Integrated Performance Management Office

Project Management

The Project Management Office (PMO) will lead the continuous improvement of project management for the Operations Directorate through all project stages from project identification and prioritization through closure. A common methodology will ensure consistent execution in a repeatable and reliable format.

Change Management
  • What lessons have we learned?
  • How will we improve the process next time?
 left to right arrow Project Management
  • What product or service are we creating?
  • How does this work align with the Lab Agenda?
bottom to top arrow top to bottom arrow
Value Added
  • What deliverables have we created?
  • What best practices have we improved upon?
 right to left arrow Methods and Tools
  • Who is on the team?
  • What is the WBS?
  • How much will it cost?
  • When will we deliver?
Fiscal Year 2009 Key Goals
  • Establish the PMO within IPMO, aligned with the Operations Directorate priorities for the Lab
  • Streamline project management practices across the Operations Directorate
  • Develop metrics that deliver meaningful information in a timely manner to Division Heads and IPMO by August 2009
  • Develop a project portfolio to support the SLAC Mission improvements
  • Establish a PMO steering committee by May 2009 to meet quarterly to address mid-year changes and risk management practices throughout the year
  • Communicate the PMO goals and services to the Operations Directorate by June 2009

Contact:

Elizabeth Dahlen, dahlen@slac.stanford.edu

Man at chart
Website
PMO SharePoint Site
Testimonial
“Strong project management is key to accomplishing the lab’s mission. I am looking forward to the lab identifying project managers and providing them with the training, tools and support they need to be successful.”
- Lowell Klaisner, Assistant Laboratory Director
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