PMO DEVELOPMENT PLAN

Table of Contents | 1
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY...............................................................................................................................................................................5

2. INTRODUCTION............................................................................................................................................................................................7

2.1 Purpose 8

2.2 Associated Documents.......................................................................................................................................................................8

3. MISSION, VISION, GOALS, AND OBJECTIVES.....................................................................................................................................9

3.1 Mission 9

3.2 Vision.......................................................................................................................................................................................................9

3.3 Goals.......................................................................................................................................................................................................9

3.4 objectives...............................................................................................................................................................................................9

4. PMO FUNCTIONS AND SERVICES.........................................................................................................................................................10

4.1 PMO Functions...................................................................................................................................................................................11

4.2 PMO Services.....................................................................................................................................................................................11

4.3 PMO Support Role..............................................................................................................................................................................11

5. PMO MAJOR MILESTONES.....................................................................................................................................................................13

5.1 FY-2012 Priorities (Milestones)........................................................................................................................................................14

5.2 FY-2013 Priorities (Milestones)........................................................................................................................................................14

6. PMO ORGANIZATION AND RESOURCES.............................................................................................................................................15

7. CRITICAL SUCCESS FACTORS.................................................................................................................................................................16

8. ASSUMPTIONS AND BUSINESS CONSTRAINTS..............................................................................................................................17

8.1 Organizational Structure, Functions, and Services....................................................................................................................19

8.2 Functional Capability and Responding to Capacity Demands..................................................................................................20

8.3 Project Management Office FTEs: Position Staffing, Percentage of Time for Assignment
and Vacancies................................................................................................................................................................................21

9. RISKS AND ISSUES...................................................................................................................................................................................22

10. ROLES AND RESPONSIBILITIES...........................................................................................................................................................24

11. PROJECT MANAGEMENT FTES – OPERATIONAL REQUIREMENTS...........................................................................................27

2 | Table of Contents
12. CONTRACT SERVICES REQUIREMENTS.............................................................................................................................................28

13. DELIVERABLES.........................................................................................................................................................................................30

13.1 Program Service Deliverable........................................................................................................................................................30

13.2 Program Deliverables......................................................................................................................................................................30

14. PROGRAM MANAGEMENT DELIVERABLES.....................................................................................................................................31

15. PROGRAM/PROJECT CONTROL...........................................................................................................................................................31

15.1 Action Item List.................................................................................................................................................................................31

15.2 Issue Log............................................................................................................................................................................................31

15.3 Risk Register......................................................................................................................................................................................31

15.4 Deliverable Review and Approval................................................................................................................................................31

15.5 Quality Assurance:...........................................................................................................................................................................31

APPENDIX A: PROGRAM SUMMARY DESCRIPTION............................................................................................................................32

APPENDIX B: PROGRAM SCHEDULE........................................................................................................................................................34

APPENDIX C: PROGRAM FY-2012 COST ANALYSIS (SUMMARY)......................................................................................................36

APPENDIX D: PROJECT MANAGEMENT SERVICE................................................................................................................................38

APPENDIX E: ADDITIONAL INFORMATION.............................................................................................................................................42

FIGURES
Figure 1: Functions and Focus.......................................................................................................................................................................6

Figure 2: Domain of Responsibilities.............................................................................................................................................................8

Figure 3: PMO’s High-level Functions and Focus....................................................................................................................................11

Figure 4: PMO Responsibilities....................................................................................................................................................................12

Figure 5: The PMO Deliverables and Functions.......................................................................................................................................12

Figure 6: PMO’s Target Structure (Positions, Services, Functions, and Grades)..............................................................................18

Figure 7: PMO Personnel Requirements...................................................................................................................................................19

Figure 8: PMO Functional Priorities and Maturity Strategy...................................................................................................................20

Table of Contents | 3
TABLES
Table 1: FY-2013 Priorities (Milestones).....................................................................................................................................................14

Table 2: FY-2013 Priorities/Responsibilities (Milestones).......................................................................................................................14

Table 3: Project Management Office FTEs: Position Staffing, Percentage of Time for Assignment............................................21

Table 4: Risks and Issues..............................................................................................................................................................................23

Table 5: Relationships and Responsibility Matrix....................................................................................................................................23

Table 6: Project Management Office FTEs – Operational Requirements...........................................................................................27

Table 7: Contractor Requirements...............................................................................................................................................................29

Table 8: Program Deliverables (Milestones).............................................................................................................................................30

4 | Table of Contents
1. EXECUTIVE SUMMARY

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 5
1. EXECUTIVE SUMMARY
To mitigate the trends1 such as those documented by The guidance for State of Hawai`i departments. Figure 1 below
Standish Group, and in support the Office of Information illustrates the functions and focus of the PMO.
Management Technology’s (OIMT) commitment to
management excellence, the Program Management Office PMO Functions. The PMO’s business services can be
(PMO) will deliver the State of Hawai`i’s mission and services summarized into three high-level functional responsibilities:
to citizens of Hawai`i. The PMO will use best practices as the
1. Guidance
catalyst for organizational and cultural change. Through the
promotion and use of best practices, the PMO will: 2. Assistance

• Increase the probability of meeting users’ needs and 3. Oversight.

expectations.
These high-level functions apply to three primary focus areas:
• Improve project planning. practitioners, practices, and management tools across the
State of Hawai`i’s government.
• Define clear business objectives, understanding options by
identifying their benefits, costs and risks. PMO Services. The PMO has the inherent responsibilities to
perform specific services. These services facilitate the key
• Facilitate better decision making before a project’s start and
high-level functions of guidance, assistance, and oversight.
during a project’s execution.
The services are:
• Increase probability of executing projects successfully, on
• Program and project management policy
time and within budget.
• Best practice standards
• Reduce project risks of delays, cost overruns, and failure.

