of the first things of note is the \"divits to the left\" which represent the fact that the actual activities completed is less than was planned. The chart shows the number of days expected to get caught up. In that case, issues have to processed and managed. During the weekly meeting, issues are discussed in terms of what is being done to resolve them. Some of the issues may be on the chart while others are not because some take longer than a week to get resolved and do not affect the timeline. Risks are also discussed at the weekly meeting. Problems are identified as potential risks. Actions are agreed upon to mitigate the risks. When the status of a project is discussed, it is designated as a color. Your status could be Red, Yellow or Green. Simple definitions were developed: Red means the project could not meet the schedule and budget; Yellow means the corrective actions are working and the project could meet budget and schedule; Green means the project is on target to meet budget and schedule. The status summaries states whether or not the project can be completed in time and within budget. In the end, the process is simple. All the executives who approve the money cares about is whether the timeline, budget, and functionality are on track...are there measurable results from the allocation of funds to the project. In the end, business is about making money; if no one makes any money, nothing else matters. The last item addressed at the weekly meeting is change request. Project managers know that when something is not working, then something needs to be done differently.\" It is necessary to determine if the need was in the base line or not. A one page document process flow identifies if the concern is an issue, risk or change request for each item brought up. A six page full procedure provides documentation for risks, change requests, status reports and timelines. However, project actions are reported on a one page flow chart where the question is asked, \"Does this action change the baseline to the project?\" If it does,, then it is moved over into the CR process since it is changing a baseline; it is not an issue or risk that it being dealt with. Is it a problem today? If the answer is yes, then the project manager needs to work the problem through the issue process. If the issue is pertinent to the \"today\" of the project, then it is a risk in the future and is managed in the risk process. The time frame solves a lot of the discussion. Project managers want to define the points of issue, risk and change request. That focus is not germane to business users or even within the department for delivering projects. It really doesnt matter which process that you use because you will get to the right one eventually. There has to be a starting point for a process. 7-Eleven had a lot of change requests coming out of projects frequently because typically projects would take too long and conditions would change. That is why the change requests were also a function of scope based upon the vision. These change requests were the first set of deliverables for providing the tools for project managers to do their jobs. It was of paramount importance to have these weekly meetings for every project with designated points to discuss. The last item on the weekly meeting agenda was to ask basically for any concerns from all the stake holders. As the PMO leader, Steve would ask stakeholders \"Are the project managers meeting your needs? In the end when they deliver this project, will you be satisfied?\" Everyone begin to realize that the meetings and decisions were really affecting them and they wanted input so they would be successful. In addition, they did not want people leaving the meeting and saying, \"Everything needs to be in the meeting and need to be discussed.\" The weekly meetings were set up for every single project. What 7-Eleven learned over time was that they needed to track and monitor processes for a project based on risk. The more risky the project was the more project management processes needed to occur; the less risk for a project, the less project management processes needed to occur. They did not need to saddle the 6 2011, Tom Sheives and Steve Barton Originally published as a part of 2011 PMI Global Congress Proceedings - Grapevine, Texas small projects with more governance process or more project management processes. They just agreed to activities that would occur based on what was appropriate for that project. Year 1 - PMO Setup The process in the early stages of PMO setup was to define issues that needed to be addressed