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Becoming a Partner of Choice in Portfolio & Project Management
Jamie DanielTechnology & Application [email protected](360)867-6849
Moscow, Idaho
Jane CoxPortfolio & Project [email protected](208)855-7233
Agenda Our Stories Definition of Project and Portfolio How to Frame Governance and Improve Visibility (Exercise) Key Concepts for Successful Practice Measuring Maturity
Example Model and RoadmapSelf-Assessment & Goals (Exercise)
Recipe for Success
University of Idaho
2016 numbers
Faculty - 934
Staff - 1530
ITS Staff – 100 (incl. 35 TH)
Founded 1889
Enrollment - 11,534
Campuses - 5
University of
Idaho
Initial Challenges Gaps, inefficiencies and duplications in technology
investments
Rapid growth in technology projects
Real and perceived project failuresNever ending projectsFailure to understand total cost of ownership
Ad hoc prioritization
Limited oversight
Security and compliance concerns
University of
Idaho
What did it Take?
• Institutional commitment• Assigned a dedicated person • Understand your portfolio• Educate staff• Build the process and maintain
consistency• Align projects with University
strategic direction (governance process)
• Increase collaboration across the University
CommunicateCommunicateCommunicate
University of
Idaho
The Evergreen State College
Founded 1971
Enrollment 4,089
Campuses 4
Faculty 224
Staff 534
ITS Staff 40
The Evergreen
State College
Evergreen’s Challenges
Technology grew organically Shrinking IT resources Isolated project prioritization No campus transparency Numerous rapidly aging applications/ systems
The Evergreen
State College
What are we doing?*
IT Leadership committed to building a core set of project management principles• 4 Associate Directors = IT project managers• Developing curriculum for entire IT staff with basic PM principles
Leveraging campus relationships better• Academics has a PM – she is the PM on all Academics application projects• New, vendor hosted RFPS – requirement that departments hire a 2 year
project implementation position Transparency, communication, governance
• Quarterly newsletter, monthly workgroup meetings, governance groups, training materials on how we do projects
The Evergreen
State College
* This is very much a work in progress – ask me in another year how this is going
A Recipe for SuccessCreating your unique project & portfolio management approach
Key Concepts For Successful PracticeQuick Wins
Visibility into current projects Clear scope definitions Project prioritization Successful projects
Improvements More effective decision making Enhanced scoring – stronger risk based Ability to as “here is how we can help you? Improved picture of IT investments
BUILDING THE PPMO
ConsistencyAccountabilityLifecycleStructureDefinition
Define What is Important
Portfolio/Portfolio Management Project/Project Management Change Management Oversight/Governance Roles Levels of PPMO Engagement (High,
Medium and Low)
Structure
PPMO reports directly to CIO/VP Portfolio must be created in right way
• Minimize disruption (integration of existing processes)
• Maximize effectiveness (align w/current planning)Structure aligns with existing functions
• ITS takes ownership of leading technical delivery• PPMO owns project management tools and processes• Unit leaders cannot ignore their role and partnership
with ITS
Change is Mandatory, Disruption is OptionalInnotas 2014 ProjectManagement.com
Portfolio Lifecycle
PORTFOLIO LIFECYCLE
Idea Generation
Preliminary Screening
Prioritization
Strategic Project
Execution
Portfolio Change
Management
Centralized Benefits
Tracking and Accountability
ACCOUNTABILITY
University focus not unit focus
Meaningful agreement to change the way the organization makes IT investments
Words backed by actions
Cultural change
Organizational and personal goals tied to portfolio success
Accountability for delivery of success criteria
Remove stand alone project execution
Focus on benefits realization not deliverables
PlanDo
Check
Act
PlanDo
Check
Act
Continuous Improvement
Consolidation Through
Standardization
“PDSA Process" by Johannes Vietze - Own work. Licensed under Creative Commons Attribution-Share Alike 3.0 via Wikimedia Commons - http://commons.wikimedia.org/wiki/File:PDCA_Process.png#mediaviewer/File:PDCA_Process.png
Dr. W. Edwards Deming
BUILDING THE PPMO
How to Frame Governance Identify a Governance Authority (CIO, Committee, etc.) Define Required Documentation Prioritization process
• Risk• Impact• Organizational Priority
Map Review and Approval Workflow Communicate Results
• Email• Web
Measuring Maturity
• Identify Current State• Determine Graduated Maturity Levels• Determine Measurements• Establish Roadmap
Simple Maturity Model
Processes are informal or not defined.
Processes are defined, but not well adopted.
Processes are defined, repeatable, and followed.
Processes are aligned and performance is measured.
