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The Value  Of Project  Management The Value  Of Project  Management

The Value Of Project Management - PowerPoint Presentation

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The Value Of Project Management - PPT Presentation

Joe Findlater Michael Coyne Agenda The Changing Role of IT Critical Components of World Class Organizations What Is a Project Control Office Project Control Office Structure amp Governance Model ID: 806047

projects project management business project projects business management control amp pco office fail schedule technology 2013 managing status training

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Slide1

The Value Of Project Management

Joe Findlater

Michael Coyne

Slide2

AgendaThe Changing Role of IT

Critical

Components of World Class Organizations

What

Is a Project Control Office?

Project Control Office Structure & Governance Model

Examples of Project Control Office Tools/Templates

State of Michigan Examples of Project Control Offices

Project Control Office Return On Investment

Next Steps: Creating A Project Control Office

Slide3

Think you know IT?

Think again!

Today’s focus:

The changing role of IT in a changing world

What it

means for you

(as an IT professional)

What it

means for DTMB

(think business transformation)

And some

advice

to enable success

Slide4

Re-thinking ITIT traditionally plays asupport role…

Provide

technical backbone

Keep

the shop

running

You know us as the geek squad

. But that is so yesterday!

Do

you know this guy?

Slide5

Today, IT is infused in everything we do, transforming how we live and

work.

The

role

of

IT is changing

from support to:Innovation / Business Transformation Strategic EnablerAgility / Speed to Market

A new era in Information Technology is unfolding

Slide6

Technology

People

Processes

IT Projects Don’t Exist…

They’re Business Transformation Projects

Slide7

Critical Components of World Class OrganizationsInnovate More

Tightly integrate business units with IT

Innovate and Transform leveraging Technology

Business and IT Portfolio, Program and Project Management

Reduce Speed To Market

Are extremely

agile

(Business and IT)Business and IT Portfolio, Program and Project Management

Slide8

What’s Required For Success?

Slide9

Your IT Project experience

Slide10

Why do big IT projects fail? Part one: The professionals

www.computerweekly.com/news/2240106569/

Why

-

do

-

big

-IT-projects-fail...Academics, CIOs, lawyers, a professor of outsourcing, a consultant and an investigative journalist answer the question on the minds of many a business and IT ...

Top 10 Reasons Why Systems Projects Fail - Harvard Kennedy …

www.hks.harvard.edu/m-rcbg/ethiopia/Publications/Top%2010%20...

 · PDF file

The sad fact is that software

projects

fail

because we

do

not ... the advice in the book largely mirrored the way that

large

projects

are managed in the ...

Why Do Projects Fail? | Project Management Tips || Project ...

pmtips

.net/

projects

-

fail

-2

Why Do Projects Fail? Posted by Brad Egeland. This topic always interests me. Mainly because so many projects fail. ... please contact us at advertise@pmtips.net!

Why Big IT Projects Fail - Enterprise Technology News and …www.cioinsight.com/c/a/Project-Management/Why-Big-IT-Projects-Fail...Why do large projects fail to deliver? Project Leadership Associates' survey of more than 200 CEOs, COOs and CIOs suggests there is a high correlation between lack of …

Unrealistic budget for approvalUnrealistic timeframesPoor business sponsorship & participationFlawed governance structure

Poor requirementsPoor communicationLack of business involvement

No methodologyPoorly skilled staffNo testing phaseChanging requirementsCustomizing commercial off the shelf

Ambiguity of roles and responsibilitiesLack of buy inPoor change management

Why Do Large Projects Fail?

Bing Search

– 150,000,000 results

Slide11

What Is A Project Control Office?The purpose of the Project Control Office is to provide comprehensive and consistent project management practices and reliable, metrics based statuses. PCO’s provide value to all types and sizes of IT projects and can be delivered by teams of 1 up to 20+ depending on the size and complexity of the project.

PCO value is delivered by:

Managing the big picture

Managing the budget

Establishes a Project Governance structure

Providing coordination and communication across projects and agencies

Identifying issues, risks, benefits, and scope changes

Resolving escalated issues and mitigating risks

Managing to a high-level milestone schedule

Managing scope changeMaintaining project sponsor support and alignment with the Agency objectives

Slide12

Project Control Office ResponsibilitiesThe PCO is responsible for:

Managing a detailed project plan

Managing budgets

Managing blocks of work for specific product delivery

Tracking a schedule that addresses day-to-day detailed tasks and activities

Escalating issues that cannot be resolved at the project level

Escalating risks that have a high probability of occurring and affect multiple, related projects

Escalating scope changes that cannot be resolved at the project level or that effect multiple, related projects

Slide13

Project Control Office GoalsSchedule Control

Tracking, monitoring processes defined

Status, issues, change management

Tools & environments set up

Communication & training

Communication

Status meetings, schedules, agendas

Tools & environments set up (web site)

Technical Control

Configuration management processesdefined

Tools

&

environments set up

Communication

& training

Driving

Ownership,

Accountability

&

Focus

Slide14

PCO GovernanceStrategy: To provide an organization with governance and processes that recognizes all stakeholders

(Business and Technology)

to create:

Involvement

Commitment

Buy-in

Accountability

Ownership

Slide15

Management

Teams

Project

Leadership

Team

Sub

Project

Sub

Project

Sub

Project

Executive Steering

Committee

Sub

Project

Strategic

Tactical

Provides strategic direction.

