NASA Ames Research Center OCIOAligning project prioritization to the organizational roadmap<br />Just How Important is You...
Outline<br />Abstract<br />Dilemma<br />NASA Ames Research Center (ARC) OCIO Project Challenges<br />Addressing the Gaps<b...
Abstract<br />   This presentation will discuss the development of the project prioritization approach, how it aligns to o...
Abstract<br />The NASA Ames Research Center OCIO has developed and implemented an agnostic approach to prioritizing projec...
Dilemma <br />4<br />According to the Government Accountability Office (GAO) Accounting and Information Management Divisio...
5<br />NASA ARC OCIO Project Challenges<br />NASA ARC OCIO recognized consistent challenges in the ability to “on-board” p...
Captured accurate estimates regarding scope, schedule, and cost early in the conceptual phase of lifecycle
Captured over taxation of resources
Discerned opportunity cost impacts across all proposed projects
Allocated the proper resources and capabilities to the right efforts
Ensured consistent and reliable results through objective, quantifiable criteria
Communicated prioritizes throughout the organization</li></ul>Main challenges<br /><ul><li>Project costs not controlled
Competing resources across several projects
Resources not managed efficiently</li></li></ul><li>NASA ARC OCIO Project Challenges (cont.)<br />Lack of project prioriti...
Lack of consistent standards and messaging regarding importance of particular projects
Misallocation of resources to IT projects that did not best support mission and organizational needs</li></ul>If everythin...
Addressing the Gaps<br /><ul><li>In order to address the lack of project prioritization:
Major Directorate selection and prioritization requirement gaps were identified
Industry and Government best practices were evaluated
GAO high level concepts for prioritization guidelines were adopted
Prioritization Scorecard was developed</li></ul>7<br />
Selection & Prioritization High-Level Process Requirements<br />Major requirements to address gaps were identified for the...
Leveraging GAO Best Practices<br />In addressing the needed requirements for development of the selection and prioritizati...
Select – How do you know you have selected the best projects?
Project “on-boarding” process
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  1. 1. NASA Ames Research Center OCIOAligning project prioritization to the organizational roadmap<br />Just How Important is Your Project? <br />Vonnie Simonsen, PMPFebruary, 2011<br />
  2. 2. Outline<br />Abstract<br />Dilemma<br />NASA Ames Research Center (ARC) OCIO Project Challenges<br />Addressing the Gaps<br />Selection & Prioritization High-level Process Requirements<br />Leveraging GAO Best Practices<br />Selecting the Appropriate Projects<br />Select Process Overview<br />Prioritization Evaluation Scorecard<br />1<br />
  3. 3. Abstract<br /> This presentation will discuss the development of the project prioritization approach, how it aligns to overall organizational goals and objectives, and the resulting benefits to the organization. It will also provide an overview of the governance structure. <br />2<br />
  4. 4. Abstract<br />The NASA Ames Research Center OCIO has developed and implemented an agnostic approach to prioritizing projects within the directorate<br />The process allows for defining which projects are deemed most important by the organization and increases the effectiveness of work being accomplished that aligns to organizational and agency goals<br />The visual representation of the project prioritization on the OCIO dashboard provides the entire organization a clear understanding of the efforts deemed most important by the senior leadership<br />3<br />
  5. 5. Dilemma <br />4<br />According to the Government Accountability Office (GAO) Accounting and Information Management Division:<br />“Poor investments, those that are inadequately justified or whose costs, risks, and benefits are poorly managed, can hinder and even restrict an organization’s performance.”1<br />1Assessing Risks and Returns: A Guide for Evaluating Federal Agencies’ IT Investment Decision-making, GAO/AIMD-10.1.13<br />
  6. 6. 5<br />NASA ARC OCIO Project Challenges<br />NASA ARC OCIO recognized consistent challenges in the ability to “on-board” proposed projects in a way that.…<br /><ul><li>Controlled cost, risk, and value (benefit) within the context of IT strategic mission
  7. 7. Captured accurate estimates regarding scope, schedule, and cost early in the conceptual phase of lifecycle
  8. 8. Captured over taxation of resources
  9. 9. Discerned opportunity cost impacts across all proposed projects
  10. 10. Allocated the proper resources and capabilities to the right efforts
  11. 11. Ensured consistent and reliable results through objective, quantifiable criteria
  12. 12. Communicated prioritizes throughout the organization</li></ul>Main challenges<br /><ul><li>Project costs not controlled
  13. 13. Competing resources across several projects
  14. 14. Resources not managed efficiently</li></li></ul><li>NASA ARC OCIO Project Challenges (cont.)<br />Lack of project prioritization lead to:<br /><ul><li>Confusion as to which projects should be given attention by competing resources