Processes are optimized and continually improved.
<15% 30% 45% 60% 75% 90% 100%MasteredIn ProgressFuture
Projects Applications Infrastructure People Process Information Overall IT Portfolio
Level 0Admitting
Collecting data on projects Collecting data on applications
Collecting data on infrastructure
Collecting information on people and their skills
Determining processes and owners.
Identifying primitive entities
Recognition of need for an IT portfolio
Level 1Communicating
Aggregated and interrelated project information with standard business cases
Listing of all applications with basic characteristics
Listing of all infrastructure with basic characteristics
Listing of all IT professionals and their skills
All processes documented in similar fashion
Listing of key entities with characteristics to identify issues
All sub-portfolios at Level 1
Level 2Governing
People, processes, and policies are standardized to ensure governance and consistency around project management
Application owners exist. Lifecycles managed.Defined application portfolio process in place
Basic asset management processes in place. Infrastructure owners identified.Defined infrastructure portfolio process
Basic human capital management practices exist to proactively update skills.IT human resource managers exist.
A business improvement methodology and team exist. Processes stored in common repository.Processes reconciled to reduce redundancies.Process owners identified.
Information management active to enable portfolio management.Governance around information use exists.Legitimate owners of information identified.
All sub-portfolios at Level 2
Level 3 Managing
Metrics for governing processes and key supporting processes are identified and captured
Metrics for governing processes and key supporting processes are identified and captured
Metrics for governing processes and key supporting processes are identified and captured
Metrics for governing processes and key supporting processes are identified and captured
Metrics for governing processes and key supporting processes are identified and captured
Metrics for governing processes and key supporting processes are identified and captured
All sub-portfolios at Level 3
Level 4Optimizing
Project portfolio reflects real-time project information.Portfolio is integrated with other portfolios, most specifically people, infrastructure and applications.
Performance and life-cycle information is affecting the portfolio.Information from other portfolios is used to balance portfolio while feeding information to the process portfolio
Asset Management information is used to balance the portfolio and associated portfolios, including project, people, and process.
Portfolio is used against process, project and infrastructure to ensure optimum mix of skills exist in sufficient quantities to support current and future needs. Proactively identifying shortages.
Processes exist in a portfolio with supporting metrics and ties to the applications supported by these processes and the information touched by these processes.Processes can be adjusted based on information and other sub-portfolios.
Data quality flows up into the portfolio, enabling rapid corrective action to be taken through information management or operational processes in other related sub-portfolios.
All sub-portfolios at Level 4
Copyright 2005, Bryan Maizlish and META Group, LLC, a subsidiary of Gartner, Inc.
Roadmap
PPMOPortfolio Management
Metrics Management
Project Management
Requirements Management
TestManagement
Resource Management
Project Managers Business Analysts
Test Analysts
Areas
Roles
PPMO Ongoing Improvement – FY17 Subject (% maturity) Task Notes Status (Started,
In Progress, Complete, Hold)
Project Mgmt Define rigor levelsProject closure – Lessons learned
Expand on small, medium and large definitions. Priority and risk based.
Budget Management (50%) • Portfolio Expectations• Operational• Estimating
This includes resource materials and training sessions where necessary.
Change Management (60%) Refresher trainings
Charter (50%) Develop scope statement options Scope statements for projects not meeting project definition.
External Expansion (1%) • Begin Planning This should begin at end of FY17Initiatives (75%) • Technology Governance Begin planning on initiative
Outreach (5%) • Internal to ITS @ UI• External to ITS @ UI• External to ITS – Industry
This includes internal trainings and external speaking engagements.
Requirements (20%) • Training (Roles, Elicitation, Analysis, Representation, Validation, Change Control)
This includes resource materials and training sessions where necessary.
Resource Management (5%) • Define practice/procedures Integrate with Governance processes
Risk Mgmt (25%) Training on risk definition and mitigation
This includes resource materials and training sessions where necessary.
Testing (20%) • Roles• Types• Training
This includes resource materials and training sessions where necessary.
Timeline (25%) • WBS facilitation• Estimates & Efforts• Project closure (Lessons
Learned)
This includes resource materials and training sessions where necessary.
Self-Assessment & Goals Exercise
Recipe For SuccessIngredients:
1 measure of your Current State
1 measure of Where you Want to Be
Mix in your Roadmap
Plan, Do, Check all ingredients on a regular basis
Ice with Communication, Communication, Communication
Thank you!
Jamie DanielTechnology & Application [email protected](360)867-6849
Moscow, Idaho
Jane CoxPortfolio & Project [email protected](208)855-7233