Forma, Storma, Norma, Performa, and Churna: Do You Know Them?" The Evolution of the Georgia Tech OIT...

7/27/2019 Forma, Storma, Norma, Performa, and Churna: Do You Know Them?" The Evolution of the Georgia Tech OIT Project Management Office (174803590)

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“Forma, Storma, Norma, Performa

and Churna” … Do You Know Them?

The Evolution of the Georgia Tech

Office Of Information Technology

Project Management Office

By Kimberly White, David Adcock and Hemalatha Manickavinayaham



Abstract

The Georgia Tech Office of Information Technology presents lessons learned from the evolution of our

virtual PMO to meet a strategic goal of 'relentlessly

pursuing organizational effectiveness, to increase

visibility into technology investments, and a "lite-

weight" approach to gain operating efficiencies and

adoption across the enterprise.



Life Cycle of Groups



Forma - Background



PMO Iterations

• Lack of consistent executive support

• Too much rigidity & heavy processes

• Limited PM resources

• Inconsistent practices within organization

• Lack of organizational buy-in

Past Lessons



Our Charge

• To establish a Project Management Office for the Office of Information Technology which will develop common “lite-weight”

processes and procedures for managing OIT project initiatives.

• This group will be our interface point with Enterprise Project

Management and Decision Support Group (DSG).

• Provide recommendations to OIT senior leadership on the followingareas:

– group structure

– project tracking mechanisms

– metrics

– communication vehicles

– etc.



Storma – Integration of PM

Process Within Organization



Here Comes the Storm

1. Introduction of a Stranger 3. Finding Common Ground• Utilized external professional to

kick-start process

• Removed focus from previousunsustained efforts

• Acted as resource and reportingleader to help establish process

• Sought consensus

• Established common language

• Acknowledged different

skills/resources

2. Task Force Creation

• Leveraged existing

departmental PM talent

• Obtained representation from

all departments in initial effort

4. Culture Impact

• Recognized concern over

accountability

• Built in flexibility

• Perceived additional workload



Defining PMO – Structure

•Assess the organization’sreadiness for a PMO

• Create a structure to fit the

organization, its needs, budget

and staffing

• Make sure structure supportsgoals and objectives

• Select easy to use tools to

enhance buy-in and adoption

• Provide continuous guidance on

the process, tools and templates• Recognize collaboration and

efficient use of resources

• Beware of processes/procedures

that don’t add value

• Define processes which

discourage silo work

• Remember, a PM tool is not a

solution

• Don’t use too many tools

•Don’t forget to include plans forcontinuous assessment &

improvement



Defining PMO – Outcomes

To provide a consistent approach to identify, prioritize and

successfully execute a portfolio of IT initiatives and projects.

Our goals:

• Improve delivery of service though project undertakings

• Facilitate communications with stakeholders to improve

awareness

• Enhance decision making on the OIT portfolio by increasing

visibility into project benefits and impacts

• Educate and support the implementation of project

management

Mission / Goals



Norma –Accomplishments



Accomplishments

Since our launch on July 21, 2011 we have: Project Repository Data

Dictionary

Project Repository

Project Thresholds

Weekly PM Review Sessions

Mission Statement

PMO Guidelines

PMO Reporting Metrics

Templates

GT Project Request

Project Status Reporting

Project Mgmt. Review

Budget Template

Decision Priority Matrix

Artifacts Checklist

Communication Department Update & Briefing

Reporting Frequency

Web Presence



Our Project Selection Process

Champion

Functional /

Technical

Discoveryand Project

Scoping

Change

Management /

GovernanceCommittee

Review

Project Request

Information to facilitate Project

Selection Process

Discovery Finding

Budget Estimates &

ResourcesReporting Level defined for

the project

Project Decision

Matrix andArtifacts

Checklists

Completion

Resources to

support the Project

OIT Project Management Team

Project Request

Intake

Project Request

Maturation

Project Request Prioritization and

Approval

Project Approval

Recommendations



Lessons from Norma

• Identify PMO Change Agents

• Solicit organizational support &

identify qualified staff

• Define and communicate value

proposition to stakeholders

• Articulate clear mission and goals

• Involve all units in the definition

process

• Start with basics, improve as you

learn• Set regular meeting(s) for

reporting

• Encourage cross-functional

communication & collaboration

• Avoid rigid and/or heavy processes

•Don’t allow executive support towane over time

• Don’t expect immediate adoption;

allow time



Performa – PMO Maturity



Survey Demographics



What’s Going Well & What’s Not?

• Lite-weight PM processes

• Project repository

effectiveness

• Increased transparency withinternal and external

customers

• Enhanced decision-making

• Increased awareness of OIT

projects

• Perceived value achieved by

PMO

• Focus on setting project

prioritization

• Facilitate interactions with

project stakeholders

• Complete and adopt guidelines

• Visibility into resource

utilization

• Provide basic PM mentoring &

training

Positives Opportunities



Survey Results



Survey Results (cont’d)



Survey Results (Cont’d)



Churna – Risk Factors



Risk Factors for Churn

• Accidental Project Managers

• Inconsistent PMO Task Force attendance

• Raised the bar on PMO processes

• Consensus about Guidelines

• Growth & demand challenges with limited PM resources

• Questions about PMO value and impact



Summary



Summary• Strong and ongoing executive support is critical

• Understand specific needs & culture of your

organization

• Define success factors and align processes

•No one size fits all; be flexible

• Solicit stakeholder involvement from the beginning

• Communicate value-add & assess regularly

• Evaluate pain points in the process & keep improving

• Develop framework and templates• Have a central PMO web site accessible to campus

to enhance communication and transparency



Contacts

Kim White – [email protected]

Hema Manickavinayaham –

[email protected]

David Adcock – [email protected]

GT PMO website – www.oit.gatech.edu/pmo

mailto:[email protected]



http://www.oit.gatech.edu/pmo

http://www.oit.gatech.edu/pmo






Acknowledgements

Jim O’Connor –OIT CIO

Lori Sundal, David Leonard, Herb Baines – OIT Directors

OIT PMO Task Force

Pam Buffington, Eric Buckhalt, Greg Philips – OIT

Noel Moreno – Campus Services

Raj Vuchatu - GTRI



“Forma, Storma, Norma, Performa

and Churna” … Do You Know Them?

The Evolution of the Georgia TechOffice Of Information Technology

Project Management Office

By Kimberly White, David Adcock and Hemalatha Manickavinayaham

Forma, Storma, Norma, Performa, and Churna: Do You Know Them?" The Evolution of the Georgia Tech OIT...

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