Enabling Program Governance Via Workfront
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Functioning as a sequel to the 2016 Leap breakout “Enabling Program Governance via Workfront,” this year’s session will revisit project reporting using the PEAT method (Prioritization, Escalation, Accountability, and Transparency) as well as focus on how to mature your PMO from a project- to portfolio-level organization. This includes leveraging Workfront’s Program and Portfolio features and introducing the concept of “Portfolio Champions.”
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Enabling Program Governance Via Workfront
- 2. Business Scott Shippy Sr. Director PMO, ViaSat, Inc Enabling Program Governance via Workfront
- 3. Introduction
- 4. • PMO Sr. Director for ViaSat, Inc. • ViaSat delivers affordable two-way broadband Internet access via satellite across the world, including: JetBlue Airlines, United, Virgin America, EutelSat, and Canada’s Xplornet, among others • Prior project / PMO work: Convergys, Adobe, Rogers Cable, Time Warner Cable, Virgin Media, Comcast, COX, Suddenlink • MBA from the University of Colorado • Born in Ojai, California / Currently residing in Denver, Colorado • Book Published: The Last 20%: Perfecting Project Management in an Imperfect World Scott Shippy Speaker Background
- 5. “Where am I and why am I in this handbasket?”
- 6. Parable of the Wet Monkey How Governance Is Established…
- 7. What is asked for: Governance
- 8. Perception of what is provided! Governance
- 9. Digging Out With Your Program Governance Shovel
- 10. Step #1 To Governance: Assess and Refine Processes
- 11. End Result: Paperwork Monster! We created strong processes that took exponentially longer to govern.
- 12. Before Workfront My Story Prep for Scrum of Scrum (3 hours) Business Stakeholder Meeting (.5 hours) Weekly Status (6 hours) Project Financials (5 hours) Exec. Prioritization Review (8 hours) Prep for Estimation (4 hours) 10.5 hours for Project Work
- 13. 24.5 hours for Project Work Prep for Scrum of Scrum (0.5 hours) Business Stakeholder Meeting (2.5 hours) Weekly Status (1 hour) Project Financials (1 hour) Exec. Prioritization Review (1.5 hours) After Workfront My Story Prep for Estimation (0.5 hours)
- 14. Step #2 To Governance: Tools and Rules
- 15. Determine a vision for Adopt the rule: “No request is a real request until it is in Workfront.” Set the expectation that PMs will live and breath Workfront. Change the mindset to: “If you can’t do it in Workfront, then figure out how to do it in Workfront.” Step #3To Governance: Establish some basic tenets for the PMO
- 16. Monday • Scrum of Scrums Tuesday • Business Scrum Wednesday • Day of Rest – 1 day without goals Thursday • Executive Prioritization Review Prep • Weekly Governance Prep • Rehearse Friday • Weekly Governance • Executive Prioritization Review Step #4 To Governance Know thy week! PREDICTABILITY IS KEY
- 17. Step #5 To Governance Find, or become, a Reporting Demigod 1. Know what reports you have. 2. Know how to create reports and Dashboards. 3. Leverage Custom Forms and Workfront’s ability to attach multiple forms to a program. 4. If you cannot create a report, call Workfront! 5. Have FUN with reporting.
- 18. Or Try a Metaphor. Use a bat when maybe a shovel is not enough!
- 19. Step #6 to Governance - PEAT™ The goal of governance is to drive and support: P = Prioritization E = Escalation A = Accountability T = Transparency
- 20. TIPs on PEAT™ Governance is not 1 meeting or email 1. Governance comes in small doses throughout the week. 2. Try to separate Prioritization and Escalation from Accountability and Transparency. 3. Have a small Executive sponsor groups drive Prioritization and Escalation. 4. Use the greater team (e.g. Weekly PMO meeting) to drive Accountability and Transparency.
