PMI Presentation 7-28-05 Final
Transcript of PMI Presentation 7-28-05 Final
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District of Columbia
Metropolitan-Wide Program Management
Taking Enterprise PM to the Next Level
Charles W. Talley
Program Manager, Agency Liaison Services
Office of the Chief Technology Officer
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Questions
1. How do you ensure consistent project success when you are
monitoring as many as 75 concurrent projects?
2. How do you manage expectations among senior-level
executives who have all levels of IT knowledge and who haveexperienced a wide range of successes and failures on previous
IT projects?
3. How do you standardize performance measures when your
projects have totally different goals and, in many cases,different views of the world?
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Background
DC Government has:
127 Agencies and organizations who provide
City, County and State level government
services to
Over 575,00 residents,
Over 450,000 Daily Commuters and
Over 2 Million Visitors every year.
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Overview
Must have: Standard Vision of the Business Enterprise Architecture based around services provided
Vision buy-in from all decision-makers and implementers
Standardized PM Methodology PMI Model
Multi-tiered PM methodology
Mature Portfolio Management Processes
Every Project must focus on strategic goals
Levels of performance verification
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Enterprise Architecture Concept
SERVICES MODERNIZATION PROGRAMS Administrative (ASMP)
Customer (CSMP)
Education (EdSMP)
Enforcement (ESMP)
Financial (FSMP)
Human (HSMP)
Motorist (MSMP)
Property (PSMP)
Transportation (TSMP)
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The Districts EA Challenge
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
Agency Systems
9 Multi-Agency Services Modernization Programs (SMP)
380+ Mostly Undocumented, Isolated Legacy Systems
ASMP CSMP ESMP EdSMP FSMP HSMP MSMP PSMP TSMP
Stron Disincentives to Share
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Key EA PrinciplesArchitecture Philosophy is Focused on Results
1. RESULTS DRIVEN
Tactically Implementation, Business Oriented
Architecture results should be simple, practical, feasible, and useful
2. VISUAL Priority for visual architecture models
3. SELF-CONTAINED Docs must be self-explanatory and standalone4. BEST PRACTICES
Use best practices of BPR and EA
5. FACT-BASED and ACTIONABLE
Generate rigorously engineered information that is actionable6. LONG TERM VIEW WITH SHORT TERM BENEFITS
Define target architecture and cost benefits
Show long term architectural fit; Conduct Benefits Realization
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Federal Enterprise Architecture Framework (FEAF)
Frameworks define the form of the architecture
FEAF is the most flexible (adaptable to District needs)
Adoption of a framework is required by GAO and other guidelines
Compatible with ISO/ITU X.900 Reference Model for Open Distributed Processing(RM-ODP) for Solution Architectures
ArchitectureDrivers
BusinessDrivers
DesignDrivers
BusinessArchitecture
DataArchitecture
ApplicationsArchitecture
TechnologyArchitecture
BusinessArchitecture
DataArchitecture
Applications
ArchitectureTechnologyArchitecture
Standards
Architectural Models
Vision
StrategicDirection
Principles
InvestmentPartner
MarketResearch
Transitional Processes
SegmentCoordination
Technology
Applications
Data
Security
AssetManagement
BusinessArchitecture
DataArchitecture
ApplicationsArchitecture
TechnologyArchitecture
Architecture
Current
Target
ArchitectureLevel III
FEAF
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DC Enterprise Architecture Framework (DC-EAF)
Process Flows
Business Architecture
Application Modules
Interface Adapters
Entities Rela
tio
nships
Application Architecture
EAI
Information Architecture
Infrastructure Architecture
Server Systems
Infrastructure SoftwareNetwork Components
A s-Is
A s-Is A s-Is
A s-Is
Processes
XModules
Entities
XModules
EntitiesX
InterfacesServers
X
Modules
Processes
X
Entities
SMP Concepts of OperationsTo-Be
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ARB Milestone 1: CONOPS Checklist
CV-1
CV-2
CV-3
CV-4
CV-5
CV-6
CV-7
CV-8
CV-9
CV-10
CV-11
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Three EA Governance Principles
1. Communicate
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Three EA Governance Principles
1. Communicate
2. Communicate
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Three EA Governance Principles
1. Communicate
2. Communicate
3. Communicate
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hi i d
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Architecture Review Board ProcessAssuring IT Quality Through Milestone Peer Reviews
CONOPS
Study
Go / No-Go
Selection Phase
Development Phase
Deploy
Operations Phase
Important Architecture Decisions
RFP
RFP
RFP
RFP
RFP
Design
Reviews
Tactical Arch.
Changes
Tactical Arch.
Changes
Tactical Arch.
Changes
Milestone 1
SystemConceptReadiness
Milestone 3OperationalReadiness
Milestone 2Construct ionReadiness
Verify Design
with Architecture
Verify Implementation
with Architecture
Validate
Architecture
Critical Architecture Decisions
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Standardized PM Methodology
A Project Management Office typically performsany or all of the following PM functions:
Implementing and maintaining project managementprocesses, standards, and methodologies;
Selecting and supporting project managementsoftware tools;
Project support such as planning, scheduling, andtracking;
Providing project management consulting and
Mentoring; managing and developing projectmanagers
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Strategic Program Management Office (SPMO) Goals
Mission
Improve the Return On Investment (ROI) of the Districts ITprojects and programs
Goals1. Establish long-term relationships with key executives, decision-
makers and PMs in the District agencies2. Improve core mission and service delivery to citizens by using the
Districts Enterprise Architecture (EA) as the focal point for all
projects
3. Enhance cost savings and cost avoidance through implementation
of mature PM processes District-wide
4. Provide a window into individual projects that will enable executives
and managers to make accurate and timely project decisions
5. Support Project Managers and Teams with PM expertise
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As-Is and To-Be
Before After
Project success varies greatlyacross the District
Static system that does not
have a record of success for
agency PM improvement
Highly Susceptible to focusing
only on agency priorities
instead of District Priorities
High barriers to integration of
projects across agencies
Projects not visible to decision
makers
SPMO involved in projects frominception
Consistency of PM process across
projects and agencies
Industry best practices to improveproject success rate
All projects focused on the Districts
Enterprise Architecture
Project plans and performancevisible so that accurate decisions
can be made throughout the PLC
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SPMO Process Model
Standard PMO Process Models
1. ControllingSPMO provides the PM and actively manages the
project.
