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Saunders Learning GroupNewton, KS
Saunders Learning GroupProject and Program Management Training, Assessment and Implementation Assistance
613 Cedar Ridge Drive
Newton, KS 67114316-680-6482 email: [email protected] rights reserved
Program Management Program Management Office Best PracticesOffice Best Practices
From Kick Start to ImplementationFrom Kick Start to Implementation
Sharing Best Practices and Experiences
Floyd Saunders, Andover, KS
Relationships of Portfolio, Programs, Projects
Portfolio
Portfolios Projects Programs
Programs Projects
Projects
Programs
Projects
Other WorkProjects
Projects
Floyd Saunders, Andover, KS
The Project Office (COE)
BenefitsBenefits BenefitsBenefits
A strategic planning focal point for the project management process
An organization dedicated to continuous improvement
An organization dedicated to benchmarking for project management
Organizational mentorship for inexperienced project managers
Floyd Saunders, Andover, KS
The Project Office (COE)
BenefitsBenefits BenefitsBenefits
Centralized lessons learned files on completed projects
A “hot line” for problems without involvement senior management
An organization for sharing ideas and experiences
An organization for creating project management standards
Floyd Saunders, Andover, KS
The Project Office (COE)
BenefitsBenefitsBenefitsBenefits
Assist Human Resources in the creation of a project management career path ladder or competency model
Centralized project planning and scheduling
Assist Human Resources in the creation of a project management curriculum and course content
Centralized cost control and reporting
Floyd Saunders, Andover, KS
Project Office versus COE
Project OfficeProject Office Center of ExcellenceCenter of Excellence
Permanent line function for project managers
Focuses on internal lessons learned activities
May be a formal or informal committee (may be part-time)
Focuses on external benchmarking activities
Floyd Saunders, Andover, KS
Project Office versus COE
Project OfficeProject Office Center of ExcellenceCenter of Excellence
Champion for the implementation of the methodology (driving it from the top down)
Expertise in the use of the project management tools
Champion for continuous improvement activities and benchmarking
Expertise in the identification of project management tools
Floyd Saunders, Andover, KS
Simplified Project Office
Project Office
Project Managers
Support Staff Tools
Center of Excellence
Floyd Saunders, Andover, KS
Quantitative Process Improvement Opportunities
Project Management
Concurrent Engineering
Total Quality Management
Scope Change Management
Risk Management
Upgrade Methodology
Tighter Cost Control
Corporate Resource Models
Efficiency/Effectiveness
Parts Scheduling
Risk Identification
Resource Constraint Analysis
Supplier Involvement
Lower Cost of Quality
Customer Involvement
Supplier Involvement
Impact Analysis
Customer Management
Enhancement Projects
WBS Analysis
Technical Risk Analysis
Customer Involvement
Integration Opportunities
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Increase Usage/Loyalty of Existing Users
Attract New Internal Users
Discourage Development of Parallel Methodologies
Qualitative Process Improvement Opportunities
Corporate Acceptance
Integrated Processes
Benchmarking
Software Enhancements
Performance Improvement Opportunities
Upgrade Methodology
Integrate Existing Processes
Integrate New Processes
Internal Upgrades
New Purchases
• Show Benefits; Present and Future
• Show Cost of Parallelization
• New Ideas
• New Applications
Non-Similar Industries/Similar Industries
Floyd Saunders, Andover, KS
Program Management OfficeProgram Management Office (PMO)
— Project Management Performance Standards— Project Management Methodology Information (RUP, Agile, PMBOK)— Phase End or Tollgate Reviews — PMO Meeting Minutes and Staff Tracking, PMO Status Reports and PM
White Papers— Product and Project Key Performance Indicators (KPI’s)— Desk Procedures and Training Overview Reports and Software
Evaluations— Lessons Learned, Metrics and Scorecards— SPI/CMMI, Agile/Scrum, SEI, and Software Development Life Cycle
(SDLC) links.
