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The Program Management Office Processes and Procedures Manual was designed to give a high level understanding of KN Energy’s Program Management Office (PMO) processes. This manual is a high level overview and not a detailed workplan. The processes contained in this document are the minimum in which the PMO should be engaged. However, many processes of the PMO are not set in stone and rely on the creativity and resourcefulness of the PMO representative to add value to the management of KN Energy’s ongoing projects. The basic objective of the PMO is to provide an integration point at which all projects are being managed.
导言
项目办公室规划过程和程序手册管理设计是为提供给KN 能源PMO的高层理解， 这一本手册是高水准的概观和不是详细的工作计划。本文中的程序最小的PMO应该做的。但是，PMO不是局限许多程序规定，靠智慧和创意的代表去让KN能源管理的项目增值的。 基本目标是提供通用结合点上项目管理。
The key processes that provide a consistent integration point between all of the projects are the following:
· Risk Identification, Mitigation, and Assessment
· Issue Tracking
· Master Scheduling
· Resource Tracking
· Budget Tracking
· Inter-Project Communication
· Business Process Improvements
Each of these processes will be explained in this manual and include important steps and procedures to successfully implement the program management office.
项目关键程序的提供的综合点是
l 风险识别，评估，风险减轻
l 跟踪问题
l 主计划
l 跟踪资源;
l 预算追踪
l 项目内沟通
l 业务流程改进
手册将每个说明进程，包括的重要步骤和程序顺利实施.
PMO Charter
A Program Management Office (PMO) has been established at KN Energy. This PMO is responsible for coordinating and overseeing multiple projects (systems and associated processes) across KNE business units. These projects have been selected among many others because of their significant business impact. The purpose of the PMO is to integrate and synchronize work plans and activities to ensure successful achievement of KN Energy’s business objectives.
The PMO tracks an array of complex projects at sufficient level of detail to ensure that KNE management can make timely decisions and avoid unnecessary risks. The PMO performs the following key roles and responsibilities:
PMO 章程和报告结构
PMO 章程
(PMO) 已经在 KN 能源建立。PMO 负责协调监督横向 KNE 商务单位的多个项目 (系统和联合的程序) 。这些项目因为他们对事业的重要影响从众多项目中选进来。 PMO 目的是将整合和协同工作计划和活动来实现KN 能源的商务项目的成功。
Provide management with information to make timely decisions.
· Establish standards and linking processes for project management, reporting and financial control.
· Provide quality assurance and risk management.
· Facilitate the review and approval of key deliverables.
· Create and manage standard processes for project resource allocation, coordination and accountability for results.
· Coordinate the application of scarce resources across projects.
· Identify and facilitate project dependencies.
· Serve as a central repository for understanding, and therefore be able to direct managers to the sources of KN Energy’s project knowledge capital.
· Serve to increase communications across business segments and provide the opportunity for increased awareness and synergy of key initiatives.
These activities are intended to create tighter links between operating/user personnel and project personnel. The PMO facilitates successful conclusions of projects in complex environments and under constrained deadlines and budgets.
l 及时提供管理决策依据
l 为将项目管理、财务管理和报告.建立标准和程序
l 提供质量保证和风险管理
l 协助审批重要成果
l 建立标准程序及管理项目的资源分配、协调和取得成果
l 协调各项目实施有限的资源
l 确定项目的发起依据
l 作为知识管理中心,可以直接管理管理项目KN项目能源知识资本
l 有助于提高整个各部门的沟通，提供更多的机会了解和互动
这些活动旨在加强联系，建立发起人和实施者和项目之间的联系。PMO在复杂的环境下,预算约束的期限.内推动项目的成功。
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