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M3 Framework Introduction M3 Framework Overview M3 Phase 0 - Assessment M3 Phase 1 - Readiness M3 Phase 2 - Selection M3 Phase 3 - Engagement M3 Phase 4 - Migration M3 Phase 5 - Operations M3 Resources
M3 Playbook > Phase 3: Engagement
3.1 Integrate PMO Structures
3.2 Monitor and Control Program Execution
Image Map Phase 0: Assessment Phase 1: Readiness Phase 2: Selection Phase 3: Engagement Phase 4: Migration Phase 5: Operations
Objective: Establish an integrated PMO team and processes to manage and oversee the activities shared by the customer and provider throughout the migration.

Phase 3 GuidanceLegend - Customer, Provider, Shared
1. Onboard provider Program Management Office (PMO) lead and team (P)
2. Review and update the Program Charter based on changes to the scope or timeline of the program (S)
3. Determine and agree on PMO roles and responsibilities between the customer and provider agencies (S)
4. Document the roles and responsibilities in an integrated HR/Staffing Plan (S)
5. Review customer Independent Verification and Validation (IV&V) procedures and update IV&V Plan (S)
6. Develop integrated Program Management Plan (including schedule, scope, risk, procurement, cost, communications/stakeholder, and quality) (S)
7. Develop integrated Quality Assurance Surveillance Plan (QASP) for procurement activities to monitor metrics and performance of provider during the program (C)
8. Create an Integrated Master Schedule (IMS), using the customer’s Initial Master Schedule and refine and continuously elaborate on the IMS for all activities during Phase 3 (S)
9. Begin managing schedule through agreed upon procedures (S)

• Customer Program Charter
• HR/Staffing Plan
• Initial Master Schedule
• IV&V Plan
• Program Management Plan
• Status Report

• Program Charter
• HR/Staffing Plan
• Program Management Plan
• IV&V Plan
• Executive Sponsor (C, P)
• Business Owner (C)
• Program Manager (C, P)
• PMO Lead (C, P)
• PMO Team (C, P)

Best Practice
• To maximize program integration, including network access and conferencing needs for large agencies and for complex implementations involving segregated business processes, teams should be co-located to ensure ease of communication, collaboration and problem solving
• Hold detailed discussions on the customer’s and provider’s goals, processes that will be migrated, systems, and program close-out roles and responsibilities early on
• Develop an integrated program plan that is a coordinated view of activities from the customer and provider and takes specific customer needs into consideration
• Staff and engage both customer and provider PMO teams in the governance process to prevent governance gaps and disruptions to the flow of information
• Establish and communicate customer and provider roles and responsibilities through written agreements
• Establish and confirm common nomenclature between the provider and customer organizations to ensure clear and concise communication throughout Phase 3 and 4
• Use Memorandums of Understanding (MOUs) to document Subject Matter Experts (SMEs) commitment and maintain accountability for participating in Fit-Gap sessions
• Ensure Provider transparency with regular reporting on expenditure to date