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Pmo presentation

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As Director of PMO I provide routine project updates and status.

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Pmo presentation

  1. 1. ITT PMO Update Brad Ring ITT PMO Council chair© 2005 Austin Energy ♦ All Rights ReservedInformation Technology & Telecommunications ♦ For AE Internal Distribution Only 1
  2. 2. ITT Mission & Vision MISSION“To deliver quality utility solutions on-time and on-budget” VISION“To build a 100% online, interactive, anytime, anywhere, anydevice, secure, reliable, and scalable enterprise for employees, customers, partners and vendors.”© 2005 Austin Energy ♦ All Rights ReservedInformation Technology & Telecommunications ♦ For AE Internal Distribution Only 2
  3. 3. Part 1: History: Establish 5 Project key performance indicators (KPIs) Focus: Reactionary, firefighting, chaos theory.© 2005 Austin Energy ♦ All Rights ReservedInformation Technology & Telecommunications ♦ For AE Internal Distribution Only 3
  4. 4. Part 1: History: 5 key performance indicators (KPIs) Focus: Reactionary, firefighting, chaos theory. Historical KPI progress1. Project communication: Inconsistent2. Supporting processes:  PMO On-line (BOT)  Microsoft Server Project 20033. Resource planning: Ad hoc4. Financial reporting: Focus on CIP projects5. Baseline scheduling: Limited © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 4
  5. 5. Part 1: History Focus: Reactionary, firefighting, chaos theory. ITT prior Project challenges© 2005 Austin Energy ♦ All Rights ReservedInformation Technology & Telecommunications ♦ For AE Internal Distribution Only 5
  6. 6. Part 1: History Focus: Reactionary, firefighting, chaos theory. ITT Project challenges Resource gridlock Schedule slippage Low probability of success Cost overruns © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 6
  7. 7. Part 1: History Focus: Reactionary, firefighting, chaos theory. ITT Project operating environment: Resource gridlock  Scope creep Schedule slippage  Incomplete projects Low probability of  No quality control success  Most important project Cost overruns “of the week”. © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 7
  8. 8. Part 2: KPI Current accomplishments (Jan 05 to Present) Focus: Repeatability and predictability© 2005 Austin Energy ♦ All Rights ReservedInformation Technology & Telecommunications ♦ For AE Internal Distribution Only 8
  9. 9. Part 2: KPI Current accomplishments (Jan 05 to Present) Focus: Repeatability and predictabilityKPI 1- Project communication (ITT Focus) Established weekly project status reporting cycle includes distribution to all ITT management and BSA’s. Established periodic detailed status reviews (DSR) for peer review, schedule review, risks, and feedback.© 2005 Austin Energy ♦ All Rights ReservedInformation Technology & Telecommunications ♦ For AE Internal Distribution Only 9
  10. 10. Part 2: KPI Current accomplishments (Jan 05 to Present) Focus: Repeatability and predictabilityKPI 2 - Supporting ProcessesEstablished 5 new processes & process owners: PM Mentoring: coaching & mentoring new & existing staff. Formal resource request process: written approval from RM. Issue Escalation: Issues sent to all Division Managers & CIO. Project Prioritization On-going PM best practices (purchasing, scheduling, etc.) © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 10
  11. 11. Part 2: KPI Current accomplishments (Jan 05 to Present) Focus: Repeatability and predictabilityKPI 3 - Resource Planning Define resource utilization rate for lifecycle tasks: analysis, projects, operations, maintenance and support. (activity tracking sheet) Established standard utilization factor of 20% for all meetings, overhead, etc. Created accurate global resource pool © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 11
  12. 12. Part 2: KPI Current Accomplishments (Jan 05 to Present) Focus: Repeatability and predictabilityKPI 4 - Financial Reporting Created work orders for all active projects to capture all related projects costs (June) Able to track resources, capital costs, labor, and related expenses in MS Project Server Coordinating with BSA’s to establish initial work order for lifecycle mgt. © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 12
  13. 13. Part 2: KPI current accomplishments (Jan 05 to Present) Focus: Repeatability and predictabilityKPI 5 - Baseline Scheduling Snapshot: current portfolio projected workload of 42 active projects including 18 CIP projects (May) Training: 25 staff attended formal schedule estimating techniques including PERT, WBS levels, risk mgt. Pilot project: Service Center replacement © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 13
  14. 14. Service Center Replacement PilotScope: © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 14
  15. 15. Service Center Replacement PilotScope:Accomplishments:5. Document high level WBS for entire project6. Formal cost & schedule estimate for each work package7. Schedule in MS Project: dependencies, critical path, resources8. Supporting PM documents: Charter, project plan, risk plan, etc. © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 15
