A Big School
in the Valley
HOW POWERSTEERING ADAPTED TO AN OLD SCHOOL
ORGANIZATION AND HOW IT IS POISED TO HELP IT LEAP
FO...
Outline
Introduction
Before PowerSteering
Acquisition/Initial Deployment
Present
Future
Lessons Learned

IMPACT 2013
LAWYER’S SLIDE
The following reflects the presenter’s observations,
experiences, and assumptions.
It does not represent th...
Introduction
Before PowerSteering
Acquisition/Initial Deployment
Present
Future
Lessons Learned

Introduction

IMPACT 2013
The Place
Texas A&M University is part of a 22 member
System
90 miles from Austin and Houston
Established 1876
Land, Sea a...
A School of Tradition…

IMPACT 2013
The Context
New System Chancellor, System CIO
Changes started almost immediately
The Flagship is Texas A&M
System level IT...
Introduction
Before PowerSteering
Acquisition/Initial Deployment
Present
Future
Lessons Learned

Before PowerSteering

IMP...
Pre-2011 Environment
Deans and VPs hold the money and the power
IT had consolidated into “super silos”
“Central” IT exists...
Pre-2011 People Status
CompSci/Engineering <> IT effectiveness
Estimated 30% of IT staff graduated from the
school – in En...
The Seeds of PPM
TAMU IT PMO was created in 2010
Three other silos created PMOs
These four formed the PPM pilot team
Pilot...
Introduction
Before PowerSteering
Acquisition/Initial Deployment
Present
Future
Lessons Learned

Acquisition/Initial
Deplo...
Key RFP Attributes
Configurable at the group level
Security to protect group information
Cloud based, SaaS
OpSec and AppSe...
Pilot Groups
International Ocean Discovery Program
• Drills ocean cores around the world

College of Veterinary Medicine
•...
Features Used During Pilot
TURNED OFF

TURNED ON

Measures

Custom fields, tags, metrics

Budgeting

Minimal reports

Time...
PPM Applications during Pilot
Maintenance (not effective)
IT Governance (success)
Project planning (mixed)
Portfolio track...
Pilot Results
Vet School – opted out
IODP – opted out
IT Risk Management & PMO - continued
Division of Student Affairs - c...
Reboot
Figured out that Crawl, Walk, Run was reality.
Utilized PS Consulting services via WebEx (and
recorded these for fu...
Introduction
Before PowerSteering
Acquisition/Initial Deployment
Present
Future
Lessons Learned

Present

IMPACT 2013
Present Environment
IT PMO conducts
•
•
•
•
•

three rounds of five day PM training per year
executes an annual conference...
Governance in our PS Instance
Permissions
Naming Conventions
Re-use of CI assets
Liaison Structure
Licensing (Project Mana...
PMO Location

Future?
Future?

Present

IMPACT 2013
Admin Support

IMPACT 2013
CMDB

IMPACT 2013
Features Online Nov 2013
Rolling Out Nov 2013

In Production

Resource Management (Roles/Project)

Measures

Time Sheet Im...
PPM Applications
IT Governance - Division of Student Affairs.
Portfolio Tracking - Network and Information
Security, Compu...
Present - SAMPLES

IMPACT 2013
Division of Student Affairs (DSA)

IMPACT 2013
DSA Request Portfolio

IMPACT 2013
DSA Requests

IMPACT 2013
DSA Request Metrics

IMPACT 2013
Instructional Media Services (IMS)

IMPACT 2013
IMS Portfolio

IMPACT 2013
IMS Metrics and Measures

IMPACT 2013
IMS Project Template

IMPACT 2013
IMS Metric Detail

IMPACT 2013
IMS Visual Portal

IMPACT 2013
IMS Executive Review

IMPACT 2013
PMO Project Status Snapshots

IMPACT 2013
Introduction
Before PowerSteering
Acquisition/Initial Deployment
Present
Future
Lessons Learned

Future

IMPACT 2013
Organizational Changes
Driven by the consultants’ reports – the intention is to
create improved efficiency through consoli...
Future –
IMS Leads

IMPACT 2013
Future PowerSteering
Functionality
Integration with time sheet, budget reports and MS
project data will be essential
More ...
Timesheet and Budget
Functionality

IMPACT 2013
Issues to be Resolved
Mastering Resource Management
Mastering Costing
Gated vs Non-Gated projects
System Dates on the top ...
Future –
Central IT PPM

