The Practical PMO - CDM Media7 The Practical PMO - November 8, 2010 - CIO Summit - Robert Galvin,...

transcript

CIO Think Tank:

The Practical PMO

Forum Moderator: Robert Galvin

CTO, New York City School

Construction Authority

Introduction

New York City School Construction Authority– Manage, Design, & Construct new schools for ~ 1

million students

– Renovate & Upgrade approximately 1600 existing

public schools

– Opened 77 new school

buildings in past 3 years

– 55,000 new seats

– Another 25,000 planned

The Practical PMO - November 8, 2010 - CIO Summit - Robert Galvin, Moderator3

Agenda

• Introduction

• Inheritance

• How Did We Get Here?

• Early Success

• PMO 2.0

• Thought-provoking questions

Inheritance

• Most of your ‘inheritance’ in a new

job is an Anchor!

• Vetted? Strategic? Ability to Deliver?

Business Commitment? Business

Value?

• Start asking ‘Why?’

Inheritance

The challenge:

– Tracking 645 projects

– # of projects – 217

– Age = oldest 5+ years

– Average = 3 years 5 months

– # of business cases = 0

– # of prior year completions =

somewhere between zero and ‘lots’

How Did We Get Here?

• No defined intake process

– ‘Mommy/Daddy effect’

• No single tracking mechanism

• No governance over committing resources

• No routine communications vehicle to end

users – no means for taking credit

• No post-mortems = No learning

What Did We Do?

• No more backlog!

• Setup PMO, drawn from outside IT,

reporting to CIO’s office

• Setup intake process & common, shared

database

• Routine bi-weekly meetings / project

reviews

What Did We Do?

• For Large projects, created a steering team

with Business sponsor and selected

representatives, CIO, PM

• Monthly meetings to review progress /

decide on scope, budget & schedule

changes

• Created standard reporting from the

common project database

Early Success, But…

• Got control over project backlog - Some discipline introduced to intake process

• Improved internal project communications

• 156 Projects Tracked– Avg 35 days; Max 216 days

• People adapted and found other ways to circumvent process

• Some projects completed between meetings were never reviewed nor discussed;

• Too few business cases

PMO 2.0

• Deepened ownership into IT organization

– Conducted training in basic PM methods as

well as in use of tools

– Made it Easy to Comply

– Stress openness ‘in the family’

• Meeting focus on problem projects, plus

spotlight one project per meeting

PMO 2.0 Results

• # Projects tracked – 246

• # Completed

– Large - 3

–Medium - 6

–Small - 52

• # Pending / Held – 16/27

• # Cancelled - 3

Results

(4 mos)

FY10 FY09

Projects

Tracked

246 156 645

Completed 83 63 ??

Max Days 106 216

Avg Days 19.1 35.2

What’s Next?

• Do it cheaper

• Open up (some things) to the

business

–Reporting defects & allow tracking

–Allow submission of new projects / entry

of business cases

Priming Questions

What is today’s most precious resource?

What are the reasons your projects fall short of

their potential or what was promised?

How do you determine when a project is going to

fail? When do you ‘make the call’?

How much structure is enough? How do you know

you’re ‘there’?

What project was the biggest disappointment to

your leadership? How did the organization

respond? How did you respond?

Summary - Handout

• Get ‘Whys’– Know why you’re doing the project

– Know why projects fail

– Know why they succeed

• Governance– Standardize the Process

– Engage the business at the right points

– ‘Just enough’

– Transparency within and without

• Tools– Single Repository of project data

– Scheduling

– Project Documentation portal

• People– Share successes

– Learn from failure

– Build trust

Robert Galvin

Chief Technology Officer

NYC School Construction Authority

Phone: 718-472-8860

robert@rgalvin.com

rgalvin@nycsca.org

The Practical PMO - CDM Media7 The Practical PMO - November 8, 2010 - CIO Summit - Robert Galvin,...

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