• Oversight—project performance accountability

As a trusted partner, the PMO vision is to facilitate, guide,
and assist all statewide IT programs and projects to success. • Central tool management
The PMO’s outcome goals are that projects achieve success
according to the program and portfolio objectives. Its • Central PM artifact repository management
performance goals are to successfully guide and support all
projects to successful project objectives derived from the • Portfolio project management/inter-project coordination

portfolio and strategic plan. Its organizational goals are to

• Workforce assessment—practitioners and teams
provide support to all projects and project practitioners in
the form of appropriate best practice leadership and just- • Training and education—curriculum identification, design and
in-time services. The PMO’s objectives are to develop a development, and delivery
world-class best practice capability and capacity to assist all
statewide IT programs and projects and provide support and • Resource (Project Manager) coordination

Figure 1: Functions and Focus

1
Source: The Standish Group’s report CHAOS Summary 2009, April 23, 2009. This report is an annual follow-up to the hallmark baseline
report, The Standish Group Report, 1994, that surveyed over 1,200 U.S. Information Technology (IT) users.

6 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
2. INTRODUCTION
3. MISSION, VISION, GOALS, AND OBJECTIVES
State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 7
2. INTRODUCTION
2.1 PURPOSE
The PMO of the OIMT provides project management planning and best practices
services to statewide IT initiatives.

As a trusted partner, the PMO vision is to facilitate, guide, and assist all State of
Hawai`i IT projects to success. In support of this vision, the PMO’s responsibilities
include: administrative support to the project review process (Chief Information
Officer Council [CIOC]); coordination with department PMOs; and guidance,
oversight, and assistance to projects as outlined in Figure 2.

Figure 2: Domain of Responsibilities

• The PMO functional value proposition can be summarized as • Plans, designs, develops and/or coordinates PM training and
the following: educational requirements and curriculum

• Identifies, develops, and coordinates organization-wide • Provides specialized just-in-time skillsets that would be
program and project management policy and best practice prohibitively expensive for any one project to develop
standards and procedures
• Identifies and coordinates program and project manager
• Manages the enterprise management tool that supports both resources for enterprise programs and projects
the projects and the portfolio of project needs

• Identifies, coordinates, and manages the cross-project 2.2 ASSOCIATED DOCUMENTS

dependencies of all projects. In concert with Enterprise
• State of Hawai`i PfM
Architecture (EA), this is inherently the PMO’s co-responsibility
to coordinate. • State of Hawai`i BPM

• Coordinates with the Portfolio Management Office (PfMO) • State of Hawai`i PMM
regarding project, program, and portfolio objectives serving
the strategic plan • Clinger-Cohen Act (CCA) of 1996

• Provides project start-up capability needed for new projects, • ANSI Earned Value Management System Standard
bridging the initial gap for projects to get organized (ANSI/EIA-748-A), November 2006

8 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
• Project Management Body of Knowledge (PMBOK® Guide),
ANSI/PMI 99-001-2004

• State of Hawai`i Business Transformation Strategy and IT/IRM

Strategic Plan, 2013

• Baseline of Information Management and Technology and

Comprehensive View of State Services (referred to as the Final
Report) prepared by SAIC

• Program and Portfolio Management Key Initiative Overview,

Gartner, July 2011

3. MISSION, VISION, GOALS, AND OBJECTIVES

3.1 MISSION 3.3 GOALS
The mission of the PMO is to provide program and project The PMO’s outcome goals are that all projects achieve success.
management leadership, expertise, experience, and training Its performance goals are to successfully guide and support
to teams for initiating, planning, and guiding implementations all projects to success. Its organizational goals are to provide
and completions. The primary responsibilities are to manage to all project and project practitioners support in the form of
and control the constraints by ensuring plans are implemented appropriate best practice leadership and just-in-time services.
on schedule, within budget, and within scope. Maintaining
alignment to the strategic goals and mission of the State
of Hawai`i is critical to successful program and project
3.4 OBJECTIVES
management, whether projects are managed for the benefit The PMO’s objectives are to develop a world-class best practice
of a department or for statewide critical functions that benefit capability and capacity to assist programs and provide well-
the entire enterprise and surrounding community. Incorporating planned projects that successfully deliver expected outcomes
program and project management administration with best within budget, on time, and aligned with program and portfolio
practice methods and standards that are either based on State goals and objectives.
of Hawai`i’s Strategic Plan or single in purpose and scope
ensure consistency is applied effectively and is scalable to be
administered across various sized projects.

3.2 VISION
Promote best practice standards and methodologies into a
program and project management discipline that advances the
core vision and mission of the State of Hawai‘i’s Strategic Plan
through comprehensive and iterative development comprising
education, training, and a set of guiding principles.

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 9
4. PMO FUNCTIONS AND SERVICES

10 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
4. PMO FUNCTIONS AND SERVICES
4.1 PMO FUNCTIONS • Training and education—curriculum identification, design and
development, and delivery
The PMO’s business services can be summarized into three
• Project support—guidance, coaching, mentoring, and just-in-
high-level functional responsibilities:
time assistance
1. Guidance
• Resource (Project Manager) coordination

2. Assistance

3. Oversight.
4.3 PMO SUPPORT ROLE
Focus Areas: The PMO’s project management (business)
These high-level functions (shown in Figure 3) apply to
focuses on 1) people/practitioners, 2) professional practices,
three primary areas of focus: practitioners, practices, and
and 3) management tools. Each of these focus areas have their
management tools.
respective standards for performance and best practices.

Responsibility Domain: The PMO’s project management

responsibility domain for each service is unique, varying from
statewide to what’s defined by the respective Investment
Review Board (IRB). For example, the span of responsibilities
for project management policy and standards are statewide.
For direct project oversight, the span of responsibility is from
OIMT for enterprise infrastructure and mission systems to the
departments for performing oversight of their specific mission
and non-major systems. Department mission projects that are
well run remain within their oversight domain of responsibility
(refer to Figure 4 below).

The PMO will provide value across the State of Hawai`i by

specifically assisting with the following:
Figure 3: PMO’s High-level Functions and Focus
• Identify, develop, and coordinate organization-wide project
management policy, best practice standards, and procedures.

4.2 PMO SERVICES • Manage the enterprise management tool that supports both
the project and the portfolio of project’s needs
The PMO has the inherent responsibilities to perform specific
services. These services facilitate the key high-level functions of • Identify, coordinate, and manage the cross-project
guidance, assistance, and oversight. The services include: dependencies of all projects in concert with EA.

