pmo presentation

© 2005 Austin Energy All Rights ReservedInformation Technology & Telecommunications For AE Internal Distribution Only

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ITT PMO Update

Brad Ring

ITT PMO Council chair

© 2005 Austin Energy All Rights Reserved Information Technology & Telecommunications For AE Internal Distribution Only

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ITT Mission & Vision

MISSION

“To deliver quality utility solutions on-time and on-budget”

VISION

“To build a 100% online, interactive, anytime, anywhere, any device, secure, reliable, and scalable enterprise for employees,

customers, partners and vendors.”


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Part 1: History: Establish 5 Project key performance indicators (KPIs)Focus: Reactionary, firefighting, chaos theory.


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Part 1: History: 5 key performance indicators (KPIs)Focus: Reactionary, firefighting, chaos theory.

Historical KPI progress

1. Project communication: Inconsistent

2. Supporting processes: PMO On-line (BOT) Microsoft Server Project 2003

3. Resource planning: Ad hoc

4. Financial reporting: Focus on CIP projects

5. Baseline scheduling: Limited


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Part 1: History Focus: Reactionary, firefighting, chaos theory.

ITT prior Project challenges


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Resource gridlock

Schedule slippage

Low probability of success

Cost overruns

ITT Project challenges


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Resource gridlock

Schedule slippage

Low probability of success

Cost overruns

Scope creep Incomplete projects No quality control Most important project

“of the week”.

ITT Project operating environment:


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Part 2: KPI Current accomplishments (Jan 05 to Present)Focus: Repeatability and predictability


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KPI 1- Project communication (ITT Focus)

Established weekly project status reporting cycle includes distribution to all ITT management and BSA’s.

Established periodic detailed status reviews (DSR) for peer review, schedule review, risks, and feedback.


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KPI 2 - Supporting Processes

Established 5 new processes & process owners:

PM Mentoring: coaching & mentoring new & existing staff.

Formal resource request process: written approval from RM.

Issue Escalation: Issues sent to all Division Managers & CIO.

Project Prioritization

On-going PM best practices (purchasing, scheduling, etc.)


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KPI 3 - Resource Planning

Define resource utilization rate for lifecycle tasks: analysis, projects, operations, maintenance and support. (activity tracking sheet)

Established standard utilization factor of 20% for all meetings, overhead, etc.

Created accurate global resource pool


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KPI 4 - Financial Reporting

Created work orders for all active projects to capture all related projects costs (June)

Able to track resources, capital costs, labor, and related expenses in MS Project Server

Coordinating with BSA’s to establish initial work order for lifecycle mgt.

Part 2: KPI Current Accomplishments (Jan 05 to Present)Focus: Repeatability and predictability


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Part 2: KPI current accomplishments (Jan 05 to Present)Focus: Repeatability and predictability

KPI 5 - Baseline Scheduling

Snapshot: current portfolio projected workload of 42 active projects including 18 CIP projects (May)

Training: 25 staff attended formal schedule estimating techniques including PERT, WBS levels, risk mgt.

Pilot project: Service Center replacement


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Service Center Replacement Pilot

Scope:


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Scope:

Accomplishments:

1. Document high level WBS for entire project

2. Formal cost & schedule estimate for each work package

3. Schedule in MS Project: dependencies, critical path, resources

4. Supporting PM documents: Charter, project plan, risk plan, etc.


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Scope:

Accomplishments:

1. Document high level WBS for entire project

2. Formal cost & schedule estimate for each work package

3. Schedule in MS Project: dependencies, critical path, resources

4. Supporting PM documents: Charter, project plan, risk plan, etc.

Result: High probability of success


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Part 3: Future Strategies Focus: Integrated workload and resource management


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Strategy #1

A. Re-estimate & baseline all existing projects using formal estimating techniques.

B. Require formal estimating on all new proposed projects


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Strategy #2

Define resource utilization rate for analysis, projects, operations, maintenance and support by skill, resource, and division.


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Strategy #3

Prioritize and rank all projects& support initiatives within eachbusiness unit (including ITT) and across the organization


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Strategy #4

A. Link prioritized projectsto global resource pool.

B. Determine resource availability, conduct resource planning and forecasting. Revise project completion dates.


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B. Require formal estimating on

all new proposed projects

Provide resource utilization and availability rate using global resource pool by division and skill set.

Link prioritized projectsto resource plan.

Prioritize projects withineach division and across the organization


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Benefits of Integrated workload and resource management

1. Customers: realistic project delivery dates

2. Sponsors: high degree of success for all projects

3. ITT staff: manageable workload

4. ITT management: Accurate resource allocation & forecasting Resource alignment with highest priority projects Project predictability and repeatability


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Summary


B. Require formal estimating on all new proposed projects

Provide resource utilization and availability rate using global resource pool by division and skill set.

To successfully complete the Mission Statement “To deliver quality utility solutions on-time and on-budget”

The following foundation pieces must be in place:


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Acknowledgements


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Questions, comments, feedback

Contact:

Brad Ring Ext 6347 TLC 457

[email protected]


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DSR I TT DETAILED STATUS REVIEW DSR 3.0

Project:

Project Manager: Project Start Date:

Customer: Est. Completion Date:

Sponsor: Priority:

Project Scope:

1. Scope Yes No NA Date Notes

a. Clearly defined with customer signoff?

b. Identified in MS Project as a note?

c. PMP completed, signed, archived?

2. Schedule/ Budget Yes No NA Date Notes

a. Schedule accurate and updated?

b. Demonstrate progress of milestones & deliverables. Identify next deliverable.

c. Identify the critical path

d. I f CIP, document current cost & budget

e. Work Order established

f. Formal estimation process used

3. Remaining Schedule and Effort

Effort (hours)

Duration (days)

Date Notes

a. Estimated remaining effort

4. Risk Management Yes No NA Date Notes

a. Risk plan completed, signed, archived?

b. Identify any significant issues that may adversely affect project deliverables

5. Procurement Yes No NA Date Notes

a. RFP Requirements? Identify stage.

b. Outstanding issues?

c. Estimated procurement cost & budget ($$)

6. Resource Management Yes No NA Date Notes

a. Are all tasks and deliverables properly resourced?

b. Written commitment from Res. Mgr?

7. Dependencies – Task/ Resource/ Project

Yes No NA Date Notes

a. Any critical dependencies not identified in risk plan?

b. Part of a Program or Multi-Phase initiative?

pmo presentation

Technology

ae internal distribution

austin energy

pilot project

present focus

kpi current accomplishments

itt prior project challenges

chaos theory

resource planning