From IT to All of It (Faridoon)

8/13/2019 From IT to All of It (Faridoon)

1/20


2/20

Emarati Woman, an IT and Business practitioner, holds a m

degree in Computer Science from the University of Sharja

Has 12 years of work experience and currently working in

Transport Authority, Dubai, UAE as:

The Director of Chairmans Office

The head of Enterprise Program Management Office (EPMO)

Authors Biography


3/20

Introduction

The Roads and Transport Authority (RTA) is a governmentorganization:

RTA is responsible for the planning, design, construction, opemaintenance of the land and marine transportation networksUnited Arab Emirates.

The organization was established in November 2005 as a speto concentrate on the challenge of planning and building a wtransportation system for the city. RTA was established by amseveral departments and sections from three existing governorganizations, namely: Dubai Municipality (DM), Dubai Police

Transport.


4/20

Introduction

The government of Dubai is very progressive and the populationforecasted to increase from 1.8 million in 2011 to around 3.3 milOver the past few decades, Dubai has succeeded in developing imajor city, enhancing the wellbeing of its people and creating anthat attracts business and individuals.

RTA structure is based on the agency model, it has three sectorsand one commercial agency.

The authority is governed by a board of directors and each agenby a CEO; the central headquarters of RTA is mainly responsible fcoordinating and regulating activities, while the agencies are resthe implementation of the plans and all other operation activitie


5/20

Why EPMO?

I joined RTA in May 2006 as the IT Performance Excellence MInformation Technology Department. I was in charge of IT PMtotal of 100 projects running at the same time, varying from mlarge size projects.

The ITD PMO developed policies, procedures, and templates the IT projects. We also developed reporting systems and datrack the status of all running projects. The ITD successfully cprojects in first five months and the rest in the following 5 machieving all the established business objectives.


6/20

Why EPMO?

When I joined the chairmans office in 2007, I realized that thManagement issues on the RTA level were very similar to thoDepartment but only multiplied by a factor of at least 10. Somissues that I noticed were:

Business Projects were not linked to relevant strategic objectivesNo clear definition for the portfolio of business projects

Lack of project integration or dependencies analysis across mult

Projects were loosely coupled or being implemented as separateduplication of work could be seen across the running projects

Lack of formal coordination with stakeholders


7/20

Why EPMO?

Non-existence of Enterprise Program Management standarorganization is driven by its various vendors with differetherefore outputs and quality are not traced in the same acc

Lack of consistent monitoring and control, risk assessment,

at the corporate level

Lack of rigorous assessments of business benefits realization

Lack of consistent reporting methodologies and templaperformance and progress


8/20

Based on my experience in PMO, I knew the solution was theof a Project or Program Management Office at the Enterfrom that point on, I called the idea "Enterprise ProgramOffice" or EPMO.

The idea was welcomed by the chairman, however I was chato present it to all CEOs and get their buy-in, as this wouldmonitoring their projects.

Establishing EPMO


9/20

Establishing EPMO

At that time there were over 170 projects running simultaneoThe total annual budget of these projects exceeded US$3.3 bprojects ranged from large multi-disciplinary infrastructure pas the Dubai Metro) to IT and business projects.

When I first introduced the idea to the CEOs in RTA, I was meresistance and I could not convince them that the EPMO wousuitable solution to the existing project management issues. Wusing the existing reporting system with largely inconsistent tforms as they were coming from different agencies and depasome cases, from contractors and vendors.


10/20

EPMO

The EPMO was established as a section within the Chairmanbased on a decision by the RTA Board of Directors in 2007.

The EPMO is primarily responsible for:

Ensuring selection, initiation, and execution of projects are in line

strategic objectives and goalsProviding dashboard of project performance to top managemen

Instituting policies on Project / Program Management

Encouraging Knowledge Management

Establishing Centre of Excellence


11/20

The PM Governance Model in RTA covered 3 areas of orga

project management:

1. Portfolio Management

2. Program Management

3. Project Management

More focus on Portfolio and Project Management

The Governance Model


12/20

EPMO Success

We developed a model for project management maturity.

consists of 5 levels:

Level 1: Common language

Level 2: Common process

Level 3: Singular methodology

Level 4: Benchmarking

Level 5: Continuous improvement


13/20

EPMO Success

The model was implemented in three phases:

Phase 1: Initiate (from Level 1 to Level 3) in 2007

Phase 2: Excel (Level 4) in 2008

Phase 3: Continuous Mature (Level 5) in 2009 and onwardWe successfully implemented the model based on full sup

top management and cooperation from all PMOs within R


14/20

We have developed a project management maturity that

the knowledge areas of PMI and the five maturity stages o

We evaluate the maturity each year and review our plans acc

EPMO Success


15/20

We have recently launched a PM Community of Practice w

Vision:

Smart and Mature Organizational Project Management

Objectives:

Raise the level of the overall Organizational Project ManagemenShare Project Management Knowledge.

Promote the growth and development of Project Management scompetencies.

Increase the number of certified / accredited project managers.

Facilitate professional networking among project managers.

EPMO Success PM Community


16/20

EPMO Success PM CommunityMain activities of the community

Knowledge sharing, training, workshops, and awareness sessions

Book reviews

Benchmarking visits

Technical support for PMOnline forum for knowledge sharing

Project Management Reference & Digital Library

Mentoring young project managers

Networking events for community members


17/20

The political aspects of the organization should becaptured while building any governance model,especially in the government sector.

The maturity model must be sponsored at the highest

levels of the organization.The maturity model should be comprehensive to coverall aspects of project management, including technicaland managerial aspects.

Lessons Learned


18/20


19/20

Questions?


20/20

We invite you to take a closer look at what we can accomplPlease visit iil.comor contact [email protected] learn mortraining, consulting, coaching, customized courses and othefor professional development.

Intelligence Integrity Innovation

Connect with Us:

facebook.com/IIL.Inc bit.ly/IILgoogle

@IILGlobal youtube.com/IILGlobal

bit.ly/IILlinkedin allpm.com2013 International Institute for Learning, Inc., All rights reserved.
mailto:[email protected]:[email protected]

From IT to All of It (Faridoon)

Documents

Transcript of From IT to All of It (Faridoon)