9th annual nyc technology forum -...

Awarded Special Recognition for Sound Practice in IT Governance and Management by Center for Digital Government

9th Annual NYC Technology ForumThursday, November 2, 2006

From Strategy to Execution: Implementing Sound IT Governance and Project Management

InitiationInitiation PlanningPlanning ExecutionExecution Close OutClose Out Support & MaintenanceSupport &

Maintenance

Ron Rigores, OCIO/IT PMO Program ManagerLloyd Kass, Director, Energy Department/Project Manager

John Ashton, Deputy Director, Technical Services Department/Project Manager

211/14/2006Awarded Special Recognition for Sound Practice in IT Governance and Management by Center for Digital Government

Agenda

• NYCHA’s Organizational Challenges

• IT Strategy and Governance

• IT PMO Framework (Project, Program and Portfolio Management)

• NYCHA’s ePMO Tool

• Project Initiation – Building a Business Case

• Evaluation & Enhancement – Risk and Issue Management

• NYCHA ePMO Tool Demonstrations

• Q&A


NYCHA Overview• The New York City Housing Authority is the largest public housing authority in

North America employing over 13,300 people to serve 412,281 residents in 178,827 dwelling units within 2,686 buildings which comprise 344 housing developments throughout New York City.

• NYCHA also administers the federal Section 8 Leased Housing Program in which approximately 84,000 apartments are rented from about 30,000 participating private landlords.

• NYCHA residents and Section 8 voucher holders combined occupy 12.6% of the City's rental apartments and comprise 7.9% of New York City’s population (per 2000 census).

• To fulfill its mission, NYCHA must preserve its aging housing stock through timely maintenance and modernization of its developments. Simultaneously, we work to enhance the quality of life at NYCHA by offering our residents opportunities to participate in a multitude of community, educational and recreational programs, as well as job readiness and training initiatives.

• Given the continuing funding reductions and subsidy constraints, Information Technology must play an important role in lowering the cost of service delivery to NYCHA residents.


Challenges NYCHA Confronted• High project failure

and slippage rates• High rates of projects

over budget• Senior management

inability to mitigate delays, failures, and financial losses in a timely fashion

• Lack of visibility of project plans and status reporting


In Addition to NYCHA’s Challenges, Why is this Topic Relevant?

• Fiscal realities dictate selective IT investment

• Technology/tools chosen need to support the business problem/challenge, achieved the project metrics, and the investment is realized

• Projects utilizing technology should support improved business processes and be led by a business owner


Project Management: Changing Your Organization’s Culture


Disconnects Among StakeholdersSenior Leadership

Department Information Technology

Vision Does Not Tie to Functional

Initiatives

Difficult to Measure Performance/Value

Business and IT Not Fully Aligned


NYCHA IT Strategy: Resident-centricNYCHA’s Resident Needs Are at the Center of Its IT Strategy

Value

Exploiting NewTechnology

Customerand Client

Satisfaction

Speed and Agility

Resident-centric NYCHA

ITMetrics

Governance

Portfolio Managementand End-to-End Delivery

Architectureand

Standards

ConsistentProcess

Business/ITPartnership

Low Total Cost of

Ownership


NYCHA IT Strategic Framework

IT Project and Program Management

Business and IT Strategy

Enterprise Architecture SupportingFoundation

Accountability

Metrics

IT Infrastructure

Enterprise Applications

Application D

evelopment

Innovative ExpansionProcesses,

Support, and Tools

That Enable Business Functions

Vision, Objectives, Business Results

IT Enterprise Portfolio Management

IT Governance

IT Operations Tier 3

Business Application Needs Tier 1, 2, and 4


NYCHA’s IT Governance Model

NYCHA Board

NYCHA General Manager (GM)

CIO/CFO GM’s OperationsCommittee (GMOC)

Deputy General Managers

• Mentoring and coaching

• Aligning IT and business strategy

• PM standard methodology and tools (ePMO)

• PMO reporting standards

• Repository

Virtual IT PMO

ProjectManager

ProjectTeam

IT Strategic Partnerand

ProvideMembership

ProvideLiaison

Business Unit Staff Reporting Structure

Monthly Project Status Reports

Input andFeedback

Project Office(s)

Quarterly Project Status Reports

ArchitectureReview Board

and

Weekly/Monthly/Quarterly Project Status Reports

Governance body


What is a Virtual IT PMO?NYCHA’s IT PMO is virtual due to the dotted-line reporting structure of business project managers to the IT PMO

