The Enterprise Project Management Office (EPMO) supports the project management community within the Commonwealth of Kentucky by providing training, mentoring, and other services for project managers and government agencies.
The purpose of the EPMO within the Office of Enterprise Technology is to align technology with the business needs of the Cabinets and to improve the success of projects.
The list below contains services that the EPMO currently offers.
Portfolio Management is the process of selecting projects that have the highest return on investment for the Commonwealth and will help the Commonwealth meet its strategic goals. The EPMO provides the following Portfolio Management services for Capital IT projects and IT projects that are applicable to multiple cabinets.
- Business Case Analysis – Review project requests and candidate projects to ensure they will meet business needs. This service is similar to the Capital Planning Process.
- Project Portfolio Assessment – Provide a high-level assessment of all projects within a Cabinet, Office, or Department. Then determine if specific projects should be assessed.
- Project Tracking and Oversight – Track the status and progress of all projects within an agency.
- Project Debriefs - Provide presentations regarding a project to the stakeholders or other groups.
- Application Portfolio Assessment – Provide a high-level assessment of all applications within a Cabinet, Office, or Department. Then determine if specific applications should be assessed.
The EPMO provides the following Project Management Services:
- Project Start-Up – Assign temporary project managers during project initiation when internal project managers are unavailable. When an agency project manager becomes available, the project will be handed off to the agency.
- Program / Project Assistance – Provide project management services to projects that are near deadline and need assistance to meet that deadline.
- Program / Project Assessment – Review a project or program (and the program’s projects) by interviewing key project staff and gathering and analyzing information about the project. The information gathered is used to determine the project’s status, including whether the project is meeting its objectives, whether the project is on schedule, and whether the project is over budget. Information gathered is used to determine what corrective actions should be taken, if any.
- Project Management Personnel – Assign project managers, program managers, and assistant project managers to projects. This service may be used by Cabinets when internal project management expertise is lacking.
The EPMO provides support and guidance to project managers and assistant project managers who are new, need to improve their job performance, or would want to improve their skills.
Project Manager Network
The EPMO is establishing events that will allow project managers from different Cabinets to meet and network. These events include:
- Periodic project manager symposiums.
- A PMI Satellite Chapter in Frankfort for Kentucky state government.
Kentucky's Project Management Framework
The Commonwealth’s Project Management Framework, was developed as a guide for use on Commonwealth information technology (IT) projects of all types, sizes and complexities. However, prior to understanding the Project Management Framework, it is important to define what a project is, what project management is, and what skills a project manager needs to be successful.
What is a Project?
A project is a temporary endeavor undertaken to create a unique product or service. Temporary means that every project has a definite beginning and a definite end. Unique means that the product or service is different in some distinguishing way from all similar products or services” Project Management Body of Knowledge, Project Management Institute
What is Project Management?
“Project Management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations.” Project Management Body of Knowledge, Project Management Institute.
Project management is directing the activities of a project while controlling limited resources efficiently and effectively, ensuring the project objectives are successfully achieved to the satisfaction of project stakeholders.
Project Management Skills
Successful project management requires that certain infrastructure elements be in place. Among these are basic skills in people management, established processes for organizational planning and communication, availability of tools that support management processes and a culture that values cooperation, teamwork and planning.
Project management requires overall management knowledge. The principles, practices, concepts, techniques, tools and skills of general management are the foundation for project management. Core management competencies include the ability to work with people, to take responsibility, to lead a group and to make decisions.
Project management requires leadership skills. A leader is a person of influence. According to leadership expert John Maxwell, a leader is one that "knows the way, goes the way, and shows the way". A leader will have a well rounded set of skills that include oral and written communication, team building, coaching, mentoring and a desire to help individuals and organizations become successful.
Project Management Triple Constraints
The basic goal of project management is to deliver an acceptable product, typically referred to as the project scope, on schedule and within budget (cost). Scope, schedule and cost are inherently interrelated. Increasing one automatically increases at least one of the other two. For example, if the project scope cannot get completed on schedule, resources must be employed for longer than anticipated to complete the project work. Additional resources translate to additional cost.
Because project scope, project schedule and project cost are correlates of each other, they are often referred to as the Project Management Triple Constraints. Once the triple constraints have been defined for a project, they must be continually revisited to ensure that their delicate balance is maintained throughout the project life cycle.
The PMF is a Guideline
It is not the intent of this documentation to require every state IT project to follow everything listed here; this framework outlines at a high level all of the things that need to be considered during the life cycle of a project from initiation through close out. Not everything discussed here will pertain to every project, but it likely will pertain to projects of any significant size, budget or scope.
Likewise, the forms that are provided as links within the documentation are not required in the form they are shown and may not even be created for some projects. As best practice, they are certainly recommended for most IT projects. It is recommended to check with your agency IT organization to determine if they have approved and required templates and processes and procedures.
It is hoped that this documentation will be useful to those that have never heard of project management before as well as seasoned project veterans.
For those assigned to their first project, this framework will provide a ‘one-stop shop’ for at least familiarizing yourself with the concepts. It is recommended that you read through all phases/processes and then focus on the project priorities in your near future. The EPMO also suggests that you consider taking the Governmental Services Center class, “An Introduction to Project Management”, where more overall detail is provided.
For seasoned veterans or contractor staff hired specifically for their experience with projects, this framework is a means to find documents that the EPMO has approved for use within the state system.
As you advance through this documentation, please direct any questions to the EPMO or call us at (502) 564-6265.
Kentucky's Enterprise Project Management Office (EPMO) based the Project Management Framework in large part upon the Project Management Institute's Project Management Body of Knowledge.