Version 1.0– June 18, 2013

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http://. www.dir.texas.gov/management/projectdelivery/pages/overview.aspx. . Leveraging the T. exas Project Delivery Framework and Quality Assurance Team as Resources For Project Success . . 2. Topics Covered. ID: 693428 Download Presentation

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Presentations text content in Version 1.0– June 18, 2013

Slide1

Version

1.0– June 18, 2013

http://www.dir.texas.gov/management/projectdelivery/pages/overview.aspx

Leveraging the T

exas Project Delivery Framework and Quality Assurance Team as Resources For Project Success

Slide2

2Topics Covered

Model for Project Delivery and OversightComponents of the Model: Tools and ProcessesProject Delivery Framework Timeline for Framework Deliverable SubmissionsMajor Information Resource Project

Agency Project Management PracticesQuality Assurance Team (QAT)Analysis of Project Overruns

Leveraging the Framework Tools and the QAT to Reduce Project Risks

Slide3

3Model for Project Delivery and Oversight

Project

Approval

Project Review and Monitoring

QAT

QAT

Project Portfolio

LEVELS

PROCESSES

Framework

Business Justification

Project

Planning

,

Solicitation

and Contracting

,

Project

Implementation

Benefits

Realization

Initiation

Plan

Execute

Control

Closeout

PMI Model

STANDARD

Slide4

4

In a nutshell, the Framework is a….-Guidance and a -ToolsetFor IR Projects and Contracts

Establishes a consistent, statewide method for project selection, control and evaluation aligned with business goals and objectivesShifts focus from technology details to prioritized business goals and outcomesRequires involvement of agency heads and other executive leaders

Ensures a process toJustify a project, including alternative solutionsPlan a projectOutsource a projectImplement a project

Assess a project

What is the Project Delivery Framework?

Slide5

5

Use Framework Lifecycle with Various SDLC Methodologies

Slide6

6Top Project Delivery Framework Misconceptions

Based on statewide perspective and observation

Misconception

Reality

Framework is set in stone

Statewide change management mechanisms exist

Framework is the project management methodology

Framework is a toolset

Project deliverables are documents only

Project deliverables represent activities and outcomes

Framework or Quality Assurance Team dictates project management practices or outcomes

Agency defines project management practices and outcomesPrograms and projects are managed the sameWhether to manage effort as program or project is a critical decisionAgency involvement with procurement projects is minimalAgency drives business outcomes that involve procurement

Slide7

7TAC Chapter 216: Project Management (PM) PracticesAgencies should:

Have project management practices that are documented, repeatable, and include a single reference source…to effectively apply use of the project management practices and componentsInclude a method for delivery of projects that solves business problemsInclude a method for governing application of project management practicesInclude a project classification method developed by DIR, the agency, or another source Include a method to periodically review, assess, monitor, and measure the impact of the project management practices

Align PM practices with use of the Framework (agency can accommodate use of other frameworks)

Slide8

8Quality Assurance Team (QAT) QAT is comprised of three representatives-one from each of the following agencies: LBB, SAO, and DIR

QAT Functions:Monitors risks and performs oversight activities associated with the development of major information resource projects (MIRPs)Risk: Likelihood that a project will not deliver a quality solution based on the timeline, budget, and scope commitments made to legislature when submitting the Legislative Appropriations Request (LAR) Approves projects before expenditure of appropriated funds based on analysis of project risks

Reports the status of MIRPs to state leadershipDetermining the frequency of monitoring (monthly or quarterly)Performs approval of contract amendments if project costs exceed 10% or original total budget

QAT can request detailed project information, Framework deliverable updates, audits, or assistance as necessary

Slide9

9Review Definition of a Major ProjectMajor information resources project (MIRP) means (per TEX GOV’T CODE

§2054.003 (10)):(A) any information resources technology project identified in a state agency's biennial operating plan whose development costs exceed $1 million and that:(i) requires one year or longer to reach operations status;

(ii) involves more than one state agency; OR(iii) substantially alters work methods of state agency personnel or the

delivery of services to clients; OR(B) any information resources technology project designated by the legislature in the General Appropriations Act as a major information resources

project

Note:

The $1 million threshold includes agency FTE costs.

Use of the Framework is encouraged for non-major

IR

projects

Slide10

10Functions Outside of QATContract review and solicitation review:

Major contract reviews are performed by the Contract Advisory Team (CAT) Project management: All agencies are responsible and accountable for project management practices and outcomes Technical assistance

Note: The Department of Information Resources (DIR) provides consultation services to agencies, while recognizing that agencies are ultimately accountable for project outcomes

Slide11

11

Submission Requirements Timeline

Slide12

12Portfolio of QAT Projects: Number of Projects

Slide13

13

Portfolio of QAT Projects: Project Costs

Slide14

14

Portfolio of QAT Projects: Trends

Slide15

15SAO Report 13-028: Analysis of QAT Projects

Slide16

16Reasons for Project Overruns As Cited By AgenciesSAO Report 13-028: Analysis of QAT Projects

Vendor negotiations and bidding process delaysLegislative requirements change and/or requirements not well defined/scope changesTurnover in project management and other key staffCost and timelines were underestimatedLack of management support/stakeholder expectations not managed/priorities within agency changedProject objectives and roles and responsibilities not clearly defined or understood

Slide17

17Other FactorsFailing to break large projects into smaller/manageable piecesRelying on the Framework as a replacement for project management practices

per TAC §216 Posting solicitations without effective project planning- divergence of contract management and project managementInitiating a major information resource project in a non-prescribed mannerConfusing QAT responsibilities with agency responsibilities for project activities or outcomes and decisions

Attempting to exceed project scope and quality expectationsFailing to communicate vendor performance issues that affect project outcomes

Slide18

18Leverage Framework Tools and QAT to Reduce Risks

Reason for Project Overruns

Tools Which Can Help Reduce Reasons/Risks Associated With Project Overruns

Vendor Negotiations and Bidding Process Delays

Project Plan

(incl. Supplemental Tools), Acquisition Plan, Co-Operative Contracts, Review Gate Approvals, Monitoring Reports

Legislative Requirements Change and/or Requirements Are Not Well Defined/Scope Changes

Iterative

Development of

Project

Plan (incl. Supplemental Tools-Change Control, Risk Register, Quality Register), Software/System Requirements Templates

Turnover in Project Management and Other Key StaffPrevention of turnover not directly applicable to Framework tools, however, Risk Register can help plan for these eventsCost and Timelines Were UnderestimatedBusiness Case/Workbook and Checklists, Monitoring Reports. Work Breakdown Structure, Scheduling Tool Lack of Management Support/Stakeholder Expectations Not Managed/Priorities Within Agency ChangedProject Plan (incl. Supplemental Tools-RACI, Communications Register, Risk Register), Monitoring ReportsProject Objectives and Roles and Responsibilities Not Clearly Defined or UnderstoodProject Plan (incl. Supplemental Tools-RACI, Risk Register), Project Charter, Business Case/Workbook, Checklists, Review Gate Approvals

Slide19

19Framework Main Page

Framework Website: Gateway For Information

Slide20

20ResourcesCONTACT INFORMATION FOR GENERAL QUESTIONS

projectdelivery@dir.texas.govQUICK REFERENCE (WHAT’S REQUIRED TO BE SUBMITTED TO QAT?)

Framework Quick Reference LinkWHAT IS THE STATEWIDE PROJECT DELIVERY

PROGRAM?Statewide Project Delivery Program Link

WHERE CAN I FIND MORE INFORMATION ABOUT QAT?

Link to QAT Publications Website


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