The document discusses how a US Navy IT Directorate improved its project management process by implementing a CPIC Pre-Select phase. It describes how previously there were disparate practices across divisions, no central request pipeline, and a focus on tactical solutions over strategic needs. The new Pre-Select process involved adding questions to an existing request form and creating a Pre-Select Board to assess requests earlier. Benefits included improved communication, a focus on real business problems, and prioritizing the right projects. Keys to success were gaining buy-in incrementally and right-sizing the lightweight process.

1. Life Preservers – Tools & Solutions for
Performance Management
Chart The Right Course with CPIC Pre-Select
Jenine Serviolo, PMP
SMART Management Consulting, LLC
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2. Overview
Charting the Right Course
A Case Study for CPIC Pre-Select
Overview
•Organizational
Context
•Approach
•Results
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3. Organizational Context in 2010
Organizational Context
• US Navy component IT Directorate with five divisions
– One of which is Policy & Planning
• Disparate division level project & program management
practices… no PMO
– Different, sometimes conflicting priorities
– Significant process duplication
– No end-to-end project manager for projects
• CPIC Process
– Rolled out in 2005
– Mature CPIC Select & Control Phases
– Emerging CPIC Evaluate Phase
• Directorate wide use of Lessons Learned
– Integrated with budgeting process
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4. Organizational Context in 2010
Request Management Process
• Multiple entry points for requests
– No central pipeline
– No standard input or output between groups
• Significant duplication
– Drowning in requests
• Focus on tactical response to requests
– No focus on problem statements, business needs or
objectives
– Lots of ‘reverse engineering the problem’ to suit a
particular solution
– No consistent measure of how well requests meet
organizational goals
• No directorate level prioritization
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5. Organizational Context in 2010
ITIM Maturity: Level 3
Source: Government Accountability Office IT Investment
Maturity Framework
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6. Approach
Why CPIC Pre-Select?
“Before the project has begun, even before the business
case is written, there needs to be a process for the
discovery of investment opportunities. This discovery
process and resulting portfolio are essential to ensuring
downstream activities reflect the organization working on
its "best" opportunities.”
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7. Approach
Why CPIC Pre-Select? Whoooa!!
Whoooa!!
Focus on BEFORE
•understanding and •expending significant
articulating the problem resources to build a
•documenting business business case
(not IT) objectives •building emotional
•engaging sponsors attachment to the idea
•exploring non-IT solutions •gaining too much
forward momentum
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8. Approach
Initial Pre-Select Challenges
Overcome Resistance  Channel Ideas  Right Size Pre-Select Scope
Why do we need
Why do we need Limit scope
another process?
another process?
We already do that!
We already do that! •Type of questions
•Number of
questions
•Process footprint
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9. Approach
CPIC Pre-Select Process
Change
Binning Process
Route to
• Binning Leverages Existing
Request Pre-Select Form & Meeting
Reviewed — added three questions
Pre-Select Board
Pre-Select Pre-Select
— added participation
Form Form • CPIC Pre-Select Board (PSB)
Completed Reviewed
– created Board & Meeting
Accept & Route
Reject – added Pre-Select Form
Rework – added Pre-Select Decision Form
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10. Approach
Questions Used for
Binning
Is this part of a previously
approved CPIC project?
If YES, does this request reflect
changes in scope, cost or schedule?
Does this require
cross-divisional support?
Is this a or major or significant
change?
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11. Results
PSB Assessment & Decisions
Sample Assessment Questions Board Decisions
Is the problem statement clear and
comprehensive? Accept and Route,
Reject or Rework
Do the objectives clearly and
comprehensively address the problem? Program and
Do the objectives support the MSC Portfolio placement
mission/business needs? Functional sponsor
Did the functional sponsor initiate the
request? Technical sponsor
Is this command directed or a Run, Enhance or
mandate? Transform
Is there a proposed or mandated Low, Medium High
solution to the problem? priority
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12. Approach
Results of Pre-Select
• Benefits Experienced
– Heightened communication, coordination, collaboration…
enterprise visibility and unity of purpose
– Focus on the real business problem to get clear, relevant
objectives
– Consistent evaluation of requests Outstanding
• Actually postpone or cancel requests Challenges
• Eliminates duplication & pet projects •Prioritization
– Engages the right sponsors early •Pipeline
– Promotes Portfolio Analysis Management
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13. Approach
Keys to success
Overcoming Resistance Right Sizing Process
• Gain buy-in incrementally • Ask right people &
– reiterate areas of agreement questions
– address known issues • Make it
– involve stakeholders in key – Quick
decisions – Consistent
– show minimal process
– small footprint
footprint
• integrate templates,
• Roll out incrementally processes, meetings
– well defined workflow
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14. For more information:
Jenine Serviolo, PMP
President & CEO
SMART Management Consulting, LLC
757.615.6865
Jenine@SMARTManagementConsultingLLC.com
Chart the Right Course with Pre-Select | Jenine Serviolo, SMART