First, the application concept of PMO in organizational multi-project management
The definition of PMO by Project Management Institute: "PMO is an organizational element responsible for creating and supervising the whole management system, and exists for the effective implementation of project management behavior and the maximization of organizational goals". According to Gartner Consulting, "PMO is a shared resource designed by an organization to integrate all project experiences. This resource can serve all parts of the organization. The project management office is a key source for building organizational capacity in the analysis, design, management and summary evaluation stages of projects. " Generally speaking, PMO is a department or mechanism that assists an organization or project leader to achieve strategic goals or project goals. It combines project management with organizational strategy, optimizes the allocation of organizational resources in a scientific way, and provides professional guidance and coordination, including planning, resource allocation, project monitoring, result evaluation and other functions. With the development of economy and society, the problems and businesses that organizations need to face are growing, and it is generally necessary to manage and operate multiple projects at the same time. The organization should not only meet the project management needs of a single project, but also ensure the realization of all projects, and balance the distribution of resources and interests among multiple projects from the overall goal of the organization. Multi-project management refers to a project management method that manages and coordinates the selection, evaluation, planning, control, execution and closing of multiple projects in an organization at the same time, so as to achieve the optimal comprehensive execution effect of all projects. Multi-project management includes two categories: similar project management and different project portfolio management. 1. A plan is a group of similar projects, and the final value created by these projects exceeds the sum of the individual projects in the group. Project management provides a complete framework and systematic method to solve the problems of resource waste and management cost increase caused by different specific objectives of similar projects, which provides a guarantee for realizing the company's overall strategic objectives. 2. Project portfolio management is based on the whole organization, organically allocating different types of projects, optimizing resource allocation and functional combination, maximizing benefits and improving the core competitiveness of the organization.
Second, the application mode of PMO in the connotation construction project management of colleges and universities
Multi-project management in colleges and universities combines strategic management, resource management and project management. Starting from the realization of the development strategy of colleges and universities, the goals of colleges and universities are achieved through the collaborative management of multiple projects, while the management of individual projects focuses on the planning, implementation and control of the projects themselves and the specific output results. The difference and evolution between single project and multi-project in colleges and universities are shown in figure 1. Shanghai Vocational College of Arts and Crafts is an art design demonstration vocational college featuring arts and crafts. The connotation construction of the college refers to the implementation of the comprehensive reform plan of the college, the "Thirteenth Five-Year" reform and development plan, and the innovative development action plan as the guidance and basis, with the main purpose of improving the quality and level of applied art vocational education and optimizing the allocation of resources such as college policies, funds, space and talents. Combine the long-term development strategy, annual work plan and key work of the College organically, and carry out key software and hardware construction projects in areas directly related to education and teaching, such as specialty construction, scientific research construction, teacher construction, practical training construction, overseas exchange, student development, information construction and intangible heritage inheritance, so as to further enhance the comprehensive strength of the College in personnel training, cultural heritage and industrial services. At present, the connotation construction of college involves college strategy, budget, secondary management, professional construction and so on. There are many projects, many undertaking institutions, many construction directions and many cooperative units, which put forward high requirements for project management. Project management in colleges and universities is essentially a multi-project management problem under the strategic planning of colleges and universities, including both project team management and project portfolio management. In order to better manage these projects and further improve the quality of project construction and the efficiency of fund use, the college actively explores the application of PMO in the management of connotation construction projects in colleges and universities, and makes reform attempts in the aspects of overall planning, institutional setup, system construction, fund management, personnel training and organizational culture. In 20 12, the college set up a special management office, and in 20 15, the organization was changed into a development planning office, and the PMO mechanism gradually changed from simple project management to strategic planning+resource management+project management. 20 16 college has improved the management measures for connotative construction projects of Shanghai Vocational College of Arts and Crafts, and made it clear that the connotative construction management office is located in the Development Planning Department (the PMO application mode of the college is shown in Figure 2).
Third, the specific situation of university project management analysis
(A) the main characteristics of project management in colleges and universities; Compared with enterprise project management, the environment and elements of project management in colleges and universities are different, and the specific methods and contents of applying PMO mechanism in Shanghai Vocational College of Arts and Crafts are also different. 1. pursue different goals. University projects do not pursue the maximization of economic benefits, but are basically authorized by the Ministry of Education and local education committees to pursue the goals and requirements of university education development and personnel training. 2. Different sources of funds. The project funds of colleges and universities mainly come from financial allocation, which is very planned. Once the budget plan is issued, it is often impossible to adjust, and the allocation of project funds may be inconsistent with the implementation plan. 3. The nature of institutions is different. The implementing institutions of university projects are educational and academic institutions, and universities first implement teaching plans, not project plans, so project planning and implementation must adapt to teaching plans and work. (4) The implementers are different. University projects are completed within the career establishment and mechanism, and the basic personnel are teachers, administrators and some students. You can't introduce people outside the system at will, you can only hire some experts as appropriate. (2) The bottleneck of project management in colleges and universities; Compared with enterprise project management, project management in colleges and universities is not very mature and lacks a perfect management mechanism, which mainly has the following bottlenecks. The ability of 1. project to implement university strategy needs to be improved. The strategy of colleges and universities is the general guide for colleges and universities to plan and implement projects. In theory, there should be no projects that are divorced from the strategy of colleges and universities. However, due to the different specific environments of departments and majors, the relevant responsible persons have different understandings of university strategy; Or, due to the interests of internal small groups, the project has not been fully implemented in the strategy of colleges and universities; Or, due to the ability of the person in charge, the project implementation is not in place, which will lead to the failure of the project to fully implement the university strategy. 