The document discusses establishing a Project Control Office (PCO) to provide project management practices and oversight. It outlines the changing role of IT from support to strategic enabler of business transformation. A PCO's responsibilities include managing project plans, budgets, schedules and issues. Examples of tools include status reports, scorecards and a master project plan template. Establishing a PCO can help projects complete within 5% of budget and schedule compared to 10-50% over without one. The ROI comes from identifying issues earlier to minimize impacts. Next steps to create an effective PCO include buy-in, dedicated resources, and tools.
What Does Agile Mean to the Modern PMOMike Otranto
Given that digital business require Agile PPM (bimodal IT), PMO leaders are challenged to adapt governance processes to cover new, agile Mode 2 efforts that are not from the same mold as “traditional” project management structures. The requirement of successfully delivering projects using multiple delivery approaches side-by-side is not just a possibility, it is a high probability.
How has Agile PPM (bimodal IT) impacted the PMO?
How are Agile PPM (bimodal IT) application projects different than traditional projects?
How should project management methods, strategies and techniques change to support digital PMO in bimodal IT organizations?
A Project Management Office, abbreviated to PMO, is a group or department ... base project management principles on industry-standard methodologies. Daniel outlines best practices for a larger project team.
CAPM exam preparation developed for self learning.
Plz don't mind some logo and strikethrough.. they were meant to create fun for myself.
You may join the course from Udemy as I take and enjoy the class from there.
With discount it was only $11.
Mr.Joseph Phillips
https://www.udemy.com/share/101WE2AkcZd15VRn4=/
Altus Alliance 2016 - Project Success Begins with ManagementSparkrock
Presentation by Laura Petrisor and Mashal on February 4th, 2016.
View this presentation to learn how Project Management can help make your projects more successful and learn some very interesting project management facts and myths that might surprise you.
What Does Agile Mean to the Modern PMOMike Otranto
Given that digital business require Agile PPM (bimodal IT), PMO leaders are challenged to adapt governance processes to cover new, agile Mode 2 efforts that are not from the same mold as “traditional” project management structures. The requirement of successfully delivering projects using multiple delivery approaches side-by-side is not just a possibility, it is a high probability.
How has Agile PPM (bimodal IT) impacted the PMO?
How are Agile PPM (bimodal IT) application projects different than traditional projects?
How should project management methods, strategies and techniques change to support digital PMO in bimodal IT organizations?
A Project Management Office, abbreviated to PMO, is a group or department ... base project management principles on industry-standard methodologies. Daniel outlines best practices for a larger project team.
CAPM exam preparation developed for self learning.
Plz don't mind some logo and strikethrough.. they were meant to create fun for myself.
You may join the course from Udemy as I take and enjoy the class from there.
With discount it was only $11.
Mr.Joseph Phillips
https://www.udemy.com/share/101WE2AkcZd15VRn4=/
Altus Alliance 2016 - Project Success Begins with ManagementSparkrock
Presentation by Laura Petrisor and Mashal on February 4th, 2016.
View this presentation to learn how Project Management can help make your projects more successful and learn some very interesting project management facts and myths that might surprise you.
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
Project success requires the creation of a suitable project execution and schedule plan, communication of that plan to all participants and stakeholders and ensuring the plan is executed. Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!
#KnowledgeTransferSession: Management by Objectives from the views of Project Management and Coordination
Presented by Syscraft's Project Coordinators: Miss. Kritika Soni and Miss. vivksha Ramnani
Agile and Traditional Project Management Homogeneous or Hybrid Mike Otranto
Gartner reports that 75% to 80% of organizations are using some form of agile project management process. Although agile project management has been around for many years, the way we adapt it has changed significantly, especially as project portfolio management (PPM) practices have evolved.
In today's businesses, technology plays a crucial role in our success, but technology also makes things more uncertain. This uncertainty has given us the motive to be more flexible and requires a “think on your feet” mentality. For this reason, we have seen a big spike in Agile PPM over the last few years. So how do we continue to deliver stability and efficiency, the result of traditional style PPM, while also giving in to necessary risks that lead to innovation and competitive edge? It’s simple…. we accept the value in each method, avoid the inevitable pains that will develop with segregation, and opt for a unified agile and traditional PPM model.
Join us in this webinar presentation as we discuss the benefits of bringing Agile and Traditional Project Portfolio Management together in one environment. Topics include:
- The Project Management Evolution
- Agile Project Managment Overview
- The Benefits of Hybrid/Unified PPM
- Hybrid Project Management Tools to Support Today’s PPM
Benefits of Microsoft Enterprise Project Managment Server (EPM) for any Organisation
Demand Management
Resource Management
Schedule Management
Capacity Management
Workflow Management
Security Management
Rego University: Preparing Metrics that Matter, CA PPM (CA Clarity PPM)Rego Consulting
Executives always want to see metrics that help them analyze the work being done within their organization. It is important to show them metrics that they can leverage to drive behavior and increase productivity and success. Learn how to prepare information that is clear and informative. Come find out what is available in CA PPM (CA Clarity PPM), how to automate reporting, available objective and subjective metrics, and how to implement metrics within an organization.
