ASAE Presentation: Managing Enterprise Projects

Ingredients to Creating a High Performance Team

to Manage Enterprise Level Projects

ASAEJan Collins - CIO, National Education Association

Raj Leyl, MBA, PMP – COO, RelianceNet

Agenda/Overview

Background

Plan of Action (Strategic and Tactical)

Communication Applied to Projects

Wrap-Up Discussion

http://images.google.com/imgres?imgurl=http://www.okea.org/images/NEA/NEA-logo_horiz_RGB.2.gif&imgrefurl=http://www.okea.org/&h=488&w=1275&sz=61&hl=en&start=1&tbnid=HA3kQlRTbGDBfM:&tbnh=57&tbnw=150&prev=/images?q=nea&gbv=2&svnum=10&hl=en

Background - Personal Joined NEA as CIO – Mar 2006 Assigned Goals and Objectives Assessed current environment ID Opportunities Acting on Opportunities

Establish HIGH PERFORMANCE PROJECT TEAMS to help deliver key enterprise projects


Background - NEA What does NEA do? Organizational Structure Business Goals coming in Technology Plan alignment


What is NEA? NEA believes every child in America, regardless of family income or place of

residence, deserves a quality education. In pursuing its mission, NEA has determined that it will focus the energy and resources of our 3.2 million members at the national, state, and local levels on improving the quality of teaching, increasing student

achievement and making schools safer, better places to learn, and making great public schools a basic right for every student a reality.

NEA lobbies Congress and federal agencies on behalf of its members and public schools, supports and coordinates innovative projects, works with other education organizations and friends of public education, provides training and assistance to its affiliates, and generally conducts activities consistent with the policies set by its elected governing bodies.

Our members consist of :

K- 12 Educators

Educational Support Professionals

Higher Education

Students

Retirees


NEA Organizational Structure Governance (Elected officials) Management (At will employees) Union Staff (NEA is a union within a union)


Business Technology Transformation

NEA is undergoing a business technology transformation to create business efficiencies, savings, provide a greater value, and generate non dues revenue opportunities to support the mission, vision, and goals of the Association to make a great public school a basic right for every student a reality.

Core Competencies: Effective knowledge leadership Increase membership


Align Business & Technology Plans

Effective Communications Strategy/Non Dues Revenue generation Upgrade of NEA.org (Corporate website - younger/tech-savvy constituencies) Creation of InsideNEA (New Intranet /Greater Collaboration and process

improvements) NEA Academy.org (Online Professional Development) Upgrade of NEA Today (Media Convergence) “New” NEA Book Store and Café (Brick and Mortar solution)

Improve Membership management processes and systems Web enablement (new interface) Web services (real-time updates and data manipulation) Business intelligence and reporting (better decision making)

Streamline and fine-tune IT systems and infrastructure to reduce maintenance costs and security

Basic Assessment of technology Improved Customer Service Tools IT Convergence


http://images.google.com/imgres?imgurl=http://steveroesler.typepad.com/photos/uncategorized/2007/04/04/800pxcarnac_megalith_alignment_1.jpg&imgrefurl=http://www.allthingsworkplace.com/2007/04/leaders_do_you_.html&h=600&w=800&sz=108&hl=en&start=7&tbnid=ERIO0E2A_wysTM:&tbnh=107&tbnw=143&prev=/images?q=align&gbv=2&svnum=10&hl=en

Plan of Action

Assessment

Planning

Execution


Plan of ActionAssess and Improve

Source: Project Management Institute, Inc 2007


Assessment Phase Strategic Alignment of Business and Technology Plans Technology Infrastructure – assess as-is health Business support processes to support project delivery Human Capital – skills and availability Culture – observed dynamics Governance/Organization – formed new teams Data – took inventory

OUTPUT Opportunities Identified


Opportunities Identified Optimize technology infrastructure Bridge process gaps for delivering projects Increase opportunities for professional development Introduce tools to help foster a culture of

collaboration and team work Get control over data to help eliminate redundancy

and inefficiencies


Planning Phase Updated Technology Plan Finalized portfolio of projects; IT goals – picking the

right projects Determined resource needs to deliver to schedule,

scope, and budget constraints Partnered with trusted vendors to bridge gaps Determined processes to optimize