• Project management policy • Provide project start-up capability needed for new projects,
bridging the initial gap for projects to get organized.
• Best practice standards—identification, development, and
coordination • Plan, design, develop, and/or coordinate PM training and
educational requirements and curriculum.
• Oversight—project performance accountability
• Provide specialized just-in-time skillsets that would be
• Central tool management prohibitively expensive for any one project to develop.

• Central PM artifact repository management and archival • Identify and coordinate project manager resources for
enterprise projects. For economies of scale, this is inherently
• Portfolio project management/inter-project coordination
the PMO’s responsibility to provide and coordinate.
• Workforce assessment—practitioners and team evaluation

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 11
 Figure 4: PMO Responsibilities

Other Responsibilities: The PMO will administratively support best practice standards and policies. As seen in Figure 5,
the Project Review at the CIOC. Additionally; the PMO oversight is delivered via the integrated baseline review (at the
coordinates with Department Project Management Offices2 and CIOC) program and Project Review activities. Project assistance
Project Offices (PO) as shown in Figure 5. The PMO provides is provided via the Project Management Planning Services
guidance, performs oversight, and provides assistance to (PMPS) program, and the Project Management Information
projects within their domain. Guidance is delivered via System (PMIS) management tool support.

Figure 5: The PMO Deliverables and Functions

2
The PMO coordinates with department PMOs to identify and coordinate Project Manager resources for enterprise efforts.

12 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
5. PMO MAJOR MILESTONES
6. PMO ORGANIZATION AND RESOURCES
7. CRITICAL SUCCESS FACTORS
State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 13
5. PMO MAJOR MILESTONES
5.1 FY-2012 PRIORITIES (MILESTONES)
Table 1: FY-2013 Priorities (Milestones)

Responsible Planned
FY-2012 Prioritites
Person or Team Completion Date

2012 Priority 1: Project Management Office Start-up

2012 Priority 2: Central PMIS Tool (Project Guidance)

Initiate the integrated state-wide project and portfolio management tool, including process on
demand (POD).

2012 Priority 3: Planning (Project Assistance)

Complete OIMT project plans with scheduling to the 85% confidence level.

5.2 FY-2013 PRIORITIES (MILESTONES)

Table 2: FY-2013 Priorities/Responsibilities (Milestones)

Responsible Planned
FY-2013 Prioritites
Person or Team Completion Date

2013 Priority 1: Mature the Project Management Office

Mature the Project Management Office with full capabilities to fully perform all PMO services and
capacity to fully support all projects (as needed).

2013 Priority 2: Central Tool Management (Guidance and Assistance)

Mature the PMIS tool (Phase 2), including loading key projects and their project artifacts onto the
PMIS, specifically charters.

2013 Priority 3: Project Review Process (CIOC) (Oversight)

Continue to mature the projects oversight, providing management and administrative support to
the start-up of the Project Review at CIOC.

2013 Priority 4: Project Planning (Assistance)

Expand PMO’s capabilities and capacity (grow and mature), providing guidance and assistance
to priority projects.

2013 Priority 5: Project Execution (Assistance)

Oversee or directly manage OIMT projects. When necessary, take management receivership of
any project. Projects include OIMT projects.

14 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
PMO Project Started Date: _____________________________

PMO Program Plan - Draft Date: _____________________________

PMM Framework and Planning Standards Date: _____________________________

PMO Program Plan - Authorization Date: _____________________________

CIOC Review and Planning Standards - Review Started Date: _____________________________

PMO Department Manual - Draft Date: _____________________________

PMPS Contracting Vehicle Starts Date: _____________________________

PMO First Hire Date: _____________________________

PMO Start-up Project Completed Date: _____________________________

6. PMO ORGANIZATION AND RESOURCES

Mature the PMO to baseline best practice capability and
capacity to support all projects.

The overall objective is to build and provide the following

PMO services for all projects through a series of objectives:

• Objective 1: Project oversight

• Objective 2: Central tool management

• Objective 3: Central PM artifact repository management

• Objective 4: Portfolio project management

• Objective 5: Human and team resource assessment and

coordination

• Objective 6: Training and education—planning, design,

and development

• Objective 7: Training and education—delivery and

delivery coordination

• Objective 8: Project support—guidance and just-in-time

assistance

• Objective 9: Resource sharing coordination

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 15
7. CRITICAL SUCCESS FACTORS
Critical success factors (CSF) increase the probability of
success when management focuses attention in these areas.
This program’s CSFs are:

• All major projects (investments that have Development

Modernization Enhancement (DME) components are
registered, meaning they have signed project charters
(or authorizing documentation) and are authorized.

• Performance Measure: A percentage of major projects

(investments that have DME components) have registered
projects, meaning they have signed project charters (or
authorizing documentation) and are authorized.

• Most major projects (investments that have DME components)

have validated project plans, adhering to State of Hawai`i’s
OIMT policy.

• Performance Measure: Percentage of major projects

(investments that have DME components) have registered
projects, meaning they have signed project charters (or
authorizing documentation) and are authorized.

• All major projects (investments that have DME components)

continuously report project performance via the State of
Hawai`i dashboard.

• Performance Measure: A percentage of major projects

(investments that have DME components) have continuous
project performance reporting via the State of dashboard,
adhering to the reporting requirements.

• Most major projects (investments that have DME components)

perform successfully within

• +/- 20% of cost and schedule.

• Performance Measure: Percentage of major projects

(investments that have DME components) performs
successfully within +/- 20% of cost and schedule.

16 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
8. ASSUMPTIONS AND BUSINESS CONSTRAINTS

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 17
8. ASSUMPTIONS AND BUSINESS CONSTRAINTS
• For FY-2013, the PMO will be fully resourced with the Program
Manager and 11 positions (FTE budget [$nnK]).

• For FY-2013, the PMO will be resourced with contract funding

($nnK).

• For FY-2013, the PMO will be authorized to set-up the Project

Review Process (CIOC).

