IT Management Log entry #2
One of our goals on the 2017 IT strategic planning was to create a PMO (a Project Management Office) to align all processes and help the managers with their daily activities.
So we began with one meeting every Monday at 9:00 AM.
The participants are the CTO, me (as the IT Manager) and the PMs (Project Managers).
These are the topics we talk about int that meeting:
- Reporting the current projects status;
- Align with the PMs that they always need to invite the commercial manager to kickoff, status-report, and closing meetings;
- Present our PMO mailing group;
- Freeze the allocation and financial data (in portfolio reports) after the end of month to avoid that HR updates change old information;
After the PMO meeting, everybody did receive orientations and weekly tasks to do. These are mines:
- Client 1 (an agribusiness):
I should return a call to the analyst responsible for the project.
It was done. He just wants to know when we are going to deliver the last patches of his app, which is in tests stage.
No big deal.
- Client 2 (a university):
I should schedule a meeting with the IT Manager and our commercial director.
This IT Manager was some guy hard to find and even harder to find some space on his agenda.
But after a few tries, it was done.
- Client 3 (an IT company):
I should set up a team with a senior Java developer and a junior one;
I planned to talk with Carl and Louis, members of another team, which works with PHP, and ask if they want to join the Java team. Carl accepted the invite to join it as the junior dev. Meanwhile, we contract a new guy, Gabriel D., to be the senior dev so I didn't invite Louis anymore.
So I scheduled the kickoff meeting;
- Internal Services (HR):
I was asked to notify Andre, form HR, that he doesn't need to wait for the portfolio's OK to update the HR information anymore;
I should schedule Toby and Alexander vacations. For Toby, I should have wait after our commercial had talked to the client. I'm still waiting (and Toby is not in our company anymore). I scheduled Alexander vacations for 10 work days, though.
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One of our goals on for the 2017 IT strategic planning was to create a PMO (a Project Management Office) to align all processes and help the managers with their daily activities.
So we began with one meeting every Monday at 9:00 AM.
The participants are the CTO, me (as the IT Manager) and the PMs (Project Managers).
These are the topics we talk about int that meeting:
- Reporting the current projects status;
- Aligning with the PMs that they always need to invite the commercial manager to kickoff, status-report, and closing meetings;
- Presenting our PMO mailing group;
- Freezing the allocation and financial data (in portfolio reports) after the end of month to avoid that HR updates change old information;
After the PMO meeting, everybodydid received orientations and weekly tasks to do. These are mines:
- Client 1 (an agribusiness):
I should return a call to the analyst responsible for the project.
It was done. He just wants to know when we are going to deliver the last patches of his app, which is intests testing stage.
No big deal.
- Client 2 (a university):
I should schedule a meeting with the IT Manager and our commercial director.
This IT Manager was some guy hard to find and it was even harder to find some space on his agenda.
But after a few tries, it was done.
- Client 3 (an IT company):
I should set up a team with a senior Java developer and a junior one;
I planned to talk with Carl and Louis, members of another team, which works with PHP, and ask if they wanted to join the Java team. Carl accepted the invite to join it as the junior dev. Meanwhile, wecontract hired a new guy, Gabriel D., to be the senior dev so I didn't invite Louis anymore.
So I scheduled the kickoff meeting;
- Internal Services (HR):
I was asked to notify Andre,form from HR, that he doesn't need to wait for the portfolio's OK to update the HR information anymore;
I should schedule Toby and Alexander's vacations. For Toby, I should have waited after our commercial [sales department?] had talked to the client. I'm still waiting (and Toby is not in our company anymore). I scheduled Alexander's vacations for 10 working days, though.
So we began with one meeting every Monday at 9:00 AM.
The participants are the CTO, me (as the IT Manager) and the PMs (Project Managers).
These are the topics we talk about int that meeting:
- Reporting the current projects status;
- Aligning with the PMs that they always need to invite the commercial manager to kickoff, status-report, and closing meetings;
- Presenting our PMO mailing group;
- Freezing the allocation and financial data (in portfolio reports) after the end of month to avoid that HR updates change old information;
After the PMO meeting, everybody
- Client 1 (an agribusiness):
I should return a call to the analyst responsible for the project.
It was done. He just wants to know when we are going to deliver the last patches of his app, which is in
No big deal.
- Client 2 (a university):
I should schedule a meeting with the IT Manager and our commercial director.
This IT Manager was some guy hard to find and it was even harder to find some space on his agenda.
But after a few tries, it was done.
- Client 3 (an IT company):
I should set up a team with a senior Java developer and a junior one;
I planned to talk with Carl and Louis, members of another team, which works with PHP, and ask if they wanted to join the Java team. Carl accepted the invite to join it as the junior dev. Meanwhile, we
So I scheduled the kickoff meeting;
- Internal Services (HR):
I was asked to notify Andre,
I should schedule Toby and Alexander's vacation
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