Recommended
Recommended
More Related Content
What's hot
What's hot (19)
Viewers also liked
Viewers also liked (17)
Similar to Building a Successful IT Portfolio Management Office from Scratch
Similar to Building a Successful IT Portfolio Management Office from Scratch (20)
Recently uploaded
Recently uploaded (20)
Building a Successful IT Portfolio Management Office from Scratch
- 1. Building an IT Portfolio & Project Management Office From Scratch
- 2. Introductions About University of Idaho Challenges Priorities Why PPMO and Why Now What Did It Take Building the PPMO Next Steps AGENDA
- 3. ABOUT UNIVERSITY OF IDAHO Faculty - 934 Staff - 1530 ITS Staff – 100 (incl. 35 TH) Founded 1889 Enrollment - 11,534 Campuses - 5
- 4. INITIAL CHALLENGES AT UI Gaps, inefficiencies and duplications in technology investments Rapid growth in technology projects Real and perceived project failures • Never ending projects • Failure to understand total cost of ownership Ad hoc prioritization Limited oversight Security and compliance concerns
- 5. UI PRIORITIES Gain alignment with University strategic direction Educate staff on portfolio and project management Gain better understanding of ITS Portfolio Develop consistency in project practices Increase collaboration across the University
- 6. WHY A PPMO? Easier and more beneficial way to make collaborative decisions Minimize risks Assist with ITS resource management Increase efficiencies within ITS and with stakeholders Provide the value of ITS to stakeholders – in terms that are important to them Ensure continued success with future project initiatives Reduced stress for ITS employees and customers
- 7. AND WHY NOW? • Opportunity – access to a PM • Solidify ITS as partner of choice • Assure project alignment with University strategic direction • Transparency of prioritization of University technology investments • Increase visibility in project status and key success factors • Increase project quality
- 8. WHAT DID IT TAKE? • Institutional commitment • Assigned a dedicated person • Understand your portfolio • Educate staff • Build the process and maintain consistency • Align projects with University strategic direction • Increase collaboration across the University Communicate Communicate Communicate
- 10. “PDSA Process" by Johannes Vietze - Own work. Licensed under Creative Commons Attribution-Share Alike 3.0 via Wikimedia Commons - http://commons.wikimedia.org/wiki/File:PDCA_Process.png#mediaviewer/File:PDCA_Process.png Dr. W. Edwards Deming BUILDING THE PPMO
- 11. SERVICES Keep it simple, build awareness, and grow. • Provide standards and templates for project success • Manage projects as staffing allows • Identify and help manage critical success factors, issues, and risks • Provide consultation on project management best practices • Assist in developing new or troubleshooting existing project plans • Perform regular high level project reviews Define your future!
- 12. START UP RESOURCES • Support • Executive support/oversight • Funding • Salary and operating costs for Sr. PM • Tools • In-house applications used for portfolio tracking and project status • Staffing • Minimal staff (1) to establish policies and practices • Measures • Minimal (portfolio related)
- 14. DEFINE WHAT IS IMPORTANT ITS Project A project is directed at achieving a specific/unique result, involves the coordinated undertaking of interrelated activities, has a limited duration (a beginning and an end), is unique, and involves risk. • The work effort has an ITS component • There is a determined beginning and end And • $ Amount of > $25,000 hard costs (not discounted w/projected savings) Or • >160 hours of work Or • Regulatory/Legal Compliance
- 15. DEFINE WHAT IS IMPORTANT Other Definitions Portfolio/Portfolio Management Project Management Oversight Processes Roles Scoring and Prioritization Levels of PPMO Engagement (High, Medium and Low)
- 16. STRUCTURE PPMO reports directly to CIO/VP Portfolio must be created in right way Minimize disruption (integration of existing processes) Maximize effectiveness (align w/current planning) Structure aligns with existing functions ITS takes ownership of leading technical delivery PPMO owns project management tools and processes Unit leaders cannot ignore their role and partnership with ITS Change is Mandatory, Disruption is Optional Innotas 2014 ProjectManagement.com
- 18. ACCOUNTABILITY • University focus not unit focus • Meaningful agreement to change the way the UI makes investments • Words backed by actions • Cultural change • University and personal goals tied to portfolio success • Accountability for delivery of success criteria • Remove stand alone project execution • Focus on benefits realization not deliverables
- 19. CHALLENGES • Inexperienced ITS project managers • Understanding of project management and it’s importance • Resistance • Change (latest trend) • Oversight • Accountability • Staffing - PPMO and projects • Funding PPMO • Appropriate Tools
- 20. MATURITY MODEL Processes are informal or not defined. Processes are defined, but not well adopted. Processes are defined, repeatable, and followed. Processes are aligned and performance is measured. Processes are optimized and continually improved. <15% 30% 45% 60% 75% 90% 100% Mastered In Progress Future
- 21. QUICK WINS • Visibility into current projects • Clear project scope definitions • Project prioritization • Successful projects
- 22. IMPROVEMENTS • More effective decision making • Enhanced Scoring – stronger risk based • Ability to say “here is how we can help you” • Improved picture of ITS investments
- 23. RESOURCES START UP • Support • Executive support/oversight • Funding • Minimal • Tools • In-house applications used for portfolio tracking and project status • Staffing • Minimal staff (1) to establish policies and practices • Measures • Minimal (portfolio related) FUTURE • Support • Presence at the President’s Cabinet • Funding • Meets needs of the roadmap • Tools • Automated tool for portfolio tracking, project status & resource management • Staffing • 1-2 additional staff to dedicate as PM’s • Measures • Quality Measures (portfolio & project)
- 24. NEXT STEPS • Improve Tools • Automated Solution for Portfolio Management • Resource Allocation/Management • Project Budget Management • PPMO Staff Augmentation • Increase Visibility of Successes
- 25. I DON’T KNOW HOW MANY TIMES I’VE SAID… You need a defined scope because…! It is important to identify your work breakdown and set your schedule because…! Slow down, the process covers that, just not right now. Please trust the process!