8.1
ORGANIZATIONAL STRUCTURE, FUNCTIONS, AND SERVICES

Figure 6: PMO’s Target Structure (Positions, Services, Functions, and Grades)

Legend: (Green: FTE filled; Red: FTE vacancy)

The PMO’s internal organizational structure is represented by • Portfolio project management/inter-project coordination
Figure 6 above. (For a detailed descriptions of services, see
“Appendix E: Additional InformationAppendix E: Additional • Workforce assessment—practitioners and teams

Information.”) Note: To adjust to varying project management

• Training and education—curriculum identification, design and
demands, the PMO is organized to collaboratively leverage
development, and delivery
available Departmental Project Manager resources (PMO
= red and Departmental = white) and leverages contract • Project support—just-in-time assistance
support when needed via the reimbursable contract service
(PMPs=yellow) set up by the PMO. In summary, these positions • Resource (Project Manager) coordination
manage, coordinate, or perform the PMO services, listed as:
Externally, the PMO will administratively support the Project
• Project management policy Review at the CIOC. The PMO will execute decisions regarding
oversight, guidance, and assistance. The PMO will organize and
• Best practice standards support projects for the oversight reviews. After the fact, the
PMO will perform the administrative and documentation follow-
• Oversight—project performance accountability
up activities, manage integrated baseline reviews, support
• Central tool management project initiation and planning phases. Additionally, the PMO
has a coordination role with the Department PMOs. Regarding
• Central PM artifact repository management projects, the PMO has oversight, support, and guidance roles.

18 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
PMO Maturity Strategy. The PMO’s maturity strategy involves services, there is a minimum staffing level necessary to get to
further developing the best practice capabilities and capacity the foundational level. To get to the fully developed state, a
to assist all projects. In Figure 7, the capability column shows moderate increase in staffing will take the PMO to the optimal
the staffing levels for foundational (minimum) and optimal capability level. Staffing beyond this point offers only minor
(fully developed/maximum) functionality. To perform all increases in capabilities.

Figure 7: PMO Personnel Requirements

8.2 services on demand to all projects in

a scalable manner. As illustrated in the
IT projects, the PMO requires staffing
of the twelve FTEs. At the high end of
FUNCTIONAL CAPABILITY capacity column of Figure 7, this can be the spectrum, the PMO should not grow
provided via outsourcing using indefinite beyond an optimized staffing level. The
AND RESPONDING TO delivery/indefinite quantity (IDIQ)-like strategy for providing needed capacity

CAPACITY DEMANDS contract vehicles. leverages the IDIQ-like contract vehicles

that adjust to varying demands.
To provide these types of services on-
Discussion: Because of the potential for
demand through contracting to meet Figure 8 below shows the priority of
many concurrent and interdependent
oversight responsibilities, the PMO must project management functions. These
projects, capacity must be given
have minimal government staffing to functional priorities are related to
attention. Capacity is like bandwidth on
manage this program. The OIMT’s PMO vstaffing levels and the development
the network. The network must provide
resourcing analysis conclusions align of organizational maturity. The current
functions (services); it also must have
with Gartner’s principal message of staffing level of three focuses on policy
bandwidth for efficient delivery of the
being “lean and mean.” To minimally and standards, better oversight, inter-
services. The PMO’s staffing will offer
support the hundreds of major and project coordination, and PM tool
all the necessary functions (capabilities)
non-major IT projects, the PMO requires support (refer to the red box in
based on the resources available. When
nn minimal staffing that includes the Figure 8).
the PMO becomes fully functional, the
Program Manager. To optimally support
PMO needs the capacity to provide the
the hundreds of major and non-major

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 19
 Figure 8: PMO Functional Priorities and Maturity Strategy

When able to perform these functions, the organization developing all capabilities and developing capacity to deliver
takes on more mature aspects of the Software Engineering these capabilities. Again, a small increase in staffing will take
Institute’s Capability Maturity Model3 (SEI-CMM). To perform the PMO from the foundational capability level to the optimized
all PMO basic functions, the foundational staffing level needs capability level. Staffing beyond the optimized point offers only
approximately nn additional FTEs. To perform all PMO functions minimal increases in capabilities. Beyond that point, increased
(capabilities) and to be fully responsive to all projects, the performance is realized by developing greater just-as-needed
optimal level needs approximately nn FTEs. Higher CMM capacity through IDIQ-like PM service contacts.
maturity and high organizational performance result from

3
CMMi: Capability Maturity Model (integrated) ranking, in this case, indicates the project planning and control processes maturity.
CMM development was sponsored by the United State Air Force via the Software Engineering Institute (SEI) and detailed in Managing
the Software Process, 1989.

20 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
8.3
PROJECT MANAGEMENT OFFICE FTES: POSITION STAFFING,
PERCENTAGE OF TIME FOR ASSIGNMENT AND VACANCIES
Table 3: Project Management Office FTEs: Position Staffing, Percentage of Time for Assignment

Project Management Office - Service (Function) Staffing Percentage Time Vacant FTEs
Assignment

Portfolio Management Vacancy 100% 1

Policies & Standards (Guidance) and Program Management Vacancy 100% 1

Project Performance Accountability (Oversight) Vacancy 100% 1

Project Planning Services (Assistance) Vacancy 100% 1

Centralized Management Tools (Assistance) Vacancy 100% 1

Project Records/Artifacts Management (Assistance) Vacancy 100% 1

PM Workforce Assessment (Oversight) Vacancy 100% 1

Professional Development (Guidance) Vacancy 100% 1

Program Manager Vacancy 100% 5

Project Manager Vacancy 100% 7

Project Support (Assistance) Vacancy 100% 4

Program Specialist - Acquisition Vacancy 100% 1

Program Specialist - Risk Vacancy 100% 1

Program Specialist - BPR Vacancy 100% 1

Program Specialist - Communications Vacancy 100% 1

Program Specialist – Change Management Vacancy 100% 1

Program Specialist – Requirements Vacancy 100%

Program FTEs (supporting the optimal organization) nn nn

Planned

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 21
9. RISK AND ISSUES
10. ROLES AND RESPONSIBILITIES
11. PROJECT MANAGEMENT
FTES–OPERATIONAL REQUIREMENTS
22 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
9. RISK AND ISSUES
A risk is an uncertain event or condition that, if it occurs, has a positive or negative
effect on a Program’s objectives, scope, cost, schedule and/or quality. An issue is a
risk that has become a reality.

