PMO Organizational Structure and ABCDE Project Expansion Notes

Organizational Structuring and the PMO Development Plan

  • Ad Hoc Organization Models:

    • There is a discussion concerning the placement of the new ad hoc organization for the upcoming year.

    • Two primary options are identified:

      • Under ICT Planning: In this scenario, the organization would fall under the oversight of Mr. Kokoy, who would direct and manage the ABCDE team.

      • Independent PMO (Project Management Office): This would make the PMO independent of divisions like HTTPSD, DMD, and Assist Ad.

  • Direct Reporting and Governance:

    • To avoid "political dynamics" and being "politicized," there is a strong preference for the PMO to remain independent from the standard four or five divisions.

    • The PMO would report directly to the Office of the Director (OD).

    • Strategic Advantage: Reporting directly to the Director allows for immediate decision-making without seeking direct approval from division chiefs. Currently, the PMO acts with the guidance of the Director and the PM (Project Manager).

    • An "ad hoc" designation is used because it serves as a separate division specifically for digitization.

  • Technical and Management Roles:

    • Mr. Han (or Mr. Hunt) expressed concerns that current members may lack certain qualifications required for the expansion.

    • Staffing Suggestions:

      • Harris: Recommended as a technical lead or supervisor. He is an expert developer and currently handles the BPMS.

      • Imelda: Suggested to provide management pressure and oversight.

      • Darlene: A manager who, while capable, is not an engineer and does not have specialized knowledge in Java.

      • Iman: Focuses on the analyst dataset.

      • Patrick: Suggested to take over Harris's responsibilities in BPMS development to allow Harris to focus on technical supervision for the PMO.

      • Camille or Ria: Also mentioned as potential candidates for roles under the expanded PM.

  • Technical Oversight and Quality Assurance:

    • Currently, there is a gap in technical communication where the system side does not necessarily report to the PM.

    • Mr. Han suggests that someone like Harris or Imelda should provide a "double-back" or review process.

    • This would allow the PMO to directly access development servers for review and finding solutions rather than relying on disparate reports.

Personnel Strategy and Future Expansion

  • Digital Agriculture Project (DAP) Integration:

    • As the budget for the Digital Agriculture Project decreases, its staff will become "vacant."

    • The proposal is to absorb the DAP PMO staff into the ABCDE project.

    • Key Personnel Assets in DAP:

      • One programmer who is proficient in monitoring.

      • One staff member with a paralegal background (studying law) who is highly skilled in policy-making and policy improvement.

  • Data Ownership and Division Movement:

    • The BMD has ownership of "Narritic data."

    • There are difficulties in moving personnel between divisions (e.g., asking Harris to move to ICTSD might be met with rejection if the developer prefers their current focus).

  • Policy and Consultant Proposals:

    • Iman suggested hiring a consultant to retrofit the current proposal with ICTS details.

    • The lead speaker expressed doubt, noting the Director might be hesitant to hire an outside consultant for this task.

Action Items for the Next Year Planning

  • Proposal Options:

    • The Director is expected to ask for specific options for organizational expansion.

    • The lead intends to devise at least 33 options/solutions regarding the PMO structure to present for approval.

  • Task Definitions:

    • There is a need to clearly define the role of every member in the organizational subsections.

    • The goal is to ensure the PM has full control over the members without hurdles from middle management (Mancom).

  • Korean Team Collaboration:

    • The Korean team is expected to support the PM directly next year.

    • The approach for next year involves more direct communication and guidance to resolve issues like those seen with AJ.