by the organization and determine the impact of that issue to the organization followed by prioritization and then determination of a resolution. Following that, the project managers executed the resolution for that issue and then verified. That established the process. The procedures were developed using swim lanes with all involved. Each one defined what to do and deliverables from that action. It is defined within the procedure. If something needed to be created, those involved created and executed the procedure. Whatever process that needs to occur with associated activities that need to be accomplished do not actually give the procedure of how to do it. If there is a process, the procedure to execute along with the deliverables that come in the intermediate time frame or at the end needs to be provided. In setting up the PMO at 7-Eleven, a methodology had to be chosen. They explored several methodologies and settled on the PMBOK as that the best, most appropriate one. The implementation had to be generic, meaning the methodology needed to be able to be used effectively across the enterprise; not only for I.T., but also for merchandizing and training departments and the like. 7-Eleven was established to be an enterprise project management office not the I.T. PMO. They created a mission statement for the PMO to match that of the I.T.s department. That helped to explain the PMO to people but it is not what ultimately met their need. The other question was to determine how to meet the need going forward? Communication activities had to focus on goals saying, \"Here is what The PMO is and here is what our goals area.\" The PMO took the procedures for issues verbatim from the PMBOK. The PMBOK was the reference for issues. The 15 or 16 steps within risk management were also adopted from the PMBOK. They operated from the concept that basically everyone was grandfathered. If something was previously successful, then it was continued. Unless there was a legal issues, they did not disrupt what was working well. As new projects started, the first thing asked was, \"Who is the PM? When is the PMM? Wheres the sub-milestone chart?\" The next level which was creating a project management plan would be a little bit more encompassing. However, the first part was determining the project meaning and having the PMM to review the issues. The PMO tried to follow the 80-20 rule where twenty percent can provide eighty percent of results. It was boiled down to what were the real tactical things that moved a project forward. IT Cost Estimator The one tool 7-Eleven most often updates is a workbook called the I.T. Cost Estimator. Within that Excel workbook are 17 worksheets that recap everything. There is a worksheet for software development costs, internal and external combined together, cost of software itself, including the licensing of a software, cost for hardware, cost for training, cost of testing, cost for security, cost for network, etc. The key is to determine an estimate that is agreed to at the funding of the project and then verify it at the completion. It is vital to record the initial estimate. 7 2011, Tom Sheives and Steve Barton Originally published as a part of 2011 PMI Global Congress Proceedings - Grapevine, Texas Conclusion Even though 7-Eleven has a detailed PMO process structure that includes over 47 processes, the top seven processes that have been described here are those that are critical to the successful evolution, growth and sustainment of a business driven and value centered PMO. Those seven key processes - the weekly Project Management Meeting, sub-milestone chart, Risk report, Issue report, Scope change request report, Weekly Status report, and the IT Cost estimation workbook are those items that when done well will be the beginning of a transformational PMO, along with verification of the results. These processes are not rocket science or even new concepts but when these simple processes are followed consistently, a healthy, business driven, and value centered organization results. The proof is in the pudding, not just the recipe. Exhibit 2 shows the results obtained at 7-Eleven since 2003. Clearly, with these results, the reader should be encouraged to try some of the principles proposed herein. Exhibit 2. Historical Success Metrics at 7-Eleven References 1 Meredith Levinson, Project Management: 5 Characteristics of 'Transformational' PMOs, CIO Report, April 2011 taken from Margo Visitacion , Are You Ready To Transform Your PMO? Tackling Today's Challenges To Prepare For Tomorrow, Forrester Research. 