  16. 16. Service Center Replacement PilotScope:Accomplishments:5. Document high level WBS for entire project6. Formal cost & schedule estimate for each work package7. Schedule in MS Project: dependencies, critical path, resources8. Supporting PM documents: Charter, project plan, risk plan, etc.Result: High probability of success © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 16
  17. 17. Part 3: Future Strategies Focus: Integrated workload and resource management© 2005 Austin Energy ♦ All Rights ReservedInformation Technology & Telecommunications ♦ For AE Internal Distribution Only 17
  18. 18. Part 3: Future Strategies Focus: Integrated workload and resource management Strategy #1 A. Re-estimate & baseline all existing projects using formal estimating techniques. B. Require formal estimating on all new proposed projects© 2005 Austin Energy ♦ All Rights ReservedInformation Technology & Telecommunications ♦ For AE Internal Distribution Only 18
  19. 19. Part 3: Future Strategies Focus: Integrated workload and resource management Strategy #2 Define resource utilization rate for analysis, projects, operations, maintenance and support by skill, resource, and division.© 2005 Austin Energy ♦ All Rights ReservedInformation Technology & Telecommunications ♦ For AE Internal Distribution Only 19
  20. 20. Part 3: Future Strategies Focus: Integrated workload and resource management Strategy #3 Prioritize and rank all projects & support initiatives within each business unit (including ITT) and across the organization© 2005 Austin Energy ♦ All Rights ReservedInformation Technology & Telecommunications ♦ For AE Internal Distribution Only 20
  21. 21. Part 3: Future Strategies Focus: Integrated workload and resource management Strategy #4 A. Link prioritized projects to global resource pool. B. Determine resource availability, conduct resource planning and forecasting. Revise project completion dates.© 2005 Austin Energy ♦ All Rights ReservedInformation Technology & Telecommunications ♦ For AE Internal Distribution Only 21
  22. 22. Part 3: Future Strategies Focus: Integrated workload and resource management A. Re-estimate & baseline all Provide resource existing projects using formal utilization and estimating techniques. availability rate using global resource pool by B. Require formal estimating on division and skill set. all new proposed projects Link prioritized projects Prioritize projects within to resource plan. each division and across the organization© 2005 Austin Energy ♦ All Rights ReservedInformation Technology & Telecommunications ♦ For AE Internal Distribution Only 22
  23. 23. Benefits of Integrated workload and resource management Customers: realistic project delivery dates Sponsors: high degree of success for all projects ITT staff: manageable workload ITT management:  Accurate resource allocation & forecasting  Resource alignment with highest priority projects  Project predictability and repeatability © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 23
  24. 24. Summary To successfully complete the Mission Statement“To deliver quality utility solutions on-time and on-budget” The following foundation pieces must be in place: A. Re-estimate & baseline all existing projects Provide resource using formal estimating utilization and techniques. availability rate using B. Require formal global resource pool by estimating on all new division and skill set. proposed projects © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 24
  25. 25. Acknowledgements© 2005 Austin Energy ♦ All Rights ReservedInformation Technology & Telecommunications ♦ For AE Internal Distribution Only 25
  26. 26. Questions, comments, feedbackContact:Brad Ring Ext 6347 TLC 457Brad.Ring@austinenergy.com © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 26
  27. 27. DSR ITT DETAILED STATUS REVIEW DSR 3.0 Project: Project Manager: Project Start Date: Customer: Est. Completion Date: Sponsor: Priority: Project Scope: 1. Scope Yes No NA Date Notes a. Clearly defined with customer signoff? b. Identified in MS Project as a note? c. PMP completed, signed, archived? 2. Schedule/Budget Yes No NA Date Notes a. Schedule accurate and updated? b. Demonstrate progress of milestones & deliverables. Identify next deliverable. c. Identify the critical path d. If CIP, document current cost & budget e. Work Order established f. Formal estimation process used 3. Remaining Schedule and Effort Effort Duration Date Notes (hours) (days) a. Estimated remaining effort 4. Risk Management Yes No NA Date Notes a. Risk plan completed, signed, archived? b. Identify any significant issues that may adversely affect project deliverables 5. Procurement Yes No NA Date Notes a. RFP Requirements? Identify stage. b. Outstanding issues? c. Estimated procurement cost & budget ($$) 6. Resource Management Yes No NA Date Notes a. Are all tasks and deliverables properly resourced? b. Written commitment from Res. Mgr? 7. Dependencies – Yes No NA Date Notes Task/Resource/Project a. Any critical dependencies not identified in risk plan? b. Part of a Program or Multi-Phase initiative?© 2005 Austin Energy ♦ All Rights ReservedInformation Technology & Telecommunications ♦ For AE Internal Distribution Only 27

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