educause connect, portland - becoming a partner of choice in portfolio & project management

Becoming a Partner of Choice in Portfolio & Project Management

Jamie DanielTechnology & Application [email protected](360)867-6849

Moscow, Idaho

Jane CoxPortfolio & Project [email protected](208)855-7233

mailto:[email protected]


Agenda Our Stories Definition of Project and Portfolio How to Frame Governance and Improve Visibility (Exercise) Key Concepts for Successful Practice Measuring Maturity

Example Model and RoadmapSelf-Assessment & Goals (Exercise)

Recipe for Success

University of Idaho

2016 numbers

Faculty - 934

Staff - 1530

ITS Staff – 100 (incl. 35 TH)

Founded 1889

Enrollment - 11,534

Campuses - 5

University of

Idaho

Initial Challenges Gaps, inefficiencies and duplications in technology

investments

Rapid growth in technology projects

Real and perceived project failuresNever ending projectsFailure to understand total cost of ownership

Ad hoc prioritization

Limited oversight

Security and compliance concerns

University of

Idaho

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 (governance process)

• Increase collaboration across the University

CommunicateCommunicateCommunicate

University of

Idaho

The Evergreen State College

Founded 1971

Enrollment 4,089

Campuses 4

Faculty 224

Staff 534

ITS Staff 40

The Evergreen

State College

Evergreen’s Challenges

Technology grew organically Shrinking IT resources Isolated project prioritization No campus transparency Numerous rapidly aging applications/ systems

The Evergreen

State College

What are we doing?*

IT Leadership committed to building a core set of project management principles• 4 Associate Directors = IT project managers• Developing curriculum for entire IT staff with basic PM principles

Leveraging campus relationships better• Academics has a PM – she is the PM on all Academics application projects• New, vendor hosted RFPS – requirement that departments hire a 2 year

project implementation position Transparency, communication, governance

• Quarterly newsletter, monthly workgroup meetings, governance groups, training materials on how we do projects

The Evergreen

State College

* This is very much a work in progress – ask me in another year how this is going

A Recipe for SuccessCreating your unique project & portfolio management approach

Key Concepts For Successful PracticeQuick Wins

Visibility into current projects Clear scope definitions Project prioritization Successful projects

Improvements More effective decision making Enhanced scoring – stronger risk based Ability to as “here is how we can help you? Improved picture of IT investments

BUILDING THE PPMO

ConsistencyAccountabilityLifecycleStructureDefinition

Define What is Important

Portfolio/Portfolio Management Project/Project Management Change Management Oversight/Governance Roles Levels of PPMO Engagement (High,

Medium and Low)

Structure

PPMO 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 organization makes IT investments

Words backed by actions

Cultural change

Organizational and personal goals tied to portfolio success

Accountability for delivery of success criteria

Remove stand alone project execution

Focus on benefits realization not deliverables

PlanDo

Check

Act

PlanDo

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

How to Frame Governance Identify a Governance Authority (CIO, Committee, etc.) Define Required Documentation Prioritization process

• Risk• Impact• Organizational Priority

Map Review and Approval Workflow Communicate Results

• Email• Web

Measuring Maturity

• Identify Current State• Determine Graduated Maturity Levels• Determine Measurements• Establish Roadmap

Simple 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%MasteredIn ProgressFuture

Projects Applications Infrastructure People Process Information Overall IT Portfolio

Level 0Admitting

Collecting data on projects Collecting data on applications

Collecting data on infrastructure

Collecting information on people and their skills

Determining processes and owners.

Identifying primitive entities

Recognition of need for an IT portfolio

Level 1Communicating

Aggregated and interrelated project information with standard business cases

Listing of all applications with basic characteristics

Listing of all infrastructure with basic characteristics

Listing of all IT professionals and their skills

All processes documented in similar fashion

Listing of key entities with characteristics to identify issues

All sub-portfolios at Level 1

Level 2Governing

People, processes, and policies are standardized to ensure governance and consistency around project management

Application owners exist. Lifecycles managed.Defined application portfolio process in place

Basic asset management processes in place. Infrastructure owners identified.Defined infrastructure portfolio process

Basic human capital management practices exist to proactively update skills.IT human resource managers exist.

A business improvement methodology and team exist. Processes stored in common repository.Processes reconciled to reduce redundancies.Process owners identified.

Information management active to enable portfolio management.Governance around information use exists.Legitimate owners of information identified.


Level 3 Managing

Metrics for governing processes and key supporting processes are identified and captured







Level 4Optimizing

Project portfolio reflects real-time project information.Portfolio is integrated with other portfolios, most specifically people, infrastructure and applications.

Performance and life-cycle information is affecting the portfolio.Information from other portfolios is used to balance portfolio while feeding information to the process portfolio

Asset Management information is used to balance the portfolio and associated portfolios, including project, people, and process.

Portfolio is used against process, project and infrastructure to ensure optimum mix of skills exist in sufficient quantities to support current and future needs. Proactively identifying shortages.

Processes exist in a portfolio with supporting metrics and ties to the applications supported by these processes and the information touched by these processes.Processes can be adjusted based on information and other sub-portfolios.

Data quality flows up into the portfolio, enabling rapid corrective action to be taken through information management or operational processes in other related sub-portfolios.


Copyright 2005, Bryan Maizlish and META Group, LLC, a subsidiary of Gartner, Inc.

Roadmap

PPMOPortfolio Management

Metrics Management

Project Management

Requirements Management

TestManagement

Resource Management

Project Managers Business Analysts

Test Analysts

Areas

Roles

PPMO Ongoing Improvement – FY17 Subject (% maturity) Task Notes Status (Started,

In Progress, Complete, Hold)

Project Mgmt Define rigor levelsProject closure – Lessons learned

Expand on small, medium and large definitions. Priority and risk based.

Budget Management (50%) • Portfolio Expectations• Operational• Estimating

This includes resource materials and training sessions where necessary.

Change Management (60%) Refresher trainings

Charter (50%) Develop scope statement options Scope statements for projects not meeting project definition.

External Expansion (1%) • Begin Planning This should begin at end of FY17Initiatives (75%) • Technology Governance Begin planning on initiative

Outreach (5%) • Internal to ITS @ UI• External to ITS @ UI• External to ITS – Industry

This includes internal trainings and external speaking engagements.

Requirements (20%) • Training (Roles, Elicitation, Analysis, Representation, Validation, Change Control)


Resource Management (5%) • Define practice/procedures Integrate with Governance processes

Risk Mgmt (25%) Training on risk definition and mitigation


Testing (20%) • Roles• Types• Training


Timeline (25%) • WBS facilitation• Estimates & Efforts• Project closure (Lessons

Learned)


Self-Assessment & Goals Exercise

Recipe For SuccessIngredients:

1 measure of your Current State

1 measure of Where you Want to Be

Mix in your Roadmap

Plan, Do, Check all ingredients on a regular basis

Ice with Communication, Communication, Communication

Thank you!

Jamie DanielTechnology & Application [email protected](360)867-6849

Moscow, Idaho

Jane CoxPortfolio & Project [email protected](208)855-7233



educause connect, portland - becoming a partner of choice in portfolio & project management

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