Maintaining Project Delivery Quality through ...bryongaskin.net/education/Project Management... ·...

Maintaining Project Delivery Quality through Standardization and Governance

Tom Oxford

Dell Services

“PMI” is a registered trade and service mark of the Project Management Institute, Inc.

©2012 Permission is granted to PMI for PMI® Marketplace use only.

2

• Dell Services PM3 Framework Evolution

• Dell Services Approach to PMO Functions

• Assuring Quality through

Project Delivery Governance

• Enabling Success through

Project Manager Development and Certification.

Maintaining Project Delivery Quality through Standardization and Governance

3

Dell Services PM3 Framework Evolution

• Dell History

• Our Purpose

• PMO Objective

• Integration - Evolution

of the PM3 Framework

• Current Dell Snapshot

5

Our Purpose Delivering technology solutions that enable people everywhere to grow and thrive

We give customers the power to do more

We make technology that works in service of our customers

We make the complex simple We make the powerful easy to use We drive out inefficiency We deliver superior long-term value

Dell today

6

PMM Declared Enterprise Standard

PMQP Adopted

Enterprisewide

Release 1 P3MM

Published

New Project Mgt. Training

Launched

November 2009

December

2010

January 2011

How the Dell Services PM3 Framework has Evolved Dell and Perot Systems integrated to become Dell Services

October

1998

January

2006

August

2008

November

2008

Perot Systems Acquisition

Dell Services Designed

Centralized PM3 Standards

Perot Systems Project, Program, and

Portfolio Management (P3MM)

Dell Project Management

Framework (DPMF)

January

2008

Project Management

Standards for

Domain-Specific

Delivery Methodologies

January

2008

November

2007 2009

August 2011

DPMF Key Processes Launched

DPMF and

Changepoint

Introduced

DPMF Program Begins

Business Transformation

Vision

Development/Rebranding

PM3 Publication and Adoption Begins

7

EPMS Program Timeline, Status and Highlights

Minimum Restrictions 10/30/2012

2010

Q2-Q4 FY11

(Inventory,

Assessment and

Design) • Enterprise PM Stdzn Program Kickoff

• Global Services-wide Collaboration

• PM3 Design Complete

• Program Planning for Phase 2

Development and Implementation

Complete

2H 2012

Q3-Q4 FY13 (Adoption and Maturation) • PM3 Adoption Continues

• PM3 Training Development and Implementation Continues, revamped

Website Launched

• ESP Changepoint and PM3 Alignment

• Standardized Project Touch Point e-Surveys, Reporting and Closed

Loop Improvement Processes Established

• PM3 PM Certification and Training Targets Established

2011

Q1-Q4 FY12 (Development

and Launch) • Begin Development and Implementation

• Published the PM3 Framework

• Launched PM3 Adoption Efforts

• Rolled out Introductory PM3 Training

1H 2012

Q1-Q2 FY13

(Adoption) • PM3 Project Management

Certification Program

Launched

• PM3 Adoption Gap Analysis

and Planning Targeted

Baseline

2013

Q1 FY14 (Steady

State/Governance) • PM3 Adoption Baseline Completion

• Transition to Steady-State

• On-going Governance Roles and

Responsibilities Established

• PM3 Project Management Performance

and Compliance Reporting Integrated with

existing Operations

PM3 Adoption Target Completion February 28, 2013

8

Industry Recognition

PMI® Registered Education Provider

PMI® Continuing Professional

Education Product of the Year Award “P3MM for Team

Members” 2011 Project Management Office

(PMO) of the Year Award

Dell Services’ Healthcare and Life Sciences (HCLS) Team

“PMI®” is a registered mark of the Project Management Institute, Inc.

http://www.pmi.org/

9

Industry Recognition

PMI® Global Executive Council

Member “Globally Recognized

Thought Leader”

“Project Management: Best Practices:

Achieving Global Excellence,“

by Harold Kerzner, PhD, February 2010

“PMI®” is a registered mark of the Project Management Institute, Inc.

US Patent Issued

US Patent 8,407,078 B1: Method of and System For

Managing Projects, Programs and Portfolios

Throughout the Project Lifecycle

http://www.pmi.org/

10

Dell Services Approach to PMO Functions

• PMO Functions

• Benefits

• Scaling

11

PM3 PMO Objective

Doing the Right Projects • Project Portfolio Management and Project Portfolio Governance

Inventory and Prioritization

Strategic Alignment of Projects and Customer’s IT Investments

Doing Projects in the Right Way • Project/Program Management Standards and Methodology

PM3 Process & Procedure Guides (PPGs)

Standardized Performance Metrics and Reporting

• Project and Portfolio Quality Management Standards

• Standardized Project Management Toolkit

Doing Projects with the Right People • Project and Portfolio Resource Management

• Standardized Project Manager/PMO Job Roles and Skill Requirements

• Project Management Learning System

• Internal PM3 Project Management Certification Program

• PMO Organizational Planning and Design

12

Successful Program and

Project Management

Project Portfolio

Governance

Project Portfolio

Management

Portfolio Resource

Management

Portfolio Quality

Management

PMO Support

for Proj./Pgm. Mgt.