- 21. Step #7 to Governance Prioritization: 1.Starts with a list! (e.g. ViaBall) 2.Requires executive “buy-in” 3.Establish prioritization rules 4.Includes executive accountability 5.Finally, publish the priorities
- 22. Let’s Play “ViaBall” Prioritization and Escalation Starting Lineup On-Deck Showers Disabled List (DL) Farm Team
- 23. Portfolio Engagement Flow (AKA “The Champion Process”) Initial Request BUS Champion Review (Pre-EPR #1) •Business Case Review & Update EPR #1 Estimation Champion 2nd Review (Pre-EPR #2) • Review the estimate before EPR #2 • Prioritization Recommendation EPR #2 The “Champions” are members of the business, not the PMO nor the Executive level. Their job is to get projects to 1st base and drive them home. EPR = Executive Priority Review
- 24. Rules of ViaBall ViaBall rosters are limited for salary cap reasons (aka capacity), therefore: – There are the STARTING LINEUP players. These are the projects that are being worked. – Then there is the ON-DECK CIRCLE list projects These are approved to be worked, but they have not entered the game. They are warming up by lightly working on their requirements. – Projects move from ON-DECK to a STARTING LINEUP position as roster space is freed up above them, or their talent (aka business case) improves. – SHOWERS status represents projects that are wrapping-up, which have limited impacts on staffing. – The DL (Disabled List): These are projects that cannot be placed on the field yet due higher priority projects. – Projects move from DL to ON-DECK as roster space is freed up above them. – Farm Team are projects that have not made it past their initial Executive Approval yet.
- 25. ViaBall Current Programs Current “Starting Lineup” Programs are those with work activities currently underway. These are the projects on the field. • Build a Tree Fort • Butterfly Condos • Pet Insurance New Product Alpha • Monthly Promotions • Rebranding FlyButter Condos to ButterFly Condos Current Core Business • Home Install Kits • WiFi SelfCare iOS App • NPS Score Improvements Project 10 • Credit Card Tokenization • Master Card Security Mandate Payment Systems • Phase #1 - Rules Pricing • Phase #2 – CPQ Build-A-Plan • Mexico • Canada New Distribution Channels
- 26. On-Deck Programs are those programs that are next in line to “bat” (ready to start) when resources and/or requirements are available. • Recycling Program Current Core Business • Self-Care Portal • IVR to Android Integration • Communicating Promotions to Customers CRM • VISA Security Mandate • Accept Amazon Payments Payment Systems • Phase #4 – B2C • Phase #3 – B2B Build-A-Plan • EMEA • ASIAPAC New Distribution On-Deck Circle Programs
- 27. ViaBall VB Rank Name Release PM Budgeted Cost Status ViaBall Notes 1 Sales Project #4 2016-04-Apr Marilyn Monroe $204,180 Current Note #1 2 Sales Project #5 2016-04-Apr Abraham Lincoln $316,859 Current Note #2 3 Sales Project #6 2016-04-Apr Mother Teresa $497,660 Current Note #3 4 Sales Project #7 2016-03-Mar John F. Kennedy $6,640 Current Note #4 5 Sales Project #8 2016-11-Nov ? Martin Luther King $874,434 Current Note #5 … … … … … … … 20 Sales Project #23 2016-03-Mar ? Queen Elizabeth II $32,248 Current Note #20 21 Sales Project #24 2016-04-Apr ? Queen Victoria $53,020 Current Notes… … … … … … … … 26 Sales Project #29 TBD Louis Pasteur $163,560 Planning Notes… Sales Project #1 2016-02-Feb Marilyn Monroe $131,990 Current … Sales Project #3 2016-03-Mar Mother Teresa $13,280 Current … Sales Project #40 TBD Nelson Mandela $7,470 On Hold … Sales Project #41 TBD Winston Churchill $23,177 On Hold … Sales Project #42 TBD Bill Gates $2,158 On Hold … Sales Project #43 2016-03-Mar Margaret Thatcher $59,412 EPR #1 …. Sales Project #44 TBD Charles de Gaulle $0 EPR#1 …. VB Position: 10 - TOP 20 (30) VB Position: 20 - On Deck Circle (6) VB Position: 25 - Showers (7) VB Position: 30 - DL (12) VB Position: 40 - Farm Team (39)
- 28. Step #8 to Governance Small escalations reduce surprises 1.Keep the escalation table small. 2.No surprises! 3.Use the Weekly Status Report. 4.Leverage Workfront Risk Management as an early warning system.