IMPACT 2013
Future System IT PPM needs:
There is an identified need for selection, planning,
execution and reporting of projects by ca...
Central IT PPM
Program
ANNOUNCED THIS MORNING TO ~240 STAFF

IMPACT 2013
CIS PPM – Starting State
Siloed organization
Groups were very autonomous
Work was not prioritized consistently
Work was ow...
CIS PPM Methodology
Organizational Change Management
Project Review Board
Processes
Project Coordinators
Portfolio Manager...
What is a CIS Project?
Meets the definition of a Major Application
Involves work by more than one functional group
within ...
PPM Gates
Four Phases

IT Governance
Group Actors

Project Review Board

Gated at the Top

Start

Project Charter
(Start T...
Portfolio Ranking
Value

Risk Score

Urgency

5

Health, Safety and
Welfare

<116 Minimal Risk

University or System
CIO P...
Portfolio “Tool”

IMPACT 2013
Project Tracker “Tool”

IMPACT 2013
Initial Risk and Complexity
Assessment (IRACA) Tool

IMPACT 2013
PS Inspired
Project Status
PRB is our Governance within
central IT.

Proposed

PRB

Needs new money

Unknown

PRB

Groups ...
Introduction
Before PowerSteering
Acquisition/Initial Deployment
Present
Future
Lessons Learned

Lessons Learned

IMPACT 2...
Lessons Learned:
Crawl, Walk, Run
Get more implementation assistance
Simple
Deep
Slow
Train informally

IMPACT 2013
Questions?
Don Gilman, PE, PMP, ITIL-F
Project Management Consultant/Coach
TXAggiePM@outlook.com
http://www.linkedin.com/i...
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The Texas A&M IT Project Management Office: Balancing Governance & Agility

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The Information Technology Project Management Office at Texas A&M University (TAMU) contributes to managing IT projects within one of the largest systems of higher education in the nation. Educating more than 125,000 students each year with more than 28,000 faculty and staff, the A&M System has a physical presence in 250 of the state’s 254 counties.

In this insightful presentation,the presenter reveals how the IT PMO is helping improve IT governance for multiple groups across campus, while still maintaining the flexibility to accommodate the different ways each group likes to work. He will discuss challenges, best practices and lessons learned along the way, including how PowerSteering supports the PMO’s project management processes.

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The Texas A&M IT Project Management Office: Balancing Governance & Agility