Table 4: Risks and Issues

Risk Register

Probability Impact
ID Description 1 = low 1 = low Mitigation Plan
5 = high 5 = high

Issue: Under-resourcing 5 5 • Fill vacancies

Impact: delayed programs and personnel burnout • Get additional support through contractors

• Communicate and work with OIMT

Budget Office,

• Office of the Chief Information Officer (OCIO)

Business Office and Human Resources to get
approval to fill vacancies

• Prioritize work

• Manage workload expectations of senior

OCIO management

• Give staff flexibility to telework and

extend deadlines where it is not possible
to complete tasks

Issue: Contracting delays for procurements 5 5 • Start requisition process as early as possible
and work closely with the State Procurement
Impact: Program delays and/or increase costs Office (SPO)

Issue: Ability to get the cooperation and participation 3 5 • Engage and communicate to better understand
of program representatives in IT project program interests

1. Policies • Provide value proposition (needs) so they see

their interest in participation in the IT decisions
2. Practices
• Use the policy and contract vehicle to establish
3. Decision-making objectives status and corrective actions
Impact: Poor project performance

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 23
10. ROLES AND RESPONSIBILITIES
Table 4: Relationships and Responsibility Matrix

Relationships Responsibilities

OIMT-PMO • Project management policy

• Standards—identification, development, and coordination

• Oversight—project performance accountability

• Central tool management

• Central PM artifact repository management

• Portfolio Project Management—inter-project coordination

• Workforce assessment—practitioner and team evaluation

• Training and education—identification, design and development, and delivery

• Project support—guidance and just-as-needed and just-in-time assistance

• Resource sharing coordination

(For details, see “Appendix E: Additional Information.”)

CIO (OIMT-PMO Sponsor) • Authorizes PMO Program funding

• Presents program results to major stakeholders and other executive bodies.

• Facilitates resolution issues outside of the program

• Signs and authorizes project management policy

Project Review Process • Evaluates project performance results

(CIOC)
• Develops and drafts project guidance and recommendations

• Resolves inter-project level issues outside of the program

• Develops, reviews, and/or comments on drafts policy

• Quality Assurance: validates project performance directly or via independent validation and verification (IV&V)
and integrated baseline review (IBR)

• Change Management: evaluates project change requests and develops/drafts change requests guidance and
recommendations

Project Sponsors • Authorize program/project funding

• Present program results to major stakeholders and other executive bodies

• Facilitate resolution issues outside of the Program

24 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
 Relationships Responsibilities

Contracting Officer • Oversees contracts

• Manages task order solicitation.

• Supports contract administration.

• Administers competitive procurements

• Facilitates acquisitions)

OIMT Administrative Staff • Support program fund actions

• Support personnel actions

PMO Service Team Leader • Provides leadership for Subject Matter Expertise (SME)

• Actively participates in progress reviews to ensure critical program information is communicated to all
stakeholder organizations

• Facilitates resolution of program issues in stakeholder organizations

• Defines acceptance criteria

• Monitors and controls the work scope, quality, budget, risks, and schedule for the business stakeholders

• Manages the day-to-day work of the business stakeholders

• Leads, coordinates, and facilitates the business stakeholders’ planning and execution of tasks and deliverables

• Accountable for the success of the business stakeholders’ tasks and deliverables

• Ensures appropriately skilled program participants are available when needed

• Facilitates resolution of issues and elevates risks

Program Manager • Monitors and controls the scope, quality, budget, risks, and schedule

• Manages the day-to-day work of the program

• Defines and manages program risks

• Leads, coordinates, and facilitates their team’s planning and execution of tasks and deliverables

• Accountable for the success of team tasks and deliverables

• Ensures appropriately skilled program participants are available when needed

• Prepares and presents program reports to appropriate levels of management

• Facilitates resolution of issues and elevates risks

• Manages acquisitions

Solution Architect • Ensures all aspects of a solution are integrated, consistent, completes and correct

• Facilitates analysis of change requests

• Facilitates open communication between other Solution Architects to maintain complete and consistent
architecture decisions

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 25
 Relationships Responsibilities

Stakeholders • As the executives from each organization who are impacted by the program, stakeholders authorize their
organization’s resources required to successfully complete the program

• Actively participate in progress reviews to ensure critical program information is communicated to stakeholder
organizations

• Facilitate resolution of program issues in stakeholder organizations

• Define acceptance criteria

Team Leaders • Monitor and control the scope, quality, budget, risks, and schedule for their area

• Manage the day-to-day work of their area

• Lead, coordinate, and facilitate their area’s planning and execution of tasks and deliverables

• Accountable for the success of their area’s tasks and deliverables

• Ensure appropriately skilled program participants are available when needed

• Facilitate resolution of issues and elevate risks

All Program Participants • Complete assigned tasks and deliverables based on agreed schedule

• Act as SMEs for appropriate organizational function

• Provide status updates including issues and risks

• Provide actual hours worked per week by team

• Attend all scheduled meetings

• Be prepared to take some responsibility to educate others

• Communicate openly and assertively

• Respect opinions of others

• Agree to work toward consensus

• Commit to scope of the program

26 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
11. PROJECT MANAGEMENT
FTES – OPERATIONAL REQUIREMENTS
Table 6: Project Management Office FTEs – Operational Requirements

Project Management Office - Service (Function) Staffing Tech Skills Experience

Portfolio Management

Policies & Standards (Guidance) and Program Management

Project Performance Accountability (Oversight)

Project Planning Services (Assistance)

Centralized Management Tools (Assistance)

Project Records/Artifacts Management (Assistance)

PM Workforce Assessment (Oversight)

Professional Development (Guidance)

Program Management

Project Management

Project/Program Support (Assistance)

