IT PMO Charter (Linkedin)
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Transcript of IT PMO Charter (Linkedin)
August, 2008
PRESENTATION
IT PMO CharterCommunication Document
2
Agenda
IT Program Management Office – Core Competencies
– IT Governance and the PMO
– PMO Pyramid, “hierarchy of needs”
– PMO Models available
– Planning
• Demand Management
• Project Management Methodology
– Communication
• Project Performance Metrics
• Status Reporting
– Administration
3
Our multi-layered governance structure will streamline decision making and improve transparency and control of IT
Governance Level
IT Steering Committee
Governance Body Membership Objective
IT Steering Committee CEO, CFO, CIO, BU presidents
Govern DII IT strategy, funding allocation and investments
IT Leadership Team CIO and direct reports Govern day-to-day IT operations
IT Project Portfolio Committee
PMO, Program Managers, Business Liaisons
Govern the project portfolio and project execution
Functional Process Teams
Enterprise Architects, Business Functional leads, system leads
Govern enterprise architecture and standardization
Change Control Board Infrastructure tower leads, system leads
Govern changes to the IT production environment
Doosan IT Council
Design not completed
Project Management and Delivery
ITMgmt
Technical and Business Committees
1
2
3
4
5
4
Program Management encompasses several components of IT Governance which are critical to a smooth running IT department
*
**
Areas that can be effectively managed by a Program Management Office
5
The success of a PMO requires success in base-level competencies before results from advanced competencies can be achieved.
PMO Maturity exists in layers thatare building blocks to the next levelof maturity
At the foundation, a PMO must beable to produce accurate statusreports on projects.
The next foundational element isdeveloping people who can executeprojects and understand the benefit thatcomes from repeatable, lean processmethodologies.
The aforementioned building blocks allowan organization to adopt processes andmethodologies to improve project executionand likelihood of achieving promisedbusiness benefits.
6
The charter of the PMO is to be the “center of excellence” for program management which includes the following three areas…
DII IT PMO Charter
Planning
Planning begins with the determination of what IT investments the business will pursue in the coming year. The PMO is required to orchestrate project demand through project funding
The PMO helps plan during project execution by establishing methodologies and repeatable processes
Communication
Communications within the IT group include holding regular all-employee meetings, IT PMO meetings, and intra-program meetings.
Communications beyond IT include monthly CC CIO team progress sharing and executive communications including the PMO dashboard and TSA elimination dashboard
Administration
Financial administration is a key component of tracking IT Investments. The PMO will handle PO requisitioning and invoice processing for all outside IT spend.
The PMO will handle meeting planning and large event coordination as needed for the IT department.
7
Planning is the first PMO core competency.
The PMO is responsible for coordinating the selection and funding of IT initiatives across all DII businesses:
– Search out all demand for new IT projects
– Initiate sessions with IT-Business review session to determine projects with greatest alignment to LRP
– Pull together final IT capital plans for each business, make adjustments to meet AOP stretch targets
The PMO is responsible to work within IT to determine a standard project management methodology which enforces repeatable efficient processes
– Methodologies will be developed with grass-roots support to encourage adoption
Build a culture of respect for project management as a discipline
– Organize training and certification programs for people involved with project management
– Work with IT Leadership team to build PM training into their teams development plans
8
Demand Management is the first step in selecting which projects will be funded
IT Management
BusinessManagement
Project Requests
Business – ITCouncils force-rank
Projects for Alignment to
LRP objectives
Final IT ProjectPortfolio andCapital Plan
AchievedFrontlineWorkers
LRP Filter AOP Filter IT ProjectPortfolio
AOP ChallengeIs applied and
Further eliminatesprojects
Project Ideaswill outnumber
the number that canbe funded
9
The PMO will ensure that projects are executed in a disciplined and structured manner
Initiate and transition project from concept stages into IT Project development
Develop initial business case and create project charter
Identify and engage Project Stakeholders and Requirements Providers.
