PMO Tools & Techniques PMI-MN Breakfast Series November 9, 2004 Orrin Butterfield, PMP Project...

PMO Tools & Techniques

PMI-MN Breakfast SeriesNovember 9, 2004

Orrin Butterfield, PMPProject Management Office, Office of Technology

State of Minnesota

November 9, 2004PMO Tools & Techniques 2

Agenda

Requirements Review several points from first two sessions

Type of “PMO”

Process (Techniques) PMO Conceptual Model

“PM101” basics

Enterprise Portfolio Management

Investment Management

Solutions (Tools) Portfolio Approach

Measures

Scorecards & Dashboards

Selection Criteria

Gartner’s Magic Quadrant


Selling the PMO – (Extracts)

Process and efficiency areas must present and justify their operations in terms valued by the organization Value propositions need to be succinct and measurable, in

spite of limited resources to provide metrics or prove value

PMOs must find a way to contribute to the company in terms which are Measurable Understood by management Aligned with stated corporate strategies

PMOs must be able to contribute For regular, expected activities For unscheduled, emergency situations

“Requirements”


PMO Sales Objectives

Value measured in contribution to other critical objectives. Examples: Reduction of administrative time Swifter communication of actionable issues Improved satisfaction Consistency of project execution Improvement in projects’ ‘success criteria’

Demonstrate value regularly and visibly Risk: Promoting value without over promising the benefits and results

“Requirements”


PMO Defined

What does the ‘P’ mean? Project Management Office Program Management Office Portfolio Management Office

The type of PMO desired impacts the strategy on how to sell the PMO and choice of tools and techniques

“Requirements”


PMO Function Landscape

PlanningPrioritization & alignment Delivery and executionMentoringReporting and visibilityResource Mgmt.

Monitoring and/or trackingQuality assuranceRisk management Issue resolutionGovernanceTools, best practices

Examples

“Requirements”


PMO Customer Landscape

Operational

Strategic

Executives

Executives

Sponsors

Sponsors

OwnersOwners

PMOPMO

Project Team

Project Team

Support & Maintenanc

e

Support & Maintenanc

e

PSOs*PSOs*

* Project Support Organization

“Requirements”


Value Category -->

To Whom Pla

nnin

gP

rior

itiza

tion

Del

iver

y an

d ex

ecut

ion

Tool

s, b

est p

ract

ices

Men

tori

ngM

onito

ring

and

/or

trac

king

Rep

ortin

g an

d vi

sibi

lity

Qua

lity

assu

ranc

e

Ris

k m

anag

emen

t

Issu

e re

solu

tion

Executives X X XSponsors X X X X XOwners X X XUsers/ConsumersProject Team X X X X XPMO X X XPSOs X X XSupport & Maintenance X X

Customer/Function Alignment

“Requirements”


Organization Tactics

2004 2005 2006

Featu

res

• Develop project portfolio (Visibility) • Capture project work plans and time

tracking (Resource Management) • Basic project health summary

(Reporting) • Project / Methodology (Quality,

Mentoring) • Estimating Tools & Templates

(execution)

• Integrate portfolio with annual planning (planning)

• Repository of project artifacts (Mentoring, Execution)

• Triage and Demand Management (planning)

• Scorecards (Reporting, visibility) • PM Competency Model & Training

(mentoring, quality)

• Financial/PM Integration • Self-service reporting (Visibility) • Single point intake of projects and

service requests (planning, prioritization)

• Earned Value Management (quality) • Repository of best practices (tools)

Capabilit

ies • Ability to demonstrate improved Project

Management competency • Consistency of process and language • Comparison of key projects using

consistent and impartial measures • Reduce confusion of how project shown

be run

• PM Metrics • Forecasting - Capacity Analysis • Proactive management of resource

conflicts • Measurable & repeatable use of

methodology, tools & artifacts • Prediction of project health

• Robust IT planning & integration • Predictable, manageable & repeatable

estimation • Transparency of Status Reporting • Understanding of TCO • Financial Chargeback

