PMI Presentation 7-28-05 Final

8/13/2019 PMI Presentation 7-28-05 Final

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District of Columbia

Metropolitan-Wide Program Management

Taking Enterprise PM to the Next Level

Charles W. Talley

Program Manager, Agency Liaison Services

Office of the Chief Technology Officer


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Questions

1. How do you ensure consistent project success when you are

monitoring as many as 75 concurrent projects?

2. How do you manage expectations among senior-level

executives who have all levels of IT knowledge and who haveexperienced a wide range of successes and failures on previous

IT projects?

3. How do you standardize performance measures when your

projects have totally different goals and, in many cases,different views of the world?


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Background

DC Government has:

127 Agencies and organizations who provide

City, County and State level government

services to

Over 575,00 residents,

Over 450,000 Daily Commuters and

Over 2 Million Visitors every year.


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Overview

Must have: Standard Vision of the Business Enterprise Architecture based around services provided

Vision buy-in from all decision-makers and implementers

Standardized PM Methodology PMI Model

Multi-tiered PM methodology

Mature Portfolio Management Processes

Every Project must focus on strategic goals

Levels of performance verification


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Enterprise Architecture Concept

SERVICES MODERNIZATION PROGRAMS Administrative (ASMP)

Customer (CSMP)

Education (EdSMP)

Enforcement (ESMP)

Financial (FSMP)

Human (HSMP)

Motorist (MSMP)

Property (PSMP)

Transportation (TSMP)


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The Districts EA Challenge

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

9 Multi-Agency Services Modernization Programs (SMP)

380+ Mostly Undocumented, Isolated Legacy Systems

ASMP CSMP ESMP EdSMP FSMP HSMP MSMP PSMP TSMP

Stron Disincentives to Share


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Key EA PrinciplesArchitecture Philosophy is Focused on Results

1. RESULTS DRIVEN

Tactically Implementation, Business Oriented

Architecture results should be simple, practical, feasible, and useful

2. VISUAL Priority for visual architecture models

3. SELF-CONTAINED Docs must be self-explanatory and standalone4. BEST PRACTICES

Use best practices of BPR and EA

5. FACT-BASED and ACTIONABLE

Generate rigorously engineered information that is actionable6. LONG TERM VIEW WITH SHORT TERM BENEFITS

Define target architecture and cost benefits

Show long term architectural fit; Conduct Benefits Realization


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Federal Enterprise Architecture Framework (FEAF)

Frameworks define the form of the architecture

FEAF is the most flexible (adaptable to District needs)

Adoption of a framework is required by GAO and other guidelines

Compatible with ISO/ITU X.900 Reference Model for Open Distributed Processing(RM-ODP) for Solution Architectures

ArchitectureDrivers

BusinessDrivers

DesignDrivers

BusinessArchitecture

DataArchitecture

ApplicationsArchitecture

TechnologyArchitecture


DataArchitecture

Applications

ArchitectureTechnologyArchitecture

Standards

Architectural Models

Vision

StrategicDirection

Principles

InvestmentPartner

MarketResearch

Transitional Processes

SegmentCoordination

Technology

Applications

Data

Security

AssetManagement


DataArchitecture

ApplicationsArchitecture

TechnologyArchitecture

Architecture

Current

Target

ArchitectureLevel III

FEAF


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DC Enterprise Architecture Framework (DC-EAF)

Process Flows

Business Architecture

Application Modules

Interface Adapters

Entities Rela

tio

nships

Application Architecture

EAI

Information Architecture

Infrastructure Architecture

Server Systems

Infrastructure SoftwareNetwork Components

A s-Is

A s-Is A s-Is

A s-Is

Processes

XModules

Entities

XModules

EntitiesX

InterfacesServers

X

Modules

Processes

X

Entities

SMP Concepts of OperationsTo-Be


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ARB Milestone 1: CONOPS Checklist

CV-1

CV-2

CV-3

CV-4

CV-5

CV-6

CV-7

CV-8

CV-9

CV-10

CV-11


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Three EA Governance Principles

1. Communicate


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1. Communicate

2. Communicate


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1. Communicate

2. Communicate

3. Communicate


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hi i d


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Architecture Review Board ProcessAssuring IT Quality Through Milestone Peer Reviews

CONOPS

Study

Go / No-Go

Selection Phase

Development Phase

Deploy

Operations Phase

Important Architecture Decisions

RFP

RFP

RFP

RFP

RFP

Design

Reviews

Tactical Arch.

Changes

Tactical Arch.

Changes

Tactical Arch.

Changes

Milestone 1

SystemConceptReadiness

Milestone 3OperationalReadiness

Milestone 2Construct ionReadiness

Verify Design

with Architecture

Verify Implementation

with Architecture

Validate

Architecture

Critical Architecture Decisions


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Standardized PM Methodology

A Project Management Office typically performsany or all of the following PM functions:

Implementing and maintaining project managementprocesses, standards, and methodologies;

Selecting and supporting project managementsoftware tools;

Project support such as planning, scheduling, andtracking;

Providing project management consulting and

Mentoring; managing and developing projectmanagers


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Strategic Program Management Office (SPMO) Goals

Mission

Improve the Return On Investment (ROI) of the Districts ITprojects and programs

Goals1. Establish long-term relationships with key executives, decision-

makers and PMs in the District agencies2. Improve core mission and service delivery to citizens by using the

Districts Enterprise Architecture (EA) as the focal point for all

projects

3. Enhance cost savings and cost avoidance through implementation

of mature PM processes District-wide

4. Provide a window into individual projects that will enable executives

and managers to make accurate and timely project decisions

5. Support Project Managers and Teams with PM expertise


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As-Is and To-Be

Before After

Project success varies greatlyacross the District

Static system that does not

have a record of success for

agency PM improvement

Highly Susceptible to focusing

only on agency priorities

instead of District Priorities

High barriers to integration of

projects across agencies

Projects not visible to decision

makers

SPMO involved in projects frominception

Consistency of PM process across

projects and agencies

Industry best practices to improveproject success rate

All projects focused on the Districts

Enterprise Architecture

Project plans and performancevisible so that accurate decisions

can be made throughout the PLC


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SPMO Process Model

Standard PMO Process Models

1. ControllingSPMO provides the PM and actively manages the

project.