- 29. Workfront Governance Reports TWO simple rules: 1.Workfront WILL contain all the information you need for an Executive Report. 2.Workfront does not have to be the ONLY tool to meet your needs.
- 30. “If you build it, he (They) will come” (Field of Dreams) (Demonstration)
- 31. Step #9 to Governance The Weekly Status Report Provides: 1. Visibility / Transparency into the Program / Project organization 2. Accountability to those doing and supporting project work 3. Removes excuses: “I did not know we were doing this project.”
- 32. Creating a Weekly Governance Report Design what you want 1. Decide the format of the report: 1. MS Word 2. MS PowerPoint 3. Other Presentation Tool 2. Decide what information you want to communicate in the report.
- 33. George Washington (Exec) (PM) To implement a payment processing system to ensure the highest level possible of customers payment information during transnational processes. Uncle Sam Program Goal Payment SystemWeekly Status Overall system design has been completed. Potential of a new recycling program, that will require developer assistance, could put the schedule at risk due to resource availability. ($300,000) Spent To Date (ACWP) Remaining To Spend (BCWS) Est @ Complete (EAC) Variance Original BudgetBudget (BAC) Project Name PM Deploy ViaBall Scope Schedule Cost 149065 - Move Credit Card Tokenization & CC Authorization to PS Hall 03/31/17 Current 133967 - New MasterCard mandate – accept new cards with a “2” Hall 05/30/17 Current VPS - Backoffice Swing to for Non-ACH Payment Processing TBD June ’17 Farm Team VPS – Payment Processing Migration f TBD Sept ’17 Farm Team $1,200,000 $500,000 $400,000 $900,000 $1,000,000
- 34. <NAME> (Exec) (PM) Brief Program Goal Statement <NAME> Program Goal PROJECT NAME Weekly Status Last week we accomplished: 1.) 2.) 3.) Next week we plan to: 1.) 2.) Schedule (RED) due to….. Key Milestones Dashboard Project Budget Scope = Schedule = Cost = Resources = Quality = $204,180 $11,030 $193,140 $204,170 ($10) Spent To Date (ACWP) Remaining To Spend (BCWS) Est @ Complete (EAC) Variance DATE – Milestone description DATE – Milestone description DATE – Milestone description DATE – Milestone description DATE – Milestone description Original Budget = $204,180 Project Justification <Short Justification Statement>Budget
- 35. Creating a Weekly Governance Report Workfront forms & custom forms 1. Identify each element of the report in Workfront. 2. Add custom form information where needed. 3. Create a Dashboard for the PMs to enter their Weekly Status Report information
- 37. Creating a Weekly Governance Report Create a master export report in Workfront 1. Create a report that has 1 row of information for every field in your report. 2. Set a filter 1. Use your prioritization categories (e.g. Top 20 & Current) 2. Add exceptions to the filter to force other programs into the WSR
- 38. Example of Export Report GovernanceTopicOrder GovernanceGrouping Suppress Budget Name Executive Sponsor/Owner PM ProgramGoal WeeklyStatus KeyMilestones Governance Requests Schedule Cost Scope Resources Quality BAC ACWP BCWS EAC Variance BudgetAlert OriginalBudget JUST-CAT JUST-SHORT 02 20-Plans&Promos NO 4thofJulyBlowOutSale GeorgeWashington JohnAdams DevelopandimplementPlan Refreshesforafullnationwide deploymentwhenthefireworks end. Requirementselicitationanddevelopmentin progressandduetocompletenextweek. NextWeek Beginsystemsanalysisanddesign. SCHEDULE(YELLOW)- Issue=Anewboatforthe Potomacisrequiredforlaunch.Dateatriskdue tolackofwood. 3/1/16=KickOffMeeting 4/1/16=RequirementsComplete 5/1/16=PrimaryPlanningDone 6/1/16=ProjectPlanDone 7/1/16=StartImplementation 8/1/16=FinishImplementation 9/1/16=ProjectComplete YELLOW GREEN GREEN GREEN GREEN $138,176 $2,567 $80,572 $83,139 -$55,037 GREEN $138,716 CustomerExperience/ Relationship Fireworksmakepeoplehappyand happypeoplecometoevents.
