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Welcome

Maria McChesneyDirector, IS, City of Hamilton

Welcome to the 2012 Fall Public Sector PM Forum

Welcome to the City of Hamilton What comes to mind when you

think of Hamilton ? - video

How many of you are PM s? How many have a PMO ? How many do not have to deal

with constant change ? How many do not have too many

projects to do ? And how many are not telling the

truth ?

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PMs Are you committed to steer out of the trees and all row together ?

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Your life as a PM

... to this ?

Do you want to go from this …

Or is this your reality ?

Your ‘ideal’ PM ?

Your ‘ideal’ PMO manager

Your business environment ?

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Steer the right Course

Do you want the ideal Partnership ?

The PMO ‘boat’

The state of the PMO 2012 (by PM Solutions) – – 87% of organizations do have a PMO – 30% reported a decrease in failed projects – 31% increase in Customer Satisfaction – 39% improved alignment to corporate objectives – 55% had a training program – and report the top priority over the next 12 months is to – improve resource planning

PMO A recent PMI study showed – – 45% - of PMOs are over 5 years old – 63% - Attainment of strategic objectives – 63% - More effective use of human resources – 61% - Improved overall management – 56% - Improved corporate culture – 53% - Improved reputation – 24% - Improved regulatory compliance – 22% - Improved competitiveness – 15% - Greater social good – 8% - New product/service streams – 8% - Improved staff retention – 3% - Improved quality of life

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Public SectorProject Management ForumFall 2012

Welcome - listen - learn - talk - enjoy

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End

Reality ?

Project Management

We have 3.9 million copies of the PMBOK We have 485,000 PMPs

Standish study of 10,000 IT projects in 2010 37% on time, on budget Over 40% over budget, late, lacking

features 21% failed

66% of project professionals are male

CMMI - delete Level Measurement 5 ‐ Optimized Entire organization is focused on continuous improvement. Organization has the means (metrics) to identify weaknesses and strengthen the process proactively. 4 ‐ Managed Metrics are established for products and processes to identify which variations are significant and which are “noise”. Risks of introducing new products, processes etc. are known and carefully managed and can be used to predict trends in process and product quality within the Quantitative bounds of these limits. 3 ‐ Defined Level Standard processes are based on integrated into the development process as a coherent whole and help the team perform more effectively. Includes training, and tailoring the project’s approach to address the unique features of the project. Transparency to costs, schedule, requirements and quality. 2 - Repeatable Level Policies for managing a development project and procedure to 14 ‐ implement those policies are established and are institutionalized. Basic project and management controls have been installed (requirements, costs, schedules, problems & changes) 1 ‐ Initial Level (Ad hoc, Immature) ‐Does not provide stable environment for developing new products. ‐ Performance depends on the “heroics” of individuals or teams and varies with their innate skills, knowledge and motivations. (CMM , Kenneth Crow DRM Associates C2000

City of Hamilton

IS PMO Implementation project

– Initiated Jan 2012

– Current State Assessment July 2012

– Process, Templates & Repository Nov 2012

– Pilot Implementation Feb 2013

– Training and Implementation April 2013

– Post Implementation Review Sep 2013