Kimberly Harper Director of Finance & Portfolio Mgmt Joshua Mauk Information Security Officer

Copyright © 2006 University of Nebraska Board of Regents

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Kimberly HarperDirector of Finance & Portfolio Mgmt

Joshua MaukInformation Security Officer

University of University of NebraskaNebraskaComputing Services Computing Services NetworkNetwork

University of University of NebraskaNebraskaComputing Services Computing Services NetworkNetwork


Central administrative IT department for the University system

Directed by Walter Weir, University CIO

Computing Services Network (CSN)Computing Services Network (CSN)

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AgendaAgenda

Portfolio and Project Management Where we were Where we are Where we’re headed

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Competing NeedsCompeting Needs

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UNCA

State of NE

Board of Regents


Never Enough ResourcesNever Enough Resources

Too many projects, incoming service requests, applications to deploy…

No free resources Asked to do more with less

So how do we…– Make sure we do what really matters?– Make sure we are aligned with the strategic goals?– Assure that we will have a high probability of being

successful?

Our solution…Portfolio Management

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What is Portfolio Management?What is Portfolio Management?

Dynamic decision process, whereby a list of projects is constantly updated and revised.

– New projects are evaluated, selected, and prioritized– Existing projects may be accelerated, killed, or reprioritized– Resources are allocated and reallocated

Includes:– Resource allocation decisions

» Which projects will get funding? Which will receive top priority?

– Business strategy (alignment) decisions– Balance decisions

» Risk vs. return, maintenance vs. growth, short-term vs. long-term projects

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We have been using a portfolio management tool since 2000

Our focus has been mainly on monitoring and reporting

– This allows us to answer questions like:» What services do we provide?

» What projects are in the work?

» How are our projects progressing?

» How are we spending our resources?

Portfolio ManagementPortfolio Management

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We want to expand our capabilities and be more strategic

– We want to more accurately & objectively answer questions such as:

» How are our IT projects & services aligned to University goals/initiatives?

» Are we focusing our efforts on projects & services that will give us the best return on our investments?

» Are we utilizing our resources in the most effective & efficient way.

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Identify CSN initiatives & map to NU strategic framework

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Identify how projects align to CSN’s and University’s initiatives

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Projects that support CSN’s initiative 1: 44 open projects 28 enhancement projects 15 service activities 8 priority projects

Initiative #1: Implement, develop and maintain information systems to support University-wide administrative needs.



Want to take valuable data, combine it with our strategic plan, to develop a tactical plan appropriate for future needs

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Currently:

We are primarily staffed to “keep the business running”…and end up not being able to invest resources into “transforming” the business.

Future:

There are several major upcoming projects. Are we staffed and funded to spend 90% of our resources on “keeping the lights on”?


Need to:– Improve & expand portfolio management

» Move from reporting/monitoring to aid planning and strategic decision making

– Implement project management» Do more and better with less or same resources

– Change our organization» Create a culture around project and portfolio management

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But this isn’t enough…But this isn’t enough…


Business Drivers for ImprovementBusiness Drivers for Improvement Need to be viewed as a value-added service

– Invest in continuous improvement – do more/better with resources

Need to be prepared for the future– Several major upcoming projects– Anticipated budget constraints– Evolving technology

Support the University’s and CSN’s initiatives– Be cost effective and accountable to the citizens of the state– Promote strategic organizations by developing and supporting

operational and strategic-planning tools and processes

Need to address perceived PM gaps (identified via staff interviews)

– Standards and procedures, communication of priorities, integrated tool sets, education/training, improved value metrics

– Doing the right things AND doing them right13


How do we address these concerns?How do we address these concerns?

Change the current IT organization– Strategic planning– Better management of

resources– Succession planning

Create a Project Management Office– Doing the right things, and doing them right– Do more with the same resources

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Create a Project Management Office (PMO)Create a Project Management Office (PMO)

Goals of the PMO:

– Ensure time, cost, scope and quality meet stakeholder requirements

– Make more informed decisions about prioritization

– More efficiently utilize current resources

– Provide customers with single point of entry for all project requests

– Provide leadership with timely and accurate reporting to assist in decision making

– Support the mission and strategic initiatives of the University

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Types of PMOsTypes of PMOs

Weather Station Control Tower Resource Pool

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Weather StationWeather Station

Takes weather readings and makes forecasts

– Project Progress– Planned vs. actual– Issue and Risk Monitoring

Addresses management disconnect between money spent and understanding of project status.