- 39. Creating a Weekly Governance Report • Create a Master Report template • Develop 1 template for all slides / pages for your report
- 40. Creating a Weekly Governance Report Generate the report 1. Export your Workfront WSR file 2. Mail Merge into your WSR Governance Template 3. Review and do a Sanity Check 4. DONE!
- 42. Step #10 to Governance Just do it! 1.Start small. 2.Grow. 3.Add 1 element a week. 4.You will get plenty of coaching on what to add next!
- 43. Questions?
Editor's Notes
- Quick introduction of myself (less than 60 seconds) to set credentials
- Corporate Monkey Business The Monkey Story Start with a cage containing five monkeys. Inside the cage, hang a banana on a string and place a set of stairs under it. At some point a monkey will go to the stairs and start to climb towards the banana. As soon as the monkey touches the stairs, spray all of the monkeys in the cage with cold water. Eventually, another monkey will make an attempt with the same results, which is spraying the remaining monkey's with cold water. Pretty soon, when another monkey tries to climb the stairs, the other monkeys will try to prevent it. Next, turn off the cold water. Remove one monkey from the cage and replace it with a new one. The new monkey will see the banana and want to climb the stairs. To his surprise and horror, all of the other monkeys attack him. After another attempt and attack, he knows that if he tries to climb the stairs, he will be assaulted. Next, remove another of the original five monkeys and replace it with a new one. The newcomer goes to the stairs and is attacked. The previous newcomer takes part in the punishment with enthusiasm. Again, replace a third original monkey with a new one. The new one makes it to the stairs and is attacked as well. Two of the four monkeys that beat him have no idea why they were not permitted to climb the stairs, or why they are participating in the beating of the newest monkey. After replacing the fourth and fifth original monkeys, all the monkeys that have been sprayed with cold water have been replaced. Nevertheless, no monkey ever again approaches the stairs. Why not? Because as far as they know that's the way it's always been around here. And that's how corporate governance is established... This has got to be one of my favorite parables because it drives home a point that all too often we just do what we have been doing because it was always done that way.
- Our leaders and customers want it all. They want the Taj Mahal of Governance Reports. Ever week we get a steady progression of Wants and Desires from Governance…. - Status - Earned Value - Why are we doing thing? - When will we be done? - What are our risks and issues? - When you we be done? - What is the schedule? - When will YOU be done? - What do you need? - Why are YOU not done! - What do you need from us? - You AREN’T DONE YET?
- With so many demands, we think we are giving the Taj Mahal of Governance, but we are perceived in Project / Program Management as ignoring the key points and thus we walk out feeling like we have only provided a weather beaten, falling down log cabin.
- In our journey to “get better at what we did” we added lots of processes over 3 years. 1.) Improved our use of JIRA for ticketing with regular culling of our backlog 2.) Stood up a SharePoint site for common intake of project requests and tracking 3.) Attained a CMMI Level 3 rating 4.) Engaged Corporate to audit our processes quarterly 5.) Hosted weekly peer reviews 6.) Implemented more training 7.) And had LOTS of meetings
- While we achieved new levels of repeatable best practices and stronger results, we also created an unsustainable governance program.
- Before moving to WorkFront I personally suffered from the “Governance Blues.” I spent more time tactically preparing for Governance Reporting than actually spending time managing and supporting projects.
- After WorkFront I still needed to spend time on Governance and Program Mgmt, but I now spend more time in the meetings than preparing for them, and I have more time to do real project and program work.
- We quickly realized we needed a better tool. But after implementing WorkFront, and other tools at other companies, I knew that the tool would not be enough. We needed a few basic rules, or tenets, around our use of any tool.
