1 Nashville PMI Symposium April 29 2013 Stephanie Dedmon PMP Director Business Solutions Delivery Department of Finance amp Administration State of Tennessee Having the Guts to Act on Your Lessons Learned ID: 293243
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Nashville PMI Symposium April 29, 2013Stephanie Dedmon, PMPDirector, Business Solutions DeliveryDepartment of Finance & AdministrationState of Tennessee
Having the Guts to Act on Your Lessons LearnedSlide2
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Introduction Learning ObjectivesBackground – The Impetus for ChangeDeveloping Strategic Lessons LearnedWays to Drive Positive ChangeMethods for Garnering Sponsorship
Key Lessons Learned
More About Business Solutions Delivery
Session AgendaSlide3
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Stephanie Dedmon, PMPDirector, Business Solutions Delivery – State of TennesseeBuilding on Lessons Learned and What We Can Take Away from Our Experience at the State of Tennessee
IntroductionSlide4
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Understand the process for developing strategic lessons learned from past projectsUnderstand ways to drive positive change based on painful lessons learnedUnderstand methods for garnering sponsorship and support for the visionLearning ObjectivesSlide5
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Customer Focused Government initiative started by Governor Haslam’s administrationIT Workgroup comprised of Agency Commissioners and IT leaders focused on identifying and addressing technology challenges facing State agenciesIT Workgroup identified several major issues and set about developing meaningful and actionable solutions
Background - The Impetus for ChangeSlide6
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The State of Tennessee has experienced several of the following over the last ten years:Projects that have completely failed (i.e., never implemented, vendor lawsuits, etc.)Projects that have significantly exceeded budgetProjects that have been delivered YEARS lateProjects that have been delivered without full functionality and/or without business results
The Symptoms
These less than desirable project
outcomes
have resulted in hard dollar costs to the State.Slide7
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Problem Statements
Lack of project management methodology and experience
IT
procurement
process
Inconsistent
approach to agency IT
classifications, organizational structure, processes and resultsSlide8
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Involve those who have both positive and painful lessons learnedInclude stakeholders from multiple levels of the organizationInclude stakeholders from all business units (business and technical)Be willing to take a hard, but objective look at failures
Focus on the why
s
, not the who
Identify what should be done differently
Categorize the lessons learned into meaningful areas
The process for developing strategic lessons learnedSlide9
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During Governor Haslam’s first year, this was done in the form of several Customer Focused Government workgroupsThe IT workgroup was chaired by the State’s CIO, Mark Bengel but made up of both “old and new” stakeholdersThe workgroup included several Agency Commissioners who were facing less than desirable project outcomes Over a period of six months, the workgroup identified the biggest challenges and developed recommended solutions, including implementation plans, costs and benefits
The process for developing strategic lessons learnedSlide10
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Show the hard truth in dollarsDocument meaningful key success factors that must be present going forward and map to what happens if they are not (in other words, show how and why projects must be managed differently)Put your money where your mouth is…fund itHire experienced resources who can deliver
Ways to drive positive change based on painful lessons learnedSlide11
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Created a new division within F&A called Business Solutions Delivery to provide centralized resources for the initiation, execution and management of large, complex business solutions to help achieve business objectivesProvide deeply skilled and experienced resources to help deliver business solutionsFocus on consistent and proven methodologies to enable the State to achieve improved success rates in delivering business solutions on time and within budget and at a high level of quality
Ways to drive positive change based on painful lessons learnedSlide12
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Go big – get the right, high level sponsors to support the vision and directionDevelop a group of stakeholders who can help carry the message and keep them informedProvide updates regularlyMeasure your successContinue to develop more lessons learned
Get your customers to share their experiences
Methods for garnering sponsorship and support for the visionSlide13
Key Lessons Learned
Agencies have way too many business and technical initiatives; they need help prioritizing projects
The State of TN has a lack of very experienced project managersLarge projects rarely include a focus on the change impactThe State has not traditionally truly owned testing and therefore, the solution delivered may not be fully functioning or meet the business needsWe have not consistently managed project costsWe have not always done business process improvement BEFORE selecting a solutionWe have a lack of project management discipline
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BSD Resource Framework
Specific Functional Resource Skills:
Business Process ImprovementRequirements Analysis and DefinitionRFP Development, Procurement MethodologiesContract ManagementChange ManagementQuality Management
Project Metrics/Measurements
Methodologies, Best Practices, Tools and Templates
Testing
Source Code/Change Management
Training
Communications
Program Lifecycle Support
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BSD Service Offerings
Assist in Business Process Improvement Initiatives
Help Develop Business Solution AlternativesDevelop Business and Technical RequirementsHelp Facilitate the Procurement ProcessIdentify Agency Project Staffing Needs and Help Source ResourcesDeliver Program Management for Project LifecycleProvide Project Measurement, Metrics and Reporting
Provide Testing Strategies and Methodologies
Provide Training Strategies and Methodologies
Provide Quality Assurance Strategies and Methodologies
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Adopting a More Proactive Approach
Business Process Analysis and Reengineering
SMART Business RequirementsSolution VisionMarket AnalysisBusiness CaseCost – Internal Staffing, Infrastructure, Software, Vendors…FundingProcurements
Disciplined Project Management
Methodologies
Measurements
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Key Success Criteria
Have the project business drivers and success factors been identified?
Does this project, and its business drivers, support the agency’s (and State’s) overall strategic objectives?Does the project have adequate sponsorship, business participation in the project and ownership of the solution?
Does the project have adequate funding for all phases of the project?
Will the agency dedicate and commit the appropriate number and experienced project team resources to participate full time on the project?
Has a change control board been identified and are they ready and capable to actively evaluate and manage change control?
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BSD Focus…Our Differentiators
Requiring Up Front Business Process Analysis
Adhering to Our Disciplined Project Management MethodologyBuilding Relationships and PartnershipsFocus on Organizational Change ManagementFocus on Consistent Testing StrategiesDelivering Deep Project Management ExperienceUsing Consistent Project Metrics to Evaluate Project Status
Creating a Culture to Encourage Sharing and Lessons Learned
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Criteria for BSD Project Support
Initial Project Estimate of $10 million and greater
AND/OR high risk scoreBSD Governance Committee reviews all requests, key factors and success criteria to determine which projects BSD can support
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In Conclusion…
The State of TN is very serious about improving our IT project outcomes
Business Solutions Delivery is a first step to provide experienced resources and core methodologiesBSD was developed as a result of acting on our lessons learnedProof is in the pudding….projects on schedule, on budget meeting key objectivesDiscipline….sticking to the methodology and willingness and support to make the tough (and unpopular) decisionsContinuous improvement will be a focus
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Questions or Feedback?
Contact Info:
Stephanie Dedmon(615) 253-2725stephanie.dedmon@tn.govApril 29, 2013
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