Develop and document Preliminary Project Plan, which covers plan for Define phase activities
Conduct tollgate review
Develop business requirements
Develop systems requirements
Develop high level architecture design
Define deployment strategy
Initiate RFP / RFQ process
Conduct make/buy/reuse analysis
Refine business case
Conduct tollgate review
Migrate to new system
Update site deployment materials and system documentation
Transition to operations
De-install legacy systems
Conduct tollgate review
Close project
Project Management Methodology
ConstructConstruct
Conduct Construct-phase kickoff
Develop architecture design
Develop detailed design
Develop data migration strategy plan
Develop test plans
Complete system / site deployment plan
Code and unit test
Configure, integrate, and deliver system
Setup QA environments
Conduct tollgate review
Conduct system testing
Conduct data migration testing
Conduct user acceptance testing
Conduct site readiness review
Analyze defect and change requests
Verify release readiness
Conduct tollgate review
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5G1 G2 G3 G4
CER ApprovalCharter Approval Go/No Go
G5
Approve for Test Project Close-Out
DeployDeployPlanPlan DefineDefine TestTest
10
The Plan/Define deliverables build upon each other to culminate in the ultimate Plan/Define milestone – a completed and signed CER
BusinessRequirements
Document
SystemRequirementsSpecification
TechnicalArchitectureSpecification
BusinessRequirements
Document
SystemRequirementsSpecification
TechnicalArchitectureSpecification
CommentsComments
CERCER
G1 G2
The project charter sign-off is the
official beginning of the project
CER (signed)
CER (signed)
Build/Buy Analysis
RFP/RFQ
Build/Buy Analysis
RFP/RFQ
If Necessary
Plan/Define documentation serves as the “building blocks” for the CER
Plan/Define documentation forces project teams to “plan the project”
The objective is to gain efficiency from a repeatable methodology, while allowing the project teams the flexibility to manage time and resources
Plan/Define documentation serves as the “building blocks” for the CER
Plan/Define documentation forces project teams to “plan the project”
The objective is to gain efficiency from a repeatable methodology, while allowing the project teams the flexibility to manage time and resources
Project PlanProject PlanProject Charter
Project Charter
In order for a CER to be approved the Plan/Define documentation must be completed
Fund/No Fund Decision
11
Communication is the second PMO core competency.
The PMO’s core competency remains in reporting project and program status to the business
– The PMO dashboard and TSA Scoreboard for summarizing extensive project detail
– The PMO coordinates and facilitates meetings across stakeholder communities:
- All IT Employee Meeting
- Information Exchange with CC CIO team (Seoul)
- Ad-hoc updates to executive leadership
The PMO team organizes and facilitates weekly, program-wide and IT-wide program status meetings in the areas of:
– ERP and DMS (Dealer Management Systems)
– IT Infrastructure and Facilities
These meetings are the primary means of keeping communication alive across stakeholders within a certain IT discipline.
12
Throughout the project lifecycle we will track key project metrics - project milestone achievement, project cost, and quality of delivery
TimeTime
Project Performance Metrics
The Key milestones
Estimated and actual time for completion
Percent completion
Weightings of milestones towards project completion
The Key milestones
Estimated and actual time for completion
