Gain Control and Improve Results by Effectively Coordinating Projects, Portfolios, Resources,...

7/29/2019 Gain Control and Improve Results by Effectively Coordinating Projects, Portfolios, Resources, Support, and Services (166276008)

http://slidepdf.com/reader/full/gain-control-and-improve-results-by-effectively-coordinating-projects-portfolios 1/64

More colleges and universities depend on TeamDynamixHE PPSM than any other solution

Coordinating Project, Portfolio, and Service

Management: Overcoming Obstacles toOperational Excellence

Project, Portfolio and Service Management

Software Built for Higher Education



Agenda

» Review of common obstacles

» Approaches for consideration

» Q&A



TeamDynamixHE Mission

“To enable college and university IT organizations to

achieve their business objectives through products and

services that foster operational excellence and exceed

expectations”



Client Sample



TeamDynamixHE Advisory Council

The TAC is self governing steering committee comprised entirely

of higher education leadership

» Maintains its own bylaws and leadership

» Meets quarterly with one annual face-to-face meeting

» Responsibilities

» HE alignment

» Prioritize enhancements

» Product partnering

» Use case development

» Review

» Beta testing




Trends in Building Operational Excellence






Reporting

Web Services: Service-Oriented Architecture

Tickets

Work Request Fulfillment Streams

MyWork® Governance & Projects

Service Desk & Assets

Operations & Change Management

Productivity

TDMobile

TDCommunity

Work Requests

Service Catalog

Email

Web Forms

Web Services

Routing

Logic



Common Roadblocks

» Challenging budget and capacity environments

» Negative perception of IT’s value

» Difficulty making confident decisions/commitments

due to unclear understanding of activities, capacity,

status, priorities

» Difficulty adjusting to rapidly changing priorities

» Staff’s resistance to change

» Determining where to begin




Common Challenge:

Budget and Resource Constraints





The CIO’s Environment: 1999-2012

InnovationBudget(Projects)

Project Demand

CIO



Business Overview

Budget Budget needed to

meet demands<



Business Overview

“I don’t have theresources to complete allof the work being askedof me between projects,

support and requiredoperations work to keepthe lights on.”

CIO

Deans

President

Researchers

Faculty

Deans



Business Overview

CIO

“We gave you $10M this year. What do you mean you can’t get the work

done? Just do your joband figure out how tomake it work.”

President

Researchers

Faculty

Deans




Common Challenge:

Perceived Value Challenges





“I just don’t know whatthey do with $10M per

year” ApplicationManagement

LearningManagemen

tSyste

m(LMS

)

Student

Information

System

(SIS)

ContentManagemen

tSyste

m(CMS

)

FacilitiesManagemen

tSyste

m

Email

Custom

Development

InfrastructureManagement

Servers

Network

s

Security

Telephon

y

Applicatio

nHosti

ng

A/VEquipme

nt

SupportServices

Student

Helpdesk

Faculty

HelpDesk

PC/PhoneMgm

t.

AdminServices

Complian

ce

Project

Services(PMO)

Security

Stakeholders often have a limitedframe of reference and don’t

understand the full scope of IT work

Problem 1: Stakeholders Have Limited Visibility

Limited Understanding

Limited Understanding



“I don’t know how to requesta new report. I guess I’ll emailmy friend Ken. He’ll handle it.”

“I email requests to IT but neverknow what happens to them. It’sfrustrating.”

“I need a new laptop. Who do I talk

to? It’s hard to deal with IT. It willprobably take forever to get itanyway.”

“For an applications project I email aword doc request. For a hosting requestI go to a web site, and for an AV need I

submit a ticket. What happens to all of my requests, and how do I check ontheir status?

Conversations

Email

Service Desk

Web forms

Docs

President

Deans

Researchers

Faculty

Problem 2: Stakeholders Find IT Difficult to Engage




Common Challenge:

Difficulty Making Confident

Decisions/Commitments&

Adjusting to Rapidly Changing Priorities





How work is typically requested and tracked

ApplicationManagement

InfrastructureManagement

SupportServices

AdminServices

Email

TicketingSoftware

Web forms

Word

Excel

Custom DB

PPT

Email

TicketingSoftware

Web formsWord

Excel

MS ProjectCustom DB

PPT

Email

TicketingSoftware

Web forms Word

Excel

MS Project

Custom DB

PPT

Email

TicketingSoftware

Web forms Word

Excel

MS Project

Custom DB

PPT



Making confident management decisions is difficult

Multiple work tracking tools,

multiple departments, with datathat changes minute by minute

Reports require massive

amounts of manual effort and

are instantaneously obsolete

and untrustworthy

Multiple request channels,

multiple departments, with data

that changes minute by minute

IT



Old Work Management Paradigm

Academic SystemsInfrastructureManagement

SupportServices

AdminSystems



Changing Work Management Paradigms

Academic SystemsInfrastructureManagement

SupportServices

AdminSystems




Common Challenge:

Staff Resistance to Change





Different Resources = Different Work Streams

.