PMO Org

Planning and Design

The PMO and Standard Functions

13

The PMO and Standard Functions continued. . .

• Project Portfolio

Governance – Structured support to develop

prioritization decisions with customer

– Streamlined boards and committees

– Effective organization of PMO staffing

• Project Portfolio

Management – Partner with customer to

Implement customer’s IT

strategic plan as portfolios of

programs and projects

– Analyze portfolio, program,

and project performance to

maintain balanced portfolios

aligned with customer

strategies

– Monitor project throughput at

portfolio and project levels to

harvest available FTE and to

accelerate project delivery

Successful Program and Project Management

Project Portfolio Governance

Project Portfolio Management

Portfolio Resource Management

Portfolio Quality Management

PMO Support for Proj./Pgm. Mgt.

PMO Org Planning & Design

14


• Portfolio Resource

Management – Manage inventory of

resources—supply,

demand, utilization

– Allocate resources to

approved projects

– Resource manager within

PMO

– Work with customer to

generate “what-if” impacts

on resource model when

priorities shift

– Improved recruitment

pipeline and cycle time

– Resource management

system

• Portfolio Quality Management – Project delivery metrics collected and

analyzed to provide early warning and

intervention for underperforming projects







PMO Org Planning & Design

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• PMO

Organizational

Planning and

Design – Planning the PMO

organization

– Acquiring PMO staff

– Assign resources to

project

management roles

– Develop and

manage the PMO

organization

• PMO Support

for Project

and Program

Management - Oversee

performance and

ensure successful

delivery of all

projects and

programs within

their portfolio

- Compliance to the

PM3 Framework

- Ensure critical

outcomes are met

for each

project/program







PMO Org Planning and

Design

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PM3 and Specific PMO Benefits

CONFIDENCE in

the ability of Dell

project managers

to deliver their

projects according

to contractual

terms.

The PMO Framework

utilizes a structured

and scalable

methodology,

templates, and

knowledge base to

provide consistency in

managing project

schedules, risks, and

budgets.

a PREDICTABLE

project delivery

experience as it

follows a well-

defined

methodology

The PMO maintains a

knowledge base

repository that can be

used for lessons

learned and process

improvements.

an EARLY

WARNING on

underperforming

projects, allowing

corrections to be

made before

impacts occur to

their business

and STRATEGIC

SUPPORT at the

portfolio level

through our

flexible and

mature PMO

offering, which

enables scalability

and optimum

utilization of

resources

Minimum Restrictions 10/30/2012 16

17

PMO Scaling – “One Size Does NOT Fit All” We use three levels of PMO organizational models.

P3MO • Partner w/customer to implement customer’s IT strategic plan as portfolios of programs and projects • Structured support required to develop prioritization decisions with customer • Volume of projects is great and all levels of projects (PCC0–3) • Major, strategic account with formal PMO • Large number of delivery resources • P3 toolkit recommended

P2MO • Assist customer w/ranking & prioritization of programs & portfolios • Moderate volume of projects of all complexity levels (PCC0-3) • Mid-Tier Acct w/ formal PMO or subset of the customer’s PMO • Moderate number of delivery resources • P2 toolkit recommended

COMP

LEXI

TY

P1MO • Volume of projects is low with few larger than Level 1 • No formal PMO organization • PMO leader role can be dedicated to the account, a

part-time role for another account leadership resource, or part-time leveraged resource from the BU PMO

• P1 toolkit recommended

18

Project Delivery Governance

• Why Governance?

• Governance Framework

• Project Scalability

• PM3 Flexibility

• Metrics, Monitoring, and

Reporting

19

Why Do It?

• More Engagements

• Bigger and More Complex Deals

• Multi-Service Line Deals

• Demand for Disciplined and Consistent Processes

• Quality Demands

• Increased risk due to interdependencies, money, etc.

• Increased Up-sell Potential

• Flexibility and agility of resource management, change, etc.