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Easy start to a PMO Creates consistency in terms,

PM methodology and progress reports

Standardization of tools used for PM

Authority to ensure cooperation

Participation viewed as optional

Viewed as ‘red tape’ Not authorized to tell PM’s and

clients how to do things

Advantages Pitfalls


Control TowerControl Tower

Creates standards for Project Management Consults on following standards Enforces Standards Continuous Improvement

Addresses the desire to do more with less.

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Detailed Standards Projects are prioritized based

on need and resource availability

Not viewed as optional PM is recognized as COE or as

a business asset

Temptation to ‘over-control’ Underestimate additional

workload for PM’s Audit Mentality vs. Coaching

Advantages Pitfalls


Resource PoolResource Pool

Pool of PM’s that managers and executives ‘recruit’ for their projects.

Addresses ability to select, improve, nurture and retain PM talent.

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Helps ensure projects are effectively done.

Skilled PM’s PM’s have authority PM’s have tools needed

How do we ensure the right projects get done?

Who governs the tools and methodology?

How do we capture lessons learned?

Advantages Pitfalls


CSN’s PMOCSN’s PMO We chose the “Control Tower” PMO This type of PMO will enable us to meet our goals:

– Ensure time, cost, scope and quality meet stakeholder requirements

– Make more informed decisions about prioritization– More efficiently utilize current resources– Provide customers with single point of entry for all project

requests– Provide leadership with timely and accurate reporting to assist in

decision making– Support the mission and strategic initiatives of the University

We evaluated key attributes of a PMO* and identified how CSN would implement a PMO to achieve these goals

*Corporate Executive Board’s “Key Developments in the PMO: 2006 Update for Chief Information Officers”

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Key Attributes of a PMOKey Attributes of a PMO

21Source: Corporate Executive Board’s “Key Developments in the PMO: 2006 Update for Chief Information Officers”


CSN’s PMO ObjectivesCSN’s PMO Objectives

Single, integrated toolPortfolio, project, resource and work demand management capabilities

Project & portfolio governanceEstablish standardized project management framework

Project manager coaching & developmentTrain, mentor, and provide standardized templates

Best practice collection & disseminationAnalyze project successes/failures to raise awareness, distill best practices & educate on benefits of project management

Project idea screeningDevelop effective project business cases, benefits estimations and selection processes

Portfolio definitionDetermine essential components of CSN’s project portfolio

Portfolio prioritizationCreate comprehensive, fact-based assessment criteria to ensure optimal deployment of CSN resources

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CSN’s PMO Objectives (cont’d)CSN’s PMO Objectives (cont’d)

Portfolio resource monitoring & allocationMonitor resource availability to mitigate resource conflicts and shortfalls

Business case developmentCreate standard business case templates to capture project lifecycle costs, benefits, and risks

Requirements definitionTranslate customer needs into specific project deliverables and outcomes

Resource coordinationIdentify and allocate resources required for individual projects

Project planningManage project management lifecycle using actionable performance metrics & project

management methodologies

Metrics tracking & reportingCollect/report project, demand and resource management metrics to allow for better decision

making

Risk management & mitigationAudit/track project risks throughout the project management lifecycle

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PMO ImplementationPMO Implementation

Develop PMO project management plan– Serve as a role model– Stakeholder communication - KEY

Establish standards and procedures– Project classification, governance, templates

Identify/acquire PMO resources– PMO lead, Project managers, PMIS & support staff

Education/Training of stakeholders– Standards & procedures, PMIS

Pilot projects Promote PM processes/tools to other University units

& partners

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Thank You!Thank You!

Kimberly [email protected]

Joshua [email protected]

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Documents

Kimberly Harper Director of Finance & Portfolio Mgmt Joshua Mauk Information Security Officer