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Project Management Office outlines solution‑delivery approach and citywide contract process overhaul
Summary
The PMO described an expanded mission: combining project management, business analysis, and quality assurance to deliver enterprise solutions, highlighted the court systems and utility billing projects as successes, and said it will prioritize intake through a governance committee and deliver a citywide contract process improvement this year.
The city—s Project Management Office told the Finance & Administration Committee it has shifted from an IT‑centered project manager role to a broader solution‑delivery model that combines project management, business analysis and quality assurance to improve project quality and operational outcomes.
Dusty Frederickson described the PMO—s history — founded within IT in 2016 to centralize coordination — and explained why the office moved under finance in 2019 to align work with enterprise strategy. Frederickson said the PMO now focuses on people, process and tools, emphasizing user acceptance testing, training, and performance measures to avoid launching solutions that fail to deliver the intended operational gains.
Examples and priorities: Frederickson cited the integrated criminal‑justice casework system that linked court, prosecutor, public defender and supervision agencies and automated over 200 business processes as a leading success. He also pointed to the utility‑billing implementation and an upcoming enterprise contract‑improvement project: the city processes roughly 1,850 contracts a year and Frederickson called the contract workflow the most enterprise‑wide business process the PMO will deliver this year.
How projects are selected: The PMO receives project intake forms, stacks requests and brings priorities to a governance committee that includes the council president, city administrator and IT leadership for ranking. Frederickson said the office has seven active projects, five full‑time equivalent (FTE) staff and one project employee, and will ask the governance committee to prioritize resources because demand exceeds capacity.
Next steps: The PMO plans to publish a procedures/manual by year end, continue quarterly updates to council on major projects, and ramp up outreach so departments understand PMO intake and services.
