Section 4.3 PMO-TMO Relationship Models

To establish the overall ICT project organization for The Agency, i.e. having both PMO (Please refer to Section 4.1) and TMO (Please refer to Section 4.2) co-exist in synchronisation, this Section offers three (3) PMO-TMO relationship models that can be adopted to realise an IV&V Engagement.

These PMO-TMO relationship models support the following:

• The PMO implements the ICT project (where the Development Team is one of the parties), whilst collaborating with and accommodating a TMO operated by the IV&V Provider.
• The TMO implements the IV&V activities which augment tests executed by the Development Team, whilst collaborating with and supplementing the PMO in delivering quality project outputs.
• Both the PMO and TMO reports to The Agency i.e. the Technical Committee (TC), where both PMO and TMO are independent from one another but committed to a single Integrated Project Plan (IPP) to ensure synchronised activities.

Table 4.3 below describes the three (3) PMO-TMO relationship models and it also indicates which one is relevant depending on the ICT project situation.

4.3.1  PMO-TMO Relationship (Standard)

In this PMO-TMO relationship model, The Agency i.e. PMO, and IV&V Provider i.e. TMO, are independent, and the PMO should engage the TMO to share advice on quality and include them in project discussions.  The parties have shared interests (e.g., high quality ICT project deliverables) and function on a peer level and independent basis.

Figure 4.3 below depicts the PMO-TMO Relationship (Standard), highlighting the IV&V Provider’s TMO.

In this PMO-TMO relationship model, IV&V Provider provides value-added services augmenting The Agency’s PMO capabilities where needed, in a non-disruptive style.  The PMO and TMO are peer, independent entities working and co-existing together to deliver high-quality ICT project deliverables.

The Change Control Board (CCB) is typically a temporary and virtual organization. Its responsibility is to address any change requests (CRs) raised during ICT project. 

In Figure 4.3 above, the CCB reporting line is dotted because:

• In normal projects, the CCB’s responsibilities can be assumed by the Technical Committee (TC).
• In critical and high impact projects, it is a good practice that CCB is sufficiently resourced with experts (identified and appointed) throughout the duration of the ICT project.
• Regardless of items (a) and (b) above, the final approval of CRs raised rests with the Steering Committee.

For the description of the roles of Quality Gate Keeper, the Users and MAMPU/MyTCoE with respect to the PMO-TMO relationship models, please refer to Section 4.3.4 Other Key Roles in Support of PMO-TMO relationships

4.3.2  PMO-TMO Relationship (Collaborative)

In a successful client-vendor relationship, both sides modelled their own business requirements while maintaining respect for what the other party needs to accomplish. 

As illustrated in Figure 4.4 below, regardless of the strength and competence of The Agency’s PMO, and it still requires significant inputs and presence from the TMO, a Collaborative relationship  model may be employed where:

• the TMO plays a stronger role i.e. greater level of authority and responsibility, in project monitoring and controls, especially where the quality of the deliverables is concerned,
• the TMO run by the IV&V Provider will need to augment The Agency’s PMO overall testing capabilities,
• the TMO need to provide input into PMO management decisions so as not to compromise quality.

In this PMO-TMO relationship, the TMO will fill in the gaps in PMO capabilities.  TMO will:

• ensure quality assurance initiatives and tasks are performed to prevent defects in ICT products,
• analyse to recommend “problem avoidance” strategies before delivering solutions or services in production, including enforcing a focus on quality earlier in the process,
• ensure the PMO and Technical Committee are kept informed of the issues and progress in addressing all significant quality issues directly with the Quality Gate Keeper.

The Change Control Board (CCB) is typically a temporary and virtual organization. Its responsibility is to address any change requests (CRs) raised during ICT project.  

In Figure 4.4 above, the CCB reporting line is dotted because:

• In normal projects, the CCB’s responsibilities can be assumed by the Technical Committee (TC).
• In critical and high impact projects, it is a good practice that CCB is sufficiently resourced with experts (identified and appointed) throughout the duration of the ICT project.
• Regardless of items (a) and (b) above, the final approval of CRs raised rests with the Steering Committee.

For the description of the roles of Quality Gate Keeper, the Users and MAMPU/MyTCoE with respect to the PMO-TMO relationship models, please refer to Section 4.3.4 Other Key Roles in Support of PMO-TMO relationships.

4.3.3  PMO-TMO Relationship (Integrated)

As illustrated in Figure 4.5 below, if The Agency’s PMO needs support, especially in their approach to quality, the TMO must run the PMO in an integrated unit called the PTMO. 

This is the most advanced level of the three (3) PMO-TMO relationship models.  This is similar to an independent project management office overseeing and monitoring project processes and tasks. In this PMO-TMO relationship model:

• A new “merged” entity is created called the PTMO that is independent of the operations, software Development Teame. software vendor, and other vendors etc.
• The Agency’s PMO and IV&V Provider’s TMO are combined as the PTMO.
• TMO heavily driving PTMO activities, infusing quality into the process lifecycle.
• Given the goal that ‘quality is everything’, the PTMO ensures and enforces The Agency’s teams and their Development Teams to deliver quality deliverables.

Two important principles included in a focus on quality are:

• “Fit for purpose” (the product should be suitable for the intended purpose); and
• “Right the first time” (mistakes should be eliminated).

A PTMO will manage the quality expectations and deliverable of the ICT projects involving matters such as:

• user inputs,
• IV&V and project-related processes,
• ICT products and components,
• services and deliverables by the Development Team, and
• deliverables reviews and inspection processes.

The IV&V Provider stays independent even when integrated into the merged entity PTMO, i.e., testing and project management offices operate as one unit. 

The IV&V Provider will:

• provide independent verification and validation (VV) services,
• ensure independent risk management,
• safeguard independent assessment of security, and
• provide independent project management services, with project planning performed by the one office, the PTMO.

The Change Control Board (CCB) is an official function within The Agency’s ICT project. Its responsibility is to address any change requests (CRs) raised during ICT project.  

In Figure 4.5 above, the CCB reporting line is a solid line because:

• unlike normal projects, the CCB’s responsibilities should not be assumed by the Technical Committee (TC).
• in critical and high impact projects, it is highly recommended that CCB is sufficiently resourced with experts (identified and appointed) throughout the duration of the ICT project.
• regardless of items (a) and (b) above, the final approval of CRs raised rests with the Steering Committee.

For the description of the roles of Quality Gate Keeper, the Users and MAMPU/MyTCoE with respect to the PMO-TMO relationship models, please refer to Section 4.3.4 Other Key Roles in Support of PMO-TMO relationships

4.3.4  Other Key Roles in Support of PMO-TMO Relationships

The following roles are present in all the PMO-TMO relationship diagrams, and shall be officially recognised throughout the Engagement phase as follows.

 4.3.5  Key Comparisons Between a Separate PMO-TMO and PTMO

Figure 4.6 below summarises the key differences between separate PMO-TMO project organisations with the integrated PTMO.

From Figure 4.6 above, it is apparent that the setting up of a PTMO is the most advanced level of PMO-TMO relationship, and requires special considerations, such as:

• ICT acquisition event will be driven by quality-oriented goals, policies, and objectives.
• The Agency’s Quality Plan drives the Integrated Project Plan (IPP) which helps to ensure the quality of the ICT acquired is never compromised (especially for critical and high-impact systems e.g. space technology, nuclear power systems, and aeronautical systems).
• Competent TMO Managers are needed to lead critical project management teams, i.e. the person leading the project will need Testing and Project management training, skills and experience.
• The entire project, its oversight, and ICT delivery will include quality-focused test management in all aspects of the project.