Program Support - Acquisition

Program Support - Risk

Program Support - BPR

Program Support - Communications

Program Support – Change Management

Program Support – Requirements

Program FTEs (supporting the optimal organization) nn nn

Planned

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 27
12. CONTRACT SERVICES REQUIREMENTS
13. DELIVERABLES
14. PROGRAM MANAGEMENT DELIVERABLES
15. PROGRAM/PROJECT CONTROL
28 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
12. CONTRACT SERVICES REQUIREMENTS
Table 7: Contractor Requirements

Role Skills Experience Duration

CIOC Program and Project Contractor Contractor Ongoing/Operational

Review Services
• Project Planning • Senior
• Status: Not in place
• Cost Estimating
• Type: IDIQ Government Manager
• Systems Engineering & Architecture
• Funding: via the project’s • Senior
sponsoring office
Government Manager
• Services: performs IBR to standards on
project at the end of planning, before • Project Planning
execution approval.
• Contacting

Project Management Planning Contractor Contractor Ongoing/Operational

Services (PMPS)
• Project Planning • Senior
• Status: Not in place
• Cost Estimating
• Type: IDIQ Government Manager
• Systems Engineering & Architecture
• Funding: via the project’s • Senior
sponsoring office
Government Manager
• Services: performs Project Planning
to standards on project. • Project Planning

• Contacting

Project Management Information Contractor Contractor Ongoing/Operational

System (PMIS) Support
• MS-Project Server • Senior
• Status: Not in place
• SharePoint Services
• Type: BPA-Support Services Government Manager
• System Operations
• Funding: Partial • Senior
• Project Management
• Services: performs support services for
the PM Management Tools (PMIS)
Government Manager

• Project Planning

• Contacting

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 29
 Role Skills Experience Duration

Business Process Management Contractor Contractor Ongoing/Operational

Professional Services
• Project Planning • Senior
• Status: Not in place
• Business Process Methodologies (TOC,
• Type: BPM- Project Management and Lean, Six Sigma, iTLS) Government Manager
Support Services
• Cost Estimating • Senior
• Funding: Partial

• Services: performs support services Government Manager

for the departments directly or via
OIMT Program • Project Planning

• Contacting

13. DELIVERABLES
13.1 PROGRAM SERVICE DELIVERABLE • Portfolio Project Management—inter-project coordination

• Workforce assessment—practitioner and team evaluation

• Project management policy
• Training and education— curriculum identification, design and
• Standards—identification, development and coordination
development, and delivery
• Oversight—project performance accountability
• Project support—guidance and just-as-needed and just-in-time

• Central tool management assistance

• Central PM artifact repository management—management • Resource sharing coordination

of project artifacts and archives

13.2 PROGRAM DELIVERABLES

Table 8: Program Deliverables (Milestones)

Major 2013 Deliverables (Milestones)

2013 Priority 1: Mature PMO Mature the PMO with full capabilities to fully perform all PMO services and capacity to fully support all
projects (as needed).

2013 Priority 2: Central Tool Mature the PMIS tool (Phase 2), including loading key projects and their project artifacts onto the PMIS,
Management System specifically charters and IRB authorizing records of decisions (RODs).

2013 Priority 3: Program and Continue to mature the project’s oversight, providing management and administrative support to the start-
Project Review Process (CIOC) up of the Project Review at CIOC.

2013 Priority 4: Program and Expand the PMO’s capabilities and capacity (grow and mature), providing guidance and assistance to
Project Planning priority projects.

2013 Priority 5: Program and Oversee or directly manage OIMT projects. When necessary, take management receivership of
Project Execution any project.

30 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
14. PROGRAM MANAGEMENT DELIVERABLES
• Weekly status reports

• Program reviews

• Departmental performance reporting

15. PROGRAM/PROJECT CONTROL

The items described in this section are required elements of by date, the file name for each QA Review Comment Sheet will
project and program control. be in the format of: YYYYMMDD QA Review Document Title.
Each of the identified comments will be categorized by type,

15.1 ACTION ITEM LIST severity, and priority. The comments will be analyzed, and then
incorporated by the author of the deliverable as appropriate.
Project-related action items will be maintained and monitored Comments not incorporated require an explanation back to the
to ensure awareness of actions necessary for program success: reviewer. The final deliverables will then be approved by the
designated approvers. The completed Quality Assurance Review
• PMIS development Comment Sheets and the approved deliverables will be stored in
the OCIO CM Repository.
• Project Review Board

15.2 ISSUE LOG 15.5 QUALITY ASSURANCE:

Quality Assurance activities will be performed to ensure quality
A list of program issues will be maintained and monitored control processes are defined and followed. As the program
to ensure awareness of actions necessary for the program’s progresses, metrics will be provided on a weekly basis to
success: identify the number of Quality Assurance reviews conducted,
the number and priority of comments identified, and the
• PMIS development
number of approved deliverables completed. If it is found that
• Project Review Board the review and approval processes are not being performed,
then the identified issues will be escalated to the Program

15.3 RISK REGISTER Manager for corrective action. The goal of the monitoring
effort is to provide visibility on the status of the quality tasks
performed for the program.
A program risk register will be maintained and monitored to
ensure awareness of actions necessary for program success:
The verification of program requirements, as documented in
the Requirements Traceability Matrix (RTM), will be performed.
• PMIS development
The requirement verification methods include analysis,
• Project Review Board inspection, demonstration, or testing. The method by which
the requirements will be verified will be documented in the test

15.4 DELIVERABLE REVIEW AND APPROVAL plan. The results of the verification activities will be documented
in the RTM.
Deliverable reviews will be conducted for all program
Privacy and Security. All program documents will be labeled For
deliverables to ensure that they are complete, correct, and
Official Use Only in the header and footer. All Certification and
consistent. Program participants and stakeholders will be asked
Accreditation (C&A) tasks and deliverables required before this
to participate in these reviews, which can be conducted via
program’s solution can be implemented in production are part
email or in person. Review comments will be documented in a
of this program.
Quality Assurance Review Comment Sheet. To sort documents

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 31
APPENDIX A: PROGRAM SUMMARY DESCRIPTION

32 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
APPENDIX A: PROGRAM SUMMARY DESCRIPTION
Program Name Program Management Office (PMO)

Description The PMO promotes and delivers management excellence based on best practice standards that
contribute to achieving the OIMT’s missions. The result is that the State of Hawai`i projects achieve
success and meet their respective performance goals that contribute to achieving the OIMT’s missions.