8 2011, Tom Sheives and Steve Barton Originally published as a part of 2011 PMI Global Congress Proceedings - Grapevine, Texas OVERVIEW OF PMO FUNCTIONS Fully Supported Partially Supported Planning, Procurement, Customer/Prod Support SEI Leadership Support, Requires particpation of other SEI teams outside IT Addressed by IT Functions in Matrixed Environment Low value at this time Core Processes Functions Project Management Methodology Practice Management Project Management Tools Standards and Metrics Project Knowledge Management Project Governance Infrastructure Management Assessment Organization and Structure Facilities and Equipment Support Resouce Management Training and Education Resource Integration Career Development Team Development Mentoring Planning Support Technical Support Project Auditing Project Recovery Project Portfolio Management Business Alignment Customer Relationships Vendor/Contractor Relationships Business Performance Activities Establish basis for project management methodology Examine current practices Develop project life cycle solution Conduct methodology implementation Manage methodology maturity Select project tools Implement project tools Evaluate project tools Implement project management standards Determine project metrics requirements Introduce and use metrics Establish knowledge management framework Introduce knowledge management system Implement knowledge management system Prepare and maintain PMO charter Develop project management policies Develop project classification guidance Establish project manager authority Establish executive control board Align business and technical committees Conduct competency assessments Conduct capability assessments Conduct maturity assessments Set up the PMO structure Establish project management structure Develop stakeholder participation Establish project team requirements Manage project facilities Manage project equipment Acquire project resources Assign project resources Deploy project resources Manage resource performance Close out project resource assignments Establish training program Manage training program Evaluate training program Develop project management career path Support project management career path Establish professional certification Facilitate cohesive team formation Facilitate virtual team setup Enable project team development Monitor project team performance Establish project management mentoring program Engage project management mentors Conduct project management mentoring Evaluate mentoring program Establish project planning support Conduct project planning support Conduct adjunct planning support Set up project auditing capability Conduct project auditing Manage project auditing Develop recovery assessment process Plan and conduct project recovery Capture recovery lessons learned Set up project portfolio management Perform project selection Integrate projects in the portfolio Conduct project and portfolio reviews Manage portfolio attrition Manage customer relationships Manage customer contracts Manage customer satisfaction Manage vendor/contractor relationships Manage vendor/contractor acquisition Manage vendor/contractor relationships Develop integrated business solutions Manage business collaboration Manage PMO businessfulfillment PMO FUNCTIONS and PROCESS Function Knowledge Mgmt Knowledge Mgmt Knowledge Mgmt PMO Proj Reviews PMO Proj Reviews PMO Proj Reviews PMO Proj Reviews Portfolio Mgmt Portfolio Mgmt Portfolio Mgmt Portfolio Mgmt Portfolio Mgmt Prog. Mgmt Team Prog. Mgmt Team Prog. Mgmt Team Prog. Mgmt Team Prog. Mgmt Team Prog. Mgmt Team Proj. & PMO Reporting Proj. & PMO Reporting Proj. & PMO Reporting Proj. & PMO Reporting Proj. App and Initiation Proj. App and Initiation Proj. App and Initiation Proj. App and Initiation Proj. App and Initiation Project Mgmt Project Mgmt Project Mgmt Project Mgmt Project Mgmt Project Mgmt Project Mgmt Project Mgmt Project Mgmt Project Mgmt SDLC SDLC QA Review SDLC QA Review Vendor Mgmt Vendor Mgmt Vendor Mgmt Vendor Mgmt Vendor Mgmt Vendor Mgmt Vendor Mgmt Fully Supported Partially Supported Planning, Procurement SEI Leadership Support, Requires particpation of other SEI teams outside IT Addressed by IT Functions in Matrixed Environment Opportunity Low value at this time Process Asset Submission and Mgmt. (Version Control) Communities of Practice Select and Promote Best Practices Completion of a Project (Post Mortem) Introductory Project Health Checks Phase and/or Major Deliverable Review Start of Project Business and IT Strategy Analysis Portfolio Analysis and Assessment Portfolio Budgeting Portfolio Prioritization Resource