Transcript Slide 1

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
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 have
experienced 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?
2
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.
3
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
4
Enterprise Architecture Concept
•
SERVICES MODERNIZATION PROGRAMS
– Administrative (ASMP)
– Customer (CSMP)
– Education (EdSMP)
– Enforcement (ESMP)
– Financial (FSMP)
– Human (HSMP)
– Motorist (MSMP)
– Property (PSMP)
– Transportation (TSMP)
5
The District’s EA Challenge
9 Multi-Agency Services Modernization Programs (SMP)
ASMP
CSMP
ESMP EdSMP
FSMP
HSMP
MSMP
PSMP
TSMP
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
380+ Mostly Undocumented, Isolated Legacy Systems
6
Key EA Principles
Architecture Philosophy is Focused on Results
1.
RESULTS DRIVEN
–
–
–
2.
VISUAL
–
3.
Docs must be self-explanatory and standalone
BEST PRACTICES
–
5.
Priority for visual architecture models
SELF-CONTAINED
–
4.
Tactically Implementation,
Business Oriented
Architecture results should be simple, practical, feasible, and useful
Use best practices of BPR and EA
FACT-BASED and ACTIONABLE
–
Generate rigorously engineered information that is actionable
6. LONG TERM VIEW WITH SHORT TERM BENEFITS
–
–
Define target architecture and cost benefits
Show long term architectural fit; Conduct Benefits Realization
7
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
Architecture
Drivers
Business
Drivers
Design
Drivers
Technology
Applications
Data
Security
Current
Business
Architecture
Data
Architecture
Applications
Architecture
Technology
Architecture
Architecture
Level III
FEAF
Standards
Investment
Partner
Segment
Coordination
Market
Research
Asset
Management
Target
Business
Architecture
Business
Architecture
Data
Architecture
Data
Architecture
Applications
Architecture
Applications
Architecture
Technology
Architecture
Technology
Architecture
Architectural Models
Vision
Strategic
Direction
Principles
Architecture
Transitional Processes
8
DC Enterprise Architecture Framework (DC-EAF)
SMP Concepts of Operations
To-Be
District of Columbia - Enterprise Architecture Framework
Business Architecture
Information Architecture
Processes
X
Entities
Process Flows
Entities
As-Is
As-Is
Entities
X
Modules
Processes
X
Modules
Servers
X
Modules
Entities
X
Interfaces
Server Systems
Application Modules
Interface Adapters
Infrastructure Software
Network Components
EAI
As-Is
io
at
el ips
R sh
n
Application Architecture
As-Is
Infrastructure Architecture
9
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
10
Three EA Governance Principles
1. Communicate
Three EA Governance Principles
1. Communicate
2. Communicate
Three EA Governance Principles
1. Communicate
2. Communicate
3. Communicate
Architecture Review Board Process
Assuring IT Quality Through Milestone Peer Reviews
CONOPS
RFP Study
Milestone 1
System
Concept
Readiness
Validate
Architecture
Go / No-Go
RFP
Selection Phase
Milestone 2
Construction
Readiness
RFP
RFP Development Phase
Verify Design
with Architecture
Verify Implementation
with Architecture
Critical Architecture Decisions
Important Architecture Decisions
Design
Reviews
Milestone 3
Operational
Readiness
Deploy
Tactical Arch.
Changes
RFP
Operations Phase
Tactical Arch.
Changes
Tactical Arch.