Benefits

• Single point of Reporting/Communication

• Enabled fact-based discussions with CIO’s

• Single point for reporting • Clarification of Roles & Responsibilities

• Compressed time to “Ramp up” new employees

• Fact-based Customer Interaction • Improved cycle times for estimates • Trained, competent PMs and

Functional Managers

• Clearly defined, easier-to-use processes for all stakeholders

• Immediate responses to inquiries on project status, health and issues

• Defensible alignment of projects to strategic goals

Sample Roadmap

“Requirements”


Project Management Office

• Assist agencies in integrating project management practices into agency processes and projects

• Build efficiency across state projects and avoid redundancy across the enterprise.

• Provide Project Management “Best Practices” Training and Coaching

• Establish Project Manager as a Critical Skill Professional

• Provide Methodology• Provide Templates• Provide Tools

• Support Project Management and Project Oversight

• Project Manager Mentoring and Coaching

• Review Statement of Work and Request for Proposal

• Assist in setting up Agency Project Management Offices

• Phase and Project Reviews

• Implement a consistent approach to project data collection and reporting that agencies may follow

• Support Agency Program/ Project reviews

• Help agencies measure anticipated project benefits by providing project outcomes evaluation methodology, templates and tools

• Provide a PMO web-site that allows convenient access to Project Management information as well as the Enterprise PMO methodology, templates and tools

• Project Management Collaboration through the Web Site

“Technique”


Oversight Techniques – a little “PM101”

end date

Specific tangible deliverables are

produced:For example a

“red car”

OutcomesAssessment

Color is red Four wheels Owners

manual Maintenance

manual Within

budget On time

start date

Approved Budget

Business Case

Scope

Statement

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg

Updates4. Disability

5. Distributed Data

Arch6. Remote Dial In

(IMS)7. Physician

Referral8.

Outcomes9. Archive, Extract,

Update10. Business

Development11. Critical

Pathway12. CCM

13.

Reporting14. Med / Surg

Additions15. Specialty

Guidelines16. User defined

LOS

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Market Analysis Product Development Take To Market

Project Status

Resources

• Cost• Schedule• Scope• Issues• Change control• Plans

Critical

What’s aproject?

“Technique”


end

date

Specific tangible

deliverables are

produced:For

example a “red car”

Outcomes

Assessment

Color is red

Four wheels

Owners manual

Maintenance manual

Within budget

On time

start

date

Approved Budget

Business Case

Scope

State

ment

Projects

17. BHS

1. Testing /QA2. CustomerSupport3. Med /SurgUpdates4. Disability

5. Distributed DataArch6. Remote Dial In(IMS)7. PhysicianReferral8.Outcomes9. Archive, Extract,Update10. BusinessDevelopment11. CriticalPathway12. CCM13.Reporting14. Med / SurgAdditions15. SpecialtyGuidelines16. User definedLOS



Project Status

Resources

• Cost• Schedule• Scope• Issues• Change

control• Planes

Critical

?

What’s aproject?

end date

Specific tangible

deliverables are

produced:For example a “red car”

Outcomes

Assessment

Color is red

Four wheels

Owners manual

Maintenance manual

Within budget

On time

start date

Approved Budget

Business Case

Scope

Statem

ent

Projects

17. BHS

1. Testing /QA2. Customer

Support3. Med /SurgUpdates4. Disability

5. Distributed DataArch6. Remote Dial In(IMS)7. PhysicianReferral8.


Update10. BusinessDevelopment11. CriticalPathway12. CCM

13.Reporting14. Med / SurgAdditions15. SpecialtyGuidelines16. User definedLOS



Project

Status

Resources


control• Planes

Critical

?

What’s aproject?

end date

Specific tangible

deliverables are produced:For example a

“red car”

OutcomesAssessme

nt Color is red

Four wheels

Owners manual

Maintenance manual

Within budget

On time

start date

Approved Budget

Business Case

Scope

Stateme

nt

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



Project

Status

Resources


control• Planes

Critical

?