PM Communications Governance

OUTPUT Business Case and Plans Finalized


Example of some Outputs from Planning Phase

Chief Information Officer

Marketing Information

Services (MIS)

New Products & Programs (NPP)

AcademyManager

Content Review Board (CRB)

ContentCoordinator

LMSAdministrator

Tier 1 NEAHelp Desk

Financial Mgmt.Services (FMS)

Tier 2Help Desk

MemberServices

Technology Compact

Committee(TCC)

Content SMEs

EcommerceBroker

(Verisign)

Center for Great Public Schools

Any members not validating during the signup process will be sent to member services for research and

resolution.

Any issues pertaining to system functionality or performance gets escalated to the LMS vendor Help Desk by the NEA Tier 1 Help Desk.

FMS will manage the ecommerce broker selected to manage the distribution of funds. NEA currently has relationship with Verisign.

The day-to-day NEA Academy management

team.

NPP will provide subject matter experts (SMEs) for custom content development.

ID Task Name

0 NEA LMS Implementation

1 NEA LMS Project Schedule (Soft Launch)

2 Task Order Received

3 Project Management Plan

9 Conduct Discovery Phase

12 Iterative Technical Services (AD/LDAP batch process, data migration)

39 GeoLearning Implementation Methodology

73 User Acceptance Testing

94 Level 2 Help Desk Support

96 GO-LIVE

97 Project Acceptance

108 NEA Marketing Campaign for Phase 1

109 NEA LMS Project Schedule (Phase 2) (PLACE HOLDER)

9/6 6/15NEA LMS Implementation

9/6 6/15NEA LMS Project Schedule (Soft Launch)

2/16

3/5 5/4Project Management Plan

4/16 5/1Conduct Discovery Phase

4/9 5/23Iterative Technical Services (AD/LDAP batch process, data migration)

2/26 5/22GeoLearning Implementation Methodology

5/9 6/4User Acceptance Testing

4/30 5/25Level 2 Help Desk Support

6/4

9/6 6/15Project Acceptance

2/16 6/1NEA Marketing Campaign for Phase 1

NEA

6/4

Jan Apr Jul Oct Jan Apr Jul Oct Jan Apr Jul Oct Jan Apr Jul1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter 2nd Quarter 3rd Quarter


Execution Phase – Improvement Strategic

Contracted with trusted vendor partners to work with collaboratively with internal NEA team and bridge gaps

Got buy-in on plan from executive management Began implementing a PMO Implemented JIT PM training Implemented Proven Communications Plan Established strategic focus groups/committees

Kicked off and delivered following Enterprise Projects

Infrastructure Technical Assessment InsideNEA .org – Sharepoint intranet portal NEA Academy.org – E-learning system to facilitate PD Content Management System Requirements Phase Performed Data Inventory analysis NEA.org

OUTPUT Successful Delivery of Enterprise Projects, Gaps Bridged


Mapping of Enterprise Initiatives to Business GoalsGoal InitiativeImprove Communications and Collaboration

InsideNEA – Sharepoint Intranet Portal Began Analysis phase of Document Records Management initiative Media Convergence (NEA.org and NEA Today)

Improve Professional development and member benefits

Launched NEA Academy LMS (e-learning) Introduced enterprise online content development tool

Optimize project delivery supporting processes

Hired PMO Manager Initiated the implementation of an Enterprise Program Management Office

Optimize Technology Infrastructure / Reduce Costs

Performed Independent Technology Assessment (partners) Identified opportunities Performed remediation using internal staff Implemented enterprise Help Desk system (HEAT)

Improve membership management processes/systems and better decision making

Performed data inventory study Began web-enabling key data entry processes Business Intelligence


HOW DID WE GET IT DONE?


http://images.google.com/imgres?imgurl=http://www.6dtech.com/Symphony%20Team%20Member%20Class.jpg&imgrefurl=http://potential-blog.blogspot.com/2007/11/team-building.html&h=600&w=428&sz=16&hl=en&start=1&tbnid=ZFwkaJWw0eoFbM:&tbnh=135&tbnw=96&prev=/images?q=team&gbv=2&svnum=10&hl=en

