1. Project Data Driven Decision Making David Nero, City of Boston

2. AgendaBackground on City of Boston DoITEvolution of Software ToolsUsing Data in Decision MakingBudget DevelopmentFinancial ManagementProject OversightProject Pipeline MonitoringLessons LearnedQuestions/Open Discussion 3. BACKGROUND ONTHE CITY OF BOSTON 4. City of Boston DoIT Project Management DoIT (formerly MIS)Department is a critical part ofthe Citys ability to provide services to constituents2 full time PMs in 2008 Growth of Citys Capital Investment in technologyrose from $2,750,000 in FY 2007 to $19.5 million in FY8 full time2013 PMs in 2013 PMO established in 2008constant evolution withtools, processes, execution 5. City of Boston DoIT Project Management Adopt processes and implement a system ofrecord for DoIT ideas and projects 111 ideasfor FY 2012 Train PMs and staff on the use of PMO practices andthe importance of using a system of record171 ideasfor FY 2014 Leverage data and analytics to assist in decision-making has become critical in overall resource,project, and budget management 6. EVOLUTION OFSOFTWARE TOOLS 7. Evolution of Software Use in DoIT2007Nothing--No one knowsthe full picture from aproject/investmentperspective2008--Creates a spreadsheet,2012then potentially outgrows it and 2010moves to an Access Database 2008Enterprise2007 EnterpriseSystem Excel to Project and2010--Access Database is Nothing Portfoltioand Accessreplaced by a COTSSystemAnalyticsProject/Portfolio Management Platformapplication2012--Analytics tool is added 8. The Road to DataBEFORE AFTERSpreadsheet of projects updated by a Use of an Enterprise Project Softwaresingle resource on behalf of the tool to manage investments anddepartment projectssystem of recordNo depth of data Using Analytics platform to generate reports for management of theManual reporting and analytics department and PMObecome time consuming andimpossible to maintain Increasing need for data as portfolio growsIncreased demand for data bydecision makers and stakeholders 9. USING DATA INDECISION MAKING 10. Budget DevelopmentCreating a process using a central source of dataManagers create Requests are analyzed Budget is submittedideas for investments based on theirand explained via text,with budget estimateamount, their graphs, context,and justification precedence, their discussionscomplexity, and theresource required 11. Financial ManagementGraphical report with details isgenerated and distributedeach week to reminddepartment directors of theoverall capital financial statusMultiple dimensions can beviewedby director, bycapital, obligated vsunobligatedQuick snapshot of wherebudget vs obligations stand 12. Project OversightSet a target of allprojects updatedevery 2 weeksPie chart quickshows whereupdates standDetail uses sortingand colors to drawattention toimportant data forthis reportYou candeletethesecoins. 13. Project Pipeline MonitoringData shows where the ideas stand in their overall processAnalytics help directors understand how ideas are flowing, where there might bebottlenecks, and overall volume in the pipeline 14. Lessons Learned by DoITData and analytics are only as good as the processes beingused to manage themData and analytics should be USED, not looked atStaff and stakeholders must embrace the concepts of asystem of record for dataDecision makers must be flexible and always be looking toimprove the data 15. Questions? Need More Information?Feel free to contact us. David.nero@cityofboston.gov City of Boston Department of Innovation and Technology Boston City Hall