PKC PMO

Definition update about PKC: PKC is not a project is an Idea (a project has closure and PKC is eternal).

PKC content must be pattern and re-organize all volatile information, requiring an editing comprehension to make it more user friendly and people accessible This also intents to prevent continuous re-editing on the same context, using a “branching process” instead.

PKC is composed by the following portfolios: Meta University; Inter-Organizational Workflow; PKC Engine; PKC Spin-off

PKC is managed by a state-of-the-art PMO (PKC PMO) based on a Disciplined Agile approach (PMI)

PKC first project is W3T3

Integration Plan

Intro

PKC is a high complex platform with multiple purposes which requires to define clearly each branch and be able to build new ones. Integration management plan needs to create a structure for this connections between divisions and branches.

All portfolios, programs and projects will be recorded in a whole platform. 2022 it will be use Trackonperformance.com (TOP) 2023 it will use a "white label" structure to create its own independency

PKC will be managed project-oriented through PKC PMO and Project management will adopt hybrid development approaches:

1. predicted in yearly plans or long term projects (such as education)
2. adaptive in research projects with no date to finished, just apply time management, no specific clearance on the scope
3. Iterative incremental (known as Agile) during development projects, or short project cycles/iterations from main projects in order to provide faster control
4. Iterative in lining projects such as industry or education recurrent activities

W3T3 will use a combine cycle of prediction with Agile since there is a milestone date such as G20 that can't fail, and at same time there is several steps of development to take care where short iterations will be done using AGILE methodology.

PKC PMO responsibilities will make sure that:

1. the projects initiate with the proper plan, with estimations, milestones, allocations and budget approved, but also with the proper technical documentation register, concluding visual support
2. the projects will be finished on time, with the proper quality defined and with the proper documentation of all learning experiences in order to avoid redundancy
3. can prevent any project collapse in time and solve it, either with fast tracking or crashing, having always management reserves or the cause.

Allocations

PKC resources will be composed by:

1. Development team (Dev)
2. PMO team (PMO)
3. Education team (Edu)
4. Marketing/PR/Social media (if necessary) (MKT)
5. Invited guests (Guests)

Teams will be composed from different countries and different skills

Facilities

Most of the work will be virtual, however, it is planned to exit 4 facilities in Indonesia: Bali (head), Jakarta, and

The Facilities will be essential for the education development

Time management

All tasks will be recorded according to estimated time and Real time TOP will be the instrument to record that data, essential to control requirements of compliance

How to build a project process

Projects scope must be described on PKC on the following structure (PKC Project page structure):

• Intro (no title)
• Product Scope
• Project Scope
• History factors (in case it needed or if exists)
• Logic Model (Purpose, Problem-solving or how project differ from others, success criteria; inputs, process, Outputs) There is a template for the logic model in here.
• Define project needs (resources, time, costs)
• Define context (if needed e.g. education - What, How, why, etc... of curriculum or programs)
• Quality issues or boundary conditions
• Stakeholders identification
• Budget
• References
• Related pages

Scope (define)

PKC PMO is the managing structure of PKC, based on a state-of-the-art project management approach called Disciplined Agile (DA)

PKC PMO operates all the environment and events management using PKC engine and using the concept of Ouroboros (or, producing what it's build by its own) to produce its products and projects.

PKC PMO is also open-source based which means that all the process of data governance and reporting is explicit demonstrated and register in PKC

Scope should be define no matter the uncertainty, however in different approaches, in case of being more predictive or adaptive.

Schedule (time) Management

1. For more predictive projects, define time estimations to the whole projects and manage risks for uncertainty instead
2. For more adaptive projects, define time estimations through all possible packages or user stories and manage the project with uncertainty by several iteration cycles

Time management will be recorded and performed through TOP

TOP will allow the PMO to record the real time effort of the projects, which will help on lessons learn for the future

Cost (Budget) Management

Planning working Costs are defined by time estimations and allocation rates (hourly salary rate) Real working Costs are defined by real time and allocation rates at that period of time

Additional to human resources cost management are materials and services, which might be integrated on tasks or not.

Quality Plan

Quality is applied according to the Quality control Protocol, where all steps must be followed for prevention and control to all products and projects of PKC

PKC PMO must guarantee the quality control of its organization and it's the main accountable

Quality control protocol:

Define the Documentation process (process described here)

Define the idea as a concept (product)

Create the components in a Portfolio of the product (Visual documentation of exactly how it works for programming, follow the documentation in (portfolio)

Documentation

Purpose

Planning

Control

Guide new users/developers

Portfolio

Visual documentation (Essentially FrontEnd situations but not exclusive)

Process of implementation

Define step by step all the routines and sub routines (e.g. instruction book)

Visual examples by component

Flow of relation between components

RCA

diagnosis routine with levels

Relation flows of steps

meetings

assessment

planning

lessons learned

validation, quality, control

methods

written

meeting reports

Repo

Place

MD with examples, links to versions and demos, code snippets

audio

Meetings

video

Meetings

Screen recording  (including systems just like Sentry)

Testing

how do we need to test everything

Define mostly Tolerances and Control limits for productio

Tolerances (or specification limits) for the user side

Control limits for the "process" side

User in PKC organization is composed by the students/trainers and the external sponsors of the project. Tolerances intent to respect the student and sponsors expectations (such as proper education, success

