Minnesota Office of Technology Slide: 1 9/19/2002 Enlightened Project Management at the State of...

Minnesota Office of TechnologySlide: 19/19/2002

Enlightened Project Management

at the State of Minnesotaat the State of Minnesota

Presentation to PMI-MN ChapterPresentation to PMI-MN ChapterBy Rex Andre

Director, Project Management Office (PMO)

Office of Technology

19 September 2002


What you’ll learn tonight

An understanding of the challenges of state government from a Project Management point of view

Profile of state government (at Minnesota)

How you might set up your own Project Management Office (PMO)

Minnesota’s conceptual approach to a statewide PMO

The 5 key focus areas of a good PMO

Measures of success

Where can I get tons of great information to use RIGHT NOW!

Who can I call?


Agenda Special State Government Profile

Research on Project Management Offices (PMO)

Main PMO Goals

Conceptual Model

Project Management (PM) Framework

Project Management Academy Goals

Oversight

Portfolio Management

Measures of Success


Profile of MN State Government

What does the State of Minnesota look like - as an entity, as a company?

Minnesota State Capital


How Big Is Our Company?

Over 53,000 Employees!

State Capital Monument


Who governs the State of Minnesota’s activities?

Yes, the Governor is at the top..but

Minnesota State Seal


The Breadth of the “company”

5 Constitutional Offices!

134 Legislators & 67 Senators!

25 Departments and Respective Commissioner’s!

6 Offices within the Judicial Branch!

73 State Boards, Commissions, Councils, Ombudsman, Office and Task Forces!

The Educational, and Library Systems & Catalogs!

AND the Governor!

ALL Representing 4,919,479 Minnesota Residents!

Common Loon – Minnesota State Bird


Unions

AFSCME – American Federation State County Municipal Employees

MAPE – Minnesota Association of Professionals

MGEC – Minnesota Government Engineers Council

MMA – Middle Management Association

MNA – Minnesota Nurses Association

SRSEA – State Residential Schools Educational Association

Commissioner’s Plan – Commissioner’s Plan

Manager’s Plan – Managerial Plan

Minnesota works with 8 Unions!


What Else?

What else impacts

Project Management at the state?

Monarch – Minnesota State Butterfly


Financial/Strategic Check and Balance

The Minnesota Office of Technology

The Department of Finance

The Governor’s Office

The Legislature

Lady Slipper – Minnesota State Flower

Strategic Planning and the Biennial Budget Reviewed by:


Other Challenges

Lake Superior Agate – Minnesota State Stone

Every agency is governed by statutes

Numerous H.R. Departments (almost one to every agency)

All information is public

SIZE - Hundreds of state owned facilities, millions of constituents and a very unique budget/ financial situation!

No project manager job class

Meetings – some attendees are packing loaded guns

Other Impacts:


Project Management at State of Minnesota

All the impacts and All the impacts and differences aside, how is differences aside, how is

Project Management Project Management handled in the State of handled in the State of

Minnesota?Minnesota?


What the (PMO) Research says……..

“By 2004, 70% of successful projects will have certified project managers, while 90% of failed projects will not have certified project managers (0.7 probability). Source: Gartner, Inc.

“Through 2004, IS organizations that establish enterprise standards for project management, including a project office with suitable governance, will experience half the major project cost overruns, delays and cancellations of those that fail to do so (0.7 probability). Source Gartner, Inc.

“…more than 40 % of client organizations have implemented some form of project office “professionalize” project management for AD, infrastructure change and large-scale systems migrations. Source Gartner, Inc.



“Through 2004, without significant changes to its project management processes, an AD organization of 100 developers can expect to spend more than $10M on canceled software projects. Source Gartner, Inc.

“Project offices are the cornerstone for a project management improvement initiative. They provide a center for best practices, expertise, and the knowledge needed to projectize an organization”. Source: PM Solutions



“The word is out—organizations that do not implement a Project Office will experience as much as a 50% failure rate in their projects by the year 2004. The reason is simple. Projects are no longer managed in isolation. Portfolio and program management is now the norm. This requires a different approach; one that can only be coordinated and controlled by a centralized project organization.” Source: A Standish Group report for the International Institute for Learning, Inc.


PMO Vision and Mission Statements

Vision:

Enabling excellence in the management of projects

Mission:

To enable successful completion of projects and realize their benefits, the Project Management Office will:

– Collaborate and partner with State agencies to help ensure achievement of their project goals and objectives

– Conduct project tracking, review and oversight on behalf of the Legislature

– Encourage adherence to repeatable project management processes with established standards and measurement criteria Provide sustainable project management methodology and best

practices tools

Coordinate statewide project management training, coaching and mentoring programs

Actively participate in project governance


PMO Fundamental Project Goals Develop a Project Management Academy:

Deliver a standard curriculum of project management training and coaching designed to encourage professionalism and discipline in project management

Develop a common language, measures, evaluation tools and approaches to risk assessment

Establish the Project Manager as a critical skills professional with a formal position description and salary range steps

Provide Project Oversight: Implement a consistent approach to project data collection and reporting that

correlates project benefits against project objectives

Support Agency Program/Project Reviews

Measure anticipated project benefits through project outcomes evaluation

Provide Project Consulting: Provide coaching and mentoring to project managers and sponsors

Advise the legislature, agencies, commissioner, and the governor on the appropriateness and impact of technology decisions

Research answers to legislative questions and concerns regarding technology activities

Continue to analyze IT plans


Project Management Office-State of Minnesota

• Assist agencies in integrating project management practices into agency processes and projects

• Build efficiency across state projects and avoid redundancy across the enterprise.

• Provide Project Management “Best Practices” Training and Coaching

• Establish Project Manager as a Critical Skill Professional

• Provide Methodology• Provide Templates• Provide Tools

• Support Project Management and Project Oversight

• Project Manager Mentoring and Coaching

• Review Statement of Work and Request for Proposal

• Assist in setting up Agency Project Management Offices

• Phase and Project Reviews

• Implement a consistent approach to project data collection and reporting that agencies may follow

• Support Agency Program/ Project reviews

• Help agencies measure anticipated project benefits by providing project outcomes evaluation methodology, templates and tools

• Provide a PMO web-site that allows convenient access to Project Management information as well as the Enterprise PMO methodology, templates and tools

• Project Management Collaboration through the Web Site


• Project Manager • Steering Committee• Scope Statement• Work Plan (WBS)• Project Controls• Resource Management

Project Planning

Activities/Deliverable

• Status Tracking & Reporting• Steering Committee Meetings• Issues Management• Change Control• Phase Reviews• Risk Management

Project Managing


• Project Acceptance• