Embed Size (px)
Citation preview
Evolution of the P(S)MO at UNM IT
David McGuire Assoc Director, IT Project and Service Mgmt UNM IT
State of New Mexico Project Managers Quarterly Meeting - October 2, 2015
Agenda
• Introductions • Challenges • Picking The Right Project • Running Projects Well
• Project Class and Lifecycle • Project Tools • Phase Gates
• Balancing Resources
2
Agenda
• Introductions • Challenges • Picking The Right Project • Running Projects Well
• Project Class and Lifecycle • Project Tools • Phase Gates
• Balancing Resources
3
Who am I? and Who are you?
David McGuire • Associate Director, IT Project & Service Management Office (PSMO) • Information Technologies, UNM
And you?
• How many different agencies represented? • How many IT staff in your agency?
4
University of New Mexico
• 30,000 students • 4,000 faculty, 6,500 staff • 215 degree / certificate
programs • Medical School, Law
School, Teaching Hospital • 4 branches • $2.4B budget • Research Extensive
5
UNM Information Technologies
• 145 staff • 120,000 network ports • 83,000 NetIDs • 14 Computer Labs, 150
Classrooms • Network, ERP, Telephony,
Enterprise Infrastructure, Desktop Support, Web Support
6
Project and Service Mgmt at UNM
2007 • Launch IT Service Mgmt Office (SMO) • New ITIL Processes • Refresh Legacy ITSM Tool
2011 • Launch IT Project Mgmt Office (PMO) • 4 Project Managers • Roll Out New ITSM Tool & Practices
2013 • ~50 ITIL-trained Staff • Several PMP-certified • Create Project Lifecycle v2
2015 • Add 2 Business Analysts • Add 2 student employees – Project Assistants • Project Lifecycle v3 – Enforce Phase Gates
7
Project and Service Mgmt at UNM • CIO Message: “Lead with quality”
• Anyone can buy technology: We want to be seen as executing well • Named ITSM and Project Management as key disciplines
8
IT Project & Service Mgmt Office - PSMO
Our Charge: • Provide Project Managers and Business Analysts for major projects • Provide Support for other IT Project Managers:
• Training Methods Templates
• Enable IT Leadership to better Manage The Portfolio of IT projects • Guide IT Service Management / ITIL program
Our Project Goal: Increase Project Success Rates • Right Projects • Scheduled & Staffed Appropriately • On Time, Within Budget and Scope, With Quality
9
Agenda
• Introductions • Challenges • Picking The Right Project • Running Projects Well
• Project Class and Lifecycle • Project Tools • Phase Gates
• Balancing Resources
10
Challenges: Portfolio, Projects, Resources
►Which projects move forward, which wait? ►Once we commit to a project, how to ensure success? ►How do we juggle $$$ and staff time between multiple commitments?
IT’s favorite solution: Technology! ► New Vendor! ► Cool Apps! ► Open Source!
Harder but more lasting solution: ► Look at the organization ► Change culture ► Change process
11
Strategic Planning
Projects
Resource Management
(Time, Skills, $$)
Services
Project Portfolio
Project Management
Service Portfolio
Service Management
Charter
Execute Operate
Charter
Approve, Resource,
Cancel
Drive
Approve, Resource,
Cancel
Deliver,Support
Add, Change, Remove
Resource Portfolio
State & Regional IT
PartnersDept ITUNM IT Vendors,
Consultants
Show Value$$$
Show Value$$$
The IT Organization
12
Challenges: Balancing Projects and Services
32 Major Projects on the
Hundreds of smaller projects
36 Services in the
200+ Products and Applications
►Which projects move forward? ►How to ensure project success? ►How to ensure service quality? ►How to juggle $$$ and staff between projects
and operations?
13
Challenges Met: Industry Disciplines
►Project Portfolio Management (PPM) ►Analyze, collectively manage current & proposed projects. ►Schedule projects to best achieve an organization’s goals
►Project Management ►Planning, organizing, motivating, and controlling ►To achieve specific goals
►Service Management ►Provide value to customers in the form of services ►Consistent, timely, cost-effective
►Resource Management ►Efficient and effective deployment of organization's resources
14
Agenda
•Introductions •Challenges •Picking The Right Project •Running Projects Well
• Project Class and Lifecycle • Project Tools • Phase Gates
•Balancing Resources
15
Picking The Right Project: Project Portfolio Mgmt
►Objective: Optimize resources, schedule projects to best achieve goals ►Need an easy way to look across all projects
IT Portfolio Site – One List To Rule Them all….
Sample Projects: • Data Center Re-design • O365 Product Suite Implementation • LoboTime (Kronos Timekeeping) Phase 2
16
Picking The Right Project: Project Portfolio Mgmt
Right Project, Right Time? How To Decide???