2. ConsultingSPMO provides a PM to work for the agency and/or theSPMO provides project support activities such as: planning, PIF

generation, scheduling, audits, reviews, and other activities as

necessary to ensure project success. PMO involvement will be

tailored to meet the individual projects needs.

3. CoachingSPMO assists individual agency PMs and/or other keyproject stakeholders through a mentoring relationship that increases

their project capabilities.

4. MonitoringSPMO simply monitors and reports on project

performance. This is the minimum level of support for all projects.

SPMO will work with the agencies to select the

appropriate mix of PMO services


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Proposed SPMO Organizational Chart

Program Management Officer

(PMO)Senior Program Manager For

Public Safety and Justice

Program Process ManagerProgram Manager for

Operations

Director, SPMO

Program Coordinator/Scheduler Program Manager For

Planning and Economic Development

Program Manager For

Children, Youth, Families and Elders

Program Manager For

ServUs and Independent OrganizationsProgram Managers

Program ManagersProgram Managers

Program Financial Manager


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SPMO Roles

1. Director, SPMOLeads and manages the operation of the SPO. Establishesgoals and objectives to implement the OCTO and District IT vision.

2. Senior PM, Agency Liaison ServicesOversees the functions of the otherPM, ALS as well as managing liaison services for a portfolio of Districtagencies. Establishes relationship with agency executives and decisionmakers

3. PM, Agency Liaison ServicesManages liaison services for a portfolio ofDistrict agencies

4. PMOLeads the PMO; establishing the program/project managementprocesses by which the District will accomplish its IT vision. Mentors OCTOand agency PMs.

5. Program Process ManagerDevelops and manages the PM methodology,processes and tools

6. Program Coordinator/SchedulerCollects, manages and reports the multi-tiered executive-level and project-level performance information that will

support the PM process7. Program Financial Manager - Collects, manages and reports the multi-tiered

executive-level and project-level project financial information


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SPMO Functions

SPMO Functional Support Areas1. Relationship Management

2. Project Manager support

3. Project support4. Project audits and performance measurement

5. PM process management

6. PM tool support

7. Executive Information Support


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Starting up the SPMO

Short-term SPMO initiatives Inventory on-going projects (new product development,

information technology, business enhancements, etc.) toestablish a baseline

Establish the SPMO Change Management Methodology

Deploy a basic project management methodology

Create summary reports and metrics to track projects

Hold project reviews

Identify new projects and projects in need for special attention

Brown bag training lunches for existing Project Managers andteams

Identify one or more pilot project initiatives to act as templates


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Long-term Initiatives

Focus is on improving/streamlining the processes,developing people, and putting in place a morepermanent support structure

Process/methodology tailoring and continuing development

Development of a permanent training curriculum Detailed reports/metrics development

Resource management

Tool deployment

Project manager career progression and certification Project portfolio management

Organizational change and transition planning.


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What Doesnt Work The Top Five

1. Do it All at Once There are three factors to a Project Office implementation: People, process,

and tools. Changing all three at once is a very complex undertaking

A phased approach makes this feasible. Dont do it all at once: you may notbe able to deliver and people will get confused.

2. Procrastinate

Dont hesitate or partially support the idea. You will lose support and focus and the organization will stop believing in

the concept.

3. Forget Key Stakeholders Executives project managers, project teams, functional/resource managers,

and line managers. Get these stakeholders involved from the beginning and determine their

needs, expectations, and goals.


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What Doesnt Work The Top Five

4. Demand before Provide A Project Office must be viewed as an entity that helps

The Project Office should never be in a position of always demanding

information and seldom providing services.

5. Work in a Vacuum Team approach wins.

Incorporate other peoples ideas and acknowledge them and give credit

Learn from others experiences - dont re-invent the wheel


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What WorksThe Top Five

Keep it simple

Focus on Value

Plan Secure Executive Sponsorship

Communicate


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Project Review Board (PRB)

Small, yet high-end and strategic group who connectsexecutive vision with the work of the organization

Oversight of project portfolio management, is perhapsthe single most important responsibility of the PRB.These tasks include:

Linking District strategy to programs and projects. The PRB isresponsible for ensuring that projects reflect the strategic goalsestablished by the Mayor.

Project selection and prioritization. The PRB mixes and

matches projects based on their relative levels of priority andrelevance. The interdependencies among projects can oftenonly be seen from the perspective of the PRB.


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Project Review Process

The selection process involves: Identifying opportunities;

Assessing the organizational fit;

Analyzing the costs, benefits, and risks; and

Developing and selecting a portfolio.


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Conclusion

Critical Success Factors were:

Single vision

Focused PM methodology

Hold to the big picture in Portfolio Management

Established Change Management process

Communication at all levels


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" There is no r ight way

to do the wrong thing"Blanchard, The Power of Ethical M anagement


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PMI Presentation 7-28-05 Final

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