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Enterprise Content Management
Team Members
Erik DeckerKen Hebel
Mitch HobanPeter Prina
Jackie RodriguezThejashree Sengodan
Project Management – ISOM 484 Summer 2009
Enterprise Content Management
MANAGE• Record Management• Document Control• Workflow
Management• Collaboration
Financial Aid
Undergrad Admission
Reg & Records
Graduate Admissins
Capture
Deliver
Store Preserve
All others
INTRA OFFICE INTER OFFICE
Definition & Scope
Project Definition
Purpose:
To acquire an Enterprise Content Management suite of
products.
To enable:
Workflow enhancements
Process improvements
Imaging and on-line document sharing across Loyola.
Project Definition (cont..) How the project was defined:
Needs Teams Stakeholders Department input Consultant input Software providers Prior implementation attempts Brainstorming 1 Year process
Project Definition (cont..)
Primary Stakeholders:Undergraduate Admissions
Registration & Records
Accounting
Academic Advising
Financial Aid
Graduate Enrollment
Project Scope Scope: To “implement the DocFinity software to support ECM
throughout the University, enabling any departments requesting an enterprise content management solution to utilize Docfinity.”
Within Scope: Concert current imaging systems Streamline imaging processes Reduce annual maintenance costs Augment current intra-department processes Increase efficiency Ease retrieval of scanned documents Reduce Physical Storage Space
Out of Scope
Re-engineering functional processes
Peripheral tasks
Back scanning
Departmental document retention policies
Replacement of other enterprise applications
Roles & Responsibility
ECM Hierarchy ChartInformation Technology Executive Steering Committee
Project Review Board
Program Manager
Project Manager
ITS
Product Owner
Technical Staff
Server Manager
Technical Staff
Technical Staff
UISO
Security Staff
Functional Department
s
Staff
Staff
Business Process Architect
Champion
ECM Administrato
r
Matrix Style
PMO defines the methodology for the ECM program which is a matrix
style. PMO created ITESC and PRB
The PRB is made up of nine members and one chair person. The PRB
works with all projects initiated from the business departments,
categorizing them into priorities A, B, C, D or Mandatory. The PRB then
feeds the A and mandatory projects up to the ITESC. which rates the
priorities of all the A's projects.
The ITESC consist of executive senior management and the president of
the university. Rates the priorities all A and mandatory projects.
Program Manager & Project Manager
Program Manager is responsible for insuring the individual projects
are in alignment with the goals of the ECM program".
Project Manager runs each project that is created from the ECM
program including management of project plan, identifying tasks
and assignment of resources.
Time and budget management.
Communication and risk mitigation.
ITS implements the ECM Program
Their ECM role is the Executive Stakeholder, Business Process
Architect, Champion and Security.
BPA assist with the development of implementation plan and
implementation oversight. Leads the business process review and
design efforts. The BPA is also the ECM Champion.
Security ensures security policies and procedures are consistent with
Loyola’s security policies.
ITS Sponsor - Primary approval authority for required purchases.
Addresses issues with project priorities and resource constraints as
escalated by the Product owner or PM.
ECM Administrator – administration & configuration of the ECM
product. Works with BPA. Develop ECM and training
documentation. Backup for Security Administrator
ITS Product Owner - Ownership of all application integration
design, vendor management & relationships for product support.
Make decisions for product configuration & infrastructure.
Responsible for product versioning and upgrade decisions.
Primary Stakeholders Undergraduate Admissions - replacing their current imaging
application with ECM
Registration & Records - subject matter expertise in order to guide &
give insight to several other departmental functions and the inter-
relationship between departments.
Accounting – subject matter expertise of the Accounting office
Academic Advising - improving the efficiency & accuracy fo student
records
Financial Aid – enhancement of processing tuition forms
Graduate Enrollment – integration with R+
Critique Clear methodology direction for the ECM program
The PMO uses project management methodology through the
complete project management lifecycle. Therefore, creating the
ITESC and PRB
Roles and responsibilities are well defined for the functional team
members involved.
Roles are defined for each phase of the ECM program
In contrast , the stakeholders responsibilities were not all clearly
defined. This made it difficult to understand their roles in the ECM
program
Project Tracking and Control
Internal Project Control Project plan and schedule is developed for each department, based on their
“Go Live” timeframe
FM submits a weekly status report to PM
The risks/issues are tracked using the open source software Mantis bug
tracking system.