  15. 15. Lack of consistent standards and messaging regarding importance of particular projects
  16. 16. Misallocation of resources to IT projects that did not best support mission and organizational needs</li></ul>If everything is a priority then nothing is <br />really a priority!<br />6<br />
  17. 17. Addressing the Gaps<br /><ul><li>In order to address the lack of project prioritization:
  18. 18. Major Directorate selection and prioritization requirement gaps were identified
  19. 19. Industry and Government best practices were evaluated
  20. 20. GAO high level concepts for prioritization guidelines were adopted
  21. 21. Prioritization Scorecard was developed</li></ul>7<br />
  22. 22. Selection & Prioritization High-Level Process Requirements<br />Major requirements to address gaps were identified for the selection and prioritization process: <br />8<br />
  23. 23. Leveraging GAO Best Practices<br />In addressing the needed requirements for development of the selection and prioritization process, NASA ARC OCIO leveraged GAO guidance on IT investment decision-making (GAO/AIMD-10.1.13)<br /><ul><li>GAO best practice recommends that a successful IT investment management process have three fundamental phases:
  24. 24. Select – How do you know you have selected the best projects?
  25. 25. Project “on-boarding” process
  26. 26. Control – How are you ensuring that the projects will deliver the promised benefits?
  27. 27. PMO framework using 7120.7
  28. 28. Evaluate – Are the solutions delivering what you expected?
  29. 29. Project Completion Reviews (PCRs)</li></ul>9<br />
  30. 30. How do you Selectthe appropriate projects?<br />We will focus exclusively on the select phase by outlining key steps incorporated into NASA ARC OCIO “on-boarding” process<br />Select phase represents the first stage in the “on-boarding” process<br />3 steps comprise the select phase:<br />10<br />Screen<br /><ul><li>Establish initial acceptance requirements all proposed projects must meet
  31. 31. Ensure all proposed projects are being reviewed at the most appropriate organizational level</li></ul>Rank<br /><ul><li>All proposed projects meeting initial acceptance requirements are analyzed based using GAO recommended minimum criteria of value (benefit), cost, and risk
  32. 32. Evaluation score results in overall ranking</li></ul>Determine<br /><ul><li>OCIO makes final project portfolio and prioritization IT investment determination</li></li></ul><li><ul><li>Allow for screening and selection of proposed projects
  33. 33. Capture high-level business needs</li></ul>Business Need<br />Refinement<br />Business Need<br />Qualification <br />Proposal<br /><ul><li>Provide visibility into proposed project pipeline to better align project resources and determine priorities
  34. 34. Ensure alignment of proposed projects with mission objectives</li></ul>Select Process Overview<br />NASA ARC OCIO <br />Process Step<br />NASA ARC OCIO <br />Process Requirement<br />Select Phase<br /><ul><li>Establish initial acceptance requirements all proposed projects must meet
  35. 35. Ensure proposed projects are being reviewed at the most appropriate organizational level</li></ul>1<br />Screen<br />2<br /><ul><li>All proposed projects meeting initial acceptance requirements are analyzed using NASA ARC OCIO criteria of value (benefit), cost, risk, and intangibles
  36. 36. Evaluation score results in overall ranking</li></ul>2<br />Rank<br />3<br /><ul><li>ARC OCIO makes final project portfolio and prioritization IT investment determination</li></ul>11<br />Determine<br />
  37. 37. Selection Process Alignment with PMO Framework At a Glance<br />Business Need<br />Refinement<br />Business Need<br />Qualification <br />Proposal<br />Acquisition, Development & Implementation<br />Business Case<br />Development<br />Preliminary<br />Design<br />Selection<br />Control<br />Alignment to PMO Framework<br />Initial Request Evaluation<br />Phase A<br />Concept <br />Development<br />Phase B<br />Preliminary <br />Design<br />Phase C, D, E<br />Final Design & Build<br />Assembly, Integration, Test<br />Deployment & Operations<br />Evaluation<br />KDP - C<br />KDP - B<br />OCIO<br />Decision Pt<br />OCIO <br />Decision Pt<br />Customer Decision Pt<br />A<br />B<br />C<br />1<br />2<br />3<br />Rank<br />Screen<br />Determine<br />“On-boarding” selection steps aligned to NASA ARC OCIO Project Management Office Framework<br />12<br />
  38. 38. What special considerations must be considered?<br />13<br />Basis of Prioritization<br />Evaluation Criteria <br /><ul><li>Evaluation criteria used for the select phase include factors for cost, value (benefit), risk, and intangibles</li></li></ul><li>Prioritization Evaluation Scorecard<br />NASA ARC OCIO has developed evaluation scorecard containing specific questions and point values for all evaluation criteria<br /><ul><li>Direct Users
  39. 39. Organization/Strategic
  40. 40. Mission</li></ul>Cost<br />30 Pts Total<br /><ul><li>Schedule
  41. 41. Technical
  42. 42. Programmatic
  43. 43. Security</li></ul>Value<br />30 Pts Total<br />Risk<br />20 Pts Total<br />Intangibles<br />Scorecard<br /><ul><li>Special Considerations</li></ul>20 Pts Total<br />100 Pts Total<br /><ul><li>DME
  44. 44. Ops. & Maint.
