2. Agenda: City of Bostons Program Management Office What is a
project? Project Statistics Why do Projects Fail? Project Success
factors Project Management based on what? City of Boston Department
Benefits What is your investment? Resources Q&A
3. Pre-Program Management Office 2006 - 2007 2006: Mayor Menino
hired Bill Oates from Starwood to become the Citys first CIO . Mr.
Oates purchased CA Clarity to be used as the project management
tool. 2007: Dave Nero contacted a number of people across the City
to help configure the tool. 2008: Alice Santiago hired to create
the Citys first Program Management Office. What is wrong with this
picture?
4. Program Management Office Established in 2008 @ DoIT
Developed a flexible process for working on projects Customize
tools to facilitated project management Create and deliver training
Provide resources to promote project management Develop custom
reporting on project management data
5. What is a Project? A project is a temporary endeavor
undertaken to create a unique product, service, or result. The
temporary nature of projects indicates definite beginning and end.
The end is reached when the projects objectives have been achieved
or when the project is terminated because its objectives will not
or cannot be met, or when the need for the project no longer
exists. Temporary does not necessarily mean short in duration.
Temporary does not generally apply to the product, service ,or
result created by the project, most projects are undertaken to
create a lasting outcome.http://www.pmi.org
7. Look familiar?
http://www.ibmsystemsmag.com/power/Systems-Management/Workload-Management/project_pitfalls/project_success_or_failure/Why
do projects Fail?Project management (54%)Activities defining and
controllingthe IT projectBusiness (21%)Aspects of the project
dealing withproject funding, internal rate ofreturn and business
dataPeople (14%)The team that carries out the ITprojectMethod
(8%)The dimension involvingapproach, procedures and toolsTechnical
(3%)Aspects of the project regardinghardware and software, testing
andinterfaces between components
http://cacm.acm.org/magazines/2009/12/52846-why-did-your-project-fail/comments
8. Albert EinsteinInsanity: doing the same thingover and over
again and expectingdifferent results.
11. City of Boston Project Management Approach 4.1 Develop 4.2
Develop 4.3 Direct and 4.6 CloseMethodology: Based on Project
Project 5.1 Collect Manage Project or Charter Management Project
Phaseindustry standard, Project Requirements Plan
ExecutionManagement Body of Knowledge 5.2 Define Scope 5.3
Create(PMBOK 4, PMI) WBS 6.3 Estimate 6.1 Define Activity Breadth
vs. Depth Activities Resources 6.2 Estimate 6.4 Sequence
ActivityPhase 1 Activities Durations13 Steps across All Process 6.5
Develop 7.1 EstimateGroups Schedule Cost 9.3 Develop 9.2 Acquire
Project TeamPhase 2 Project 9.4 Manage Team12 Steps In Planning and
Project Team 10.2 Plan 10.3 DistributeExecuting 10.1 Identify
Communicati Information Stakeholders ons 10.4 Manage
StakeholderPhase 3 Expectations 11.2 IdentifyFocused Training
(Human RisksResources, Quality, Risk, Cost, Change Control, etc.)
12.1 12.2 12.3 12.4 Plan Conduct Administer Close AS of 2010 32 out
of 42 Steps covered Procurements Procurements Procurements
Procurements
12. DoIT Capital
Funding$20,000,000.00$19,000,000.00$18,000,000.00$17,000,000.00$16,000,000.00$15,000,000.00$14,000,000.00$13,000,000.00$12,000,000.00$11,000,000.00$10,000,000.00
$9,000,000.00 $8,000,000.00 $7,000,000.00 $6,000,000.00
$5,000,000.00 $4,000,000.00 $3,000,000.00 $2,000,000.00
$1,000,000.00 $- 2007 2013 Capital Funding $2,750,000.00
$19,500,000.00
13. Project Central
14. PMO Center of Excellence Opened on October 3rd, 2011
Accommodates 61 people 3 Large conference rooms 3 Small conference
rooms Kitchen and work room
15. City Department BenefitsOutcomes Training Capture all
Project Work Project Management I (15 hours) Idea Approval Process
Project Management II (15 hours) Project Approval Process Project
Communications (1 hour) Reports from Clarity Data Work Breakdown
Structure (4 hours) Resource Management Workbench (8 hours) Budget
Plan Stakeholder Identification and Analysis (1 hour) Running Team
Meetings (2 hours) Status Reporting (3 Hours) Risk and Issues
Management (3 hours) Lessons Learned (2 hours) Project Shutdown
(1.5 hours)Resources Templates Job Aids Clarity Licenses Project
Consultation Project Manager Mentoring Project space at Project
Central City of Boston Project Management User Group
16. Available to all City DepartmentsPM
ResourceMethodologyTrainingTool(s)SpaceSponsor
17. What is the investment? Your time to customize the process
Your dedication to follow the process through Dedicated time for
training Assigning Resource/Liaison to PMO Cost for training,
software, support?
18. SCHOLARSHIPS FOR GRADUATE LEVEL PROGRAMS WHO MAY APPLY?
Only full time City of Boston employees, in participating
departments, are eligible for scholarship consideration.*
Applicants must have been City employees for at least one year.
Programs at the masters level and graduate level certificate
programs at Boston University and Northeastern University may be
covered by the scholarship program. HOW IS A SCHOLARSHIP AWARDED?
Scholarships are awarded based upon (1)the needs of the City, (2)
anticipated benefit to the City, (3) the employees record of on the
job performance and potential. HOW DOES ONE APPLY? Applications for
admission must be made directly to the graduate school of the
applicants choice. Applications for scholarship must be received by
July 1. If the applicant is accepted to the Scholarship Program,
he/she will be notified between July 15 and August 1. Scholarship
applications are available on the HUB under Document Library or by
contacting Dana Webber at 617-635-2221. Contact:
[email protected]