  1. 1. A Big School in the Valley HOW POWERSTEERING ADAPTED TO AN OLD SCHOOL ORGANIZATION AND HOW IT IS POISED TO HELP IT LEAP FORWARD.
  2. 2. Outline Introduction Before PowerSteering Acquisition/Initial Deployment Present Future Lessons Learned IMPACT 2013
  3. 3. LAWYER’S SLIDE The following reflects the presenter’s observations, experiences, and assumptions. It does not represent the University’s policy, position, or plans in any way. This presentation is not an endorsement. IMPACT 2013
  4. 4. Introduction Before PowerSteering Acquisition/Initial Deployment Present Future Lessons Learned Introduction IMPACT 2013
  5. 5. The Place Texas A&M University is part of a 22 member System 90 miles from Austin and Houston Established 1876 Land, Sea and Space Grant designation 56,000 students 5,500 acre campus $700 million in research Rich in Tradition….. IMPACT 2013
  6. 6. A School of Tradition… IMPACT 2013
  7. 7. The Context New System Chancellor, System CIO Changes started almost immediately The Flagship is Texas A&M System level IT assessments by Deloitte & Touche Deloitte delivered 29 recommendations PPM was addressed in three of the 29 Several existing activities were lauded IMPACT 2013
  8. 8. Introduction Before PowerSteering Acquisition/Initial Deployment Present Future Lessons Learned Before PowerSteering IMPACT 2013
  9. 9. Pre-2011 Environment Deans and VPs hold the money and the power IT had consolidated into “super silos” “Central” IT exists Minimal governance Minimal PPM Methodologies IMPACT 2013
  10. 10. Pre-2011 People Status CompSci/Engineering <> IT effectiveness Estimated 30% of IT staff graduated from the school – in Engineering and Computer Science Longevity of 20-30 years is very common No mandated PPM training Minimal exposure to the commercial world IMPACT 2013
  11. 11. The Seeds of PPM TAMU IT PMO was created in 2010 Three other silos created PMOs These four formed the PPM pilot team Pilot team wrote the RFP PM Training was still minimal with < 10 PMPs at TAMU and maybe 10 more across the entire System IMPACT 2013
  12. 12. Introduction Before PowerSteering Acquisition/Initial Deployment Present Future Lessons Learned Acquisition/Initial Deployment IMPACT 2013
  13. 13. Key RFP Attributes Configurable at the group level Security to protect group information Cloud based, SaaS OpSec and AppSec approved by our CISO Data interfaces for time and costs Ability to roll up information at the Enterprise level Price IMPACT 2013
  14. 14. Pilot Groups International Ocean Discovery Program • Drills ocean cores around the world College of Veterinary Medicine • Largest research and teaching Veterinary school. Division of Student Affairs • Supports all aspects of student life except academics Project Management Office + IT Risk Management • Project Management education/tools + IT policy/risk management IMPACT 2013
  15. 15. Features Used During Pilot TURNED OFF TURNED ON Measures Custom fields, tags, metrics Budgeting Minimal reports Timesheets Scheduling* Resource Management Custom work templates Advanced Reports Group security Work trees by group Custom Permissions Non-Gated Projects Status Reporting IMPACT 2013
  16. 16. PPM Applications during Pilot Maintenance (not effective) IT Governance (success) Project planning (mixed) Portfolio tracking (success) Reporting (success) IMPACT 2013
  17. 17. Pilot Results Vet School – opted out IODP – opted out IT Risk Management & PMO - continued Division of Student Affairs - continued IMPACT 2013
  18. 18. Reboot Figured out that Crawl, Walk, Run was reality. Utilized PS Consulting services via WebEx (and recorded these for future playback). Received help from Miami University (Linda!) Realized that our distributed configuration was going to be a huge “Acme Rubber Band” and was going to cause this Coyote to snap back - hard IMPACT 2013
  19. 19. Introduction Before PowerSteering Acquisition/Initial Deployment Present Future Lessons Learned Present IMPACT 2013
  20. 20. Present Environment IT PMO conducts • • • • • three rounds of five day PM training per year executes an annual conference sponsors a PMP boot camp provides templates and PowerSteering Number of PM trained staff increasing by 50 people per year, number of PMP’s increasing by about 8 per year New System CIO is a big PPM supporter IMPACT 2013
  21. 21. Governance in our PS Instance Permissions Naming Conventions Re-use of CI assets Liaison Structure Licensing (Project Manager/Team Member) IMPACT 2013
  22. 22. PMO Location Future? Future? Present IMPACT 2013
  23. 23. Admin Support IMPACT 2013
  24. 24. CMDB IMPACT 2013
  25. 25. Features Online Nov 2013 Rolling Out Nov 2013 In Production Resource Management (Roles/Project) Measures Time Sheet Import Executive Review Metric Import Status Report Templates MS Project Import/Export Permissions rationalization Sub-Admin Import of Tags/Users Better use of Portfolios Visual Portals IMPACT 2013
  26. 26. PPM Applications IT Governance - Division of Student Affairs. Portfolio Tracking - Network and Information Security, Computing and Information Services, Galveston Campus* Almost Everything – Instructional Media Services, Provost’s IT Office* PPM – IT Risk Management and PMO IMPACT 2013
