building a ppmo from scratch
TRANSCRIPT
Building an IT Portfolio & Project Management Office
From Scratch
Introductions
About University of Idaho
Challenges
Priorities
Why PPMO and Why Now
What Did It Take
Building the PPMO
Next Steps
AGENDA
ABOUT UNIVERSITY OF IDAHOFaculty - 934
Staff - 1530
ITS Staff – 100 (incl. 35 TH)
Founded 1889
Enrollment - 11,534
Campuses - 5
INITIAL CHALLENGES AT UI Gaps, inefficiencies and duplications in technology investments
Rapid growth in technology projects
Real and perceived project failures• Never ending projects
• Failure to understand total cost of ownership
Ad hoc prioritization
Limited oversight
Security and compliance concerns
UI PRIORITIES Gain alignment with University strategic direction Educate staff on portfolio and project management Gain better understanding of ITS Portfolio Develop consistency in project practices Increase collaboration across the University
WHY A PPMO? Easier and more beneficial way to make collaborative
decisions Minimize risks Assist with ITS resource management Increase efficiencies within ITS and with stakeholders Provide the value of ITS to stakeholders – in terms that
are important to them Ensure continued success with future project initiatives Reduced stress for ITS employees and customers
AND WHY NOW?• Opportunity – access to a PM
• Solidify ITS as partner of choice
• Assure project alignment with University strategic direction
• Transparency of prioritization of University technology investments
• Increase visibility in project status and key success factors
• Increase project quality
WHAT DID IT TAKE?• Institutional commitment
• Assigned a dedicated person
• Understand your portfolio
• Educate staff
• Build the process and maintain consistency
• Align projects with University strategic direction
• Increase collaboration across the University
CommunicateCommunicateCommunicate
BUILDING THE PPMOINITIATE •Create Mission, Strategy & Objectives•Define RoadmapEXECUTE•Project Prioritization Methods• Project Management Methods•Products & ServicesTEST •Prioritization Process•PPMO Support Methods•Use on existing/upcoming projectsCLOSE (operational)•Prioritization Process (tracking and reporting)•Project Support•Monthly Project Status Reporting
Plan
Do
Check
Act
Plan
Do
Check
Act
Plan
Do
Check
Act
Continuous Improvement
Consolidation Through Standardization
“PDSA Process" by Johannes Vietze - Own work. Licensed under Creative Commons Attribution-Share Alike 3.0 via Wikimedia Commons - http://commons.wikimedia.org/wiki/File:PDCA_Process.png#mediaviewer/File:PDCA_Process.png
Dr. W. Edwards Deming
BUILDING THE PPMO
SERVICESKeep it simple, build awareness, and grow.
• Provide standards and templates for project success• Manage projects as staffing allows• Identify and help manage critical success factors, issues, and risks• Provide consultation on project management best practices• Assist in developing new or troubleshooting existing project plans• Perform regular high level project reviews
Define your future!
START UP RESOURCES• Support
• Executive support/oversight • Funding
• Salary and operating costs for Sr. PM• Tools
• In-house applications used for portfolio tracking and project status • Staffing
• Minimal staff (1) to establish policies and practices• Measures
• Minimal (portfolio related)
BUILDING THE PPMO
ConsistencyAccountabilityLifecycleStructureDefinition
DEFINE WHAT IS IMPORTANTITS Project
A project is directed at achieving a specific/unique result, involves the coordinated undertaking of interrelated activities, has a limited duration (a beginning and an end), is unique, and involves risk.
• The work effort has an ITS component• There is a determined beginning and end
And
• $ Amount of > $25,000 hard costs (not discounted w/projected savings)
Or
• >160 hours of work
Or
• Regulatory/Legal Compliance
DEFINE WHAT IS IMPORTANTOther Definitions
Portfolio/Portfolio Management Project Managemet Oversight Processes Roles Scoring and Prioritization Levels of PPMO Engagement (High, Medium and
Low)
STRUCTUREPPMO reports directly to CIO/VP Portfolio must be created in right way
Minimize disruption (integration of existing processes) Maximize effectiveness (align w/current planning)
Structure aligns with existing functions ITS takes ownership of leading technical delivery PPMO owns project management tools and processes Unit leaders cannot ignore their role and partnership with ITS
Change is Mandatory, Disruption is OptionalInnotas 2014 ProjectManagement.com
PORTFOLIO LIFECYCLE
PORTFOLIO LIFECYCLE
Idea Generation
Preliminary Screening
Prioritization
Strategic Project
Execution
Portfolio Change
Management
Centralized Benefits
Tracking and Accountability
ACCOUNTABILITY• University focus not unit focus• Meaningful agreement to change the way the UI makes investments• Words backed by actions• Cultural change• University and personal goals tied to portfolio success• Accountability for delivery of success criteria• Remove stand alone project execution• Focus on benefits realization not deliverables
CHALLENGES• Inexperienced ITS project managers
• Understanding of project management and it’s importance
• Resistance • Change (latest trend)• Oversight• Accountability
• Staffing - PPMO and projects
• Funding PPMO
• Appropriate Tools
MATURITY MODEL
Processes are informal or not defined.
Processes are defined, but not well adopted.
Processes are defined, repeatable, and followed.
Processes are aligned and performance is measured.
Processes are optimized and continually improved.
<15% 30% 45% 60% 75% 90% 100%
Mastered
In Progress
Future
QUICK WINS• Visibility into current projects
• Clear project scope definitions
• Project prioritization
• Successful projects
IMPROVEMENTS• More effective decision making
• Enhanced Scoring – stronger risk based
• Ability to say “here is how we can help you”
• Improved picture of ITS investments
RESOURCESSTART UP• Support
• Executive support/oversight • Funding
• Minimal• Tools
• In-house applications used for portfolio tracking and project status
• Staffing• Minimal staff (1) to establish
policies and practices• Measures
• Minimal (portfolio related)
FUTURE• Support
• Presence at the President’s Cabinet• Funding
• Meets needs of the roadmap• Tools
• Automated tool for portfolio tracking, project status & resource management
• Staffing• 1-2 additional staff to dedicate as
PM’s • Measures
• Quality Measures (portfolio & project)
NEXT STEPS• Improve Tools • Automated Solution for Portfolio Management• Resource Allocation/Management• Project Budget Management• PPMO Staff Augmentation• Increase Visibility of Successes
I DON’T KNOW HOW MANY TIMES I’VE SAID…You need a defined scope because…!
It is important to identify your work breakdown and set your schedule because…!
Slow down, the process covers that, just not right now.
Please trust the process!
Jane Cox, Portfolio & Project Management OfficeOfc: 208-885-7233Cell: [email protected]
Dan Ewart, CIO/VP InfrastructureOfc: [email protected]
Address: Administration Bldg / 875 Perimeter Drive MS 3155 Moscow ID 83844-3155
CONTACTS