- 26. Jane Cox, Portfolio & Project Management Office Ofc: 208-885-7233 Cell: 208-874-3734 jmcox@uidaho.edu Dan Ewart, CIO/VP Infrastructure Ofc: 208-885-2271 dewart@uidaho.edu Address: Administration Bldg / 875 Perimeter Drive MS 3155 Moscow ID 83844-3155 CONTACTS
Editor's Notes
- Land Grant University Temporary Help – mostly students
- Units doing their thing. Needed to have better handle on rapid growth in tech projects Lack of planning resulted in perception of ITS failures Mindset that the “first come first served” or the “squeaky wheel gets the grease” which causes staff to be spread too thin. Everything considered a priority which results in lack of quality and timeliness of projects. ITS “putting out fires” – reactive mode Increased probability of security and/or compliance issues
- Teams did what was best for their team, New President, working on new strategic direction. Units work to resolve their problems –and not sure it is the right investment for the University as a whole Select few practicing small portion of PM – viewed as overhead and no time to do it **The right people weren’t at the table early enough in the process. Some areas building timelines but not including others until last minute. ITS felt this pain. ITS brought into projects at last minute. Always in fire-fighting mode
- RIGHT people RIGHT Information RIGHT Decisions ID & Plan mitigation of risks Efficiencies: communication (scope) understanding of best solution Value: Meeting units’ requirements, Stress: Very clear what is to be worked Easier way to say “here’s how we can help you and when”
- Started in June, 2014 (-4 months leave) CIO had defined need and there was a person to fill it ITS viewed as being in the way – not the partner of choice Workload transparency through scoring/ranking– better response to the University’s needs VP/CIO just added to the President’s Cabinet and needed a clear way to speak at the executive level about priorities, successes, and challenges Define scope, timeline and budget to increased quality
- Gain executive level support (CIO/VP Infrastructure) – clear vision Support consistency with flexibility serve to encourage consistency of message a resource when someone unavailable to speak to a point becomes a tangible representation of UI objectives Help units/stakeholders partner with the right people roles and responsibilities Build resources to make the process as easy and transparent as possible Engaging – focus on accessibility (people, status, deliverables) Inclusive – encourage identity and community (stakeholders)
- Created PPMO – w/a dedicated person - methods, processes, tools Roadmap – keep it simply and roll out slow Resources – Educause, collaboration group, study from other institutes, templates and processes from my experience, other peers in industry Methods - roles, processes, procedures, templates, best practices, standards, guidelines, etc. Test on Projects
- Deming’s Continuous improvement cycle Roll backwards sometimes Get stuck – trust the process Solidify our position (repeatable processes) and move forward
- Should be a gradual approach that accomplishes goals
- Exec. Support – critical to success - CIO having same role as VP In house tools - MSExcel and MSWord, MSProject, etc. 1 person shop on startup
- Value Chain Close of each circle realizes a value
- Create your own What makes sense? Then able to build portfolio
- Point out Engagement (how it ties to scoring and ranking)
- Reporting structure key to success
- Continuous improvement ongoing We have a detailed Process Flow available.
- UI focus not unit focus - ongoing challenge – addressed through prioritization and executive communications Communication - Prioritization process is backbone to say “here is what we are working on” Requirement of a Charter and WBS – required before ITS will prioritize projects CIO direct follow up on projects
- Inexperience – people who are good at what they do asked to do things outside of their knowledge, skills, and abilities Project Management viewed as bureaucratic busy work – ivory tower perception Mentality that “we are good and don’t need fixing”. Lack of staff, funds, tools – is a challenge but it forced us to move in baby steps – long term benefit of buy-in Can’t just define, lay them out there and have them work – CIO calls project managers to comment or ask questions on status
- In about 12 months 1. Admit 2. Communicate 3. Govern 4. Manage Optimize Grow to meet needs of University (move up maturity levels) President’s Cabinet – discussing projects at the University level.
- Admissions CRM Project (June-Oct 2015) Vendor issues no progress; go live communicated as September PM oversight PM practice applied - go live mid-April 2016 Scope and schedule – key factors TSU Project RFP multiple years in churn (completed in 9 mos. w/ demos & onsite prototyping) PM Oversight Pilot and rollout accomplished in 4 months Visibility of importance of PM oversight and methods - stand-still 4 months (inexperienced PM substituting); Scope and schedule – key factors
- Accountability – CIO follow up with e-mail/phone calls on project status
- Staff and tools to effectively manage Improve Quality– Business Analysis, Testing, SDLC Measure/report on effectiveness
- Establish Resource Mgmt Plan Grow our PM Team Grow awareness and specialty focus on BA/Testing Ultimately have a presence at President’s Cabinet
- Quote from movie Moneyball “It’s a process. It’s a process. IT’S A PROCESS”