project and portfolio management at unm it david mcguire, associate director, it project &...
TRANSCRIPT
PROJECT AND PORTFOLIO MANAGEMENT
AT UNM IT
David McGuire, Associate Director, IT Project & Service Mgmt
Tech Days, 4 June 2015, 2:30-3:30
2
Agenda
• Introductions• Challenges• Picking The Right Project • Running Projects Well
• Project Class and Lifecycle• Project Tools• Phase Gates
• Balancing Resources
3
Agenda
• Introductions• Challenges• Picking The Right Project • Running Projects Well
• Project Class and Lifecycle• Project Tools• Phase Gates
• Balancing Resources
Who am I? And who are you?
David McGuire • Associate Director, IT Project & Service Management Office (PSMO)• Information Technologies, UNM
And you?• How many IT professionals?• How many interested in IT but in different fields?• Who runs projects?• Who makes resource and priority decisions for projects?
IT Project & Service Mgmt Office - PSMO
Our Charge:• Provide Project Managers and Business Analysts for major projects• Provide support for other IT Project Managers:
• Training Methods Templates
• Enable IT Leadership to better manage the portfolio of IT projects• Guide IT Service Management / ITIL program
Our Project Goal: Increase Project Success Rates• Right Projects• Scheduled & Staffed Appropriately• On Time, Budget & Scope, With Quality
6
Agenda
• Introductions• Challenges• Picking The Right Project • Running Projects Well
• Project Class and Lifecycle• Project Tools• Phase Gates
• Balancing Resources
Challenges: Portfolio, Projects, Resources
►Which projects move forward, which wait?►Once we commit to a project, how to ensure success?►How do we juggle $$$ and staff time between multiple commitments?
IT’s favorite solution: Technology!
► New Vendor!► Cool Apps!► Open Source!
Harder but more lasting solution: ► Look at the organization► Change culture► Change process
Strategic Planning
Projects
Resource Management
(Time, Skills, $$)
Services
Project Portfolio
Project Management
Service Portfolio
Service Management
Charter
Execute Operate
Charter
Approve, Resource,
Cancel
Drive
Approve, Resource,
Cancel
Deliver,Support
Add, Change, Remove
Resource Portfolio
State & Regional IT
PartnersDept ITUNM IT
Vendors, Consultants
Show Value$$$
Show Value$$$
The IT Organization
Challenges: Balancing Projects and Services
48 major projects on the
IT Dashboard
►Hundreds of smaller projects
50 major Services in the
IT Service Catalog
►Over 200 Products and Applications
►Which projects move forward?►How to ensure project success?►Juggling $$$ and staff time between projects, operations?
Challenges Met: Industry Disciplines
►Project Portfolio Management (PPM)►Processes and technologies►Analyze and collectively manage current & proposed projects. ►Schedule projects to best achieve an organization’s goals
►Project Management►Planning, organizing, motivating, and controlling ►Resources, procedures and protocols ►To achieve specific goals
►Resource Management►Efficient and effective deployment of organization's resources when needed
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Agenda
• Introductions• Challenges• Picking The Right Project • Running Projects Well
• Project Class and Lifecycle• Project Tools• Phase Gates
• Balancing Resources
Picking The Right Project: Project Portfolio Mgmt
►Objective: Optimize resources, schedule projects to best achieve goals►Need an easy way to look across all projects
IT Portfolio Site – One List To Rule Them all….
Sample Projects:• Data Center Re-design• O365 Product Suite Implementation• LoboTime Phase 2
Picking The Right Project: Project Portfolio Mgmt
Right Project, Right Time: How To Decide???
►Option 1: Wishful Thinking ►Pound on the table – You Will Do This! ►Agree with everything – Yes Of Course!