You can find the presentation file here: http://regouniversity.com/presentations-14/
Functional Track Training. For more CA PPM training, visit http://regouniversity.com or http://regoconsulting.com and find free solutions at http://www.regoxchange.com/
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
Collaboration - A Key Enabler of Innovation (Mirion).pdfTim McMahon
The past 24 months have felt like a series of massive disruptions, one after the other, yet some companies have emerged stronger because they were able to use the disruption as an opportunity to innovate. While technology has been a key enabler of this innovation, organizational change will have long-lasting impact on which companies will maintain competitive advantage.
One key to innovation in the face of disruption is the use of cross-functional collaborative teams. These teams drive innovation through visual project management (VPM) by increasing the ability of the organization to understand the status and risk to address challenges more rapidly and efficiently.
VPM projects are traditionally housed in a physical project “war-room” (also known as an “Obeya room”). COVID-19, and the global footprint of staff necessitate a virtual solution for our Obeya rooms. iObeya is a unique solution that virtualizes project rooms enables visual collaboration anywhere in real time from any device and immerses users in a natural working experience by reproducing physical interactions perfectly.
In this session Tim and Steve will share Mirion’s approach bringing proven lean manufacturing concepts from the factory to our new product development process by enabling cross-functional collaboration.
Advancing Engineering with AI through the Next Generation of Strategic Projec...OnePlan Solutions
In the engineering sector, mastering the intricacies of project management demands innovative solutions. This webinar explores the integration of AI into project planning for engineering, tackling both immediate challenges in planning and execution while also setting the stage for unprecedented efficiency and quality. With a spotlight on practical applications, we’ll explore strategies for harnessing AI to optimize resource distribution, ensure precise time management, and elevate project quality. Discover how adopting a technology-forward approach, exemplified by platforms like OnePlan, can transform project outcomes, enhance team collaboration, and boost overall profitability without sacrificing the high standards engineering projects require.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
Project success requires the creation of a suitable project execution and schedule plan, communication of that plan to all participants and stakeholders and ensuring the plan is executed. Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!
#KnowledgeTransferSession: Management by Objectives from the views of Project Management and Coordination
Presented by Syscraft's Project Coordinators: Miss. Kritika Soni and Miss. vivksha Ramnani
Agile and Traditional Project Management Homogeneous or Hybrid Mike Otranto
Gartner reports that 75% to 80% of organizations are using some form of agile project management process. Although agile project management has been around for many years, the way we adapt it has changed significantly, especially as project portfolio management (PPM) practices have evolved.
In today's businesses, technology plays a crucial role in our success, but technology also makes things more uncertain. This uncertainty has given us the motive to be more flexible and requires a “think on your feet” mentality. For this reason, we have seen a big spike in Agile PPM over the last few years. So how do we continue to deliver stability and efficiency, the result of traditional style PPM, while also giving in to necessary risks that lead to innovation and competitive edge? It’s simple…. we accept the value in each method, avoid the inevitable pains that will develop with segregation, and opt for a unified agile and traditional PPM model.
Join us in this webinar presentation as we discuss the benefits of bringing Agile and Traditional Project Portfolio Management together in one environment. Topics include:
- The Project Management Evolution
- Agile Project Managment Overview
- The Benefits of Hybrid/Unified PPM
- Hybrid Project Management Tools to Support Today’s PPM
Benefits of Microsoft Enterprise Project Managment Server (EPM) for any Organisation
Demand Management
Resource Management
Schedule Management
Capacity Management
Workflow Management
Security Management
Rego University: Preparing Metrics that Matter, CA PPM (CA Clarity PPM)Rego Consulting
Executives always want to see metrics that help them analyze the work being done within their organization. It is important to show them metrics that they can leverage to drive behavior and increase productivity and success. Learn how to prepare information that is clear and informative. Come find out what is available in CA PPM (CA Clarity PPM), how to automate reporting, available objective and subjective metrics, and how to implement metrics within an organization.
You can find the presentation file here: http://regouniversity.com/presentations-14/
Functional Track Training. For more CA PPM training, visit http://regouniversity.com or http://regoconsulting.com and find free solutions at http://www.regoxchange.com/
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
Collaboration - A Key Enabler of Innovation (Mirion).pdfTim McMahon
The past 24 months have felt like a series of massive disruptions, one after the other, yet some companies have emerged stronger because they were able to use the disruption as an opportunity to innovate. While technology has been a key enabler of this innovation, organizational change will have long-lasting impact on which companies will maintain competitive advantage.