What’s aproject?

So what’s the problem?

end date

Specific tangible

deliverables are produced:

For example a “red car”

OutcomesAssessmen

t Color is red

Four wheels

Owners manual

Maintenance manual

Within budget

On time

start date

Approved Budget

Business Case

Scope

Statemen

t

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



Project Status

Resources


control• Planes

Critical

?

What’s aproject?

end date


produced:For example a

“red car”

OutcomesAssessment

Color is red Four wheels Owners

manual Maintenance

manual Within

budget On time

start date

Approved Budget

Business Case

Scope

Statement

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



Project Status

Resources


Critical

?

What’s aproject?

“Technique”


So what’s the problem?

end dateSpecific tangible



Outcomes

Assessment

Color is red

Four wheels

Owners manual

Maintenance manual

Within budget

On time

start date

Approved Budget

Business CaseProjects

17. BHS

1. Testing /QA2. CustomerSupport3. Med /SurgUpdates4. Disability5. Distributed Data

Arch6. Remote Dial In(IMS)7. PhysicianReferral8.Outcomes9. Archive, Extract,Update10. BusinessDevelopment11. CriticalPathway12. CCM13.Reporting14. Med / SurgAdditions15. SpecialtyGuidelines16. User definedLOS


Market Analysis Product DevelopmentTake To Market

Project Status

Resources


control• Planes

C r i t ic a l

?

What’s aproject?




Outcomes

Assessment

Color is red

Four wheels

Owners manual

Maintenance manual

Within budget

On time

start date

Approved Budget


17. BHS









Project

Status

Resources


control• Planes

Critical

?

What’s aproject?

end date


produced:For example a “red

car”

OutcomesAssessme

nt Color is red Four wheels Owners

manual Maintenanc

e manual Within

budget On time

start date

Approved Budget

Business Case

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



Project

Status

Resources


control• Planes

Critical

?

What’s aproject?

end date



car”

OutcomesAssessmen

t Color is red Four wheels Owners

manual Maintenance

manual Within

budget On time

start date

Approved Budget

Business Case

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



Project Status

Resources


control• Planes

Critical

?

What’s aproject?

end date

Specific tangible deliverables are produced:For example a “red car”

OutcomesAssessment

Color is red Four wheels Owners manual Maintenance

manual Within budget On timestart date

Approved Budget

Business Case

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



Project Status

Resources


Critical

?

What’s aproject?




Outcomes

Assessment

Color is red

Four wheels

Owners manual

Maintenance manual

Within budget

On time

start date

Approved Budget


17. BHS





Project Status

Resources


control• Planes

C r i t ic a l

?

What’s aproject?




Outcomes

Assessment

Color is red

Four wheels

Owners manual

Maintenance manual

Within budget

On time

Outcomes

Assessment

Color is red

Four wheels

Owners manual

Maintenance manual

Within budget

On time

start date

Approved BudgetApproved Budget

Business CaseBusiness CaseProjects

17. BHS





Project Status

Projects

17. BHS





Projects

17. BHS

1. Testing /QA1. Testing /

QA2. CustomerSupport2. Customer

Support3. Med /SurgUpdates3. Med /Surg

Updates4. Disability5. Distributed Data

Arch5. Distributed Data

Arch6. Remote Dial In(IMS)6. Remote Dial In

(IMS)7. PhysicianReferral7. Physician

Referral8.Outcomes8.

Outcomes9. Archive, Extract,Update9. Archive, Extract,

Update10. BusinessDevelopment10. BusinessDevelopment11. CriticalPathway11. CriticalPathway12. CCM13.Reporting13.Reporting14. Med / SurgAdditions14. Med / SurgAdditions15. SpecialtyGuidelines15. SpecialtyGuidelines16. User definedLOS16. User definedLOS



Project Status

ResourcesResources


control• Planes

C r i t ic a l

??

What’s aproject?




Outcomes

Assessment

Color is red

Four wheels

Owners manual

Maintenance manual

Within budget

On time

start date

Approved Budget


17. BHS









Project

Status

Resources


control• Planes

Critical

?

What’s aproject?




Outcomes

Assessment

Color is red

Four wheels

Owners manual

Maintenance manual

Within budget

On time

Outcomes

Assessment

Color is red

R Four wheels

Owners manual

Maintenance manual

Within budget

On time

start date


Business CaseBusiness CaseProjects

17. BHS









Project

Status

Projects

17. BHS









Projects

17. BHS

1. Testing /QA


Support2. Customer

Support3. Med /SurgUpdates3. Med /Surg


5. Distributed DataArch5. Distributed Data

Arch6. Remote Dial In(IMS)6. Remote Dial In

(IMS)7. PhysicianReferral7. Physician

Referral8.

Outcomes8.


Update9. Archive, Extract,

Update10. BusinessDevelopment10. BusinessDevelopment11. CriticalPathway11. CriticalPathway12. CCM

13.Reporting13.Reporting14. Med / SurgAdditions14. Med / SurgAdditions15. SpecialtyGuidelines15. SpecialtyGuidelines16. User definedLOS16. User definedLOS



Project

Status

ResourcesResources


control• Planes

Critical

??

What’s aproject?

end date



car”

OutcomesAssessme


manual Maintenanc

e manual Within

budget On time

start date

Approved Budget

Business Case

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



P r o j e c

t

S t a t u s

R e s o u r c e s


control• Planes

Critical

?

What’s aproject?

end date



car”

OutcomesAssessme


manual Maintenanc

e manual Within

budget On time

OutcomesAssessme


manual Maintenanc

e manual Within

budget On time

start date


Business CaseBusiness Case

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



P r o j e c

t

S t a t u s

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



Projects

17. BHS

1. Testing /

QA

1. Testing /

QA2. Customer

Support

2. Customer

Support3. Med /Surg

Updates

3. Med /Surg


5. Distributed Data

Arch

5. Distributed Data


(IMS)

6. Remote Dial In

(IMS)7. Physician

Referral

7. Physician

Referral8.

Outcomes

8.


Update

9. Archive, Extract,

Update10. Business

Development

10. Business


Pathway

11. Critical

Pathway12. CCM

13.

Reporting

13.


Additions

14. Med / Surg


Guidelines

15. Specialty


LOS

16. User defined

LOS



Project

Status

ResourcesResources


control• Planes

Critical

??

What’s aproject?

end date



car”

OutcomesAssessmen


manual Maintenance

manual Within

budget On time

start date

Approved Budget

Business Case

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



Project Status

Resources


control• Planes

Critical

?

What’s aproject?

end date



car”

OutcomesAssessmen


manual Maintenance

manual Within

budget On time

OutcomesAssessmen


manual Maintenance

manual Within

budget O n t i m e

start date



Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



Project Status

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



Projects

17. BHS

1. Testing /

QA

1. Testing /

QA2. Customer

Support

2. Customer

Support3. Med /Surg

Updates

3. Med /Surg


5. Distributed Data

Arch

5. Distributed Data


(IMS)

6. Remote Dial In

(IMS)7. Physician

Referral

7. Physician

Referral8.

Outcomes

8.


Update


Update10. Business

Development

10. Business


Pathway

11. Critical

Pathway12. CCM

13.

Reporting

13.


Additions

14. Med / Surg


Guidelines

15. Specialty


LOS

16. User defined

LOS



Project Status

ResourcesResources


control• Planes

Critical

??

What’s aproject?

end date


OutcomesAssessment



Approved Budget

Business Case

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



Project Status

Resources


Critical

?

What’s aproject?

end date


OutcomesAssessment


manual Within budget On time

OutcomesAssessment





Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



Project Status

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg


5. Distributed Data


(IMS)7. Physician

Referral8.


Update10. Business


Pathway12. CCM

13.




LOS



Projects

17. BHS

1. Testing /

QA

1. Testing /

QA2. Customer

Support

2. Customer

Support3. Med /Surg

Updates

3. Med /Surg


5. Distributed Data

Arch

5. Distributed Data


(IMS)

6. Remote Dial In

(IMS)7. Physician

Referral

7. Physician

Referral8.

Outcomes

8.


Update


Update10. Business

Development

10. Business


Pathway

11. Critical

Pathway12. CCM

13.

Reporting

13.


Additions

14. Med / Surg


Guidelines

15. Specialty


LOS

16. User defined

LOS



Project Status

ResourcesResources


Critical

??

What’s aproject?

Enterprise Project Portfolio

Management

“Technique”


Enterprise Portfolio Management

Agency IT Strategic

Plan

Agency IT Strategic Planning

Agency Strategic

Plan

Strategic “Ideas”

Agency Strategic Planning

Project ConceptProject

ConceptBusiness Case

SIRMP

Strategic Planning Process

Project Management

Process

The Handshake

Budget Review

Budget Approval “Stuff”

Budget Approval

Prepare for Budget

Review

Finance Recommendations

Approved

Budget

Business Case

Project Planning

Scope Statement

• Project Manager• Project Sponsor• Steering Committee

Project Initiation

Enhancements

Enterprise Architecture

“Technique”


Project Tracking & Outcomes EvaluationProject

Management Office

Project Planning

Scope

Statement

Project Execution

Status

ReportBusiness

Case

Project Initiation

Project Closeout

Outcomes

Assessment

Project Management Methodology

Implementation Testing RolloutAnalysis DesignBusiness

Assessment

Project Discipline Methodology (software example)

Finance

Approved

Budget

“Technique”


State of Minnesota Enterprise Project Portfolio Enterprise Summary (Projects > $1M) Agency Status Project Cost Start End Administration Department NONE Electronic Procurement $14,925,000 07/01/2002 06/30/2007 NONE Technology Enterprise Fund $1,000,000 07/01/2001 06/30/2003 GREEN North Star Enterprise Portal $1,500,000 07/01/2001 06/30/2003 NONE EGS Security Infrastructure $1,900,000 07/01/2000 06/30/2003 NONE EGS Directory Services $2,075,000 07/01/2000 06/30/2003 Agriculture Department NONE Compliance Enhancement - Project Unity $1,250,000 07/01/2001 06/30/2003 Children, Families, & Learning NONE School Academic and Financial Performance $1,400,000 06/17/2002 06/30/2003 NONE Minnesota Electronic Child Care Information System $5,800,000 09/29/2000 09/30/2003 Economic Security Dept GREEN UI Technology Initiative $3,449,763 11/01/2002 03/05/2002 Employee Relations Dept GREEN SEMA4 Upgrade Phase II $7,593,000 07/01/2001 06/30/2003 Finance Dept GREEN SEMA4 Upgrade Phase II $7,593,000 07/01/2001 06/30/2003 Health Dept COMPLETE Case Mix Automation $1,002,395 07/01/2001 01/01/2003 Higher Ed Services Office NONE Minnesota Library Information Network (MnLINK) $12,000,000 07/01/1997 Human Services Dept NONE Shared Master Index/Common Access Protocols $3,600,000 01/03/2003 12/04/2003 Natural Resources Dept NONE Electronic Licensing System $2,500,000 12/01/1999 12/31/2001 Pollution Control Agency GREEN Environmental Information Access Initiative, Upper $1,436,308 07/01/2001 06/30/2003

Enterprise Portfolio Summary“Technique”


Project Query

CIO: John Franks Projects: New Business Application

Strategic Planning for 2002

EGS Support

Internet and Telephone Updates

Systems Support

Agency: Corrections

DNR

Human Services

Business

Transportation

Project Manager: David Clark Sponsor: Mary Carson Steering Committee: Yes

Business Case: Yes Scope Statement: Yes Outcomes Assessment: No

Overall Status: Red Start: 10/15/2001 Completion: 6/15/2002

Current Budget

Current Forecast

$5,400,000 $6,400,000 $1,000,000

Budget Variance

Project Name: New Business Application

Reporting Period: December 2001

Project Manager: David Clark

Project Owner: Mary Carson Project Sponsor: Mary Carson

Overall Status: Red (caution)