Team Performance Enablers – Acted on Opportunities

Provide adequate tools to get the job done Develop an effective Communications Plan Establish formal project organization framework Invest in Professional Development Enhance Governance and oversight Optimize supporting processes Set expectations - clear goals, acceptance criteria Build consensus across teams

NET RESULT => Help Build High Performance Teams


Successful integration of internal staff and external partner resources, complemented

with effective communication planning=

Successful Delivery of Enterprise Projects


Provide adequate tools to get the job done

Supporting project delivery processes

Project Management Office

Best Practice templates

Just-in-time training

Delivery tools


Planning for Success – Delivery of Enterprise Projects

Have an effective Communications Plan

Have an effective Project Planning Process

Introduce Adequate Governance


http://images.google.com/imgres?imgurl=http://www.pde.state.pa.us/able/lib/able/distance/success_key.jpg&imgrefurl=http://distractabledave.spaces.live.com/blog/cns!4D8302C2924B4D27!153.entry&h=428&w=600&sz=19&hl=en&start=8&tbnid=mA8T1-2TtQXSTM:&tbnh=96&tbnw=135&prev=/images?q=success&gbv=2&svnum=10&hl=en

Simplification Tools It Can Be Done…

Standardize

•Consistent Way of Communicating

•Use Methods to Meet People Preferences

•Have Consistent Time for Communicating


Communication and Project Planning Tools It Can Be Done…

Communication

Rhythm


Communication Tools Communication Rhythm Snapshot


Applied to Enterprise Projects Communication Management Plan

What information needs to be collected and when? Who will receive the information? Who will prepare and distribute the information? What methods will be used to gather and store the

information? Project Roster for team and stakeholders Schedule for distribution of each type of

communication Communication Channels complexity (N*(N-1)/2)


Applied to Enterprise Projects Communication Management Plan

Issue Management Process Change Management Process Continuous Improvement Process Status Reporting process

Frequency, Format, Audience Distribution matrix Responsibility matrix

Information Management Where, Who, How ?


If the Project Doesn't Make Sense on Paper, the Project will not be Completed as

Expected.


Applied to Enterprise Projects Project Planning Process Define Scope – Project Objective Statement –

What, when, how much? Cost/benefit Analysis ID Deliverables, acceptance criteria, target dates Define/clarify deliverables where needed List assumptions and constraints ID external dependencies Determine project organization Define/Clarify roles and responsibilities ID, Assess, and Mitigation of risks Flexibility matrix – prioritize constraints Review Communications Plan with team

RESULT = GET EVERONE ON THE SAME PAGE


Applied to Enterprise Projects Sample Project Organization

Project Sponsor

ProgramManager

PMO

Project Manager

Sub Project 1

Project Manager

Sub Project 2

Project Manager

Sub Project 3

Project Manager

Sub Project 4

Project Manager

Sub Project5

Project Manager

Sub Project6

Analyst, Developers,

Architects, etc


Architects, etc


Architects, etc


Architects, etc


Architects, etc


Architects, etc

Steering Committee


Role of Executives?

Applied to Enterprise ProjectsFostering High Performance


Successful Projects Teams – Role of Executives

Help organize work into projects Pick the RIGHT projects and perform them at

the RIGHT time Develop and maintain close stakeholder and

customer relationships Adhere to a suitable project management process Ensure projects follow a documented baselined plan Ensure projects are based on documented requirements Ensure project resources (time, $) are commensurate with

needs Engage middle management help Select and develop project managers Establish and defined roles and performance standards Ask the right questions


Personal Insights – Conclusion Executive Project Leadership

Optimize project portfolio – choose the RIGHT projects Provide mentoring and coaching Choose the right partners (vendors) Stop talking, Start doing Do not be tempted to take path of least

resistance – be a change agent! Furnish team with needed tools and training Implement effective communication plans Get executive alignment and buy-in Do not under-estimate executive involvement Bob and weave - Be prepared for push back or possible

sabotage

Take Home Tools Tools available:

Project Management Plan Template Sample Communications Plan Checklists for Success Sample Roles/Responsibilities Soft copy of this slide deck

Downloadable at: http://www.reliancenet.com/ASAE

Jan Collins – [email protected] Leyl – [email protected]

Thank You!