Software Development Lifecycle (SDLC)
Software Engineering Process Guide (SEPG) —SEPG Documentation
CMMI Process Guide— Technical Work Group(s) and SCAMPI Audit materials — PPQA, Templates, Training Materials, Process Guides Checklists
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Project Workflow Architecture and Tools Overview
• Visual Studio 2005 Team Foundation Server (TFS) is the solution for team software development. • TFS provides version control, work item tracking, and build automation. • TFS integrates with SharePoint Services and SQL Server Reporting Services to provide project reporting.• An extensibility kit allows reporting data to be used to update our Program Knowledge System (PKS).
CaliberRM
PKS
MS Project Task Plan
ProjectServer
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SDLC Process Description -Methodology
Full Lifecycle Map (additional process maps for RUP, Agile etc.)
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Project Planning Standards
Project Management Plans prepared and used to manage projects
Estimates of project planning parameters are established and maintained.
Estimate the scope of the project via project charters, approved by sponsor
Establish estimates of work products and task attributes, application of estimation techniques varies across project teams
Cost Expert used at the start of projects to product high level estimates
Validated with detailed task plans and reviews.
Floyd Saunders, Andover, KS
Project Standards
Project managers are expected to apply:
• Standard templates
• Established processes for:Requirements DevelopmentRequirements ManagementProject PlanningProject Monitoring and ControlRisk ManagementProcess and Product Quality AssuranceMeasurement and Analysis.
• Process guides developed and approved by the Software Engineering Process Group (SEPG).
• Documentation available on SharePoint/knowledge Management Repository.
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PMO Performance Standards Staff members of the project management office are expected to follow a
common set of performance standards for conducting business, managing projects and performing in a professional manner, as a representative of the management team. PMO standards were established so that each member of the Project Management Office can have a clear understanding of what is considered minimum acceptable performance.
Critical Dependencies and Requisites
Critical dependencies are any deliverable, action, information or object provided by one individual or group to a second that is required to accomplish the schedule, cost, quality, or other goals of the work effort. This includes all activities on the critical path, useing WBS Dependency Matrix, or its equivalent. Each key project describes the prerequisites or dependencies that will affect the success of the sub-project.
— Program external dependencies include: customer service or deliverable, completion of another project, or availability of new product/technology.
— Each team documents dependencies between the project and other groups, along with how each dependency is to be identified, negotiated, tracked, and reviewed when completed using a Program Level Schedule.
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PMO Performance StandardsSummary of performance expectations 1.Follow established Software Development Standards for any project
approved
2.Obtain approval from the manager of the PMO for the selection of a specific SDLC for and approved project.
3.Obtain approval of a project charter for all projects during the planning phase of the project.
4.Hold a kick-off meeting, and invite the manager of the PMO to the meeting.
5.Obtain a waiver from the manager of the PMO for any policy, process, procedure, or template they anticipate not following. Waivers will be submitted via email and contain a description of the waiver item and a justification.
6.All project will be managed with an MSProject Schedule following the detailed standards.
7.Document, maintain and update risks, issues, and action items in the Program Knowledge System
8.Document the status of projects at weekly in PKS. Status updates are to occur not later than close of business on Thursday of each week.
9.Document decisions taken, issues resolved and risks closed via meeting minutes.
10.Escalate problems, and issues to project sponsor, the manager of the PMO and when necessary the EVP of Software Development.