Changes
16
Standardized PM Methodology
A Project Management Office typically performs
any or all of the following PM functions:
• Implementing and maintaining project management
processes, standards, and methodologies;
• Selecting and supporting project management
software tools;
• Project support such as planning, scheduling, and
tracking;
• Providing project management consulting and
• Mentoring; managing and developing project
managers
17
Strategic Program Management Office (SPMO) Goals
Mission
Improve the Return On Investment (ROI) of the District’s IT
projects and programs
Goals
1. Establish long-term relationships with key executives, decisionmakers and PMs in the District agencies
2. Improve core mission and service delivery to citizens by using the
District’s 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
18
As-Is and To-Be
Before
After
Project success varies greatly
across the District
SPMO involved in projects from
inception
Static system that does not
have a record of success for
agency PM improvement
Consistency of PM process across
projects and agencies
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
Industry best practices to improve
project success rate
All projects focused on the District’s
Enterprise Architecture
Project plans and performance
visible so that accurate decisions
can be made throughout the PLC
19
SPMO Process Model
SPMO will work with the agencies to select the
appropriate mix of PMO services
Standard PMO Process Models
1. Controlling – SPMO provides the PM and actively manages the
project.
2. Consulting – SPMO provides a PM to work for the agency and/or the
SPMO 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 project’s needs.
3. Coaching – SPMO assists individual agency PMs and/or other key
project stakeholders through a mentoring relationship that increases
their project capabilities.
4. Monitoring – SPMO simply monitors and reports on project
performance. This is the minimum level of support for all projects.
20
Proposed SPMO Organizational Chart
Director, SPMO
Program Management Officer
(PMO)
Senior Program Manager For
Public Safety and Justice
Program Process Manager
Program Manager for
Operations
Program Coordinator/Scheduler
Program Manager For
Planning and Economic Development
Program Financial Manager
Program Managers
Program Managers
Program Managers
Program Manager For
Children, Youth, Families and Elders
Program Manager For
ServUs and Independent Organizations
21
SPMO Roles
1.
2.
3.
4.
5.
6.
7.
Director, SPMO – Leads and manages the operation of the SPO. Establishes
goals and objectives to implement the OCTO and District IT vision.
Senior PM, Agency Liaison Services – Oversees the functions of the other
PM, ALS as well as managing liaison services for a portfolio of District
agencies. Establishes relationship with agency executives and decision
makers
PM, Agency Liaison Services – Manages liaison services for a portfolio of
District agencies
PMO – Leads the PMO; establishing the program/project management
processes by which the District will accomplish its IT vision. Mentors OCTO
and agency PMs.
Program Process Manager – Develops and manages the PM methodology,
processes and tools
Program Coordinator/Scheduler – Collects, manages and reports the multitiered executive-level and project-level performance information that will
support the PM process
Program Financial Manager - Collects, manages and reports the multi-tiered
executive-level and project-level project financial information
22
SPMO Functions
SPMO Functional Support Areas
1.
2.
3.
4.
5.
6.
7.
Relationship Management
Project Manager support
Project support
Project audits and performance measurement
PM process management
PM tool support
Executive Information Support
23
Starting up the SPMO
Short-term SPMO initiatives
• Inventory on-going projects (new product development,
information technology, business enhancements, etc.) to
establish 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 and
teams
• Identify one or more pilot project initiatives to act as templates
25
Long-term Initiatives
Focus is on improving/streamlining the processes,
developing people, and putting in place a more
permanent 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.
26
What Doesn’t 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. Don’t do it all at once: you may not
be able to deliver and people will get confused.
2. Procrastinate
• Don’t 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.
27
What Doesn’t 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 people’s ideas and acknowledge them and give credit
• Learn from other’s experiences - don’t re-invent the wheel
28
What Works – The Top Five
•
•
•
•
•
Keep it simple
Focus on Value
Plan
Secure Executive Sponsorship
Communicate
29
Project Review Board (PRB)
• Small, yet high-end and strategic group who connects
executive vision with the work of the organization
• Oversight of project portfolio management, is perhaps
the single most important responsibility of the PRB.
These tasks include:
– Linking District strategy to programs and projects. The PRB is
responsible for ensuring that projects reflect the strategic goals
established by the Mayor.
– Project selection and prioritization. The PRB mixes and
matches projects based on their relative levels of priority and
relevance. The interdependencies among projects can often
only be seen from the perspective of the PRB.
30
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.
31
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
32
"There is no right way
to do the wrong thing"
Blanchard, The Power of Ethical Management
33
34