• Increased discipline across the board

Customer Delivery

Dell Services Project Management Standards and Proven Delivery Methodologies

Result in

Can Only Be

Managed Through

Standardization and

Consistent

Practices

Structured support

for decision making

and for establishing

accountability

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Program and Project Governance

Business

Partner

Advisory

Group

Frequency:

Monthly

Project Teams

Frequency:

Weekly

Steering

Committee

Frequency:

Semi-Monthly

PMO and

Program

Management

Frequency:

Weekly

Size, complexity, risk of a Portfolio and/or Program require

continuous communication and oversight at multiple levels.

21

PM3 – Project Delivery Governance Framework

The Project Delivery Governance Framework defines the responsibilities of the Dell Services PMO and all the Account PMOs. It establishes the standardized, Services-wide processes necessary to provide

– consistent and standardized reporting, – monitoring and inspection of challenged

projects, – quantitative early warning indicators, – and proactive intervention and rapid

remediation for underperforming, projects and programs

22

PM3 Scalability Guidelines

• Minimal risk factors and project complexity, among others. • Project work typically >160 hours and < 320 hours • Typical labor budget less than $100k • Requires approval for work and weekly status reporting

PCC 0 • Lower risk factors and project complexity, among others. • Typically 2 FTEs or less per month and duration typically

less than 2 months • Typical labor budget less than $100k • Minimal project management rigor and oversight

PCC 1 • Medium risk factors and project complexity, among others. • Typically between 2 to 10 average FTEs per month &

duration between 2 and 6 months • Typical labor budget range may be $100k to $750K • Medium level of project management rigor and oversight

PCC 2 • High risk factors and project complexity, among others. • Typically over 10 average FTEs per month and typical

duration greater than 6 months • Typical labor budget > $750K • Highest degree of project management rigor and oversight

PCC 3

Project Complexity Category

“One Size Does Not Fit All”

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PM3 Scalability Guidelines

PCC 0

PCC 1

PCC 2

PCC 3

• Process-level scalability

Trade-offs, balancing risk to final outcome/intended results); degree of

structure and rigor of process should correlate and be in proportion to

the size, complexity, and risk of the project.

Project Complexity Category

“One Size Does Not Fit All”

• Template-level scalability

customize, streamline – deliverables should be

in proportion to the size, complexity and risk of

the project

• Project management Information System Tool-

level scalability

• People-level scalability

PMO Organization, including project

management Staffing levels

Project management Certifications and Skills

Scaling occurs in many facets of PM3

24

What’s the best approach? PM3 Framework is flexible

25

What’s the best approach? Conclusion

• There are many ways to achieve the final outcome; we must not lose sight of the ultimate goal to deliver projects on-time, within budget, with quality and achieving exceptional customer experience and loyalty while maintaining Dell Services’ profit margins.

• The PM3 is a means to an end; it provides a framework, tools and templates to help the project managers and PMO staff achieve the ultimate outcome. The value comes when the processes and tools are applied properly, most efficiently for both customer and Dell Services, balancing risk with degree of rigor applied.

• Project Managers must use their experience and judgment in customizing and/or scaling these processes,

tools and templates to best meet the needs of their project, based on size, complexity and risk. The larger the project, the higher the risk and complexity, the more rigor and structure needed.

PM3 is not a

sequential,

inflexible,

checklist

26

• Project Performance Metrics include quantitative

Earned Value measures and fall into three

categories—Cost, Schedule, and Quality.

• Project Compliance Metrics evaluate adherence to

PM3 based on Project Complexity

Standardized Project Metrics

• Standard Thresholds are used across

the enterprise to determine the

Red/Amber/Green (R/A/G) values.

27

Compliance Metric Examples – Subjective vs. Calculated

– Weekly Status Reporting

– Accuracy of Status

– Project Artifact Completion

– Project Certification

– Project Management Certification

– Project Reviews

– Action Plans

Standardized Project Metrics Performance Metric Examples

– Cost

• Cost Performance Index

(CPI)

• Variance at Completion

(VAC)

– Schedule

• Schedule Performance Index

(SPI)

• Variance of Significant

Milestones

– Quality

• Product Quality Metrics

• Customer Satisfaction

Results

• Customer/Team-Specific

Metrics

28

Project Status Reporting —

Reports can be customized with the

customer’s logo

Individual PDF Reports and Portfolio-wide Excel Extract

29

Sample Portfolio-Level Reporting

Quality and Compliance By Team Project R/A/G Status

Projects Type Mix/Region Project Management Certification By Team

30

• Performance Monitoring and Reporting – Project/Program Status Reporting – Summary reporting across accounts – Red/Amber PCC3 project action plan reviews and issue escalation – Project/program metrics’ variance analysis – Performance trend and root cause analysis – Project/program health assessments – Intervention and remediation for underperforming projects/programs