►Option 2: Every Project is #1 Priority! ►Delegate down to the person doing tasks►They decide how to spend their workday
►Option 3: Every Decision is a New Day►Analyze each as a special case
►Option 4: Set a Rubric ►Capture judgment factors as data points►Compare projects via data points►Such as: Value, Cost, and Risk
Project Portfolio Mgmt: UNM IT’s Beta Rubric
Business Value Criteria Definition Value (0 –5) 5 = Highest Value Score (optional) Comments0. No strategic impact (e.g., operational project)3. Indirectly supports objectives of the UNM 2020 plan or the UNM IT Strategic Plan.5. Directly supports objectives of the UNM 2020 plan or the UNM IT Strategic Plan. 00. No compliance requirements
3. Meets anticipated future compliance or regulatory requirement5. Meets existing compliance or regulatory requirement
0
0
Alignment, Support for UNM 2020 and UNM IT
Strategic Plan
Degree to which the project supports UNM or UNM IT in fulfilling strategic goals
Meets or Supports Compliance (e.g., Regulatory)
Whether an existing or future compliance or regulatory requirement exists that the system will support, e.g. EPA compliance by Safety & Risk Services
Value Ratings
Success Criteria Definition Probability of Success (0 –5) 5 = Highest Likelihood0. The project is incompatible with existing enterprise systems
3. The project integrates with existing enterprise systems but new interfaces are required5. The project seamlessly integrates with existing enterprise systems and UNM has similar interfaces in production; or integration not required.
Familiarity with Technology 0. The technology is both new AND unproven at UNM
3. The technology is either new OR unproven at UNM
5. The technology exists today in UNM IT enterprise production environment
Success Ratings
Compatibility w/ Enterprise Systems
Ease of integrating project deliverables with current systems
Degree to which the technology is proven and support requirements are known
0
enter: Effort-Hours 0enter: One-time $$ -$
(calculated) Labor cost @ $50/hr -$ (calculated) Total Cost -$ (calculated) Cost Scale Code 0.1
enter: Annual Recurring $$ -$
enter: Cost Comments (optional)
Cost Ratings
Project Portfolio Mgmt: UNM IT’s Beta Rubric
PROPOSAL TAGPROJECT
COSTVALUE (bang for the buck)
PROBABILITY OF SUCCESS
INVESTMENT TYPE IT CHAMPION
Project ABC ABC 0.15 0.71 0.37 Grow Director A
Project NOP NOP 0.15 0.77 0.66 Run Director BProject CDE CDE 0.2 0.74 0.43 Grow Director CProject BCD BCD 0.35 0.54 0.57 Grow Director BProject IJK IJK 0.15 0.54 0.23 Transform Director D
0 0.5 10
0.5
1
ABCNOPCDE
BCDIJK
Probability of Success
VALU
E (B
ang
For T
he
Buck
)
Bubble size = Cost
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Agenda
• Introductions• Challenges• Picking The Right Project • Running Projects Well
• Project Class and Lifecycle• Project Tools• Phase Gates
• Balancing Resources
Project Class: Tracking Major Projects• Bigger projects are riskier, more expensive• Benefit from
• Increased management oversight• Transparency• Good-practice project methods
Project Class: Use Effort Hours to set level of accountability
Class Effort Hours Typical Sponsor
1 Under 100 Manager
2 100 – 1,000 Director
3 Over 1,000 VP
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Class 3 Projects: Phases & Activities
Pre-Project:
Evaluate – Capture idea in a Business Case. Review multiple Business Cases. Select some to become Projects.
Project Lifecycle
1. Initiate – Identify initial requirements. Develop Project Charter.
2. Plan – Finalize requirements. Develop initial design. Complete project planning documents, including initial timeline.
3. Execute & Control – Finalize design. Execute and track project tasks, issues. Communicate. Go live. Transition to operations.