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Reviews and Review BoardsPPQA Audits
Peer Reviews of task plans, requirements, design, code, test cases
Phase End Reviews
Internal Project Team Design Reviews
UI Review Board
Stakeholder Reviews
Executive Review Board
Steering Committee
Architectural Review Board
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Project Management Disciplines
1. Requirements Management Process Guide/Templates/ Caliber/TFS
2. Requirements Development Process Guide/Templates/Caliber
3. Project Planning Process guides, templates4. Monitoring and Control Program Knowledge System
5. Project Integration Management Agile/Scrum6. Configuration Management TFS/CM Plan/Process
Guide7. Project Scope and Time Management PMO/Management
Reviews8. Project Cost Management CFO/Budget reviews9. Quality Management (Assurance) QA, PMO - PPQA10.Project Human Resource Management PMO11.Communications Management PMO & Agile/Scrum12.Risk Management PMO & Risk Reviews13.Procurement and Vendor Management PMO & Vendor
Management Processes
Discipline Methodology
Floyd Saunders, Andover, KS
Requirements Development &
Management To Manage the requirements of the
project's products and identify inconsistencies between requirements and the project's plans and work products.
tools: InContext Design Processes Requirements Development and Management
Process Guides Traceability Matrix Standard templates for Defining Requirements Consistent Requirements Management tool
(CaliberRM) Interface to Team Foundation Server to make
approve requirements TFS task items. Microsoft Productivity Tools: MS Project, MS Office,
MS Outlook, One Note
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Requirements Management Toolset and data repository address requirement management:
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Borland Caliber Analyst Tool Inheritance
— Requirement inheritance allows requirements to be managed in blocks
— Standardize and manage commonly used requirements Promotes reuse Serve as templates across
projects Allow multiple systems to be
updated at once
Reporting— Dashboard— TFS Integration (Share point web
parts)
Gathering— Web + Windows— Requirements can be linked together— Linked Requirements can be traced
through the system— Plug-in to Microsoft Team Foundation
Server
Management— Anticipated 25-50% reduction in rework— Improved overall productivity by 10-
20%— Centralized requirement location
Review— Architect serves as arbitrator for
user/developer changes
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Audit— Changes are audited— History is maintained— Baselines can be established to manage/view total requirement
volatility
Impact Analysis— Requirements are ‘chained’ together— Change notification when any requirement in the chain is altered— Major changes can trigger a requirement / design review
Floyd Saunders, Andover, KS
Project Planning Project Management Plan (PMP)
The Project Management Plan provides information about a project including schedules, risks, dependencies, assumptions, estimates, project team, and change management. Using the right tools, a number of project schedules can be rolled into a program schedule.
Provides: general product description. Identify schedules and activities to be performed. Identify required resources. Provide a basis for management tracking and control.
The project plan should be updated at the end of the following phases of development
Inception (Requirements Definition) Elaboration (Design) Construction (Iterative –Agile/Scrum) Transition-1 (Testing) Transition-2 (Release)\
Project charter Deliverables Responsibility Matrix Communications Plan CostExpert used for first pass estimates, detailed task plans for each
project phase, SCRUM estimates at the start of each 30 day Sprint.
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Project Monitoring and Control Project Governance and Steering Committee
Project Monitoring and Control - Provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.
Project teams are trained on Project Monitoring activities
Rollout of training and providing training/overview at project kick-off meetings.
Actual performance and progress of the project are monitored against the project plan by weekly project status meetings, a weekly roll-up program level status meeting, tracking of status reporting in the Program Knowledge System for:
— Status (Updated weekly)
— Issues and Action Items
— Risk Management (Probability, Impact, Mitigation, Expected Value)
— Key Deliverables and Milestones progress
— Cross project dependencies
Status reporting is aggregated and rollup up to a Program level summary report.
A monthly Program Status is prepared on behalf of the Executive Steering Group.
A monthly executive steering committee meeting is held.
An executive presentation is delivered and presented to CEO.
Floyd Saunders, Andover, KS
Project Management Tools
MS Project and CostExpert – Estimating and Planning
GTE (Global Time Entry System) – Time Management
PKS (MS Access UI with SQL Backend) – Status reporting
CaliberRM – Requirements Development and Management
MS Office Tools (Word, Excel, PowerPoint)
MS SharePoint
TFS (Team Foundation Server) – Manage development, source code control, bug tracking
Scrum: Conchango and eScrum: eScrum is a web-based, end-to-end Project management tool for Scrum built on the Visual Studio Team Foundation Server (TFS) platform.
