september 2010 cgait jeffco creating and managing a pmo
DESCRIPTION
September 2010 CGAIT Presentation from Jefferson County, Colorado on "Creating And Managing A PMO".TRANSCRIPT
Creating and Managing
a Project Management OfficeBill Dayton, PMP
Manager – Project Management Office
Agenda
Introduction to Jefferson County’s PMO
Our PMO Charter & Structure
PMO Software Tools
Business Analysis, Project Intake & Evaluation
Project Prioritization
Steering Committees
Jeffco Project Charter
Jeffco Project Management
Project Closeout
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Introduction to Jeffco’s PMO
Project Management Office
Sponsored by the Chief Information Officer and Deputy CIO
9 Full Time Staff
1 PMO Manager
4 Business Analysts
4 Project Managers
Business Analysts and Project Managers specialize in their area but
perform both roles as necessary
Our business analysts are assigned to IT programs, Elected Officials,
Departments and Divisions as necessary throughout the County to
gain expertise in that area
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Project and Request Summary
32 Active Projects / 19 Active Requests
31 Completed Projects Year to Date
20 Business Analysis Requests Closed with Completed Analysis
Year to Date
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PMO Direction and Charter
Timeline
Q4 2008 – Q1 2000 ITS Strategic Planning and PMO Strategic Direction
May 2009 PMO Officially Created
Q3 2009 – Q2 2010 Examined Personnel within PMO
Hiring new team members. Right skill set? / Building skills
Implemented new PM tools
PMP Certifications & Looking at BA Certifications
o Project Management Institute
• www.pmi.org
o International Institute of Business Analysis
• www.theiiba.org
Q3-Q4 2010 – Project Charter and Gartner Maturity Model
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PMO Purpose & PMO Charter
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ITS Strategic Planning - www.Weidnerinc.com
PMO Purpose StatementThe purpose of the Project Management Office program is to provide project
management and business-consulting services to the county so they can make
more informed business decisions and reliably achieve business objectives
Services
Gartner Maturity Model, PMO Project Charter & PMI OPM3
Project Management
Business Analysis Business Design Documents
Process Mappingand Improvement
Project Management Plans
Project Proposals
RFPs / SOWs RequirementsDocuments
Service Level Agreements
Portfolio Recommendation
Business Cases Consultations
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Gartner PMO Maturity Model
Project Management Office Charter
PMO Project charter built out with ITS Input
CIO & Deputy CIO Feedback
Input from PMO Team
Sample provided on CGAIT site
Charter Implementation Plan
Broken out by Phase, Tasks and Maturity Model Level
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PMO Charter Implementation Plan
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Approximately 18 month implementation plan
PMI OPM3
OPM3 Standard is from Project Management Institute
(Organizational Project Management Maturity Model)
Soft cover book of standards published by PMI incorporates
program and portfolio management processes for project
management offices
The PMO is using OPM3 as an additional resource to assess the
maturity of the PMO and improve processes. Includes
assessment documentation of program and portfolio measures
Copies can be purchased on PMI’s site or Amazon.com
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PMO & Project Reporting
Report Type Recipient Frequency
PMO Dashboard Report CIO, Deputy CIO Bi-Weekly
PMO Dashboard & PMO Metrics CIO, Deputy CIO & all ITS Services Monthly
PMO Annual Review (including aggregated survey results)
ITS Services Annual
Project Lessons Learned PMO Archive Upon Project Completion
Survey Results PMO Manager, CIO, Deputy CIO, PMO Team
Upon Project Completion
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PMO Software Tools
Microsoft Project and Project Server
Project 2003 and Project 2007
Examined options and deficiencies
Portfolio Reporting and Views Missing
Project Request Intake and Tracking
Microsoft Project Portfolio Server Implementation
Cancelled the implementation
Innotas SAAS Solution
Request Intake, Project Management, Portfolio Reporting
Future Direction – SAAS Tools
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Business Analysis and Request Intake
Business Analysts – Customer Relationship Management
Formal Role created within the PMO in ITS
Assigned to specific areas in the County
Enables them to gain knowledge in those areas and build customer relationships
Business Analysts gather and report on requests
Build out request analysis and assess priorities with customers
Gather requirements
Ultimately build a project charter in conjunction with the project managers before project approval
Business analysts report on request status on bi-weekly basis
Make recommendations to close requests or push through as projects based on customer input and timing needs and dependencies 9/29/2010
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Initial Request Form
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Title Impacts If Delayed
Basic Information Operating Expense Impacts
Anticipated Project Start Date Cost Benefit to County