• Compliance Monitoring and Reporting – Standard metrics compliance – General verification of accuracy of project status information – Discrepancies between project management-reported R/A/G Status versus

Calculated Status using the quantitative metrics – Weekly reporting frequency – Project categorization – PM Quality Standards project quality assessments/project audits – PM Quality Standards sales cycle plan certifications

Project Delivery Governance Monitoring

• Compliance Monitoring and Reporting concerning Project Management Certification – Project management training metrics, reporting, and analysis – Project manager certification gap analysis – Project manager certification target setting and management

31

Enabling Success through Project Manager Development and Certification

• Competency Model

• Certification

Value Proposition

• Training

• Certification Process

32

The “Art” and “Science”

of Project Management

The PM3 processes and supporting tools and templates are

designed to mitigate risk and deliver predictable and

repeatable results—these processes and tools are what we

refer to as the “Science” of Project Management.

The “Art” of project management is the judicious and cost

effective application of the science to the business problem

and environment.

Too much Art at the

expense of the

Science yields chaos

and increased risk.

Too much Science at

the expense of the

Art results in the

rote, inflexible

application of

process that can

prove too costly for

our customers.

Dell Services project managers

are counseled to apply both in

proper measure.

This figure is derived from the PMBOK® Guide. It has been modified to reflect PM3 content.

33

Project Management Competency Model

33

• The Technical and Functional Competencies represent the “Science” of project management; These focus on the physical processes and tangible results of project management – as evidenced by the project artifacts and overall project results (metrics).

• The Leadership Competencies correlate to the “Art” of project management; these are also referred to as “soft skills” and tend to be more subjective and qualitative in an assessment of the project manager's success.

34

PM3 Project Management Certification—Value Proposition

As the size, complexity and risk of a project

increase, such as in the case of a PCC3

project, the dependency on strong

leadership and general business skills

becomes even more critical for the project

manager.

35

PM3 Project Management Certification—Value Proposition

• Enables better alignment of project management resources to

the project complexity categorization of project levels to

minimize project risk and improve success in the most cost

effective manner.

• Provides a multi-tiered project management certification

program that will certify project management resources

according to skills, training and successful project experience.

• Provides a clear professional development path to support and

promote career development.

Minimum Restrictions 10/30/2012

36

Project Manager Formal Training

Significant features of the Training site include:

Latest highlights and shortcuts to newly released

courses

Important links to other related sites, team-specific

training

Link to PM3 repository and PM3 project

management Certification Program

Training categorized by Learning Paths or

Programs aligned by:

Role and Project Management Certification

Level/

Leadership Competencies/Technical and

Functional Competencies

37

The Dell Services Learning Project Management Training Home Page is designed to provide easy access and navigation to applicable training content.

Dell Services Project Management Training

Minimum Restrictions 10/30/2012 37

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Clo

sing

Exe

cutin

gP

lann

ing

Initi

atin

gFe

asib

ility Develop

Project

Charter

Project

Charter

Develop

Business

Requirements

Develop

Management

Plans

Requirements

Traceability

Matrix

Management

Plans

Develop

WBS

Diagram

Develop

WBS

Dictionary

Develop

Deliverable

Definitions

Develop

Activities

Develop

Estimates

Develop

Schedule

Develop

Cost

Estimate

Develop

Cost Budget

Post project

reportClose

Project

RAID

Management

Schedule

progression

Scope

Verification

Action Plan

Review

Quality

Assurance &

Quality Control

Performance

Measurement

RAID Identification & Planning

Quality Planning

Communications Planning

HR Planning

Procurement Planning

Project Plan

Document

Performance

ReportCorrective

Action

Report

Change

Request

Scope

Control

Schedule

Control

Cost Control

Deliverables

Integration

Management

Scope

Management

Time

Management

Cost

Management

RAID

Management

Quality

Management

Communicatio

n Management

HR

Management

Procurement

Management

Develop Project Plan

Document

Direct & Manage/

Monitor & Control

Integrated Change

Control

Procurement

Management

HR

Management

Communications

Management

A Standard, Repeatable, Integrated Project Management Framework contributes to a successful Project Outcome

EXAMPLE

for K-base

access

39

Summation concerning PM3

We give customers the power to do more

The methodology is: Comprehensive Consistent across Dell Services Internally consistent Scalable Flexible Self-sustaining Effective

Dell today

Contact Information

Tom Oxford

[email protected]

760 413 4841

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