►Option 1: Wishful Thinking
►Pound on the table – You Will Do This! ►Agree with everything – Yes Of Course!
►Option 2: Every Project is #1 Priority! ►Delegate down to the person doing tasks ►They decide how to spend their workday ►Option 3:
►Analyze each as a special case ►No common guidance ►Paralysis! ►Option 4: Use a Rubric
►Capture judgment factors as data points ►Compare projects via data points ►Such as: Value, Cost, and Risk
17
Project Portfolio Mgmt: UNM IT’s Beta Rubric
Business Value Criteria Definition Value (0 –5) 5 = Highest Value Score (optional) Comments0. No strategic impact (e.g., operational project)3. Indirectly supports objectives of the UNM 2020 plan or the UNM IT Strategic Plan.5. Directly supports objectives of the UNM 2020 plan or the UNM IT Strategic Plan. 00. No compliance requirements
3. Meets anticipated future compliance or regulatory requirement5. Meets existing compliance or regulatory requirement
0
0
Alignment, Support for UNM 2020 and UNM IT
Strategic Plan
Degree to which the project supports UNM or UNM IT in fulfilling strategic goals
Meets or Supports Compliance (e.g., Regulatory)
Whether an existing or future compliance or regulatory requirement exists that the system will support, e.g. EPA compliance by Safety & Risk Services
Value Ratings
Success Criteria Definition Probability of Success (0 –5) 5 = Highest Likelihood0. The project is incompatible with existing enterprise systems3. The project integrates with existing enterprise systems but new interfaces are required5. The project seamlessly integrates with existing enterprise systems and UNM has similar interfaces in production; or integration not required.
Familiarity with Technology 0. The technology is both new AND unproven at UNM
3. The technology is either new OR unproven at UNM
5. The technology exists today in UNM IT enterprise production environment
Success Ratings
Compatibility w/ Enterprise Systems
Ease of integrating project deliverables with current systems
Degree to which the technology is proven and support requirements are known
0enter: Effort-Hours 0enter: One-time $$ -$
(calculated) Labor cost @ $50/hr -$ (calculated) Total Cost -$ (calculated) Cost Scale Code 0.1
enter: Annual Recurring $$ -$
enter: Cost Comments (optional)
Cost Ratings
18
Project Portfolio Mgmt: UNM IT’s Beta Rubric
PROPOSAL TAGPROJECT
COSTVALUE (bang for the buck)
PROBABILITY OF SUCCESS
INVESTMENT TYPE IT CHAMPION
Project ABC ABC 0.15 0.71 0.37 Grow Director A
Project NOP NOP 0.15 0.77 0.66 Run Director BProject CDE CDE 0.2 0.74 0.43 Grow Director CProject BCD BCD 0.35 0.54 0.57 Grow Director BProject IJK IJK 0.15 0.54 0.23 Transform Director D
0
0.5
1
0 0.5 1
VALU
E (B
ang
For T
he
Buck
)
Probability of Success Bubble size = Cost
19
Agenda
• Introductions • Challenges • Picking The Right Project • Running Projects Well
• Project Class and Lifecycle • Project Tools • Phase Gates
• Balancing Resources
20
Project Class: Identifying Major Projects
• Bigger projects are riskier, more expensive • Benefit from
• Increased management oversight • Transparency • Good-practice project methods
Project Class: Use Effort Hours to set level of accountability
Class Effort Hours Typical Sponsor
1 Under 100 Manager 2 100 – 1,000 Director 3 Over 1,000 VP
21
Project Lifecycle: Phases & Activities
Pre-Project: Evaluate – Capture idea in a Business Case. Review multiple Business Cases. Select some to become Projects. Project Lifecycle
1. Initiate – Identify initial requirements. Develop Project Charter.
2. Plan – Finalize requirements. Develop initial design. Complete project planning documents, including initial task list. Commit to delivery date.
3. Execute & Control – Finalize design. Execute and track project tasks, issues. Manage change. Communicate. Go live. Transition to operations.
