Currently our PMO office is undergoing changes towards supporting an Enterprise Project Portfolio Management Office. A component that we would like to include within this "PPMO" is the tracking of Maintenance projects. This would be to ensure that all maintenance agreements as indicated in the Charter and/or Close-Out phases are funded properly and value is consistent. Would anyone have suggestions that would support the tracking of these types of projects and what experiences you may have had setting this type component within this type of environment. Saving Changes...
Derry SimmelProgram Manager| Blue Cross and Blue Shield of South CarolinaChapin, Sc, United States
While I have seen several alternatives, my suggestion is that you look into defining maintenance in terms of "resources" - whether the resource is money, time or people. The idea is that only a certain percentage of the total resources available will be spent on maintenance. Maintenance can then be treated as a separate "portfolio." Since Maintenance projects tend to be small, you will want minimal administration, and this allows you to manage more towards answering the question - "How much are we spending on maintenance" rather than having individual projects compete for the resources. If maintenance needs to go over the budgeted amount, you can then raise an issue with the steering committee and they would choose to spend more on maintenance (or not) at the EXPENSE of other projects. Often maintenance devours resources and the impact on other work is not clear. By managing at the resource level, you can give good ongoing information to management, and raise awareness of how much is being spent on maintenance - you will probably be surprised
I think somebody should come up with a way to breed a very large shrimp. That way, you could ride him, then, after you camped at night, you could eat him. How about it, science?