Green

(controlled)

Yellow

(caution)

Red

(critical) Reason for Deviation

Budget

Schedule Staffing, government shut down, strike

Scope Magnitude of deliverable under estimated, additional responsibility (e.g., TEF and similar oversight efforts)

Present Issues/ Concerns/ Risks

Executive Summary

Monthly Status Report

“Technique”


Enterprise Portfolio Status

0

5

10

15

20

25

Projects

1st Q 2nd Q 3rd Q 4th Q

FY03 Project Status

Red

Yellow

Green

None

Complete

Total Projects 29 32 32

“Technique”


ITIM Maturity Stages & Critical Processes

Stage 1Creating

Investment Awareness

Stage 2Building theInvestmentFoundation

Stage 3DevelopingA completeInvestment

Portfolio

Stage 4Improving the

InvestmentProcess

Stage 5Leveraging ITfor StrategicOutcomes

• IT Spending without Disciplined • Investment Processes

• IT Investment Board Operation• IT Project Oversight• IT Asset Tracking• Business needs for IT Projects• Proposal Selection

• Authority Alignment of IT Investment Boards• Portfolio Selection Criteria Definition• Investment Analysis• Portfolio Development• Portfolio Performance Oversight

• Post-Implementation Reviews & Feedback• Portfolio Performance Evaluation & Improvement• Systems & Technology Succession Management

• Investment Process Benchmarking• IT-Driven Strategic Business Change

Maturity Stages Critical Processes

GAO/AIMD ITIM Framework

“Technique”


ITIM Stages of Maturity & Critical Maturation Steps

Stage 1Creating

Investment Awareness

Stage 2Building theInvestmentFoundation

Stage 3DevelopingA completeInvestment

Portfolio

Stage 4Improving the

InvestmentProcess

Stage 5Leveraging ITfor StrategicOutcomes

• Better understanding the IT investment approach• Develop mature control process• Maintenance of basic selection processes

• Development of mature selection processes• Movement from project-based to portfolio based IT management• Collection of cost, benefit, schedule, and risk data for all projects

• Development of mature evaluation processes• Capability to modify IT investment management process resulting in more favorable outcomes

• Focus on improving strategic outcomes• Capability to change business processes to take advantage of technology changes•Learn from others by benchmarking processes

Maturity Stages Critical Maturation Steps

GAO/AIMD ITIM Framework

“Technique”


Process: IT Investment Management (ITIM)

State Strategic

TechnologyPlan

SelectBudget

Initiatives

OperationsReview

AgencyStrategic

TechnologyPlans

OutcomesAssessment

BalancedScorecards

AssessStatus

Select Phase

ControlPhase

EvaluatePhase

• Strategic Planning• Conceptual Planning• Requirements Definition• Create/Maintain Inventory• Get measures• Pick process• Prioritize

“Technique”



State Strategic

Technology Plan

SelectBudget

Initiatives

OperationsReview

AgencyStrategic

TechnologyPlans

OutcomesAssessment

BalancedScorecards

AssessStatus

Select Phase

ControlPhase

EvaluatePhase

• Project Execution, Management & Oversight • Apply Project Management Practices• Monitor Progress• Take Corrective Actions

PMO

“Technique”



State Strategic

Technology Plan

SelectBudget

Initiatives

OperationsReview

AgencyStrategic

TechnologyPlans

OutcomesAssessment

BalancedScorecards

AssessStatus

Select Phase

ControlPhase

EvaluatePhase

• Collect scorecards• Conduct Reviews• Make Adjustments• Apply Lessons Learned

“Technique”



State Strategic

Technology Plan

SelectBudget

Initiatives

OperationsReview

AgencyStrategic

TechnologyPlans

OutcomesAssessment

BalancedScorecards

AssessStatus

Select Phase

ControlPhase

EvaluatePhase

Sample Processes• Project Portfolio Management• Business Process Re-engineering• Decommissioning• SIRMP

Sample Measures• Total Cost of Ownership• Total Economic Impact• Cost Benefit Analysis• Value On Investment• Risk• Velocity• Business Efficiency• Business Effectiveness• Useful Life

“Technique”


Results:

Investments aligned with strategic goals

Investments made using a formal governance process

Decision makers prioritize investments with a Enterprise-wide view (and good data!)