Resolution of project issues is incorporated into the project timeline.
No culture of tracking internal labor work hours
No accurate way of calculating the time spent on the project.
No process of calculating the percentage of work completed
No Gating process in current PM process
Sample – Weekly Status ReportECM Implementation
Project
Functional Lead
Prior
Current
Remarks/ Issues/ Milestones
OVERALL ECM PROGRAM HEALTH John Pelissero
Lime Lime Recent Activity: Analysis, planning and development activities underway for all sub-projects, primarily focusing on Advancement and UGrad. Next Steps: 1) Continue analysis, development and implementation activities, 2) Continue data conversions.
Financial Aid/Enrollment Operations PSS: 830
Amanda Fijal Green Green Recent Activity: Continue CY 2001 data conversion; scheduled to be completed by 6/30/09. Next Steps: 1) Continue CY 2001 data conversion activities.
Undergraduate Admissions PSS: 924
Lori Greene Lime Lime Recent Activity: OIT conference call held on 6/18/2009. Updated Grid from Functional Leads and highlighted document “touch points.” Preparing proposal for new cascade structure related to indexing of academic transcripts. Next Steps: 1) Meet with Sponsor to validate implementation schedule and requirements, 2) Begin development of test environment
Program Components
Stakeholders track and control project by conducting a monthly
meeting with PM, ECM PM, Sponsor, ECM analyst, FM and BPA
A monthly executive status report is submitted for review by PM
Performance Evaluation methods and Criteria
Project requirements
Critical Success Factors
An internal test
Test in the testing environment
An expert review and validation of the project
Tracking and Control by Stakeholders
Sample – Executive Status Report
Prior Current Remarks Overall Lime Lime Overall project remains in a healthy status, Lime.
Analysis & Planning underway for all sub-projects. Resource constraints impact the teams’ ability to implement departments quicker. Team is working together to mitigate this risk.
Financial Aid / Enrollment Operations PSS: 830
Lime Lime Data conversion continues. All data conversion activities should be completed by June 30. No other development activities panned at this time.
Undergraduate Admissions PSS: 924
Green Lime Gathering implementation information and developing the consolidated implementation document.
Advancement (Compliance) PSS: 925
Green Green Configuration of test environment underway. Chase developing process to enable LUC to retrieve images from their site. Team developing processes to retrieve images and redact data prior to importing into DocFinity.
Child Law (Back-Scanning & Retrieval) PSS: 926
Green Green Follow-up meeting held to review a DocFinity demo and discuss next steps. Child Law is reviewing their information.
Academic Advising (Process Review) PSS: 927
Lime Lime Completed Governance review meeting with feedback from current state meetings and discuss next steps. All “future state” workshop meetings scheduled. Completed 4 of 6 work shops. Escalated concerns regarding the future state mtgs.
STATUS (Healthy to Unhealthy - Green, Lime, Yellow, Orange or Red)
NBR
OWNER
ISSUE RISK
ACTION STATUS (Green, Lime, Yellow, Orange, Red)
AWARENESS
TARGET COMPLETION
1 Imagio data conversion of Financial Aid data is taking longer than expected.
Completed review of processes and implemented improvements to expedite the completion of the conversion activities. Conversion of remaining Financial Aid data scheduled to be completed by 6/30/09.
3/ 1/ 09
ITS Potential impact to project schedule and ability to complete transition away from Imagio on a timely basis.
Lime 6/ 30/ 09
Updated Project Plan
Issues Archive
External Project Control Preliminary plan prepared by contractors
Project deliverables Activities Assumptions Roles and responsibilities Schedule and cost Articulate point of completion Testing Criteria Project Phases
Level of communication is high Contractors are firm in following the scheduling, reporting documents,
demonstrating and testing the products Uses Change Control form
Change Control Scope Change Control -The back up plan is to continue the current
system or a third party will get the work done
Schedule Change Control - Occurred several changes in schedule for
each department
Quality Control - A preliminary plan was prepared containing a list of
factors that limit the execution of project
No change control form used in ECM project
No change control procedures followed
No change control board is present in current PM process
Freeze dates are established only for the data conversion process.
