City of HopeCity of Hope is a leading research, treatment and education center forcancer, diabetes and other life-threatening diseases.Designated as a comprehensive cancer center, the highest honor bestowedby the National Cancer Institute, and a founding member of the NationalComprehensive Cancer Network, City of Hopes research and treatmentprotocols advance care throughout the nation.City of Hope is located in Duarte, Calif., just northeast of Los Angeles, andis ranked as one of "Americas Best Hospitals" in cancer by U.S.News &World Report. Founded in 1913, City of Hope is a pioneer in the fields ofbone marrow transplantation and genetics.
Volantic, Inc.Volantic specialize in the technology and delivery of the Oracle BusinessApplications and solutions.Founded in 2006 Volantic works with clients, partners and Oracle to deliverworld-class solutions.Volantic was created to provide corporate customers with the highestquality Technology Management Solutions.Our focus is on designing and managing the corporate informationinfrastructure, providing measurable reporting, improved processes andcreating repeatable procedure controls.
Abhijit Patel, Director PMOAbhijit is the Director of PMO at City of Hope. Abhijit has extensive end-to-end experiencefor project organization strategy, conceptualizing and executing PMO from ground up,project/portfolio prioritization, demand based resource capacity modeling, user experienceand design.Possesses over 18 years of progressive portfolio management experience within ITindustries of Healthcare, Pharmaceuticals, Media/Events, e-Commerce and Gem/Jewelry.Abhijit’s experience includes:Enterprise Governance, risk/value evaluation, portfolio tracking, project life cyclemanagementFull software development life cycle (SDLC) in-line with the 9 areas of project managementSoftware Development projects with off-site & off-shoreMulti-tier Web-based & Business automation apps Information architecture, Web designnavigation, UI wire frames, usability analysis & reportingStrategic market research, competitive landscape, requirements & use-case drivenspecifications
Troy WyattTroy Wyatt is responsible for leveraging advanced technology, architecturedesign, and driving the future of Volantic’s products and services.Troy has over 18 years experience in the Information Technology Industry.His experience includes project management, process design andimplementation, methodology, network infrastructure, senior management,budgeting and business analysis.Having spent the major portion of his career working for large technologycompanies such as Western Digital, ICL, Thomas Brothers Maps, RicohElectronics and Lantronix, Troy also has 15 years of consulting experience in theHealthcare, Utilities, Manufacturing, Banking and Entertainment industries, with afocus on Analytics, Project Management and Process re-engineering.Troy has launched two start-up companies in the Management Consultingservices and online Collaboration industries and later founded Volantic asuccessful boutique consulting practice focused on providing strategic consulting,operational, management and implementation services necessary for high growthcompanies to accelerate Oracle application implementation strategies.
Session Agenda• Oracle EPPM Tool Selection– How to Choose?• The City of Hope EPPM Implementation• The “Value Matrix” of the COH Portfolio• The Road Map to Success• Lessons Learned: Primavera P6, OPPM, P6 Analytics• Conclusion• Q&A Session
Selecting the tools for Enterprise Project Portfolio Management
The Tools SelectedEnterprise Communication and Reporting - P6 AnalyticsProject Risk Reduction – P6 R8.2/Portfolio/P6 AnalyticsStrategic Alignment of the Right People with the Right Value – P6 AnalyticsDriving Repeatable Success – P6 R8.2Process Management and Alignment - PortfolioThe Process of Prioritizing the Enterprise - Portfolio
The City of Hope ImplementationTrainingProcessAlignmentChangeManagementImplementationSelectionEnterpriseReadinessMaturityLevelGovernance
1. Priorities will align, enable and help define organization’s overall strategy. This alignmentwill be achieved through a formal, process that will prioritize IS&T’s project portfolio andinvestment strategy2. All IS&T teams will support our shared success by helping one another, promotingcollaboration, compliance, and sharing of knowledge and data; All IS&T assets, including staffand data, are organizational assets and should be shared, deployed and enhanced3. IS&T will follow best practices and standards to manage information systems and technology4. IS&T will leverage commercially viable solutions when available for efficiency and economy;Our rule of thumb for system acquisition is: “Reuse before we buy, buy before we build”. We willengage industry / academic alliances to access innovations and available infrastructure5. IS&T’s program management approach and technology solutions will aim at managing andmitigating risks and achieving predictable outcomes6. We will manage data as a shared asset and adopt data standard guidelines as a means toenhance our production of intellectual property and to take advantage of the collaboration andconvergence between its business units and partner institutions7. IS&T initiatives will have defined and measureable objectives, which will include: level ofcontribution to the business goals, operational effectiveness, and strategic alignmentGuiding Principles
IS&T PMO Mission StatementEnable prioritization and tracking of City ofHope’s investment in the IS&T portfolio (PPM)project portfoliomanagement systemPDM: Leverage industry-recognized bestpractices and approaches to managing projectsproject managementmethodologyPDM: Establish & train on standardized toolsand templates for managing projectsproject managementtoolkitSupport and advance organization vision and strategic goals by deploying a harmonized projectmanagement lifecycle across all IS&T service providersCentralized intake to analyzerequests/concepts that will follow process forapproval, prioritization for all IS&T initiativesIS&T GovernanceProcess
The IS&T Governance structure ensures that the information systems andtechnology needs of each operational area are supportedChair:SunitiPonksheRogerDavisChair:NaveenRajaChair:RichardJoveChair:AdamBailisChair:GaryConnerChair:PaulBlodgettExecutive TeamStrategicProgramOfficeResearchIS&TCouncilIS&T Program Management OfficeDevelop.(PER)IS&TCouncilIS&T Steering CommitteeBusinessSupportServicesIS&TCouncilInfo. TechIS&TCouncilClinicalIS&TCouncil
Step Activity Input Output• Project Sponsor completes Project Request Form (PRF)ProjectInformationProjectRequest Form• IS&T PMO gathers resource information and reviews internalresource availability• IS&T PMO determines project type / approval pathProjectRequest FormApproval PathA – Strategic, B - Tactical, C - Routine• Project Sponsor presents project information• Domain Council discusses and approves, denies, or defersProjectRequest FormDomainCouncilApproval• Project Sponsor presents project request to IS&T SC• IS&T SC determines conceptual approval statusProjectRequest FormConceptualApproval• Project Sponsor completes Project Charter and FinancialBusiness Case*• IS&T SC determines approval status and recommends toExecutive Team for Final Approval• Board must approve projects ≥ $1.5MProjectCharterand/orFinancialBusinessCase*Final ApprovalIS&T Project Approval – A day in the life of a Project RequestProjectRequestIS&T PMOReviewDomainCouncilApprovalConceptualApprovalFinal ApprovalIntakeApprovalA B C
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