Projects

Incidents

Operations

Incidents

Projects

Operations

Operations

Projects

Incidents



Individual Administrative Burden

TicketingSoftware

Word Excel Custom DB PPT MS ProjectPersonal To-Do Lists



Individual Administrative Burden

“Why do they want me to track what I’m doing? Do they notthink I get enough done?”

“What are they going to do withthis information? Is it going to be

used in my annual review?”

“How in the world is this going tohelp me? I have work to get done.What a pain?”




Common Challenge:

Determining Where To Begin





Why is it so difficult?

» The problems are many

» Resources are few» Budget is tight

» The “fires are always burning!” and need to be put out

» No one seems to be motivated to take action

» Processes don’t currently exist » Tools don’t currently exist

» Being overwhelmed




Addressing the Challenge:

Determining Where To Begin





Where to Begin?

1. Force order rank the challenges/Pains that are crippling IT in order of

severity.

2. Determine the minimum amount of information, process and tool you

would need to address the challenge.

3. Build “bare bones” organizational change plans to introduce the

minimum amount of change to address the challenges.

4. Address the most problematic challenges first. Think about theamount of change that the organization can assimilate.

5. KEEP IT SIMPLE AS POSSIBLE !





Foundations for Decision Making and Adaptation



P j t P tf li d S i M t




Reporting


Tickets





Productivity

TDMobile

TDCommunity

Work Requests

Service Catalog

Email

Web Forms

Web Services

Routing

Logic



Confidence through understanding

1. Track and measure the basic activities within the organization

1. Projects2. Changes/Operations

3. Incidents

2. Questions to answer about basic activities

1. Who is responsible?

2. How will it be addressed?

3. When will it be done?

4. How much time will it take those working on it (high level allocations)

5. How does the work support our mission/objectives

6. Who are we doing the work for?

P j t P tf li d S i M t




Reporting


Tickets





Productivity

TDMobile

TDCommunity

Work Requests

Service Catalog

Email

Web Forms

Web Services

Routing

Logic



Project Work Spaces



Management Tools

Project Portfolio and Service Management




Reporting


Tickets





Productivity

TDMobile

TDCommunity

Work Requests

Service Catalog

Email

Web Forms

Web Services

Routing

Logic



Asset/CI Management




Reporting


Tickets





Productivity

TDMobile

TDCommunity

Work Requests

Service Catalog

Email

Web Forms

Web Services

Routing

Logic






Negative Perception of IT’s Value& Making Confident Decisions







Reporting


Tickets


MyWork®

Governance & Projects



Productivity

TDMobile

TDCommunity

Work Requests

Service Catalog

Email

Web Forms

Web Services

Routing

Logic



Changing Perceptions

1. Make IT easier to work with: simplify the request process

2. Educate stakeholders and leadership about priorities, current

commitments, future commitments, value added, and constraints.



Example Service Catalog



Catalog Item Request Example



Changing Perceptions & Making Confident Decisions

1. Educate stakeholders & IT Leadership

1. Current commitments, status and how many resources theyconsume

1. Projects

2. Ops

3. Incidents2. Backlog of work yet to be started

3. Priorities

4. Current and future constraints (remind them that IT is a scarce

resource!)





Adjusting to Rapidly Changing Priorities





Adjusting to Changing Priorities (inputs and drivers)

1. Understand priorities to guide decisions

2. Understand capacity1. What are my resources’ availability to do work

2. How is people’s time being allocated

3. Understand the moving parts to assess the options for and impacts of

making changes



Prioritization Tools



Simple Scoring Model



Scheduling Tools





Staff Resistance to Change






j , g

Reporting


Tickets


MyWork®

Governance & Projects



Productivity

TDMobile

TDCommunity

Work Requests

Service Catalog

Email

Web Forms

Web Services

Routing

Logic



Reducing Resistance

1. Focus on their pains. Tie change back to beneficial results for those

required to change.

2. “Right-fit” processes and tools to the pain. Avoid overkill.

3. Give resources a “one page” view of their responsibilities and make it

very easy for them to accomplish what they need to in order to achieve

the results you are looking for.

4. Tools should streamline and simplify hand off points to reduceadministration work and “dropped balls”.



Productivity: Work Consolidation



1. Design: IT Analysts



2. Build & Test: Developers



3. Build/Deploy: Infrastructure Specialists




Questions?



Andrew Graf

[email protected]

614-340-3341

mailto:[email protected]

mailto:[email protected]

Gain Control and Improve Results by Effectively Coordinating Projects, Portfolios, Resources,...

Documents

Transcript of Gain Control and Improve Results by Effectively Coordinating Projects, Portfolios, Resources,...