Project Coordinator, SME-team leader conceptual development and implementation of Project Security.

In projects there are different organizational requirements to a PMO, and different organizational structures of the serivces that PMO provides. LOS/LogP is (2013) among the most complex and largest ERP SAP-projects in Norway today. It is organized as a customer-supplier integrated interorganizational partnership alliance aimed to design and implement an ERP Logistic Solution based on SAP for the Norwegian Defence Armed Forces .My experience from the PMO at LogP is based on an iPMO (integated PMO) as a Project Support Office (PSO). The PSO provided a set of basic and advanced specialist services that supported the project: Controlling, Costanalysis, HR (HCM-support) and Resourcing, Analysis and Reporting, InformationManagement, Communication and ProjectPlanningManagement, among others. The iPMO had a supply-side (tactical) focus on improving the delivery of the project by providing services to the project management as well as the subproject managers and also the subject-matter experts (SMEs). My role was to contribute to the development of the Project Management Plan based on "Plan On a Page", and to partly support the PMO in development of the Information and Communication plan. Responsibility for presentation and recomondation of the Project Managemaent Plan for approval by the Project Management. My contribute to the costanalysis was based on registering reported consumption of time spent by all projectmembers in the project, and scheduling the project detaljplans according to status and progress. Administering and responsible for the projects planning analytic tool - Artemis. Responible for lessons, introductions and presentations of the plans and tools for the subprojectmanagers and SMEs in the project.My time in PMO was highly integrated interorganizational knowledgesharing in partnership with the supplier. It was an enjoyable time and an excellent experience in working close together in a well organized and highly motivated group of collegues.

Business process management (BPM) is a holistic management approach focused on aligning all aspects of an organization with the wants and needs of clients. It promotes business effectiveness and efficiency while striving for innovation, flexibility, and integration with technology. BPM attempts to improve processes continuously. It can therefore be described as a "process optimization process." It is argued that BPM enables organizations to be more efficient, more effective and more capable of change than a functionally focused, traditional hierarchical management approach. An empirical study by Kohlbacher (2009) indicates that BPM helps organizations to gain higher customer satisfaction, product quality, delivery speed and time-to-market speed. An empirical study by Vera & Kuntz (2007) conducted in the German hospital sector indicates that BPM has a positive impact on organizational efficiency.

In computing, master data management (MDM) comprises a set of processes and tools that consistently defines and manages the master data (i.e. non-transactional data entities) of an organization (which may include reference data). MDM has the objective of providing processes for collecting, aggregating, matching, consolidating, quality-assuring, persisting and distributing such data throughout an organization to ensure consistency and control in the ongoing maintenance and application use of this information.