2. The ability to implement the project as planned needs to be improved. The clarity of university project management is often not as strict as that of enterprise project management, so there is no clear plan for departmental university projects, or the plan often changes, or there is a lack of specific responsible personnel, which leads to the project not being completed on time, the set goals not being completed or exceeding the budget plan, which is not conducive to the orderly advancement of the overall work of universities. 3. The effective use of project funds needs to be improved. The project funds of colleges and universities basically come from financial allocation, and there is no clear economic benefit goal. Instead, we use vague indicators such as personnel training, professional construction and social services to measure benefits. At the same time, there is no good mechanism such as budget preparation, fund use, procurement control and financial audit, which leads to the lack of clear economic responsibility system for project funds in colleges and universities, and it is difficult to compare the input and output of funds in detail, resulting in low efficiency in the use of project funds in colleges and universities. 4. The ability and attitude of the project leader need to be improved. The person in charge is the key to the implementation of university projects, and its quality directly determines the success or failure of the project. Some project owners have capacity problems and are not competent for project management functions, which makes project implementation difficult; Some project leaders have a bad attitude and regard the project as a means of fame and fortune too much, which leads to the disconnection between the project and the development strategy and talent training objectives of colleges and universities. 5. The evaluation methods of project benefits and achievements need to be improved. Any project must have clear implementation objectives and evaluation methods, and a fair and reasonable evaluation will help to improve the follow-up work of the project and select future projects. At present, on the one hand, there is a lack of clear implementation objectives and achievements, on the other hand, there is a lack of quantitative index system of statistical analysis in management, so it is difficult to clearly judge the quality and completion of project implementation. (3) Countermeasures and suggestions for project management in colleges and universities; 1. Formulate the project-oriented planning scheme. School-level project guidance planning is based on the overall strategy of colleges and universities, and all projects that meet the guidance planning scheme should be given priority in application, approval and resource support. Detailed project guidance planning defines the direction and implementation requirements of the project, which is conducive to the application and implementation of the strategic requirements of colleges and universities and can promote the strategic development with limited school resources. Shanghai Vocational College of Arts and Crafts should focus on the connotation construction of key projects, vigorously promote the long-term development strategy of the college, and organically combine the annual work plan with key work. 2. Establish a standard system for project guidance. Under the guidance of the leaders in charge of the hospital, we will further improve and strengthen the guiding ability and standardizing ability of functional departments. Relevant functional departments are responsible for the implementation, organization and completion of specific key projects in their respective fields, including mechanism construction, organization declaration, supervision or implementation, daily management, service and acceptance. , focusing on improving and innovating the project establishment mechanism, process supervision mechanism and acceptance evaluation mechanism in their respective fields. 3. Improve the budget and final accounts of project funds and use norms. To improve the project budget management, the Connotation Construction Management Office and the Finance Department are responsible for organizing the construction of the framework and direction of resource allocation for connotation construction (mainly budget). For specific projects, it is necessary to formulate a clear budget for the use of funds and the budgets of various subprojects (focusing on the procurement of equipment, consumables and services). Improve financial reimbursement management, strictly implement financial discipline and procurement system, implement official card system, and strengthen contract management. Improve the project final accounts management, clarify the economic responsibility of the project, supervise the audit bureau to conduct internal audit on the use of funds for each project, and form an audit report, which is one of the important basis for the project conclusion. 4. Establish the management and training mechanism of the project owner. Implement the responsibility system for project leaders, give full play to the responsibilities of department leaders, professional leaders and outstanding teachers in the project, and gradually form a system of selection, training, appointment, evaluation and withdrawal. Strengthen the training of project leaders, and conduct irregular training on project planning, declaration process, file management, fund use, evaluation system and meeting spirit at all levels. In the form of meetings, lectures, consultations and on-site guidance. 5. Improve the project evaluation index system and evaluation system. When each project is declared, the expected results and benefits of the project must be clearly listed, and it will be the direct object of project evaluation after approval. In view of the unclear characteristics of university project evaluation, PMO will gradually improve the quantitative evaluation indicators and reduce the use of qualitative indicators. At the same time, improve the evaluation mechanism, including the evaluation of project results and the evaluation of fund use, and improve the construction of expert evaluation team and financial audit team.
Fourthly, the role of project management office in the management of connotation construction projects in colleges and universities.
(1) Strategy formulation; Carry out the education policy, formulate the reform and development strategy according to the needs of the college, clearly formulate the development goals, ideas, tasks and measures, form the development plan and task system, and provide clear guidance for the construction of various projects in the college. (2) system construction; Promote the continuous reform and improvement of connotation construction management system, strengthen standardized guidance, and assist functional departments to build project mechanisms in their respective fields to meet the development needs of the college. (3) Project organization and promotion; Construct the framework of resource allocation and direction of connotation construction, and promote the project planning, budget, implementation, adjustment, inspection and acceptance of various functional departments and secondary colleges. (4) consulting support; Strengthen investigation and study, exchange study, put forward suggestions and information research, provide reference for college decision-making, and provide consultation and support for some projects. (5) coordination of affairs; Do a good job of uploading and distributing between college leaders, functional departments and secondary colleges and majors, and carry out specific coordination work according to the instructions of leaders or the needs of various departments. (VI) Informatization construction promotes the construction of project management information system, and promotes all-round information such as project application, process management, acceptance evaluation and other related information to be entered into the network platform to improve management efficiency. Generally speaking, colleges and universities can improve their ability to formulate and realize strategies, plan and manage projects, allocate and use resources by using PMO mechanism. Of course, we should also avoid some possible problems of PMO, such as becoming a purely controlled bureaucracy, increasing management costs, but not providing sufficient support for the project; Or they don't get enough support from the management of colleges and universities, and there is not enough coordination ability between functional departments and project undertaking departments, so their performance is average; Or as a management consulting organization, it lacks sufficient management services and reduces the project management and control ability.
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