It is important to note the distinction between a Project Office and a Program Office• Program Office – Drives project management maturity,

supports project management standards/monitoring, helps align the IT and Business strategy

• Project Office – Narrower in scope, temporary in nature and plays a tactical role in project delivery


IT Project Management Framework

Execution Close Out

Evaluation and Enhancement

Support/Maintenance

Metrics, Status, and Change Management

Initiation Planning

Concept Commit Execution Commit Design/Dev/Test/Deploy ProductionLessons Learned

A single common methodology is used to manage all projects

Strategic Planningand Analysis

Metrics and Reviews

CommunicateStatus

Refine ProjectCourse

AlignObjectives

Select Investments

Prioritize Initiatives

ReviewPortfolio


IT Program Management

Busine

ss &

IT Stra

tegy

Program

Manag

emen

t

Delivery

Benefits

As-Is NYCHA IT PMO

Busine

ss Stra

tegy

Project

Manag

emen

t

Project

Manag

emen

t

Coordination

ProjectE

ProjectD

ProjectC

ProjectB

ProjectA

Alignment?

Source: Adopted from Deloitte Consulting


IT Portfolio Management at NYCHA

• NYCHA is an organization that understands its goals, and has a flexible process to determine IT priorities based on changing environments, and only selects IT projects that will provide meaningful improvement to one or more of the following criteria:

– Customer satisfaction– Employee productivity– Business process improvements– Cost take-out from the operating budget

• Application / Solution Portfolio• Tier 1 - Top Priority Business Initiatives• Tier 2 - Emerging Business Initiatives• Tier 3 - Managed by IT• Tier 4 - Future Year Initiatives


Tact

ical

Scope of InitiativesIT Business/IT Enterprise

NYCHA IT PMO Domains

Portfolio Management

Program Management

Project Management

• Portfolio scope• Prioritize and optimize overall IT cost, benefits, risk• Actively monitor Portfolio performance• Adapt to business environment changes

• Comprehensive program planning• Change and risk management• Coordination of project delivery• Measurement of results• Corrective actions

• Initiate• Budget• Schedule• Resources

• Deliverables• Scope• Risks • Measure

Scop

e of

Wor

k

Stra

tegi

c

Annual Planning Quarterly

Portfolio Reviews

Quarterly Planning

Monthly Planning

GM

Monthly Program Reviews

DGM

Weekly Project

Reviews

PM


Impact of Establishing an IT Governance Framework and IT PMO in Tandem

Strategically transformed IT from a stovepipe structure to a centralized, client service

organization and developed and published an IT strategic plan

Identified new revenue generating opportunities, avoided spending $1.2M hiring additional project managers, and

increased IT capital spending

Increased business satisfaction and collaboration with IT that led to more

effective use of technology and successful projects, delivering

value to the residents of public housing

Increased visibility and control of IT portfolio by allowing business to prioritize and

evaluate competing investments

Identified new revenue generating opportunities, avoided spending $1.2M hiring additional project managers, and

increased IT capital spending


Mentoring and Training

Strengthen the Project Management knowledge base throughout NYCHA1 Project Management

Fundamentals

2 Microsoft Project Professional

Train Project Managers on Microsoft Project Professional

Train team on day-to-day responsibilities (as they relate to the NYCHA PMO process and use of the ePMO tool)

3 NYCHA ePMO

4 Individual SupportProvide individual support and mentoring for project planning, risk mitigation, and reporting


NYCHA’s ePMO• ePMO is a set of online tools that support the NYCHA IT Governance

and Project Management framework• ePMO is designed to protect NYCHA’s IT investments by facilitating

collaboration among project teams and providing project transparency to executive sponsors

• NYCHA’s ePMO tool is built leveraging Microsoft EPM suite

Key Elements for an Effective PM tool• Executive Dashboard: KPI• Knowledge management and collaboration

repository• Planning/tracking • Risk management• Reporting/issue management• Automated compliance of IT governance

framework


Project Initiation: Setting the Stage for Project Success

Elevator Remote MonitoringJohn Ashton, Deputy Director/Technical Services

Department


Elevator Remote Monitoring Solution Overview

Facilitates remote monitoring and management of NYCHA’s 3,318 elevators throughout NYCHA’s Developments by capturing event data that is stored in a single database, which can be accessed by multiple users in real-time

Modify and replace all elevators with new controllers to allow for remote monitoring capabilities utilizing TCP/IP communications