One key to innovation in the face of disruption is the use of cross-functional collaborative teams. These teams drive innovation through visual project management (VPM) by increasing the ability of the organization to understand the status and risk to address challenges more rapidly and efficiently.
VPM projects are traditionally housed in a physical project “war-room” (also known as an “Obeya room”). COVID-19, and the global footprint of staff necessitate a virtual solution for our Obeya rooms. iObeya is a unique solution that virtualizes project rooms enables visual collaboration anywhere in real time from any device and immerses users in a natural working experience by reproducing physical interactions perfectly.
In this session Tim and Steve will share Mirion’s approach bringing proven lean manufacturing concepts from the factory to our new product development process by enabling cross-functional collaboration.
Advancing Engineering with AI through the Next Generation of Strategic Projec...OnePlan Solutions
In the engineering sector, mastering the intricacies of project management demands innovative solutions. This webinar explores the integration of AI into project planning for engineering, tackling both immediate challenges in planning and execution while also setting the stage for unprecedented efficiency and quality. With a spotlight on practical applications, we’ll explore strategies for harnessing AI to optimize resource distribution, ensure precise time management, and elevate project quality. Discover how adopting a technology-forward approach, exemplified by platforms like OnePlan, can transform project outcomes, enhance team collaboration, and boost overall profitability without sacrificing the high standards engineering projects require.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
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Phyto-Pharmacological Screening, New Strategies for evaluating
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Macroeconomics- Movie Location
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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TVPM - Good Lec.pptx
1. Agenda
• Preface
• The Changing Role of IT
• Critical Components of World Class Organizations
• What Is a Project Control Office?
• Project Control Office Structure & Governance Model
• Examples of Project Control Office Tools/Templates
• State of Michigan Examples of Project Control Offices
• Project Control Office Return On Investment
• Next Steps: Creating A Project Control Office
2. • Think you know IT?
• Think again!
• Today’s focus:
• The changing role of IT in a changing world
• What it means for you (as an IT professional)
• What it means for DTMB (think business transformation)
• And some advice to enable success
3. Re-thinking IT
IT traditionally plays a
support role…
• Provide technical backbone
• Keep the shop running
•
You know us as the geek squad.
But that is so yesterday!
Do you know this guy?
4. Today, IT is infused in everything we do,
transforming how we live and work.
The role of IT is changing from support to:
• Innovation / Business Transformation
• Strategic Enabler
• Agility / Speed to Market
A new era in Information Technology is unfolding
6. Critical Components of World Class
Organizations
• Innovate More
• Tightly integrate business units with IT
• Innovate and Transform leveraging Technology
• Business and IT Portfolio, Program and Project
Management
• Reduce Speed To Market
• Are extremely agile (Business and IT)
• Business and IT Portfolio, Program and Project
Management
8. What Is A Project Control Office?
•The purpose of the Project Control Office is to provide comprehensive and consistent
project management practices and reliable, metrics based statuses. PCO’s provide
value to all types and sizes of IT projects and can be delivered by teams of 1 up to 20+
depending on the size and complexity of the project.
