PMO Governance

Function of the King Khalid Medical City Project Steering Committee

The function of the King Khalid Medical City Project Steering Committee is to take responsibility for the business issues associated with the King Khalid Medical City and the Project Management Office. The Steering Committee is responsible for approving project strategy, budgetary compliance, defining and realizing benefits, and monitoring risks, quality and timeliness.
Role of the King Khalid Medical City Project Steering Committee
The role of the King Khalid Medical City Project Steering Committee is to:
• take the responsibility for the project's feasibility, business plan and achievement of outcomes
• ensure the project's scope aligns with the requirements of the stakeholder groups
• provide those directly involved in the project with guidance on project business issues
• ensure effort and expenditure are appropriate to stakeholder expectations
• address any issue that has major implications for the project
• keep the project scope under control as emergent issues force changes to be considered
• reconcile differences in opinion and approach, and resolve disputes arising from them
• report on project progress to those responsible at a high level, such as the Board of Directors and/or the Minister of Health (or his Designate)
• take on responsibility for any government issues associated with the project


KKMC Project Management Office (PMO) Goals

Following are the primary goals of the PMO:
1. Deliver the successful completion of the KKMC project.
2. Develop and implement the required operational and programmatic components to ensure industry standard patient care practice.
3. Build Project Management maturity at the organizational level.
4. Keep the Management and the Project Community informed.
5. Serve as the organization’s authority on Project Management practices.

Listed below is the specific work that the PMO will perform in order to meet its Goals.


Deliver the successful completion of the KKMC project

The PMO collaborates with KFSHD end users and stakeholders / clients to manage the Project portfolio:
1. Work with the end users, Executive Leadership, and Project Steering Committee to ensure the overall success of the project
2. Maintain and publish a master project schedule
3. Assist the hospital and client end users with project resource management
4. Identify project risk factors and provide recommendations

Build Project Management maturity at the organizational level

1. Mentor project teams
2. Assist project teams in all phases of their projects from project initiation to project closure
3. Train organizational Project Managers in a full range of Project Management
topics if necessary or requested
4. Serve as honest broker on all issues brought forward to the PMO by Project
Managers

Keep the Management and the Project Community informed

1. Report to CEO and Project Steering Committee on:
a. Project components – monthly
b. Metrics that measure PMO effectiveness – monthly; quarterly; and annually
c. Issues and opportunities – as they arise
2. Maintain and publish a “Lessons Learned” archive
3. Develop and implement PMO Communications Strategy to address both external and internal stakeholders
4. Maintain the PMO Web site

Serve as the organization’s authority on Project
Management Practices

1. Set the Project Management standard
a. PMO works with an advisory group of Project Managers to update
and maintain this standard
b. Standards are posted on the PMO Web site
2. Be the resident advocate for good Project Management practices in the organization
3. Provide Project Management tools for organization-wide use
4. Serve as the official source of project templates and other project aids


KKMC Project Management Office (PMO) Metrics

Metrics should measure those aspects of PMO performance that are directly
related to its Goals and support its Vision and Mission. On that basis, the
following areas of focus can be used to assess PMO value to the organization.

Internal Review & Assessment

The PMO staff will develop or acquire the appropriate tools in which to measure
PMO effectiveness. The PMO Executive Sponsor will approve such tools before
they are used. Assessments will include:

1. Improvements in project successes over time can be measured through:
a. Decreases in schedule and budget overruns
b. Client / project participant responses
2. The Project Management approach can be measured by:
a. Quality and timeliness of project planning documents
b. Accuracy of time and cost estimates
c. Effectiveness at mentoring and coaching project teams

The PMO, with input from Clients, will be responsible for the gathering of performance metrics.

Reporting

The PMO will provide the following regular reports:

Master Planning Schedule
• CEO (monthly, quarterly, annual)
• Project Steering Committee (monthly, quarterly, annual)
• Board of Directors (semi-annual, annual)
• General Staff (quarterly)

Project Queue Report
• CEO (monthly, quarterly, annual)
• Project Steering Committee (monthly, quarterly, annual)

Program Status Summary
• CEO (monthly, quarterly, annual)
• Project Steering Committee (monthly, quarterly, annual)
• Board of Directors (semi-annual, annual)
• General Staff (quarterly)

Critical Issues
• CEO (as arise)
• Project Steering Committee (as arise)

Program Budget/Cost & Value Analysis
• CEO (monthly, quarterly, annual)
• Project Steering Committee (monthly, quarterly, annual)
• Board of Directors (semi-annual, annual)

Program Key Schedule Dates
• CEO (monthly, quarterly, annual)
• Project Steering Committee (monthly, quarterly, annual)
• Board of Directors (semi-annual, annual)

Project Summary
• CEO (monthly, quarterly, annual)
• Project Steering Committee (monthly, quarterly, annual)
• Board of Directors (annual)

PMO Review Report
• CEO (annual)
• Project Steering Committee (annual)
• Board of Directors (annual)


KKMC Project Management Office (PMO) Services

The PMO will assist with all aspects of the KKMC project and enforce Project Management standards.

1. The PMO is charged with managing a project:
a. Project Sponsors shall direct all requests to the PMO. PMO, CEO and
Project Steering Committee collaborate to decide where PMO resources should be allocated
i. PMO provides Project Management services for the project
ii. PMO is accountable for successful project delivery
iii. PMO deals directly with the Project Sponsor
iv. PMO enforces its Project Management standards in these
projects
v. PMO will directly manage resources assigned or attached to
the project

2. If, on request, the PMO is asked to assist and provide project support outside of its prime directive:
a. Project Sponsors make their requests to the PMO. PMO, CEO and
Project Steering Committee collaborate to decide where PMO resources should be allocated
i. Department (outside sponsor) provides the Project Manager for the project:
ii. PMO provides guidance to the Project Manager but under normal circumstances would not provide direct Project Management services
iii. PMO oversees successful project delivery
iv. PMO deals directly with the Project Sponsor and Project
Manager
v. PMO enforces its Project Management standards in these
projects


King Khalid Medical City Project Steering Committee Membership

The King Khalid Medical City Project Steering Committee is comprised of the following members:

• Chief Executive Officer (Chair)
• Executive Director, Medical & Clinical Affairs, (Deputy Chair)
• Executive Director, Academic Affairs, Training & Research
• Executive Director, Hospital Operations
• Executive Director, Finance & Administration
• Executive Director, Nursing
• Executive Director, KKMC Project

KKMC Project Professional Resource:

• Program Director, KKMC PMO
• PM/CM Consultancy (Owner’s Representative)

The Executive Committee, King Khalid Medical City Project Steering Committee shall be comprised of:

• Chief Executive Officer
• Executive Director, Medical & Clinical Affairs
• KKMC Project Executive Director
• Program Director, KKMC PMO
• Representative, PM/CM Consultancy (Owner’s Representative)

 

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