Percent completion
Weightings of milestones towards project completion
CostCost
Estimated cost (and resources) for each project milestone
Actual cost expended
Invoiced cost
Corrective actions for estimated cost over-runs
Estimated cost (and resources) for each project milestone
Actual cost expended
Invoiced cost
Corrective actions for estimated cost over-runs
QualityQuality
Description of key project related issues
The relative impact of key issues (high/med/low)
The project risks and associated escalation actions
Description of key project related issues
The relative impact of key issues (high/med/low)
The project risks and associated escalation actions
13
Chile Implementation of Dynamics NAV - Issue Log
28Issue
# Issue Description StatusIssue
PriorityProject
@ Risk?Relevant
Milestone/TaskOriginal Date
of Entry
Est. Completion
Date Escalation Action Issue Owner Issue Type Comments
1 Version ChoiceClosed High No Detailed Business Case
(CER)20-Feb-08 22-Feb-08 Escalate to PMO Mike Coogan Scope Change
2 Data Transfer - From SKCClosed Medium No Data Conversion 18-Feb-08 21-Feb-08 None-Project Team To
ResolveClifford Booker Resource Constraint
3 Hiring of Local Controller
Closed High No Business Requirements Document (BRD)
28-Feb-08 None-Project Team To Resolve
Jorge Beals Resource Constraint
4 Terms & Condition ReviewClosed Low No Other - N/A 18-Feb-08 4-Apr-08 None-Project Team To
ResolveJorge Beals Vendor
Sourcing/Management
5 Printer TestingClosed High No High-level Architecture
Document18-Feb-08 4-Apr-08 None-Project Team To
ResolveJavier Alcorta Other (Please Clarify in
Comments)Testing
6 Fixed Asset Data
Closed Medium No Business Requirements Document (BRD)
20-Mar-08 4-Apr-08 None-Project Team To Resolve
Jorge Beals Other (Please Clarify in Comments)
Hard getting fixed asset data
7 Historical Data Archieve
Open Low No Transition to Support Team
20-Mar-08 30-Jul-08 None-Project Team To Resolve
Jorge Beals Other (Please Clarify in Comments)
Need to resolve how to store 5 years worth of data for legal reasons
8 Availability of Super Users
Closed Medium No Business Requirements Document (BRD)
20-Mar-08 4-Apr-08 None-Project Team To Resolve
Jorge Beals Resource Constraint
9 Translation Services
Closed Medium No Systems Requirements Specification (SRS)
25-Mar-08 21-Apr-08 Escalate to Vendor Clifford Booker Resource Constraint ELC Latin America Spanish Translation
10 Open Tranaction Data
Closed Medium No Business Requirements Document (BRD)
7-Apr-08 31-May-08 None-Project Team To Resolve
Clifford Booker Other (Please Clarify in Comments)
Need to add open transactional data into the system. May need to manually do this.
11 Chart of Account Mapping
Closed Medium No Business Requirements Document (BRD)
4-Mar-08 3-Jun-08 None-Project Team To Resolve
Mike Coogan Resource Constraint
12 Foreign Currency for Rental Contracts
Closed High No Business Requirements Document (BRD)
20-Mar-08 30-Apr-08 Escalate to Vendor Clifford Booker Vendor Sourcing/Management
UF Currency - Rental Contracts
IT Status Reporting
Chile Implementation of Dynamics NAV - Budget Data
Currency Total CERTotal Incurred
ExpensesTotal % Incurred
Total Invoiced
Overall Budget - Over Budget/On
Target?
USD - United States Dollars 249,200 149,906 60% 139,433 Under Budget
Line # CER Line Item CER Type
Total Budgeted
Spend
Incurred Expenses to
Date % Incurred
Expenses Invoiced To
DateTotal Duration
(in months)
Projected Over/Under
Budget?
New Estimated