Lean Six Sigma Toolkit
CMMi level two and three processes and templates
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Configuration Management
Training deployed for Configuration Management practices.
Standardize on configuration management tools like TFS
Process deployed; improvements being made by Microsoft Consulting as of 8/07.
Training provided to staff - additional Training scheduled
Configuration Management Plans per product
ACTION ITEMS: Assign resources, perform baseline audits
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Risk Management
Expected Value = Probability X Impact of a risk occurring and adversely affecting the project. Risk rating of red = high probability and Impact if it occurs, Yellow = lower probability or impact if event occurs. Mitigation plans are developed for Red and Yellow risks.
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Process and Product Quality Assurance
Process and Product Quality Assurance - Provide staff and management with objective insight into processes and associated work products
Noncompliance reporting and closure
PPQA audits implemented across organization, with noncompliance items identified and tracked to closure
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Measurement and Analysis Collection of measurement data done across projects
Process not fully deployed
Management reporting of findings with recommendations for approval Completed for Q4’06, Q1& Q2’07 report prepared.
Noncompliance reporting and closure – Implemented report April 2007
Tracking Schedule Variances, Quality of Peer Reviews and QA bugs
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Vendor Management
Supplier Agreement Management - Manage the acquisition of products from suppliers for which there exists a formal agreement. Process guides are nearing completion
All work is done with an approved Statement of Work
Major accounts are governed with a defined “Governance Process”including weekly management meetings, quarterly steering committeesand weekly/monthly status reporting of issues/risks/resource requirements
Monitor and report status of agreements in progress
Vendor performance is reviewed quarterly.
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Vendor Performance Performance Scorecard
Relationship
Perf
orm
an
ce
I II
III IVTCS
Q1 – Below Expectations Performance Below Expectations Relationship
Q2 – Below Expectations Performance Above Expectations Relationship
Q3 – Above Expectations Performance Below Expectations Relationship
Q4 – Above Expectations Performance Above Expectations Relationship
MPS
SYS
HCL
DTM
AZTDTP
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Summary of vendor Performance
Vendor Performance (Quarterly)
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Program Management Approach
Operational Excellence using Lean Six Sigma (DMAIC)
Example: Build Delivery Process Improvement
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Operational Excellence
Define Phase: Define the Problem to Address— Customer alignment, defect definition, problem statement,
process definition
Measure Phase: Identify how much impact the Problem is having— Metrics planning and baseline measurements
Analyze Phase: Identify the true cause of the problem— Root Cause Discovery
Improve Phase: Identify the Best-Fit solutions, Pilot and PROVE the solution(s) work— Best-Fit Solutions, Solutions Development, Pilot, Baseline
Improvement
Control Phase: Ensure improvements are sustainable over time— Transition Planning
6 Throughout the document this indicates a Six Sigma tool, concept or deliverable
In Progress
In Progress
Overall Build Process Improvement (DMAIC)
C / VI / DAMDWorkgroup –DMAIC Status Report
QA Build Delivery Process Improvement
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Define Phase: Operational Excellence Project Summary
Business CaseA small number of QA Ready Builds have been resulting in lost employee time, decrease in QA productivity and customer satisfaction.
Problem Statement
Between Mar 1, 2007 to July 31, 2007, 38.6% of all FAM and 22.41% of all CSV builds failed (570). Out of 570 occurrences 24 were stopped and most of these builds contained warnings. 29.66% contained errors or “Build Failures.”
Scope
Improvements should be made reduce the number of build failures and to increase the number of QA ready builds (weekly) as captured by the TFS system. Build verification testing needs to be implemented (Smoke test). Verified daily build rate is 70% as of 8/1/07.
