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
Download The PPT/PDF document "The Value Of Project Management" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
The Value Of Project Management
Joe Findlater
Michael Coyne
Slide2AgendaThe 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
Slide3Think 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
Slide4Re-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?
Slide5Today, 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
Slide6Technology
People
Processes
IT Projects Don’t Exist…
They’re Business Transformation Projects
Slide7Critical 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
Slide8What’s Required For Success?
Slide9Your IT Project experience
Slide10Why 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
Slide11What 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
Slide12Project 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
Slide13Project 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
Slide14PCO GovernanceStrategy: To provide an organization with governance and processes that recognizes all stakeholders
(Business and Technology)
to create:
Involvement
Commitment
Buy-in
Accountability
Ownership
Slide15Management
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
Slide16Senior
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
Slide17Project Control Office
Tools & Templates
Slide18Weekly 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
Slide19Rigorous Methodology
Slide20Master Project Plan / Timeline
Slide21Project
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
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
Slide23PCO 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
Slide24Assumptions:
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
Slide25Next 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
Slide26Questions & Answers?