Budget Corrective Action Comments1 31 MS Dynamics NAV Advanced user licenses One-Time License Purchase 42,600 38,496 90% 38,496 N/A - One Time Under Budget2 Server software (SQL, Citrix, Term) One-Time License Purchase 19,000 0% N/A - One Time3 30 Dysel ELC user licenses One-Time License Purchase 36,000 28,692 80% 28,692 N/A - One Time Under Budget4 1 MS Dynamics NAV Spanish Language module One-Time License Purchase 800 729 91% 729 N/A - One Time Under Budget5 Jet Reports Licenses One-Time License Purchase 3,400 0% N/A - One Time6 31 MS Dynamics NAV Advanced user maintenance (1yr)Ongoing SW Mntnc 6,900 6,822 99% 6,822 N/A - One Time Under Budget7 Server software (SQL, Citrix, Term) maintenance (1yr)Ongoing SW Mntnc 3,000 0% N/A - One Time8 30 Dysel ELC user maintenance (1yr) Ongoing SW Mntnc 5,800 4,493 77% 4,493 N/A - One Time Under Budget9 Jet Reports maintenance (1yr) Ongoing SW Mntnc 600 0% N/A - One Time
10 Dysel - ELC translation (12 hours) External Services 2,100 2,100 100% 2,100 1 On Target11 Developer/Translation Services External Services 30,000 7,500 25% 6,000 3 Under Budget12 Statutory Reporting & Tax Compliance Testing External Services 10,000 0% 113 Purchase local printers (laser to replace dot matrix) One-Time HW Purchase 11,000 - 0% - N/A - One Time Under Budget14 Application Server One-Time HW Purchase 10,800 0% N/A - One Time15 ACS WAN One-Time HW Purchase 11,300 0% N/A - One Time16 Print Server One-Time HW Purchase 900 847 94% 847 N/A - One Time Under Budget17 T&E for internal resources (11 trips @ $5,000/trip) Internal Resources 55,000 60,227 110% 51,254 3 Over Budget 65,000 Extended implementation date to June 1st1819202122232425
Project:
Percent Completion 1. Local Branch Resources
+0% +10% +20% +30% +40% +50% +60% +70% +80% +90% 2. Trial Balance Upload
3. Localized Reporting Compliance
On-Time (Y/N): Y 4. Credit Mgmt - Parent/Child Relationship
Budget Consumed 5. Historical Data Archieve
+0% +10% +20% +30% +40% +50% +60% +70% +80% +90%
On/Under Budget (Y/N): Y
Project Manager (PM): PM Contact #: PM E-mail Address: PM Update:
Chile Implementation of Dynamics NAV - Project DashboardDII_DMS_001 (Chile Implementation of Dynamics NAV)
Time Gantt Budget
60%
100%
Issues
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
||||||||||||||||||||||||||||||||||||||||||||||||||||||
$249,200Total
Budget:
Mike Coogan 908-238-5820 [email protected] None
08 AOP: $175,000
0%
25%
50%
75%
100%
Jan
-08
Feb
-08
Mar
-08
Apr
-08
May
-08
Jun
-08
Jul-
08
Aug
-08
Sep
-08
Historical Percent Completion
60
11
69
10
(5)
5
67
33
(50) - 50 100 150
Internal Resources
HW Lease & SW Mntnc
One Time HW & SW Purch
External Services
Total Incurred Budget Remaining
Budget by CategoryBudget Consumed
56%
4%
40%
Incurred & Invoiced
Incurred, not invoiced
Budget Remaining
Milestone Completion Dates
Calendar Start
Top 5 Issues
Links to Project Detail
Associated TSA's
Historic Percent Complete
1. Chile ERP System
2/29 - Project Charter3/4 - Preliminary Project Plan3/4 - Business Requirements Document (BRD)3/4 - Systems Requirements Specification (SRS)2/29 - High-level Architecture Document3/21 - Detailed Business Case (CER)4/30 - Report Specifications4/18 - Data Conversion6/23 - Final Data Conversion4/28 - Setups5/31 - Report Development5/31 - Internal Testing5/31 - User Acceptance Testing (UAT)5/31 - Training6/27 - Go Live5/31 - User Manuals
Chile Implementation of Dynamics NAV - Milestone Status
Overall ProjectGeneral Project Information Sum of Milestone Weights w/in Phase Red Zone Limit Percent Complete
Proj Name: Chile Implementation of Dynamics NAV Plan/Define 100% 14 Days 99.0%
Proj Mgr (PM): Mike Coogan Construct/Test 100% Note: Based on