Objective StatementIncrease mean number of QA ready builds from 1 per month to one per week by 08/26/07* and reduce associated relative cost of poor quality (COPQ) resulting in estimated annual savings of $399k or 5328 man hrs. (*) Suggested Date –this may be modified.
Milestones
Primary MetricVerified Daily Build Rate and QA Ready Builds by Week.
Define
Measure
Analyze
Improve
Control
Jun Jul Aug Sep Oct Nov
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M D A I CDEFINE
Achieving these objectives should save the organization $400K
Objective: Improve verified daily build rate and Increase mean number of QA ready builds from 1 per month to 1 per week by 08/26/07* and reduce associated relative cost of poor quality (COPQ) resulting in estimated annual savings of $399k or 5,328 man hrs. (*) Suggested Date –this may be modified.
In Define, we first chartered the project...
… using measurable objectives…
…and ensuring it tied to strategic objectives:
1. Rebuild an aging architecture that is difficult and costly to enhance and maintain;
2. Create a sustainable competitive advantage;
3. Increase speed to market with lower development and support costs;
4. Replace Citrix Infrastructure and convert applications to .NET technologies.
A Macro-Map shows the high level process (in blue)
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MD A I CMEASURE
In Measure, we created a tree diagram to understand the current process
Special cause exist—mean failure rate is 29.66%
We implemented a data collection plan
Collect FAM and CSV Builds on a daily basisCollect QA Ready Builds on a weekly basisFor Failed Builds, 3-5 team members asked 7 Checklist Questions
FAM or CSV Application Failure?Used in the past 1-2 Days?Previously accessed?Infrastructure related?Syntax related?Re-submitted?Analysis identified “build failed” occurrences
in over 30% of the daily builds and 10-15% for each of the other causes.
A histogram can show if the data is bi-modal
CommonCauses Normal
SpecialCauses Normal
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Pareto Chart with Supporting Data
Measure Phase: To determine current performance
Supporting Data
D M A I CMEASURE
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D M I CANALYZE
A Pareto analysis can show where Build Failures occur
For Common Causes, we chose not to use a Fishbone Diagram to brainstorm possible root causes
The primary root cause for QA Ready Build Failures is that developers do not have the infrastructure to integrate a QA ready build on a weekly basis.
In Analyze, we can start with Special Cause Analysis
Special Causes are characterized as cyclic – caused due to implementation of new daily builds in early May.
A
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Improve Phase: To Improve the process by eliminating defect root causes.
FAM needs to document which interface fields are working and ready to be
tested.
We need an isolated build “integration” environment.
TFS reports need to be available to detect “build” issues. This requires a proper TFS setup. Done.
TFS usage and training maybe required for some team members.
QA needs an identification of what is testable on each weekly build (See #1).
CSV and FAM need to make a weekly QA Ready Build a priority via coordination of changes between CSV and FAM teams.
UAT plans need to be developed; UAT testers need to be identified. Done.
Daily Verification of the builds needs to occur.
Data Tracking System via Work Item Tracking to provide detailed list for QA automated.
