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- 1. ITT PMO Update Brad Ring ITT PMO Council chair © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 1
- 2. ITT Mission & Vision MISSION “To deliver quality utility solutions on-time and on-budget” VISION “To build a 100% online, interactive, anytime, anywhere, any device, secure, reliable, and scalable enterprise for employees, customers, partners and vendors.” © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 2
- 3. Part 1: History: Establish 5 Project key performance indicators (KPIs) Focus: Reactionary, firefighting, chaos theory. © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 3
- 4. Part 1: History: 5 key performance indicators (KPIs) Focus: Reactionary, firefighting, chaos theory. Historical KPI progress 1. Project communication: Inconsistent 2. Supporting processes: PMO On-line (BOT) Microsoft Server Project 2003 3. Resource planning: Ad hoc 4. Financial reporting: Focus on CIP projects 5. Baseline scheduling: Limited © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 4
- 5. Part 1: History Focus: Reactionary, firefighting, chaos theory. ITT prior Project challenges © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 5
- 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. 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. Part 2: KPI Current accomplishments (Jan 05 to Present) Focus: Repeatability and predictability © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 8
- 9. Part 2: KPI Current accomplishments (Jan 05 to Present) Focus: Repeatability and predictability KPI 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 Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 9
- 10. Part 2: KPI Current accomplishments (Jan 05 to Present) Focus: Repeatability and predictability KPI 2 - Supporting Processes Established 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. Part 2: KPI Current accomplishments (Jan 05 to Present) Focus: Repeatability and predictability KPI 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. Part 2: KPI Current Accomplishments (Jan 05 to Present) Focus: Repeatability and predictability KPI 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. Part 2: KPI current accomplishments (Jan 05 to Present) Focus: Repeatability and predictability KPI 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. Service Center Replacement Pilot Scope: © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 14
- 15. Service Center Replacement Pilot Scope: Accomplishments: 5. Document high level WBS for entire project 6. Formal cost & schedule estimate for each work package 7. Schedule in MS Project: dependencies, critical path, resources 8. 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. Service Center Replacement Pilot Scope: Accomplishments: 5. Document high level WBS for entire project 6. Formal cost & schedule estimate for each work package 7. Schedule in MS Project: dependencies, critical path, resources 8. 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. Part 3: Future Strategies Focus: Integrated workload and resource management © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 17
- 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 Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 18
- 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 Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 19
- 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 Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 20
- 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 Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 21
- 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 Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 22
- 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. 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. Acknowledgements © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 25
- 26. Questions, comments, feedback Contact: Brad Ring Ext 6347 TLC 457 Brad.Ring@austinenergy.com © 2005 Austin Energy ♦ All Rights Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 26
- 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 Reserved Information Technology & Telecommunications ♦ For AE Internal Distribution Only 27
Editor's Notes
- Focus; (does this sound familiar with anyone?) 1. COMM: (if you don ’ t know where your going any road will take you there) 2. PROCESSES: (tools but no process or standards on how to use them) 3. Financial Reporting (no historical or current costs) (chaos theory the squeaky wheel gets the oil) 4. Scheduling: (Effective Project management can be summed up on two words, repeatability and predictability. Establishing a creating a baseline estimate is PM best practice and is the first step to establish predictability) 5. Scheduling: none 6. Risk: (all projects treated the same regardless of size, cost or complexity) Conclusion from this slide: There are lots of areas of improvement. * Present: Transition one item at a time.
- Focus; (does this sound familiar with anyone?) 1. COMM: (if you don ’ t know where your going any road will take you there) 2. PROCESSES: (tools but no process or standards on how to use them) 3. Financial Reporting (no historical or current costs) (chaos theory the squeaky wheel gets the oil) 4. Scheduling: (Effective Project management can be summed up on two words, repeatability and predictability. Establishing a creating a baseline estimate is PM best practice and is the first step to establish predictability) 5. Scheduling: none 6. Risk: (all projects treated the same regardless of size, cost or complexity) Conclusion from this slide: There are lots of areas of improvement. * Present: Transition one item at a time.
- … What kind of work environment is created when key result areas are not developed???? Here are some of my observations So here is a question: Does this sound like an organization who is meeting the stated mission statement to complete projects on time and within budget? No, I don’t think so. Does this sound familiar to anyone? Does this sound like an environment where people can get excited about getting assigned to yet another project? It sounds very frustrating to me. Fortunately there’s industry best practices utilized by the previously mentioned organizations which hopefully can make this much easier in the future. My favorite one on this list is: A declaration of the Most important project of the week Transition ½ page at a time.
- … What kind of work environment is created when key result areas are not developed???? Here are some of my observations So here is a question: Does this sound like an organization who is meeting the stated mission statement to complete projects on time and within budget? No, I don’t think so. Does this sound familiar to anyone? Does this sound like an environment where people can get excited about getting assigned to yet another project? It sounds very frustrating to me. Fortunately there’s industry best practices utilized by the previously mentioned organizations which hopefully can make this much easier in the future. My favorite one on this list is: A declaration of the Most important project of the week Transition ½ page at a time.
- … What kind of work environment is created when key result areas are not developed???? Here are some of my observations So here is a question: Does this sound like an organization who is meeting the stated mission statement to complete projects on time and within budget? No, I don’t think so. Does this sound familiar to anyone? Does this sound like an environment where people can get excited about getting assigned to yet another project? It sounds very frustrating to me. Fortunately there’s industry best practices utilized by the previously mentioned organizations which hopefully can make this much easier in the future. My favorite one on this list is: A declaration of the Most important project of the week Transition ½ page at a time.
- Unless a project has all the work identified, estimated and documented on paper, How can you possibly expect to complete the project on time and within budget?