2. ConsultingSPMO provides a PM to work for the agency and/or theSPMO provides project support activities such as: planning, PIF
generation, scheduling, audits, reviews, and other activities as
necessary to ensure project success. PMO involvement will be
tailored to meet the individual projects needs.
3. CoachingSPMO assists individual agency PMs and/or other keyproject stakeholders through a mentoring relationship that increases
their project capabilities.
4. MonitoringSPMO simply monitors and reports on project
performance. This is the minimum level of support for all projects.
SPMO will work with the agencies to select the
appropriate mix of PMO services
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Proposed SPMO Organizational Chart
Program Management Officer
(PMO)Senior Program Manager For
Public Safety and Justice
Program Process ManagerProgram Manager for
Operations
Director, SPMO
Program Coordinator/Scheduler Program Manager For
Planning and Economic Development
Program Manager For
Children, Youth, Families and Elders
Program Manager For
ServUs and Independent OrganizationsProgram Managers
Program ManagersProgram Managers
Program Financial Manager
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SPMO Roles
1. Director, SPMOLeads and manages the operation of the SPO. Establishesgoals and objectives to implement the OCTO and District IT vision.
2. Senior PM, Agency Liaison ServicesOversees the functions of the otherPM, ALS as well as managing liaison services for a portfolio of Districtagencies. Establishes relationship with agency executives and decisionmakers
3. PM, Agency Liaison ServicesManages liaison services for a portfolio ofDistrict agencies
4. PMOLeads the PMO; establishing the program/project managementprocesses by which the District will accomplish its IT vision. Mentors OCTOand agency PMs.
5. Program Process ManagerDevelops and manages the PM methodology,processes and tools
6. Program Coordinator/SchedulerCollects, manages and reports the multi-tiered executive-level and project-level performance information that will
support the PM process7. Program Financial Manager - Collects, manages and reports the multi-tiered
executive-level and project-level project financial information
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SPMO Functions
SPMO Functional Support Areas1. Relationship Management
2. Project Manager support
3. Project support4. Project audits and performance measurement
5. PM process management
6. PM tool support
7. Executive Information Support
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Starting up the SPMO
Short-term SPMO initiatives Inventory on-going projects (new product development,
information technology, business enhancements, etc.) toestablish a baseline
Establish the SPMO Change Management Methodology
Deploy a basic project management methodology
Create summary reports and metrics to track projects
Hold project reviews
Identify new projects and projects in need for special attention
Brown bag training lunches for existing Project Managers andteams
Identify one or more pilot project initiatives to act as templates
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Long-term Initiatives
Focus is on improving/streamlining the processes,developing people, and putting in place a morepermanent support structure
Process/methodology tailoring and continuing development
Development of a permanent training curriculum Detailed reports/metrics development
Resource management
Tool deployment
Project manager career progression and certification Project portfolio management
Organizational change and transition planning.
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What Doesnt Work The Top Five
1. Do it All at Once There are three factors to a Project Office implementation: People, process,
and tools. Changing all three at once is a very complex undertaking
A phased approach makes this feasible. Dont do it all at once: you may notbe able to deliver and people will get confused.
2. Procrastinate
Dont hesitate or partially support the idea. You will lose support and focus and the organization will stop believing in
the concept.
3. Forget Key Stakeholders Executives project managers, project teams, functional/resource managers,
and line managers. Get these stakeholders involved from the beginning and determine their
needs, expectations, and goals.
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What Doesnt Work The Top Five
4. Demand before Provide A Project Office must be viewed as an entity that helps
The Project Office should never be in a position of always demanding
information and seldom providing services.
5. Work in a Vacuum Team approach wins.
Incorporate other peoples ideas and acknowledge them and give credit
Learn from others experiences - dont re-invent the wheel
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What WorksThe Top Five
Keep it simple
Focus on Value
Plan Secure Executive Sponsorship
Communicate
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Project Review Board (PRB)
Small, yet high-end and strategic group who connectsexecutive vision with the work of the organization
Oversight of project portfolio management, is perhapsthe single most important responsibility of the PRB.These tasks include:
Linking District strategy to programs and projects. The PRB isresponsible for ensuring that projects reflect the strategic goalsestablished by the Mayor.
Project selection and prioritization. The PRB mixes and
matches projects based on their relative levels of priority andrelevance. The interdependencies among projects can oftenonly be seen from the perspective of the PRB.
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Project Review Process
The selection process involves: Identifying opportunities;
Assessing the organizational fit;
Analyzing the costs, benefits, and risks; and
Developing and selecting a portfolio.
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Conclusion
Critical Success Factors were:
Single vision
Focused PM methodology
Hold to the big picture in Portfolio Management
Established Change Management process
Communication at all levels
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" There is no r ight way
to do the wrong thing"Blanchard, The Power of Ethical M anagement
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