D IM A CImprove
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Define Problem Statement Macro Map Identify Customers Project Scope Primary Metric Secondary Metric Consequential Metric Baseline Data Entitlement Objective Statement Financial Estimates Non-financial Benefits Team Members
Measure SIPOC Diagram Process Flow Diagram Value Analysis/ Muda Detailed Flow (I/O) Measurement System Analysis Capability Analysis Short Term Capability Long Term Capability Data Collection Process Monitoring Lean Opportunities C & E FishboneC & E Matrix
Analyze Potential X’s Graphical Analysis Hypothesis Testing Means Variance Proportions ANOVA Regression Analysis FMEA ID Critical X’s Quick Improvements Lean Improvements Process Tracking
Improve Regression Analysis DOE Planning Screening DOEs Quantifying DOEs Optimizing DOEs Verify Critical X’s Y = F(x) Optimization Generate Solutions Select Solutions Pilot Trials Capability Analysis
Control Control Methods Control Plans Poka-Yoke SPM – Monitor Y SPC – Control X’s OCAP Update FMEA Project Transition Action Plans Update Financial Benefits Final report Close Project
Define ReviewDate Approved:06/14/07
Measure ReviewDate Approved:06/30/07
Analyze ReviewDate Approved:07/02/07
Improve ReviewApproved:07/23/07
Control ReviewDate Approved:
Define Measure Analyze Improve Control
Six Sigma Tools and Methods Used
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Floyd Saunders, Andover, KS
AGILE Methodology (SCRUM)
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What is Scrum?•Scrum is an iterative, incremental process for developing any product or managing any work. •It produces a potentially shippable set of functionality at the end of every iteration. It's attributes are:
• agile process to manage and control development work. • a wrapper for existing engineering practices. • team-based approach to iteratively, incrementally develop
systems and products when requirements are rapidly changing • process that controls the chaos of conflicting interests and
needs. • a way to improve communications and maximize co-operation. • a way to detect and cause the removal of anything that gets in
the way of developing and delivering products. • a way to maximize productivity. • scalable from single projects to entire organizations. • controlled and organized development and implementation for
multiple interrelated products and projects thousands developers/implementers.
• a way for everyone to feel good about their job, their contributions, and that they have done the very best they possibly could.
Floyd Saunders, Andover, KS
Tools for SCRUMS
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Abbreviations:Delta 1 – Schedule Variance -> Planned vs Actual EffortDelta 2 – Velocity Variance -> Planned vs Actual VelocityDelta 3 – Velocity variance -> Required vs Actual VelcoityPV -> Planned VelocityAV -> Actual VelocityRV -> Required VelocityVVP -> Velocity Variance Percentage mm Indicates As/Above Planned
nn indicates Below Planned/Required
Defect Severity Classification:1 -> Critical2 -> High 3 -> Medium4 -> Low
Chart Cell color Implications
Sample Burndown Chart for Alpha Release
Floyd Saunders, Andover, KS
Project Management Support
Using the talents and skills of an experienced
program and project management office professional to:—Designs and facilitates implementation of a PMO—Provides coaching to implement PMO processes—Trains and Mentors team on best practices —Supports creation with project management, tools and
techniques—Creates organizational assets to sustain a program
Proprietary, all rights reserved
Floyd Saunders, Andover, KS
Service Offerings From Floyd Saunders
Creative Thinking – SLG uses a variety of techniques to stimulate your teams in creative thinking, critical to developing an innovative mindset
Guided Facilitation – using techniques learned from contextual design, six sigma and agile methods, our coaches guide the development of innovation ideas from concept to market launch
Product Design - Our coaching techniques guide the design development process with a range of tools and techniques to spur moving innovation forward quickly
Creating and Management of the Project/Program Office PMO Maturity Assessments Project status reporting and metrics programs Project Manager Development Programs Knowledge Management
Designed to spur creative thinking, collaboration and innovation
Increases the organizational awareness of the value of innovation and innovative thinking
Provides a set of skills and tools for managers to deploy as they expand innovative ideas into products ready for market.
Expands the organizational culture to be a team of innovative thinkers.
Spurs Innovation and reduces Time to Market Intended to result in creation of new products and
or services with revenue targets
Innovation Promotion & Campaign plans Innovation Kick Start Programs Innovation Coaching Management of Innovation Labs Innovation Program Management
Structured use of project management lifecycles Project planning, tracking, controlling and implementation
services Project Management Training
Project Management
Innovation Coaching
Innovation Kick Start Workshops
Innovation ManagementInnovation
Management
Program Management
Independently creates product prototypes and proof of concepts allowing for focused development efforts
Reduces time to market for new product development
Innovation Labs
Proprietary, all rights reserved
Floyd Saunders, Andover, KS
Getting Started
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