On April 1, the Army Medicine Program Management Office (PMO), in the Army Medical Department (AMEDD) Transformation Directorate (ATD), achieved full operational capability. The Army Medicine PMO is a key component of the Army surgeon general's efforts to institute project portfolio management (PPM) as a standard business practice across the enterprise, comparable to successful private sector healthcare enterprises. The PMO drives project excellence through process standardization, integration, and accountability; alignment of projects with strategic objectives; and project management (PM) support to project teams throughout the project life-cycle.
PMO processes are integrated with the campaign assessment and performance management processes of the Army Medicine Campaign Plan and contribute to the transition of the enterprise to an Operating Company.
The PMO provides PM training, customized tools and templates, and assigns PMO Liaisons for Office of the Surgeon General/Medical Command (OTSG/MEDCOM) projects in development. The PMO Liaison works directly with project teams as a PM subject matter expert; facilitates and guides the use of standard processes, tools, and templates; and supports project leads and senior leadership in the management of issues, risks, changes, and schedules. The PMO can assist in the development of new project proposals for submission through the Army Medicine Campaign Plan governance process.
All PM training materials, tools and templates are available to OTSG/MEDCOM, Major Subordinate Command (MSC), Regional Medical Command (RMC), and Military Treatment Facility (MTF) staffs on the PMO SharePoint site located at this link: https://mitc.amedd.army.mil/sites/Communities/ OCMTPMO/Pages/default.aspx.
While direct support and assignment of PMO Liaisons is currently provided to OTSG/MEDCOM projects, PMO personnel are available to provide consultation, instruction, and PM subject matter expertise to MSC, RMC, and MTF project leads and teams as we move forward to implement standardized PM processes and procedures across the enterprise.
Current initiatives supported by the PMO include the Operating Company Model initiatives in Performance Management and Consistent Patient Experience; Surgical Services Service Line; and Vision and Hearing. In addition to supporting project teams, the PMO also serves as the project lead for major transformation projects such as the Workforce 2020 and the Warrior Transition Unit Restructure Project.
In the coming months, the PMO will continue to improve and mature its services, processes, tools, and templates based on feedback and lessons learned working these projects and supporting the organization. Constructive feedback is always welcome. Feedback is integral to the process of continuous improvement, further advancing the tenets of PPM for the AMEDD.
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