Management / Collaboration Program Oversight for Project Planning and Status Monitoring Program Planning Program Quality Management Program Risk Management Program-Driven Organizational (MOS) Change Management Program-Driven User Acceptance Testing Management Meetings PMO Calendar PMO Reports (Weekly, Monthly, Quarterly, etc.) Status Reporting Standards Activate Project Develop Project Management Plan (PMP) Project Approval and Initiation Review and Approve PMP View, Prioritize, and Approve New Project Requests Ending a Project Issue Management Organizational (MOS) Change Management Planning, Estimating, and Scheduling Progress Measurement, Monitoring, and Control Project Budgeting and Financial Management Quality Management Risk Management Scope Management Value Measurement (CBA, ROI, etc.) SDLC Sub Processes QA of SDLC Deliverables SDLC QA Reviews and Audits Define and Maintain Contract Standards (Interface with Legal and Finance) Define Service Level Agreements (SLAs) Establish Preferred Vendor List (Hardware, Software, Services) Manage Ongoing Partner, License, and Maintenance Agreements & Warranty Periods Procurement Planning Review SOWs / RFP Responses for Adherence to Contract Standards Solicitation Development and Issuance Opportunity to measure Product delivered to requirements Sub-Proc: Select and Promote Best Practices Sub-Proc: Introductory Project Health Checks Sub-Proc: Project Budgeting and Financial Management Sub-Proc: Status Reporting Standards Sub-Proc: Issue Management Sub-Proc: Progress Measurement, Monitoring, and Control Sub-Proc: PMO Reports (Weekly, Monthly, Quarterly, etc.) Sub-Proc: Activate Project Sub-Proc: Portfolio Analysis and Assessment Sub-Proc: Project Approval and Initiation Sub-Proc: View, Prioritize, and Approve New Project Requests Sub-Proc: Portfolio Prioritization Sub-Proc: Portfolio Budgeting Sub-Proc: Risk Management Sub-Proc: Management Meetings Sub-Proc: Quality Management Sub-Proc: Organizational (MOS) Change Management Sub-Proc: Planning, Estimating, and Scheduling Sub-Proc: Scope Management Sub-Proc: Value Measurement (CBA, ROI, etc.) Sub-Proc: Ending a Project Sub-Proc: Program Planning Sub-Proc: Develop Project Management Plan (PMP) Sub-Proc: Review and Approve PMP Sub-Proc: Phase and/or Major Deliverable Review Sub-Proc: Program Oversight for Project Planning and Status Monitoring Sub-Proc: Program Risk Management Sub-Proc: Program Quality Management Sub-Proc: Completion of a Project (Post Mortem) Sub-Proc: Resource Management / Collaboration Sub-Proc: Business and IT Strategy Analysis Sub-Proc: PMO Calendar Sub-Proc: Program-Driven Organizational (MOS) Change Management Sub-Proc: QA of SDLC Deliverables Sub-Proc: SDLC QA Reviews and Audits Sub-Proc: Program-Driven User Acceptance Testing Sub-Proc: Asset Submission and Mgmt. (Version Control) Sub-Proc: Communities of Practice Sub-Proc: Start of Project Sub-Proc: Procurement Planning Sub-Proc: Solicitation Development and Issuance Sub-Proc: SDLC Sub Processes Sub-Proc: Define Service Level Agreements (SLAs) Sub-Proc: Manage Ongoing Partner, License, and Maintenance Agreements & Warranty Periods Sub-Proc: Review SOWs / RFP Responses for Adherence to Contract Standards Sub-Proc: Establish Preferred Vendor List (Hardware, Software, Services) Sub-Proc: Define and Maintain Contract Standards (Interface with Legal and Finance) Knowledge Mgmt PMO Proj Reviews Project Mgmt Proj. & PMO Reporting Project Mgmt Project Mgmt Proj. & PMO Reporting Proj. App and Initiation Portfolio Mgmt Proj. App and Initiation Proj. App and Initiation Portfolio Mgmt Portfolio Mgmt Project Mgmt Proj. & PMO Reporting Project Mgmt Project Mgmt Project Mgmt Project Mgmt Project Mgmt Project Mgmt Prog. Mgmt Team Proj. App and Initiation Proj. App and Initiation PMO Proj Reviews Prog. Mgmt Team Prog. Mgmt Team Prog. Mgmt Team PMO Proj Reviews Portfolio Mgmt Portfolio Mgmt Proj. & PMO Reporting Prog. Mgmt Team SDLC QA Review SDLC QA Review Prog. Mgmt Team Knowledge Mgmt Knowledge Mgmt PMO Proj Reviews Vendor Mgmt Vendor Mgmt SDLC Vendor Mgmt Vendor Mgmt Vendor Mgmt Vendor Mgmt Vendor Mgmt 3 of 3 3/01/2004 Phase IX Implement Procedure Beyond Phase 5 (If at All) Process Implement Procedure Process Implement Procedure 1/1/05-12/31/05 Process 6/1/04-12/31/04 Implement 1/1/04-5/31/04 Procedure 8/1/03-12/31/03 Process 2/12/03-7/31/03 Implement Phase V Procedure Phase IV Process Phase III Implement Process Phase II Process Subprocess Phase I Procedure 7-Eleven EPMO Outline Functional Requirements Matrix Sorted by Implementation>Procedure>ProcessPriority Functional Requirements