- Establish a vision for Governance. - What will governance look like? - When and how often do we do governance? - What is the goal of governance? Status? Escalation? Justification? No request is real until it is WorkFront. - No hallway requests - No email requests - No meeting action items requests for a program PM’s will live and breath WorkFront. - Love it or leave! If you can’t do it in WorkFront, then figure out how to do it in WorkFront. - No more Excel - Have WF run your reports and notifications
- Step #5’s objective is to set a goal, that being….everything we do leads to results and the end of every week leads to Governance. Now, you may have governance on a Tuesday, or a Wednesday, that’s fine. The key is to define you week, whether it is: Monday to Friday Thursday to Wednesday Tuesday to Monday Get in a habit that each day of the week you do a “bit” in preparation for governance. Plan the week. Know what you are going to do on a regular and weekly basis Stick to your plan. You will be surprised that within 3-4 weeks, you will have established a new cadence. Here is our plan
- WorkFront should have virtually all of the data you need. If it doesn’t, add it. <Read from slide>
- Governance will never give everyone everything they want. If we did, we would have Governance meetings that last longer than the projects we are trying to manage. As PMO leaders we need to lead the way and drive Governance to 4 tenants. So how do we do this? And How do we do this in an organized fashion that leaves us time to get Project work done.
- <Read from slide>
- Prioritization starts with a list. Work on the mantra in your organization: If your request is not on the List, you do not have a request No hallway requests No email requests No “hey buddy, can you slip in” requests This applies to Executives as well. If your Executive sponsors do not buy into your vision of PEAT – Lists – Prioritization, I hate to tell you, you do not have Executive Governance. Establish prioritization rules 1.) They do not have to be hard (look at ViaBall) 2.) They need to be in writing 3.) Rules need to be communicated to the organization, not just the Executives Accountability starts at prioritization 1.) If a decision is made, the person who makes the decision needs to own that they made it. “Your project was accepted by Jim.” Or…”your project was rejected by Emily.” 2.) Remove from the discussion words that defect accountability, such as: Can’t Have to I am required to Need to is OK Publish the list of priorities: 1.) Immediately (same day) 2.) Often (Post it – send out at least weekly) 3.) Slide #1 of every Governance report
- At ViaSat, we invented a prioritization communication plan based on Baseball
- Effective PMO’s need leaders outside of their organization to aid in moving requests through the queue. The PMO is designed to support project request, but should never be thought of as the “roadblock” to projects making the “Starting Line-Up.”
- <Read from slide>
- <Talk through the format>
- WorkFront can help reduce surprises: 1.) Keep the table small and make sure at least 1 Exec at the table is aware of the escalation, especially if it is towards their group. 2.) Escalation starts without surprises. If you are going to escalate on a person or a group, let them know ahead of time. 3.) Use the Weekly Status Report to slowely turn up the heat on escalating situations (see Step #13) 4.) Leverage WorkFront’s Risk Management capabilities
- I know the 2nd point seems to contradict a previous rule I mentioned that when you can’t do the work in WorkFront, then find a way to do the work in WorkFront. Let’s be honest, there is rarely a single tool that can do the whole job. Same with WorkFront. They key is to have WorkFront store all of the data you need. The rest is just simple Mail Merge to the tools you want.
- Over the last 30+ years I have heard Project Managers say: “Why do I have to do a weekly status report….no one reads it.” My answer has always been: Yes – there is 1 person who does, and they are the most important person. YOU Regardless if anyone reads the WSR or not, it is imperative that PM’s think through the scope, schedule, cost, at an Executive communication level, at least once a week. When I hear that there is no time for WSR’s, then I say “make time – this is a fundamental aspect of your chosen career.”
- <Read from slide>
- Here is an example of what we use in my PMO for a Weekly Status Report. It shows: What are we doing When are we doing it How much it costs Where are we now
- <Read from slide>
- Using a combination of a: 1.) Custom form 2.) Simple report with all needed fields 3.) Putting the simple form in to a 1 element dashboard 4.) Adding the dashboard to the Custom Tabs You have an easy entry system for Weekly Status Reports in WorkFront
- <Read from slide>
- At this point I will switch over to show the MS Excel spread
- <At this point, run through a demonstration of how the MS PPT governance slide deck is generated. I will have downloaded all of the data needed so this can be run off-line>
- Example of a WorkFront Generated WSR (Note: I will show this AFTER I have done an off-line demo in front of the audience using my laptop)