Ultimately accountable for strategic decisions and successful outcome of the

project.

Accountable for overall tactical coordination, implementation and focus.

Accountable for operational execution to provide delivery of goals and objectives.

Operational

Governance Model Overview

Slide16

Senior

Technical

Manager

Project Managers

Senior

PCO

Manager

Senior

Program

Manager

Executive

Business

Owner

Business Lead

Business Lead

Technical

Solutions

Owner

Technical

Infrastructure

Owner

Sub

Project

Sub

Project

Sub

Project

Sub

Project

Sub

Project

Sub

Project

Sub

Project

Sub

Project

Sub

Project

Sub

Project

Sub

Project

Sub

Project

Executive

Technology

Owner

Project Leadership Team

Sub

Project

Sub

Project

Sub

Project

Sub

Project

Business Analyst

Sub

Project

Executive Steering

Committee

Project Control Office Team Structure

Slide17

Project Control Office

Tools & Templates

Slide18

Weekly Schedule

Collect Metrics

Resolve Schedule

And Status Issues

with Teams

Executive Status

Tracking Metrics

Provided to

PCO

Metrics

Validated /

Schedules

Updated

Issue and Risk Identification and Resolution

Scorecards

Change Control

Mtg

Manager’s

Mtg

Status Reports

Submitted

Collect Timesheets

Slide19

Rigorous Methodology

Slide20

Master Project Plan / Timeline

Slide21

Project

Status

:

Project Phase:

UAT (71%)

Weeks to Pilot

:

07

Timeline

Accomplishments/Major Milestones

H1 – Disaster Recovery Plan – Submitted

I2 – I5 – Training Preparation - Submitted

Key Activities This Week

Application Development - Continue fixes UAT Work Requests, CR Development

Conversion – Work Requests, Benefit Match Rate, Interim Conversion, Pilot Dry Run

Technology Management – WR fixes,

Pilot CR’s, Vblock patches, Database Vault

Implementation - Training Materials, Data Clean up, Office Readiness, Pilot Readiness, Training Room

Testing – Recorded QTP Scripts, UAT Testing

Key Activities Next Week

Technology Management – Apply Exadata patches, Performance Testing, VBLOCK patches

Application Development - Work request fixes, UAT, Change Request Development

Conversion - Resolve work requests, Benefit match rate, conversion defects

Implementation/Training –Data Conversion, Training Materials, Ideal Office, Train the Trainer

Project

Time

Requirements

Design

Development

ConversionQAT

UATMCIPilotWave 1Wave 2

Wave 3Training & Imp

3Q12

2Q12

4Q12

2Q13

1Q13

3Q13

1Q12

On Track

At Risk

Off Track

Not Started

On Hold

Completed

Duration

G

A

R

N

H

C

G

Progress

XXX Project Status

Week Ending XX/XX/XXXX

C

N

N

N

Sept 2011 – Dec 2011

Jan 2012 – Apr 2012

May 2012 – Oct 2012

Oct 2011 – Dec 2013

Nov 2012 – March 2013

Mar 2013 – June 2013

June 2013

July 2013

Sept 2013

Nov 2013

Jan 2014

Oct 2012 – March 2014

N

N

Risks/Issues

External System interfaces changes may not be completed on schedule

Impact of HIX on the ASPEN Project

4Q13

C

G

C

C

G

Slide22

Projects Agency

BRIDGES DHS

Treasury Modernization Program Treasury

CHAMPS DCH

MiTALENT

MEDC

Michigan Health Data Exchange DCH

Medicaid Compliance Program DCHMiACTS DLARAIdentity Management Initiative DTMBUnemployment Modernization DLARA

BAM Modernization MDOS

MiLAMP DTMB

Examples of SOM PCOs

Slide23

PCO Return On Investment It was discovered that projects which had

PCO related processes

saw their projects completed (on an average)

+/-

5% of the target schedule and budget

for the current stage.

Projects that did not properly utilize effective

PM/PCO processes completed their project anywhere from +10 to +50% over their project budgets and target schedules.

Also noted, the projects totaled a savings of +$250M (with

PM/PCO) compared to a total loss of $655M (without or limited use of PM/PCO).

This savings was largely due to effective project management

and controls, which gave the project teams the ability to

identify issues early enough to minimize impacts

.

Source:

Measuring ROI on Project Management - Project Controls “ - JAMK International Business

School

Slide24

Assumptions:

Projects

with a PCO come in +/- 5% (budget/schedule

)

Projects

without a PCO come in +10%-50% (budget/schedule)

What Does This Mean To Your Project?

Let’s look at a $10M (2) year project:

So what does this mean:

Worst Case without a

PCO

Your

$10M, 2 year project costs you

$

15M

and takes

(36) months

to

deliver

Worst

Case with a PCO

Your

$10M, 2 year project

costs

you

$

10.5M

and takes

(25) months

to deliver

Slide25

Next Steps: Creating An Effective PCOBuy-In & Commitment To Governance Structure and Model

Organizationally

Key Processes

Dedicated Business & Technical Resources

Executive Owners

Key Leads

Dedicated Team Tools & Facilities

Slide26

Questions & Answers?