  45. 45. Resources</li></ul>14<br />*Scorecard model adopted from the Value Measuring Methodology (VMM), CIO Council Best Practices <br /> Committee, October 2002<br />
  46. 46. Evaluation Criteria <br />Several approaches considered in devising suitable point values for each criteria<br />Higher point values considered for proposed projects that indicate/show the following (by factor):<br />Cost<br />Realistic preliminary estimates for labor (FTE, WYE) and procurement (hardware/software) <br />Sustainability to the overall organization via Operations & Maintenance (O&M) efficiencies<br />Risk<br />Low risk to the organization in the area of schedule, technical, programmatic, and security <br />Availability and utilization of “in-house” resources<br />Value (Benefit)<br />Support a mission directorate, and/or align to OCIO strategic mission objectives <br />Show a strong EA alignment<br />15<br />
  47. 47. Prioritization Ranking Example<br />Approved<br />16<br />
  48. 48. PrioritizationEvaluation Scorecard<br />17<br />
  49. 49. 18<br />Basis of Prioritization<br />Evaluation Criteria Details<br /><ul><li>Direct Users
  50. 50. Organization/Strategic
  51. 51. Mission
  52. 52. Schedule
  53. 53. Technical
  54. 54. Programmatic
  55. 55. Security</li></ul>What special considerations must be considered?<br /><ul><li>DME (Development, Modification, Enhancement)
  56. 56. O&M (Operations & Maintenance)
  57. 57. Human Resources
  58. 58. Executive Management special considerations</li></li></ul><li>Sample: NASA ARC OCIO Prioritization Scorecard*<br />19<br />*Scorecard model adopted from Value Measuring Methodology (VMM) how-to-guide<br />
  59. 59. Prioritization Scorecard:Understanding Cost Criteria<br />20<br />cost<br />How MuchWill It Cost?<br />cost<br /><ul><li>DME
  60. 60. O&M
  61. 61. Human Resources</li></li></ul><li>21<br />Prioritization Scorecard:Understanding Value (Benefit) Criteria<br />value<br />What Benefits <br />Will It Provide?<br />value<br /><ul><li>Direct Users
  62. 62. Organization/Strategic
  63. 63. Mission</li></li></ul><li>22<br />Prioritization Scorecard:Understanding Risk Criteria<br />risk<br />What Could Make Costs Go Up or Performance Slip From Projected Levels?<br />risk<br /><ul><li>Schedule
  64. 64. Technical
  65. 65. Programmatic
  66. 66. Security</li></li></ul><li>Prioritization Scorecard:Understanding Cost Criteria<br />23<br />Intangibles<br />What special considerations must be considered?<br />Intangibles<br /><ul><li>Special Considerations</li></li></ul><li>Selection process ensures that the NASA ARC OCIO <br /><ul><li>Matures its capabilities via a repeatable and efficient methodology for choosing IT projects that will best support mission needs and benefit
  67. 67. Makes smarter IT investment decisions
  68. 68. Prioritizes projects to better align resources to meet current and future project needs
  69. 69. Maintains a consistent set of standards and messaging around the importance of priority projects</li></ul>24<br />In Conclusion. . .<br />

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