PM Phone #: 908-238-5820 Deploy 100% "Current Date - Orig Date"
PM Email: [email protected]
Proj Sponsor: Matt Timmes
CER Signed: Yes On Time: Yes
PM Status Message:
None
Other - N/A 1-Feb-08 08/01/0817
19
Line #-AND- Status Milestone/Task Description Project Phase
Milestone/Task Weight Within Phase (Sum to
100%) Task Start DateMilestone/Task % Complete
Original Est. Completion
Date
Current Est. Completion
Date CommentsContribut
ion1 Project Charter Plan/Define 10% 1-Feb-08 100% 25-Feb-08 29-Feb-08 1.5%2 Preliminary Project Plan Plan/Define 15% 1-Feb-08 100% 29-Feb-08 4-Mar-08 2.3%3 Business Requirements Document (BRD) Plan/Define 15% 15-Feb-08 100% 29-Feb-08 4-Mar-08 2.3%4 Systems Requirements Specification (SRS) Plan/Define 15% 22-Feb-08 100% 29-Feb-08 4-Mar-08 2.3%5 High-level Architecture Document Plan/Define 0% 29-Feb-08 0% 29-Feb-08 29-Feb-08 0.0%6 Detailed Business Case (CER) Plan/Define 45% 18-Feb-08 100% 29-Feb-08 21-Mar-08 6.8%7 Report Specifications Construct/Test 5% 3-Mar-08 100% 14-Mar-08 30-Apr-08 4.0%8 Data Conversion Construct/Test 12% 22-Feb-08 100% 15-Mar-08 18-Apr-08 9.6%9 Final Data Conversion Construct/Test 5% 29-Apr-08 100% 1-May-08 23-Jun-08 4.0%
10 Setups Construct/Test 20% 22-Feb-08 100% 28-Mar-08 28-Apr-08 Need to Review Service Set-ups 16.0%11 Report Development Construct/Test 9% 17-Mar-08 100% 15-Apr-08 31-May-08 7.2%12 Internal Testing Construct/Test 11% 28-Mar-08 100% 15-Apr-08 31-May-08 8.8%13 User Acceptance Testing (UAT) Construct/Test 16% 21-Apr-08 100% 25-Apr-08 31-May-08 12.8%14 Training Construct/Test 22% 14-Apr-08 100% 18-Apr-08 31-May-08 Finance & Servicing Training Needed 17.6%15 Go Live Deploy 40% 1-May-08 100% 1-May-08 27-Jun-08 2.0%16 User Manuals Deploy 40% 4-Apr-08 100% 11-Apr-08 31-May-08 2.0%17 Transition to Support Team Deploy 20% 5-May-08 0% 15-May-08 1-Aug-08 0.0%
Note: Adjust weights in each phase below
to = 100%
IT Dashboard
Project ID - Project Name
% Complete
CER DateGo-Live
DateNext Milestone &
DateTotal
BudgetBudget
IncurredOver
BudgetIssues Status Trend
DII_ERP_001.2 Hybris frontend for Utility ESA: Phase 1
7.1% 30-Sep-08 31-Mar-09 CER - 9/30/08 $883,000 $30,833 N
DII_ERP_002 DIITC Cloning Prep & Clean Up: Phase 1
100.0% 30-Apr-08 21-Jul-08 Phase 1 Complete $388,860 $281,030 N
DII_ERP_013 Geith Cleanup
2.3% 1-Jan-09 1-Jul-09Project Docs &
CER - 1/1/09$1,500,000 $0 N
*Identify Resources *The development of
Milestones TBD DII_ERP_024 Replace dealer roster functionality - ESA
15.4% 30-Apr-08 31-Dec-08User Mgmt Build -
8/6/08$237,000 $0 N
DII_ERP_025 Global Retail Campaign Management
40.7% 25-Apr-08 31-Oct-08Data Cleansing -
8/15/08$314,000 $157,980 N
DII_IFR_012 Siebel Replatforming
99.8% 11-Apr-08 14-Jul-08Close Siebel
Contract w/ACS - 7/31/08
$189,039 $175,818 N
IT Executive Summary
Project Update Sheets – Timeline/Budget/Issues
14
Administration is the final PMO core competency.
The PMO will serve as the administrative arm of the IT department due to its visibility across strategic programs and operations
The PMO will provide the following administrative services to the IT department:
– CER processing and administration including creating “backup support” for capitalization
– Handle PO creation and invoice routing. This should be for Opex and Capex on all US Oracle-based ledgers
– Provide periodic budget vs. actual status reporting at a cost center level and per CER
– Produce financial metrics for the IT-wide dashboard
IT Department administration
– Coordinate central administrative functions such as IT vacation and travel calendar
– Handle IT’s procurement card (US)