The document discusses how NASA Ames Research Center OCIO developed a process to prioritize projects based on organizational goals. It leverages GAO best practices to select projects through screening, ranking, and determining phases. Projects are evaluated using a scorecard across criteria of cost, value, risk, and intangibles. This ensures the most important projects are identified and resources are allocated effectively. The prioritization process and scorecard methodology provide transparency and clarity on project priorities.

1. NASA Ames Research Center OCIOAligning project prioritization to the organizational roadmap Just How Important is Your Project? Vonnie Simonsen, PMPFebruary, 2011

2. Outline Abstract Dilemma NASA Ames Research Center (ARC) OCIO Project Challenges Addressing the Gaps Selection & Prioritization High-level Process Requirements Leveraging GAO Best Practices Selecting the Appropriate Projects Select Process Overview Prioritization Evaluation Scorecard 1

3. Abstract This presentation will discuss the development of the project prioritization approach, how it aligns to overall organizational goals and objectives, and the resulting benefits to the organization. It will also provide an overview of the governance structure. 2

4. Abstract The NASA Ames Research Center OCIO has developed and implemented an agnostic approach to prioritizing projects within the directorate The process allows for defining which projects are deemed most important by the organization and increases the effectiveness of work being accomplished that aligns to organizational and agency goals The visual representation of the project prioritization on the OCIO dashboard provides the entire organization a clear understanding of the efforts deemed most important by the senior leadership 3

5. Dilemma 4 According to the Government Accountability Office (GAO) Accounting and Information Management Division: “Poor investments, those that are inadequately justified or whose costs, risks, and benefits are poorly managed, can hinder and even restrict an organization’s performance.”1 1Assessing Risks and Returns: A Guide for Evaluating Federal Agencies’ IT Investment Decision-making, GAO/AIMD-10.1.13

7. Captured accurate estimates regarding scope, schedule, and cost early in the conceptual phase of lifecycle

8. Captured over taxation of resources

9. Discerned opportunity cost impacts across all proposed projects

10. Allocated the proper resources and capabilities to the right efforts

11. Ensured consistent and reliable results through objective, quantifiable criteria

13. Competing resources across several projects

15. Lack of consistent standards and messaging regarding importance of particular projects

16. Misallocation of resources to IT projects that did not best support mission and organizational needsIf everything is a priority then nothing is really a priority! 6

18. Major Directorate selection and prioritization requirement gaps were identified

19. Industry and Government best practices were evaluated

20. GAO high level concepts for prioritization guidelines were adopted

21. Prioritization Scorecard was developed7

22. Selection & Prioritization High-Level Process Requirements Major requirements to address gaps were identified for the selection and prioritization process: 8

24. Select – How do you know you have selected the best projects?

25. Project “on-boarding” process

26. Control – How are you ensuring that the projects will deliver the promised benefits?

27. PMO framework using 7120.7

28. Evaluate – Are the solutions delivering what you expected?

29. Project Completion Reviews (PCRs)9

37. Selection Process Alignment with PMO Framework At a Glance Business Need Refinement Business Need Qualification Proposal Acquisition, Development & Implementation Business Case Development Preliminary Design Selection Control Alignment to PMO Framework Initial Request Evaluation Phase A Concept Development Phase B Preliminary Design Phase C, D, E Final Design & Build Assembly, Integration, Test Deployment & Operations Evaluation KDP - C KDP - B OCIO Decision Pt OCIO Decision Pt Customer Decision Pt A B C 1 2 3 Rank Screen Determine “On-boarding” selection steps aligned to NASA ARC OCIO Project Management Office Framework 12

39. Organization/Strategic

41. Technical

42. Programmatic

44. Ops. & Maint.

45. Resources14 *Scorecard model adopted from the Value Measuring Methodology (VMM), CIO Council Best Practices Committee, October 2002

46. Evaluation Criteria Several approaches considered in devising suitable point values for each criteria Higher point values considered for proposed projects that indicate/show the following (by factor): Cost Realistic preliminary estimates for labor (FTE, WYE) and procurement (hardware/software) Sustainability to the overall organization via Operations & Maintenance (O&M) efficiencies Risk Low risk to the organization in the area of schedule, technical, programmatic, and security Availability and utilization of “in-house” resources Value (Benefit) Support a mission directorate, and/or align to OCIO strategic mission objectives Show a strong EA alignment 15

47. Prioritization Ranking Example Approved 16

48. PrioritizationEvaluation Scorecard 17

50. Organization/Strategic

51. Mission

52. Schedule

53. Technical

54. Programmatic

56. O&M (Operations & Maintenance)

57. Human Resources

60. O&M

62. Organization/Strategic

64. Technical

65. Programmatic

67. Makes smarter IT investment decisions

68. Prioritizes projects to better align resources to meet current and future project needs

69. Maintains a consistent set of standards and messaging around the importance of priority projects24 In Conclusion. . .