Management Methodology
Recommendations & Critique
Communicate with functional manager to schedule and plan
Communicate with team members
Need to track internal labor hours
Need change form control
Performance evaluation methods and criteria are used to assess
Tracking and controlling issues are easily managed
Schedule Management
Schedule No master WBS
Loyola’s culture not responsive to structure
Milestone work breakdown
Functional managers responsible
No AoA, AON or PERT charts
Departmental Downtime
Planning Grid
Project Status Prior Current Remarks
Overall Lime Lime The project remains in a fairly healthy status, Lime. Analysis and Planning continues for all sub-projects.
Financial Aid / Enrollment OperationsPSS: 830
Lime Lime Completed development of PeopleSoft integration and OIT “hot key” screen scraping functionality. Data conversion continues.
Undergraduate AdmissionsPSS: 924
Green Green Met with Admissions to review their initial development of the Document Grid.
Advancement (Compliance)PSS: 925
Lime Green Health upgraded “Green” from “Lime”’. Chase Bank is able to develop export process that will enable LUC to import images into DocFinity.
Child Law (Back-Scanning & Retrieval)PSS: 926
Green Green Follow-up meeting scheduled to review a DocFinity demo and discuss next steps.
Academic Advising (Process Review)PSS: 927
Green Green Completed all “current state” workshop meetings. Completed work group review meeting. Consolidated all data from current state meetings. Scheduled Governance Group meeting to review feedback from current state meetings and discuss next steps.
Critique
Current scheduling structure lacks
Resource requirements
Accurate time estimates
Risk assessment
Cost
Less cohesive project
Use what works!
Resource Management
Resource Evaluation
Review of existing staff levels
Analysis of other institutions
Gap discovered! Technical Resource
Business Resource
Created Positions
Business Process Architect
Business & ITS Liaison
Gathers user requirements
Creates system requirements
100% dedication to ECM program
ECM Administrator
System administrator – implements system reqs.
100% dedication to ECM program
Resource Issues – The Cause
Does not exist
Not new to ECM
ITS managers - Roadblock to Staff
ITS Culture
Push back from managers to do resource planning
No work breakdown structure
No resource scheduling
Previous attempts at Resource Planning Failed
The Effect Lack of a work breakdown structure
Lack of a detailed project schedule
Milestone based rather than effort based
Same resource responsible for all ECM projects
No resource planning means no ability to determine if
resource is overwhelmed
ACTION ITEMS / TASKS
OWNER
RESOURCES NEEDED / DURATION
DATE STATUS COMPLETION DATE
STATUS REPORT
Complete CY2004 FA data conversion
ITS ITS 4/1/09 In Progress 4/24/09 Q1
Complete CY2004 FA data conversion
ITS ITS 4/1/09 Complete 5/15/09 Q2
Risk
Lack of resource planning has been identified as a risk
NBR
OWNER
ISSUE
RISK
ACTION
STATUS
AWARENESS
TARGET COMPLETION DATE
2 Resource constraints – small focused ITS group which could lead to conflicts with other activities.
Continuing to focus on task assignments. Will escalate to project sponsors if necessary.
4/1/09
Project Manager
Potential impact to project schedule and ability to quickly implement each department.
Lime Ongoing
Recommendations
Matrix style project hierarchy
Needs further adoption by ITS senior management
Institute some sort of basic resource planning
Summarized project tasks with actual work estimates
Summarize project availability vs operational per resource
Fit summarized tasks into project availability over whole
department
Project Prioritization already exists – Project Portfolio
Project Portfolio Example
Recommendations (2)
With that basic resource information…
Schedules based on effort rather than deadline
Ability to calculate resources needed per milestone
tasks
High level multi-project resource plotting & leveling
The best of both worlds!
Budget Management
Creation of Capital Budget:
RFI for ballpark amount
RFP for quote
ROI analysis
Budget (cont..)
No additional funds have been requested
Additional funds would be formally approved by Information
Technology Executive Steering Committee (ITESC) and if
needed the Budget Review Team (BRT)
Monthly meetings w/ Program Manager and Program Sponsor
Cannot overspend – will not pay when account reaches $0
No expiration date on funds
Budget (cont..)
Budget - Critique
Research
Monthly audit
Do not use CPI, EC, or EAC
Lessons Learned
Needs AnalysisRFPScopeCulture
Thank You Questions & Comments ???