Cisco wireless communication solution extends the footprint of NYCHA’s Wide Area Network (WAN) and allows for the elevator remote monitoring application to communicate over the network utilizing via TCP/IP protocol, reducing overall installation cost and reducing monthly telephone maintenance cost

Before remote Monitoring maintenance workers responded to Approx. 84, 598 outages annually. With remote monitoring, maintenance workers will respond to approx. 22,360 outages annually


How to get started using the NYCHA IT PMO Process: Initiation Phase Development

Step 2 – Develop a Project Concept Document

Step 4 – Business Case Presentation

Step 3 – Develop a Business Case

Step 1 - Complete the Risk Classification Form, which then populates the ePMO tool with required IT PMO templates for the project


Initiation Phase: Demo


IT PMO Evaluation and Enhancements: Risk and Issue Management

Computerized Heating Automated System (CHAS)

Lloyd Kass, Director, Energy Department


Business NeedsFINANCIAL• Energy prices and costs of supporting heating plants

are rising rapidly

TECHNICAL• Heating control technology is evolving and more

specialized technical staff are necessary to support new, sophisticated equipment

AUTOMATION, INTEGRATION, CUSTOMIZATION• Manufacturers issue off-the-shelf, product-specific

software to monitor and manage heat delivery remotely; NYCHA operates many heating control panel models citywide but seeks a single solution


CHAS Solution Overview• Facilitates remote monitoring and management of

NYCHA’s largest centralized heating plants• Automated boiler room and building control

panels from multiple makers are accessible through a single, customized, web-based software tool on NYCHA’s wide area network

• Features 24-hour boiler room alarm functionality, notifying key personnel of emergencies through email

• Broad coverage: 178 boiler rooms, 2,600 buildings (zone valves), 1,500 end-users and nearly 180,000 households served


CHAS Benefits• Reduces fuel costs through “management by exception”• Supports streamlined, Borough-based heating

maintenance model, with “roving crews” assigned to monitor neighborhood “clusters”

• Permits managers to more effectively and efficiently deploy technical personnel where warranted

• Increases transparency of heating operations, enhances supervision and compliance with maintenance procedures

• Improves response time when heating plant emergencies arise

• Prevents service downtime and promotes more reliable heat and hot water to residents


IT Governance & PM Framework Supports Organizational Alignment and Resource Management

PROJECT PARTNERS ORGANIZATION ROLE

Project Sponsor(s) NYCHA Executive Department Reviews & sets direction, makes key

decisions, provides “top-down” support

NYCHA Core Project Team

NYCHA Energy Department (Finance)

Maintains schedule, budget & reports; documents & monitors risks & issues; and

engages stakeholders (meetings)

Borough Heating Clusters

NYCHA Operations (Property Management)

Primary stakeholders/end users

Property Support Services

NYCHA Emergency and Technical Services

Off-hours first responders and contract field inspectors

IT Strategic Partner and PMO

NYCHA IT/QA and Office of the CIO

Interfaces with larger IT organization and supports use of “ePMO toolbox”

Siemens Building Technologies

Primary ContractorHeating-equipment, electrical installer

(Overseer of subcontractors)

Intech21 Subcontractor Software developer; equipment maker

Electronic Interface Associates (EIA)

ContractorNetwork infrastructure vendor (Hardwired

& wireless communication)


IT PMO Evaluation and Enhancement Activities = Project Success!

• Issue Management: Provides an efficient means of culling and tracking disparate “to-do lists”

• Risk Management: Provides transparency and puts spotlight on project’s major problems

• Reporting / Escalation Path: Monthly and quarterly reporting keeps project team disciplined and places key issues squarely in front of busy decision-makers

• Stakeholder Involvement: Regular meetings with Executive Sponsors and Project team participants guarantees necessary input and facilitates change management


Risk & Issue Management Demo


Executive Reporting Demo


Executive Dashboard Demo


Lessons Learned

1. Take time to assess the culture of the organization and allow sufficient time for adoption of the process and system changes

2. Devote resources to developing project management skills through formal training, coaching, and mentoring

3. It is challenging to dually focus on a developing Project Management organization with a broad scale Program Management focus

4. Develop IT Governance and PM Framework/process before implementing a project management tool


Selecting the Right Strategic Partners

Internet Business Solutions Group


Questions and AnswersContact: Avi DuvdevaniCIO/Deputy General Manager of [email protected]

Contact: Ron RigoresIT PMO, Program [email protected]

Contact: Lloyd KassDirector, Energy Department [email protected]

Contact: John AshtonDeputy Director, Technical Services Department [email protected]

9th annual nyc technology forum -...

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