Anticipated Project Completion Date Sources and Use of Funds (Must be Completed for CIP Requests)
Capital Improvement Project Revenue Description
Anticipated Request Analysis Start Date Total Revenue (5 Year)
Anticipated Request Analysis Completion Date Expenditure Description
Customer Information Software (5 Year Total)
Account Hardware (5 Year Total)
Benefiting Department Consulting (5 Year Total)
Client Sponsor (Last, First) Training (5 Year Total)
Customer Project Priority (1-High, 10-Low) Other - Annual Maintenance (5 Year Total)
Department Information Total Expenditures
Project Information Total Expenditures (5 Year Total)
Project Type Cost Breakdown
Estimated Project Size One-Time Capital Costs (1st Year Total)
Investment Type Total Project Cost (5 Year Total Capital Costs Only)
Supports BCC Goal(s): Ongoing Operating Costs (5 Year Total)
Project Description TOTAL COST (5 Year Total Operating Capital Costs)
Project Background & Justification
Request Evaluation
Basis of Request Evaluation
Customer need
Value to the County
Synergy with other business units or governmental agencies
Return on investment
Project / request dependencies
Technology obsolescence
Customer priority
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Request Gates
PMO uses a Request “gate” process
“Initial Request Gate” – basic form filled out by business analysts. This
gate is the pool. Requests sit here until acted upon but are reviewed
monthly and updated or deleted as necessary
“Business Request Gate” - When work begins on a project request,
the request is assigned to a BA and forwarded to the BA Gate. Status
reporting begins on the request on a bi-weekly basis. BA gate
requests are completed, pushed back or become projects
“PMO Gate” – Requests forward to the PMO gate receive additional
analysis, initial project planning and completion of all required
information to create a project charter. Receives formal approval
from PMO manager or is sent back
“CIO Gate” – Project receives approval from CIO or is rejected, when
approved, project record is created and project kickoff occurs. Status
reporting on the project record begins9/29/2010
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Project Prioritization
Jefferson County PMO does not have a Project Investment
Council or Governance
Prioritization depends heavily on customer communication
and input and we turn request priorities back to the customer
always for their prioritization decisions
Involves on-going discussions with ITS resources and customers
for dependencies, resource availability and changes in
priorities
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Steering Committees
ITS has created steering committees for a few of our enterprise
applications and customers
Steering committees formalize reporting to customers on
application and project status, request and project priorities and
enhancing customer relationships through on-going discussion
and monthly meetings
Steering committees are helping to serve the functions of IT
governance or an investment council for the PMO
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Jeffco Project Charter
Project charter is created during the buildup of information
throughout the request gate process
Project charter approval occurs when project is formally
reviewed and approved for kickoff
Project charter is contained in our SAAS PM solution
PDF of our Project Charter is available on CGAIT site
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Jeffco Project Management
PMO follows the Project Management Institute’s framework for
project management
We are using estimates for hours in our PM solution. Actuals are
being recorded in our JDE ERP system
Reports are compiled to compare actuals against estimates for
project reporting. Not a perfect system
We would benefit if we had actuals in our PM system for
capacity discussions, but time to enter actuals is too great
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Jeffco Project Close out
Standard PMI project close out
Jeffco uses a project warranty phase prior to close out
Really is an extended test and familiarization period for customers to get comfortable with the solution, have questions answered and to mentally prepare customers for project closure.
Found that when we just had a testing phase and then went into project closure, customers often wanted to delay. Warranty period has alleviated many of their concerns. Often no work is performed during the warrant period, or only minor updates, but customers feel more comfortable with this approach
Project close out reviews with the project manager, customer and PMO Manager take place prior to officially closing a project.
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Future Jeffco PMO Direction
Work on completion of PMO maturity goals and tasks
Continue to fine-tune PM and BA skills and processes
Share knowledge with other counties and municipalities
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Questions
For more information, please refer to the CGAIT Website for
attachments or contact Bill Dayton at Jefferson County.
Bill Dayton, PMP
Manager - Project Management Office
Jefferson County IT Services
Laramie Building
3500 Illinois Street
Golden, CO 80401
Desk Phone: 303.271.8055
Mobile Phone: 303.587.6069
Email - [email protected]
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