4. Close – Conduct lessons learned. Archive document artifacts. Party!
22
Project Actions
Project Artifacts
New Service Actions
New Service Artifacts
Project phases:
Evaluate Initiate
Plan Execute & Control Close
1. Complete the PM & BA Elements for Evaluate Phase *
2. Assign team leads
1. Complete the PM & BA Elements for Initiate Phase *
2. Identify individuals to fill remaining charter roles
3. Ensure alignment with Sponsor, Champions
4. Identify planning resources
5. Create a project SharePoint site using the PSMO template
1. Complete the PM & BA Elements for Plan Phase *
2. Ensure support of all necessary IT director areas
3. Release the planning resources
1. Complete the PM & BA Elements for Execute & Control Phase *
2. Control the project; Re-plan if needed
3. Perform regular status updates and provide reports
4. Report project health 5. Go Live
1. Complete the PM & BA Elements for Close Phase *
2. Close the Project Change Model in Help
3. Release the project resources 4. Provide recognition and
performance updates 5. All Project Artifacts Locked and
archived
Signed Business Case Approved Project
Change Model in Help, authorizing the project
Signed Project Charter Minor Release in Help
for Plan phase Preliminary Security
Questionnaire
Signed Project Plan Minor Release in Help for
Execute Phase Vendor Security
Questionnaire
WITHIN THE PHASE Approved Project Changes Minor Releases in Help for
migrations Go-live approval Major Releases in Help for go-
live, other production changes
FINAL Sign off on Project deliverables Signed Project Acceptance
Lessons Learned Document completed
None Indicate new service or product
Check service catalog for overlap or duplication
Identify Service Owner, Product Manager
Define service level requirements
Add service/product to Help service structure as “Pipeline”
Plan and complete Service Transition to Operations
Update service/product in Help as “Coming Soon”, Active”, “Retired”, or “Demised” as appropriate
New service or product indicated in Business Case, if known
New service or product indicated in Project Charter
Service Design Package o Customer Support o Financial Model
Service Transition checklist Signed SLA Service/product in IT.UNM public
catalog
Project Management and Service Management Actions and Artifacts
23
Project Tools: Templates
24
Getting Started Business Case Project Charter
Planning Project Plan (umbrella) Communication Plan Requirements Design (basic!) Estimating Model (PERT)
Executing Decision Log Issues Log Project Change Request
And for Smaller Projects… Charter Lite (All In One)
Project Tools: Organizing Documents
25
SharePoint – The Bad Old Days…
Project Tools: SharePoint Project Site
Template Features: • Pre-configured Plug-and-Play Lists • Focused Left-Nav Bar • Lists Replace Word, Excel Docs
26
Project Tools: SharePoint Project Site
27
Running Projects Well: Phase Gates
Decision point for project continuation ►Class 3 (i.e. Major) projects only ►Review of required artifacts ►Move projects forward only when they need to succeed:
►Approvals ►Resources
►Information Value: ► Reduce re-work and “thrashing” ► Highlight resource constraints early ► Control scope creep ► Align management expectations with team plans
28
Phase Gates and Project Lifecycle
Initiate PlanExecute &
ControlCloseEvaluate
IT Project Life Cycle
Business Case Approved
Project CharterApproved
Project Plan document(s)
Approved
Lessons learned and transition complete
Go-live
29
Agenda
• Introductions • Challenges • Picking The Right Project • Running Projects Well
• Project Class and Lifecycle • Project Tools • Phase Gates
• Balancing Resources
30
Balancing Resources: Budget Your Time
► Key to IT success: Use staffing plans to keep commitments ► Scheduling projects without staffing plans… ► … is like paying bills without knowing what’s in your account.
Beta Approach To Balancing A Resource Portfolio: 1) Present Resource Availability 2) Facilitate Decisions
31
Balancing Resources: Budget Your Time
Week of: Sept Sept Oct Oct Oct OctType Project / Task 21 28 5 12 19 26Portfolio Help.UNM re-implementation 4 3 1 2 4Portfolio LoboTime Phase II 4 4 1 2Portfolio PCI Project 4 2 4 1 2 4Portfolio Banner XE Program 16 12 16 8 8 16Portfolio TMS 8 16 16 8 8 16Portfolio Project Mgmt Process Improvement 1 1 1 1 1 2Non-Project IT Project Portfolio Support 1Non-Project Leave 16 16Non-Project Non-Project Meetings 2 1 1 2 1 2Non-Project Training/ConfNon-Project Office work 1
TOTAL 40 40 40 40 40 40Non-Project Total 3 2 1 18 17 2
32
Project May June July August SeptembeOctober Novembe DecemberPinnacle v6 upgrade 22 12 25 50 40 40 0 0GTRI/ C Cure Proposal 72 107 46 0 8 0 0 8Instruction Assessmt (IDEA) 8 10 8 50 0 0 0 0Dept Web Infrastructure 14 15 35 48 0 0 0 0Help.UNM re-implementation 36 30 8 0 0 0 0 0LoboTime Phase II 39 30 46 50 12 0 0 0PCI Project 38 30 39 42 23 32 32 0Banner XE Program 24 18 46 80 48 64 80 32Process Improvement: Project and Po 46 57 42 63 48 41 53 16
Balancing Resources: Present As A Team
Availability SummaryTotal Paid Work Hours 640 800 640 800 640 640 800 640
Committed Project Hours 425 511 416 540 281 241 246 84Other Committed Hours 190 246 184 175 207 104 180 243Total Committed Hours 615 757 600 715 488 345 426 327TOTAL Available Hours 25 43 40 85 152 295 374 313
33
