The company is MESA products

Step 1: sustain reporting performance.

Based on the organizational chart created for term project 2, the departments that must report directly to the PMO are human resources, IT, marketing, and operations. Templates highlighting performance data will be used by department managers and their teams and turn to the PMO so they can be compared with past reviews, and among other projects within the same program/portfolio and so, draw actionable conclusions.

Input.

Reporting templates from different departments. An example of the reporting template is presented next.

MESA PMO: Performance report.
Department:
Manager:
No. Of projects:
Projects delivered:
Period
Risks successfully prevented (use risk ID.)
Budget variation:
Schedule variation:

Table 1.

Output.

Performance review of each department. The following is a template that will be used by the PMO head when meeting with each department manager for the department's review.

MESA PMO: Performance review.
Key dimension	Score	Comment
Organizational alignment
Inter-department dynamic
Cross-department communication
Project delivery quality
Overall performance
Recommendations

Table 2.

Step 2: Sustain support of PMO tools.

The tools provided by our PMO are mainly procedure templates for the different departments to conduct their project initiation, planning, executing, monitoring and closing processes. Another important tool provided by the PMO is historical data that can be used for comparison and for cost estimation of similar projects. The information technology department created in the new organizational chart will be key for the delivery of the tools and to sustain the tools of the PMO.

Input.

Query in the software by any employee of any department to pull the required template or information from the organization's database

Output.

Required information (appropriate template or specific project historical data)

Information technology department to provide constant database maintenance, and security to ensure availability and confidentiality of the tools and data required.

Creation of proper credentials with different access levels to the organization's software and database according to the employee's responsibilities.

Steps 3 and 4: Sustain training and mentoring programs and Sustain the PMO staff skills and structure

Input.

Organizational need for improvement and excellence. Security first mentality.

Output.

The following are the training programs suggested for the first year of the PMO.

MESA's Training schedule 2023-2024
Course	Department invited	Date
Industrial security	Operations	05/01/2023 to 06/02/2023
Negotiation techniques	Marketing, Operations, and Human resources managers	Marketing 10/02/2023, operations 25/02/2023, HR 01/03/2023
Balancing Work Life	All departments	15/03/2023 to 01/04/2023
Agile techniques	All departments' managers	15/05/2023 to 10/07/2023
Data security	Information technology	01/08/2023
Inclusiveness: key to a successful organizational culture	Upper management	10/10/2023 to 09/11/2023
PMI Training: new managers	Entry positions from all departments	15/11/2023 to 7/12/2023

Table 3.

Another output from step 4 is the following suggested career path within MESA.

Title	Description
Assistant	Reports to department analyst. In charge of operational work, such as paperwork and filing
Analyst	Reports to the project manager. In charge of specific project tasks.
Project manager	Reports to the department manager In charge of coordination of project tasks Monitors project schedule and budget
Department manager	Reports to the department director In charge of cross-departmental communications
Department Director	In charge of high-level coordination between CEO and its own department Reports to the CEO

Step 5: Sustain executive commitment

The commitment gained from upper and operational management by the PMO sponsor in the setup and build-out stages is to be maintain as follows:

Output

High-level workshop: workshop conducted by the PMO sponsor Pat Mcdaris with the department directors. In this workshop, high-level commitments and expectations shall be made. For example:

Communication ground rules.

Operational performance standards

Is important to highlight those commitments resulting from this workshop are from both ends: PMO, and each department

Operational workshop: Workshop conducted by PMO sponsor Pat Mcdaris with department managers. This workshop intends to:

Socialize the high-level commitments and expectations.

Create specific operational commitments to attain high-level expectations.

Define quality assurance and control procedures.

Step 6: Sustain continuous feedback.

Output:

PMO performance survey. See appendix for the survey. The survey assesses the satisfaction on different levels of each department with the PMO and intends to define problem areas.

Public mailbox. Where employees from different areas can expose within the comfort of anonymity (if they wish to) to a different issue that might've arisen with the PMO and its relation with each department. It can also serve as a suggestion mailbox for employees with ideas that might add value to the PMO role within the organization.

Reward program. To incentivize idea generation, a reward program will be placed. Ideas that lead to specific value creation will be rewarded.

Step 7: Sustain an improvement action plan

The PMO's sustainability depends on its capacity to improve itself. The following is a self-audit plan for the PMO. (Check the appendix to see its sections). Output: self-audit plan

Question:

Includes an outcome for every step and lists which functions are planned to be built as a result of following the steps. (in detail) 7 steps for the maintenance