Resources (HR/Materials/Team) Management

Team composition/ HR

For 2022 and W3T3:

1. Chairman (Project/Product Owner) = Benjamin Koo
2. Project/PMO Director = Pedro Faria
3. Special guests = Jacob AppelBaum; Brendan Novak; Alex Pentland?; ...
4. Cyber security architect =
5. Cyber security white hat =
6. UXUI experts =
7. FullStack Developer I =
8. FullStack Developer II =
9. DevOps Admin =
10. PMO assistant =
11. Office assistant (Bali) (maybe not necessary) =
12. Office assistant (Jakarta) (maybe not necessary) =
13. Project Leader assistant (task manager) =
14. Accountability =
15. Admin and legal issues =
16. PR assistant =
17. Content media =
18. Community manager =

Materials and Services Trips and hospitality Hardware Cloud Services

Communication plan

Principles:

1. Everybody is self accountable therefore it is expected to know their job avoiding unnecessary redundancy
2. Everyone is self accountable on planning and reporting daily operations for quality control

Communication protocol

(Follows the Documentation from Quality)

• All process of work need to be followed through documentation, therefore, documentation must be updated

  Work Documentation methods

1. Video Meetings should be Videorecorded
2. On Premises meetings should audio recorded
3. All meetings should have a written reports from team members to the sponsor and/or Project manager to confirm certainty.

• All written reports should have a confirmation
• Should be logged in PKC personal team account (e.g. PKC team)

• Reporting and update documentation

On Meetings

1. 1 day 15min call (on premises or video) with the team for assessment (e.g. daily scrum)
2. Roll Calls (similar to sprint plans) are performed every beginning of the week for week assessment
3. Validation meeting at the end of the week to check on progress and discuss the quality of the work been done or products launch
4. Replan meetings after all meetings at the end of the week, to discuss the next packages to add to next week iteration (sprint)
5. Lessons Learned meeting Assessment of the work performance done, what to improve, make communications better and

On Projects

1. Project Plans are created with 3months time-based (quarters)
2. Projects should have updates every week after each week iteration is completed (e.g. Scrum sprints)
3. Portfolio Documentation is the main primary document of any project work. All other documentation need to be updated according to this file.
4. Portfolio Documentation has the following subSet files:

• Flow of the project development (components main relation + user behavior)
• Components description according to the file Component Build Documentation
• All RCAs and Routine Diagnostics ever made form th beginning of the project
• Implementation Process steps for deployment

summary of mandatory week meetings

Roll Calls

Daily meeting Calls

Validation meeting

Replan meetings

Lessons learned meeting

Deployment reports meeting

Risk Management

The following risk categories are identified:

1. Recruiting
2. Lack of Hardware/issues with supply
3. External events (environment actions such as storms or tsunamis; Political decisions; Economical constrains)

(It can be a challenge due for the lack of timing and possible budget constrictions)

Risk Strategy:

Risk Response: (Boolean) Threat or Opportunity

Options: (e.g. for Recruiting, a Fast-Track or Crashing options are good but only in more complementary components; Better documentation means

Procurement

Structure of PKC PMO is managed by...

Contract template can be found here

Stakeholder Registers

PKC team core composition

(Team Core are the only direct internal employees of Del Foundation)

Chairman

Benjamin Koo Principal Role:

1. Responsible as project and product owner of all project and products
2. Del Foundation Representative (Public relationships)

Complementary Role:

1. Lead Chief engineering in all products
2. Architect supervisor for all technologies and infrastructures

Project Director (for the Digital PMO)

Pedro Faria Principal Role:

1. Create and manage the "Project Management Office" of Dell Foundation and its projects

Complementary Role:

1. Leading all project management roles as Project Director through the determined Project Management Office
2. Help the board members to better understand and communicate with the lower level parties and team colleagues on his projects
3. Build and manage the PMO including procurements, budget, payments and all team scheduling
4. Make sure the project runs according to schedule, run under project budget approved and handle with all needs for change management including alterations on budget and manage all possible risks

PMO Assistant management (project management assistance in Jakarta)

Aula Principal Role:

Complementary Role:

Core Developers:

Guntur Erix Santoso Principal Role:

1. Programmer (software developer) for PKC Blockchain and authentication packages

Complementary Role:

1. Be part of all team meetings and comply to agreed schedule

Muhammad Haviz Principal Role:

1. Programmer (software developer) for PKC Main development

Complementary Role:

1. Be part of all team meetings and comply to agreed schedule

Irwan Landung Cahyono Principal Role:

1. Programmer (software developer) for PKC Main development

Complementary Role:

1. Be part of all team meetings and comply to agreed schedule

others:....

Time & Materials suppliers

Web development Vera Ribeiro

Principal Role:

1. React developer
2. UI-UX expert

Complementary Role:

1. Be part on all necessary meetings as mostly the standup meetings when included in a team project
2. Introduce the documentation process E2E of how an application actaully work, manage, design and it's understand

https://docs.google.com/spreadsheets/d/13Z5B2MLs0HADSwNpGPKS5rn1rU46laHRlBB2Z4ZCd7M/edit#gid=1550279670

Also (https://docs.google.com/spreadsheets/d/1ks1E79jKcEWP46Str2puiedBOgEH-qxk9skhtJrMPJ4/edit#gid=0 for internal use)