General goals:

1. Outcome Goals: projects achieve success, contributing to OIMT’s missions.

2. Performance Goals: the PMO support projects achieve their performance, cost, and schedule goals.

3. Organizational Goals: the PMO provides services and effective support to project and project
practitioners’ leadership to meet their goals.

PMO FY-2012 Goals (aligned to the above general goals):

1. Provide better project oversight and assistance though standardized tools and structure.

2. Initiate the PMIS) tool (Phase 1).

3. Provide guidance and assistance to priority projects; provide planning services to projects.

PMO FY-2013 Goals (aligned to the above general goals):

1. Continue to mature the project’s oversight capability though expansion of the program.

2. Continue to mature the program and projects oversight, providing management and administrative
support to the start-up of the Project Review at CIOC.

3. Mature the Project PMIS tool (Phase 2), including loading key projects and their project artifacts onto
the PMIS, specifically charters and authorizing RODs.

4. Expand the PMO’s capabilities and capacity (grow and mature), providing guidance and assistance to
priority projects; provide planning services to projects.

5. Expand PMO’s capabilities and capacities (grow and mature), providing project execution management
to priority projects; provide planning services to projects.

Business Areas Impacted All OIMT mission and mission support offices.

Period of Performance Ongoing

Performing Unit Office of the CIO-PMO

Sponsors Sonny Bhagowalia

Program Manager Nicholas Harrigan

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 33
APPENDIX B: PROGRAM SCHEDULE

34 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
APPENDIX B: PROGRAM SCHEDULE
FY-2012 Priority Planned Completion Date

2012 Priority 1: Mature the PMO

Mature the PMO with full capabilities to fully perform

all PMO services and capacity to fully support all
projects (as needed).

2012 Priority 2: Central Tool Management (Guidance

and Assistance)

Mature the PMIS tool (Phase 2), including loading

key projects and their project artifacts onto the
PMIS, specifically charters and IRB authorizing RODs.

2012 Priority 4: Project Review Board (PRB) (Oversight)

Continue to mature the projects oversight, providing

management and administrative support to the
start-up of the Project Review at CIOC.

2012 Priority 5: Project Planning (Assistance)

Expand PMO’s capabilities and capacity (grow and

mature), providing guidance and assistance to
priority projects.

2012 Priority 6: Project Execution (Assistance)

Oversee or directly manage OIMT projects. When

necessary, take management receivership of any
project. Projects include OIMT projects.

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 35
APPENDIX C: PROGRAM FY-2012
COST ANALYSIS (SUMMARY)
36 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
APPENDIX C: PROGRAM FY-2012
COST ANALYSIS (SUMMARY)
FY-2012 Spend Plan for 2012 (Dollars)

Object Class FY-2012 Planned Obligations

11. Personnel Compensation

12. Personnel Benefits

13. Benefits to Former Employees

Sub-total, Comp and Benefits

21. Travel and Train

22. Transportation of Things

23. Communications

23.a. Rent

24. Printing

25. Other Services

26. Supplies

31. Equipment

93.a. Indirect

Sub-total, Other

Total

Note: the funding and gap analysis is as follows:

2012 Priority 1: Mature the Project Management Office

Mature the Project Management Office with full capabilities to fully perform all PMO
services and capacity to fully support all projects (as needed).

*Priority 1: Funding represents the overall analysis. The funding information below
represents aspects of the overall analysis.

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 37
APPENDIX D: PROJECT MANAGEMENT SERVICE

38 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
APPENDIX D: PROJECT MANAGEMENT SERVICE
E.1 Policy: Manage, develop, and coordinate Federal and State of Hawai`i PM Policy.

Within the PMO, the Program Manager is responsible for understanding project management policy, regulation, directives and guidance;
and coordinates their appropriate implementation into State of Hawai`i policies, directives, and guidance. This includes project
management policy, regulation and guidance. This function supports the PMO’s oversight and all other functional responsibilities regarding
human resources, practice standards, and professional tools. It is inherently the PMO’s responsibility; this provides one set of directives,
standards and guidance for all State of Hawai`i Bureau and Office PMOs and Project Offices. Leveraging economy of scale, this prevents
each project from developing policies.

E.2 Standards Identification, Development and Coordination: Manage, develop and coordinate project management
standards recognized by the Federal government and the State of Hawai`i.

Within the PMO, the Program Manager is responsible for understanding project management standards; and coordinates the appropriate
translation of these directives into State of Hawai`i policies, directives, and guidance. This includes project management standards that
include to Project Management Body of Knowledge (PMBOK). This function supports the PMO’s oversight, training development, and
training delivery responsibilities. This provides one set of directives, standards, and guidance for all State of Hawai`i Bureau and
Office PMOs and Project Offices. If performed at the project level, this would create inconsistent practices and reporting of planning
and performance.

E.3 Oversight: Policy and Standards Accountability: Manage and coordinate State of Hawai`i project oversight activities to
assure adherence to policy and standards; monitor and track performance.

The PMO is responsible for evaluating project planning quality and due diligence; and provide continuous monitoring and tracking of
project performance. At the project planning stage, this includes managing and coordinating of the independent IBR. At the completion of
execution/development, this includes the post implementation review (PIR). Throughout the project this includes performance reporting
to the State of Hawai`i’s portfolio management and governance structures. This function supports the policy and standards adherence
responsibilities regarding human resources, practice standards, and professional tools. This provides consistent and standardized project
oversight that meets State of Hawai`i requirements.

E.4 Central Tools Management: Manage and coordinate State of Hawai`i enterprise project management tools.

