PMO Strategic Meeting Notes January 20, 2011 MISSION STATEMENT The group worked on assembling a mission statement

for our team. This will help give us all a common definition of what the PMO is all about. Below is a draft: We are innovative and reliable partners who consistently deliver quality and timely solutions for the most strategic priorities. We are a highly engaged team who are committed to success while living our core values. When you win, we win!! GOALS AND OBJECTIVES FOR 2011 The group discussed what we hoped to accomplish for the year. These objectives were organized into larger categories, or goals, that should be common for all within the PMO. The percentage of which each person contributes to the goal may be different, but we can all strive for a unified set of goals. They include: Operational Excellence this includes product support, system request management, customer service, and quality/defect handling. Strategic Project Delivery/Results quality business analysis, effectively managed projects, and well researched ROI/business value. Continuous Improvement and Thought Leadership Constantly looking for ways to improve project delivery workflow. Focus on innovation and keeping Grange up to speed on the industrys best practices. Associate Development and Business Relationships Finding ways to motivate our teams to excellence. Helping our associates with role clarity and consistency throughout the Project Management Office. Creating reliable and trust-driven relationships with all our business partners. For example, Lindas objectives will likely be 40% Project Delivery, 35% Continuous Improvement & Thought Leadership, and 25% Associate Development and Business Relationships. A PM or BA might be 60-80% Project Delivery, 20-40% Continuous Improvement & Thought Leadership, and 0-20% Associate Development & Business Relationships. RE-STARTING THE PMO (An internal project) The Project Delivery Managers are responsible for a project to re-start the PMO. The project is broken into 3 phases: 90-Days Deliverables, 2011 Deliverables, and 20122013 Deliverables. 90-Day Deliverables Develop a PMO Mission Statement. One has been drafted and is being distributed for review. Next step will be to socialize and finalize. Build a Common Communication Plan. Develop common reporting tools and meeting forums for our business partners. Determine frequency, output types, and stakeholders. Standardization of project templates and artifacts. Review each business areas documents and try to find commonalities. Create standard templates all areas of the PMO can use.

2011

Document Project Inventory and Prioritize. Build a centralized list of all projects being managed by PMO personnel. Work with the business areas on a prioritization of the projects, and define how to prioritize projects in the future. PMO Road Map. Build a long-term plan for delivering projects. Deliverables Process Mapping for each business areas SDLC/project management workflow Enterprise Technical Tool Assessment (ie. Daptiv, Blueprint, etc.) Implementation of Project Portfolio Management (PPM) Human Resources Plan (see below) Development of a Reporting Dashboard (and corresponding KPIs) Team building to better align teams into a single PMO

HUMAN RESOURCES PLAN FOR THE PMO With the centralization of project management and business analysis resources, an analysis of the various job descriptions, core competencies, and staff capabilities is necessary. There are 4 areas associated with this plan: Performance Management Job Description Review Assessment of Technical/Behavioral Skill Sets Standardization of Job Titles Cascading Goals & Objectives Improved Performance Feedback Compensation Management Compare compensation models to new standard job titles and descriptions Talent Management (draft of this plan is projected for June PMO meeting) Develop more consistent associate development plan Assess current talent pool and identify any potential gaps Review recruitment and staffing needs going forward Succession Planning Begin looking at this in 2012