4. Close – Conduct lessons learned. Archive document artifacts
Project Actions
Project Artifacts
New Service Actions
New Service Artifacts
Project phases: Evaluate
Initiate
Plan Execute & Control
Close
Project Actions in Typical Sequence
1. Capture & Refine the Need or Idea
2. Develop and advocate for the Business Case
1. Develop scope and key requirements
2. Identify individuals to fill charter roles
3. Ensure alignment with Sponsor, Champions
4. Identify planning resources
1. Finalize Business and Stakeholder Requirements
2. Develop Initial Architecture & Design
3. Ensure support of all necessary IT director areas
4. Create initial timeline, including resource plans
1. Finalize Architecture & Design 2. Finalize Technical Requirements 3. Finalize Major Milestones 4. Execute project tasks 5. Control the project; Re-plan if
needed 6. Go Live 7. Early Life Support
1. Conduct Closeout Activities 2. Lessons Learned Session
conducted 3. Close the Project Change
Model in Help
Project Artifacts Required to pass to next Phase
Signed Business Case Approved Project
Change Model in Help, authorizing the project
Signed Project Charter Minor Release in Help
for Plan phase
Signed Project Plan Minor Release in Help for
Execute Phase Preliminary Security
Questionnaire
WITHIN THE PHASE Finalized Architecture and Design
Docs Updated WBS and Schedule Approved Project Changes Minor Releases in Help for
migrations Go-live approval Major Releases in Help for go-
live, other production changes
FINAL Sign off on Project deliverables Signed Project Acceptance
Project Closeout Checklist All Project Artifacts Locked and
archived Lessons Learned Document
completed
Service (ITSM) Actions for New Services or Products
None Indicate new service or product
Check service catalog for overlap or duplication
Identify Service Owner, Product Manager
Define service level requirements
Add service/product to Help service structure as “Pipeline”
Plan and complete Service Transition to Operations
Update service/product in Help as “Coming Soon”, Active”, “Retired”, or “Demised” as appropriate
Service (ITSM) Artifacts Required to pass to next Phase
New service or product indicated in Business Case, if known
New service or product indicated in Project Charter
Service Design Package o Customer Support o Financial Model
Service Transition checklist Signed SLA Service/product in IT.UNM public
catalog
Project Management and Service Management Actions and Artifacts
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Project Tools: Templates
Getting Started Business Case Project Charter
Planning Project Plan (umbrella) Communication Plan Requirements Design (basic!) Estimating Model (PERT)
Executing Decision Log Issues Log Project Change Request
And for Smaller Projects… Charter Lite (All In One)
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Project Tools: SharePoint Project Site
Template Features:• Pre-configured Plug-and-Play Lists• Focused Left-Nav Bar• Lists Replace Word, Excel Docs
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Project Tools: SharePoint Project Site
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Phase Gates
Decision point for project continuation►Class 3 projects only►Review of required artifacts►Move projects forward only when they have the tools to succeed
Value:► Reduces re-work and “thrashing”► Highlights resource constraints early► Controls scope creep► Aligns management expectations with team plans
Phase Gates: Class 3 Projects
Initiate PlanExecute & Control
CloseEvaluate
IT Project Life Cycle
Business Case Approved
Project CharterApproved
Project Plan document(s)Approved
Lessons learned and transition complete
Go-live
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Agenda
• Introductions• Challenges• Picking The Right Project • Running Projects Well
• Project Class and Lifecycle• Project Tools• Phase Gates
• Balancing Resources
Balancing Resources: Budget Your Time► Key to IT success: Keep commitments with staffing plans
► Scheduling projects without staffing plans… ► … is like paying bills without knowing what’s in your account.
Beta Approach To Balancing A Resource Portfolio:
1) Present Resource Availability
2) Facilitate Decisions
Project May June July August SeptemberOctober NovemberDecemberPinnacle v6 upgrade 22 12 25 50 40 40 0 0GTRI/ C Cure Proposal 72 107 46 0 8 0 0 8Instruction Assessmt (IDEA) 8 10 8 50 0 0 0 0Dept Web Infrastructure 14 15 35 48 0 0 0 0Help.UNM re-implementation 36 30 8 0 0 0 0 0LoboTime Phase II 39 30 46 50 12 0 0 0PCI Project 38 30 39 42 23 32 32 0Banner XE Program 24 18 46 80 48 64 80 32Process Improvement: Project and Portfolio Mgmt Phase II46 57 42 63 48 41 53 16
Balancing Resources: Budget Your Time
Availability SummaryTotal Paid Work Hours 640 800 640 800 640 640 800 640
Committed Project Hours 425 511 416 540 281 241 246 84Other Committed Hours 190 246 184 175 207 104 180 243Total Committed Hours 615 757 600 715 488 345 426 327TOTAL Available Hours 25 43 40 85 152 295 374 313
IT Depts are Service Organizations
GroupWise LoboMail
We use Projects to add, change, and retire Services
To keep services refreshed, we must (among other things!):
►Pick the right projects►Run projects successfully►Balance resources between projects and service operations
Project