The PMO is responsible for planning and managing common enterprise tools needed by all project offices. The managing of and training
for one PMIS provides a cost effective shared resource that supports a statewide portfolio repository. Central tools management function/
service strategy includes the PMIS, cost estimating tools, and team assessment tools. It will manage and coordinate the collection of
project performance information and project artifacts. This function supports the PMO’s central PM repository management responsibility.
Leveraging economy of scale, this provides central tool management for project planning, monitoring, and tracking and accounting. This is
prohibitively expensive for many projects to set up and manage.

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 39
E.5 Central PM Repository Management: Manage and coordinate the collection of project performance information and
project artifacts.

By managing and coordinating the collection of project performance information and artifacts, the PMO is responsible to support the
reporting the State of Hawai`i’s portfolio performance, maintaining project records for agency accountability, and lessons learned. This
includes periodic EVM information reporting, risk management, estimating and other planning artifact management responsibilities. This
function supports the PMO’s oversight and lessons learned responsibilities required by an IBR. Leveraging economy of scale, this provides
artifact management used for project accountability and lessons learned. This would be prohibitively expensive for all projects to set up
and manage.

E.6 Portfolio Project Management (PfM): Manage and coordinate the inter-project management and coordination.

The PMO’s portfolio project management performs very important project initiation and inter-project coordination
services with a line of business (LOB), including:

• Project initiation phase analysis and support

• Project charting assistance

• Project and inter-project portfolio resource planning

• Acquisition planning and strategy development

• Project and inter-project portfolio execution tracking and oversight

• Portfolio PM repository coordination

This function supports the PMO’s project oversight, repository management responsibilities, HR assessment and development functions,
performs inter-project coordination and dependency identification, and critical project initiation activities. Not performed at the project
level, PPM provides the important project initiation and inter-project coordination within a LOB

E.7 Human and Team Resource Assessment: Manage and coordinate the project manager competency and team maturity
assessment process.

The PMO performs the capability assessment of practitioners and project team required by best practices. This function supports the
PMO’s project support, training planning, and training delivery responsibilities. Not consistently performed at the project level, the
practitioner and team assessment are better managed and more cost effectively performed at the enterprise level.

E.8 Training and Education – Planning, Design, and Development: Manage and coordinate the development of the
competency delivery process for practitioners and teams.

The PMO performs planning and design requirements of curriculum to be delivered based on competencies required by best practice
standards. This function supports the PMO’s project support and training delivery coordination responsibilities. Leveraging economy of
scale, this provides standardized and consistent quality training and education planning; design and development that are not performed at
the project level.

40 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
E.9 Training and Education – Delivery and Delivery Coordination: Manage and coordinate the training and education delivery
process for practitioners and teams.

The PMO coordinates the curriculum delivery of PM competencies required by best practice standards. Currently, the PMO co-manages
the delivery via outsourced contract administration. This function supports the PMO’s project support and leverages economy of scale,
providing standardized and consistent quality training and education delivery that is not performed at the project level.

E.10 Project Support - Guidance and Just-in-time/Just-as-needed Assistance: Provides special skillsets that projects require
for successful performance.

The PMO must provide and coordinate just-in-time and just-as-needed special skillsets for projects such as cost and schedule estimating,
EVM assistance, and risk management expertise. This function supports resource-sharing coordination. Leveraging economy of scale, this
provides standardized and consistent quality and a high level of planning due diligence expertise that is needed for short periods and not
cost effectively developed at the project level.

E.11 Resource Sharing Coordination: Working with projects, helps projects plan and balance resources. It maximizes all of the
organizations’ usage of resources.

For mature organizations, the PMO coordinates the movement of project managers and other specialty resources to maximize the whole
organization’s resource demands. This function supports project support activities, helps the training and education functions, and assists
the PPM function. This function is level 4-5 of the CMM maturity levels. This is the PM function that has great value to the organization by
increasing performance and reducing costs.

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 41
APPENDIX E: ADDITIONAL INFORMATION

42 | State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan
APPENDIX E: ADDITIONAL INFORMATION
Project Management Planning Standard: The PMO-developed the PMO’s responsibilities and goals of providing projects
project management planning standard provides better guidance, oversight, and assistance.
guidance to projects teams and prepares them for the required
IBR. The Project Management Integrated Planning Standard Project Management (PM) Curriculum Enhancement and
is explicit guidance for developing a realistic, quality, mature Alignment: The PMO enhanced and aligned State of Hawai`i’s
project plan. The planning standard includes: 1) artifact PM curriculum. The enhancements incorporated State of
standards (addressing what’s in the plan), 2) artifact quality Hawai`i’s Project Management Planning Standard and the ILC
standards, and 3) the planning process standards. The Project guidance into the PM curriculum. The enhanced curriculum
Management Planning Standard is the basis for State of offers a more relevant course design, providing students
Hawai`i’s IBR Program, IBR Services, the PMPS, and the OIMT with clear connection between best practice techniques to
Project Management Professional Development curriculum. State of Hawai`i’s project planning standards and policy. The
restructured curriculum will offer a combination of required
Integrated Life Cycle (ILC) Framework: The Integrated Life project management courses and courses for both Program
Cycle Standards describe the State of Hawai`i’s required life and Project Managers.
cycle processes, their artifacts, and when and how decisions are
to be made (governance). The State of Hawai`i’s ILC standard Program Management Office (PMO) Operations: Within
components address the three phases of DME planning and the boundaries of resources, the PMO has actively worked
development and the operation and maintenance (O&M) with State of Hawai`i’s IT projects to facilitate their success,
steady state. The three phases apply to all of the information meeting State of Hawai`i’s business goals. Existing and new
management (IM) disciplines including CIPC, Project projects have benefited via the PMO’s guidance, assistance,
Management, Records Management, and Privacy. and consultation. Many of these projects had significant issues,
being considered for discontinuance (red-lining). The PMO
Project Management Services: The PMO has set up two provided appropriate consultation and just-in-time support
contract vehicles to assist projects, the PMPS and IBR to these projects, correcting issues and turning projects from
Services. These contract services are complimentary to distress into successes.

State of Hawaii Business and IT/IRM Transformation Plan Governance | PMO Development Plan | 43