“Tool”


How does a portfolio approach get us there?

Employs a standardized set of measures

Classifies investments

Tracks, categorizes, prioritizes

Uses periodic formal reviews to manage for results, reassess and balance

“Tool”


Kinds of measures?

Government transformationImproved service to citizens Total Cost of OwnershipTotal Economic ImpactCost Benefit AnalysisValue on InvestmentVelocityUseful lifeRisk

“Tool”


Balanced scorecard — Measure financials, but not only financials

“Tool”


Why do it?

Save money

Get better results

Measures are based on core values

Decision-making is supported by data

“Tool”


What kinds of data?

Financial

Value expectations

Business impact

Benefit realization

Value delivered at each phase

Status

“Tool”


Portfolio Management Dashboard

Lorum bspoProject Status

“Tool”


Manage portfolio by…

HighMediumLow

Risk Investment type

Government processGovernment function

New

Enhancement

Maintenance

Strategic

Public Safety

Health

Education

EconomicDevelopment

Tax Collection

PermitIssuance

Grant Making

“Tool”


Enterprise Portfolio Summary

State of Minnesota Enterprise Project Portfolio Enterprise Summary (Projects > $1M) Agency Status Project Cost Start End Administration Department NONE Electronic Procurement $14,925,000 07/01/2002 06/30/2007 NONE Technology Enterprise Fund $1,000,000 07/01/2001 06/30/2003 GREEN North Star Enterprise Portal $1,500,000 07/01/2001 06/30/2003 NONE EGS Security Infrastructure $1,900,000 07/01/2000 06/30/2003 NONE EGS Directory Services $2,075,000 07/01/2000 06/30/2003 Agriculture Department NONE Compliance Enhancement - Project Unity $1,250,000 07/01/2001 06/30/2003 Children, Families, & Learning NONE School Academic and Financial Performance $1,400,000 06/17/2002 06/30/2003 NONE Minnesota Electronic Child Care Information System $5,800,000 09/29/2000 09/30/2003 Economic Security Dept GREEN UI Technology Initiative $3,449,763 11/01/2002 03/05/2002 Employee Relations Dept GREEN SEMA4 Upgrade Phase II $7,593,000 07/01/2001 06/30/2003 Finance Dept GREEN SEMA4 Upgrade Phase II $7,593,000 07/01/2001 06/30/2003 Health Dept COMPLETE Case Mix Automation $1,002,395 07/01/2001 01/01/2003 Higher Ed Services Office NONE Minnesota Library Information Network (MnLINK) $12,000,000 07/01/1997 Human Services Dept NONE Shared Master Index/Common Access Protocols $3,600,000 01/03/2003 12/04/2003 Natural Resources Dept NONE Electronic Licensing System $2,500,000 12/01/1999 12/31/2001 Pollution Control Agency GREEN Environmental Information Access Initiative, Upper $1,436,308 07/01/2001 06/30/2003

“Tool”


Tool Choice Criteria

Vendor Viability

Industry Presence

Relationship to Organization

Price & Performance

Required functionality and features

Service & Support

Product maturity

Impact to environment

Organizational Impact

References

“Tool”


Gartner’s Magic Quadrant for PPM“Tool”


Microsoft Office EPM Solution

Visibility into key initiatives and resource utilization across the entire organization

Insight into how initiatives and resources align with business objectives and performance

Control of projects and resources to make smart decisions as business conditions change

“Tool”


Questions

Date post:	21-Dec-2015
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PMO Tools & Techniques PMI-MN Breakfast Series November 9, 2004 Orrin Butterfield, PMP Project...

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