Program Management office (PMO)

The PMO is set up in the early stages and includes “Managed Service Provider” Engagement Manager, “Managed Service Provider” Delivery Manager and Client Program Manager. PMO will provide the umbrella leadership for the entire transition process and during execution. It will have executive sponsorship from “Managed Service Provider” and Corporate and will work with all the key support areas that would play a key role.

Key responsibilities include

• Addressing project scope
• Defining day to day operating model, monitoring process/mechanisms
• Reviewing projects on a monthly basis and monitoring adherence to quality and service levels
• Resource planning
• Issue resolution
• Advising on business and technology issues

In addition to the PMO, there is usually a steering committee that will be the key decision making authority and in general advisory in nature and will facilitate communications between the parties involved. The steering committee members shall discuss strategic issues faced during the course of engagement (e.g., developing requirements and plans, considering the annual technology plan, audit results, possible changes to service levels, and all contract impacting functions).  In summary, the steering committee shall

• Establish strategic direction for services being executed
• Facilitate alignment with the business objectives and guiding principles
• Provide oversight to the Corporate Managed Service Provider” relationship
• Serve as a final point of escalation within the informal dispute resolution process
• Review and approve business opportunities within the framework of the Master Agreement

Additional responsibilities may include: – contract negotiation and approval responsibility, appointment of new committee members.