  27. 27. Present - SAMPLES IMPACT 2013
  28. 28. Division of Student Affairs (DSA) IMPACT 2013
  29. 29. DSA Request Portfolio IMPACT 2013
  30. 30. DSA Requests IMPACT 2013
  31. 31. DSA Request Metrics IMPACT 2013
  32. 32. Instructional Media Services (IMS) IMPACT 2013
  33. 33. IMS Portfolio IMPACT 2013
  34. 34. IMS Metrics and Measures IMPACT 2013
  35. 35. IMS Project Template IMPACT 2013
  36. 36. IMS Metric Detail IMPACT 2013
  37. 37. IMS Visual Portal IMPACT 2013
  38. 38. IMS Executive Review IMPACT 2013
  39. 39. PMO Project Status Snapshots IMPACT 2013
  40. 40. Introduction Before PowerSteering Acquisition/Initial Deployment Present Future Lessons Learned Future IMPACT 2013
  41. 41. Organizational Changes Driven by the consultants’ reports – the intention is to create improved efficiency through consolidation and cooperation Management is clear about transparency through IT Governance and PPM A key word being used is STEWARDSHIP Expected that our office will be moved “up” IMPACT 2013
  42. 42. Future – IMS Leads IMPACT 2013
  43. 43. Future PowerSteering Functionality Integration with time sheet, budget reports and MS project data will be essential More consistent permissions and customizations to allow scaling w/o massive babysitting Staging site All PMO features will be needed IMPACT 2013
  44. 44. Timesheet and Budget Functionality IMPACT 2013
  45. 45. Issues to be Resolved Mastering Resource Management Mastering Costing Gated vs Non-Gated projects System Dates on the top level displays GANTT reporting from within a project Import of basic projects from spreadsheets Scheduling (re reduce need for MS Project) IMPACT 2013
  46. 46. Future – Central IT PPM IMPACT 2013
  47. 47. Future System IT PPM needs: There is an identified need for selection, planning, execution and reporting of projects by category and budget across Texas A&M, if not the System itself. There is a need for consistent PPM methodologies to be applied across the System. IMPACT 2013
  48. 48. Central IT PPM Program ANNOUNCED THIS MORNING TO ~240 STAFF IMPACT 2013
  49. 49. CIS PPM – Starting State Siloed organization Groups were very autonomous Work was not prioritized consistently Work was owned by the subject matter experts within each silo IMPACT 2013
  50. 50. CIS PPM Methodology Organizational Change Management Project Review Board Processes Project Coordinators Portfolio Manager Portfolio Spreadsheet Project Tracker Spreadsheet IMPACT 2013
  51. 51. What is a CIS Project? Meets the definition of a Major Application Involves work by more than one functional group within central IT. Designated by Executive Director as a central IT project Selected by the Project Review Board IMPACT 2013
  52. 52. PPM Gates Four Phases IT Governance Group Actors Project Review Board Gated at the Top Start Project Charter (Start Tab) Initiate Gate Initiate With Changes Functional Group Manages Project No Does Project Meet CIS Project Definition? Yes Charter Approved? Room for Lean/Agile in the EMC No Built in Feedback Yes Terminate Project Plan (Group materials, Commo tab, other tabs) Submit/ Revise Plan Approved? Plan Manage Project Using CIS Project Management Methodology Plan Gate Yes E/M&C Project Status Report Continue Project? Monitor & Control Gate Failed or Complete Close Close Rejected Yes Project Closing Report, with Lessons Learned (Finish Tab) Close Gate Review by any of: VP APIT, Exec Director PMOT, or PRB IMPACT 2013
  53. 53. Portfolio Ranking Value Risk Score Urgency 5 Health, Safety and Welfare <116 Minimal Risk University or System CIO Priority 4 Teaching, Research and Outreach 117-162 Low Risk CIS Priority (Exec Director/ PRB) 3 Fiduciary 163 - 222 Medium Risk Group Priority 2 Mission Critical Infrastructure 223 - 254 High Risk PRB Important 1 Administrative Efficiency 255 - 300 CAREER AT Group Important RISK! IMPACT 2013
  54. 54. Portfolio “Tool” IMPACT 2013
  55. 55. Project Tracker “Tool” IMPACT 2013
  56. 56. Initial Risk and Complexity Assessment (IRACA) Tool IMPACT 2013
  57. 57. PS Inspired Project Status PRB is our Governance within central IT. Proposed PRB Needs new money Unknown PRB Groups are the functional groups, networking, servers, business, communications. While we can configure PowerSteering to handle our other fields, we wanted our tools to use the same status and transitions from day one. BSS Approved Chartered New Funds Approved Not Approved PRB PRB Planned Cancel PRB PRB Cancels Not Started PRB/Groups Groups PRB On Hold Groups On Track Delayed PRB Puts on Hold Groups Off Track Customer/ PRB Accepts PRB Completed Closed IMPACT 2013
  58. 58. Introduction Before PowerSteering Acquisition/Initial Deployment Present Future Lessons Learned Lessons Learned IMPACT 2013
  59. 59. Lessons Learned: Crawl, Walk, Run Get more implementation assistance Simple Deep Slow Train informally IMPACT 2013
  60. 60. Questions? Don Gilman, PE, PMP, ITIL-F Project Management Consultant/Coach TXAggiePM@outlook.com http://www.linkedin.com/in/TXAggieSE 979.229.1053 cell IMPACT 2013

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