PfM, PMO, PM and BA:The Myth, the Fuss and

the Challenges Opportunities

2015 Penn State Project Management ConferenceNovember 5, 2015

Dave Gindhart

Senior Director of IT, Finance and Business

Huoy-Jii Khoo

Director of ITS, Office of Physical Plant

Goals for our Presentation

•To be provocative•To generate further dialog and discussion•To start a movement

Business Analyst (BA)a.k.a Business Systems Analyst (BSA), Systems Analyst (SA), Business Process Analyst

(BPA) at Penn State, etc.

Programmer/Analyst or Programmer & Analyst?

Programmer• Design..• Develop..• Test..• Debug..

..the software

Analyst• Identify..• Analyze..• Document..• Test..• Train..• Support....requirements, business processes,

policies, systems,..

Project Manager (PM)

Communication

StakeholderManagement

Project Management Office

WE ARE…

It is a blessing and a curse

Business Analyst @ Penn State• New and exciting• Confusing

Opportunities• Form community of practice• Spread the word• Common training expectations – leverage PS Great Valley expertise!

Project Manager @ Penn State• Maturity increasing• Not invested in project - Perception or Ownership?

Opportunities• Standardize professional development• Continue peer support, education (PMWG)• Seek feedback throughout project

Project Management Office @ Penn State• PMO ≠ PM• Everybody wants one

Opportunities• Look at this conference turnout• One PMO?• Leverage PMWG (next slide)

PMWG Successes ONE PMO?• PMWG, transformed from ITPMWG• Great work and growth to-date• A great example of community of practice, grassroots

The “Evil” Plan• Phase 1a: Define policies, standards and processes for willing parties

• Get Outreach’s buy-in• Get SAS’ PMO, OPP ITS PMO, others?

• Phase 1b: Establish itself as the de facto Penn State PMO• Obtain wider range of support (Executive sponsor, business units, etc)• Obtain funding and dedicated resources

• Phase 2: Conquer the world… I mean Penn State

Portfolio

collection of programs, projects, operations managed as a group to achieve strategic objectives

PortfolioManagement

centralized management of portfolios including identifying, prioritizing, selecting, managing, and controlling to achieve strategic objectives

• Balance demands• Focus resources• Continuous evaluation

OPP’s ITS PMO

•Three Guiding Principles• Simple•Practical•Apply Lesson Learned

•Tool – Easy to Use•Repeatable then Measureable

OPP’s IT Portfolio Management (PfM)

Envisioning PSU Portfolio Management

Project Management

PMO

Organizational Portfolio Management

Enterprise Portfolio Management

Aligning Portfolios with Governance

• Functionally-aligned groupings of projects and operations• Includes new and legacy systems• Multiple organizations represented in each portfolio

Enterprise Systems Portfolios

Human Resources

Financial and Business Services

Research Administration

Alumni and Development

Assets, Facilities, and

Operations

Data and Analytics

Student Systems

Opportunities - PfM•Capacity planning• Balancing new and legacy • Balancing across portfolios

•Cross-portfolio infrastructure dependencies•Data governance• IT competency re-alignment

This is our Movement

ONE PfM(Portfolio Management)

ONE PMO(Project Management Office)