PCO value is delivered by:
• Managing the big picture
• Managing the budget
• Establishes a Project Governance structure
• Providing coordination and communication across projects and agencies
• Identifying issues, risks, benefits, and scope changes
• Resolving escalated issues and mitigating risks
• Managing to a high-level milestone schedule
• Managing scope change
• Maintaining project sponsor support and alignment with the Agency objectives
9. Project Control Office Responsibilities
• The PCO is responsible for:
• Managing a detailed project plan
• Managing budgets
• Managing blocks of work for specific product delivery
• Tracking a schedule that addresses day-to-day detailed tasks
and activities
• Escalating issues that cannot be resolved at the project level
• Escalating risks that have a high probability of occurring and
affect multiple, related projects
• Escalating scope changes that cannot be resolved at the
project level or that effect multiple, related projects
10. Project Control Office Goals
• Schedule Control
• Tracking, monitoring processes
defined
Status, issues, change management
• Tools & environments set up
• Communication & training
•
Communication
• Status meetings, schedules, agendas
• Tools & environments set up (web site)
• Technical Control
• Configuration management processes
defined
• Tools & environments set up
• Communication & training
Driving
Ownership,
Accountability
& Focus
11. PCO Governance
•Strategy: To provide an organization with
governance and processes that recognizes all
stakeholders (Business and Technology) to create:
• Involvement
• Commitment
• Buy-in
• Accountability
• Ownership
14. Weekly Schedule
Monday Tuesday Wednesday Thursday Friday
Collect Metrics
Resolve Schedule
And Status Issues
with Teams
Executive Status
Tracking Metrics
Provided to
PCO
Metrics
Validated /
Schedules
Updated
Issue and Risk Identification and Resolution
Scorecards
Change Control
Mtg
Manager’s
Mtg
Status Reports
Submitted
Collect Timesheets
17. Project Status:
Project Phase: UAT (71%)
Weeks to Pilot:07
Timeline
Accomplishments/Major
Milestones
H1 – Disaster Recovery Plan – Submitted
I2 – I5 – Training Preparation - Submitted
Key Activities This Week
Application Development - Continue fixes UAT Work
Requests, CR Development
Conversion – Work Requests, Benefit Match Rate, Interim
Conversion, Pilot Dry Run
Technology Management – WR fixes, Pilot CR’s, Vblock
patches, Database Vault
Implementation - Training Materials, Data Clean up, Office
Readiness, Pilot Readiness, Training Room
Testing – Recorded QTP Scripts, UAT Testing
Key Activities Next Week
Technology Management – Apply Exadata patches,
Performance Testing, VBLOCK patches
Application Development - Work request fixes, UAT,
Change Request Development
Conversion - Resolve work requests, Benefit match rate,
conversion defects
Implementation/Training –Data Conversion, Training
Materials, Ideal Office, Train the Trainer
Project Time
1. Requirements
2. Design
3. Development
4. Conversion
5. QAT
6. UAT
7. MCI
8. Pilot
9. Wave 1
10. Wave 2
11. Wave 3
12. Training & Imp
3Q12
2Q12 4Q12 2Q13
1Q13 3Q13
1Q12
On Track
At Risk
Off Track
Not Started
On Hold
Completed
Duration
G
A
R
N
H
C
G
Progress
XXX Project Status
Week Ending XX/XX/XXXX
C
N
N
N
Sept 2011 – Dec 2011
Jan 2012 – Apr 2012
May 2012 – Oct 2012
Oct 2011 – Dec 2013
Nov 2012 – March 2013
Mar 2013 – June 2013
June 2013
July 2013
Sept 2013
Nov 2013
Jan 2014
Oct 2012 – March 2014
N
N
Risks/Issues
External System interfaces changes may not
be completed on schedule
Impact of HIX on the ASPEN Project
4Q13
C
G
C
C
G
$105,060,012
$40,694,199
$64,365,813
XXX Project Financials
Budget
Spending
Balance
18. Projects Agency
• BRIDGES DHS
• Treasury Modernization Program Treasury
• CHAMPS DCH
• MiTALENT MEDC
• Michigan Health Data Exchange DCH
• Medicaid Compliance Program DCH
• MiACTS DLARA
• Identity Management Initiative DTMB
• Unemployment Modernization DLARA
• BAM Modernization MDOS
• MiLAMP DTMB
Examples of SOM PCOs
19. PCO Return On Investment
• It was discovered that projects which had PCO related processes
saw their projects completed (on an average)
+/- 5% of the target schedule and budget for the current stage.
• Projects that did not properly utilize effective PM/PCO processes
completed their project anywhere from +10 to +50% over their
project budgets and target schedules.
• Also noted, the projects totaled a savings of +$250M (with
PM/PCO) compared to a total loss of $655M (without or limited
use of PM/PCO).
• This savings was largely due to effective project management
and controls, which gave the project teams the ability to
identify issues early enough to minimize impacts.
Source:
“Measuring ROI on Project Management - Project
Controls “ - JAMK International Business School
20. Assumptions:
• Projects with a PCO come in +/- 5% (budget/schedule)
• Projects without a PCO come in +10%-50% (budget/schedule)
What Does This Mean To Your Project?
• Let’s look at a $10M (2) year project:
Project X
Cost 10,000,000.00
$ Best Case Worst Case
Time in days 730 Low end High end
Without a PCO 10 percent over 50 percent over
Cost 11,000,000.00
$ 15,000,000.00
$
Time 803 1095
With a PCO 5 percent under 5 percent over
Cost 9,500,000.00
$ 10,500,000.00
$
Time 693.5 766.5
So what does this mean:
• Worst Case without a PCO
Your $10M, 2 year project costs you $15M
and takes (36) months to deliver
• Worst Case with a PCO
Your $10M, 2 year project costs you $10.5M
and takes (25) months to deliver
21. Next Steps: Creating An Effective PCO
Buy-In & Commitment To Governance
Structure and Model
• Organizationally
• Key Processes
Dedicated Business & Technical Resources
• Executive Owners
• Key Leads
Dedicated Team Tools & Facilities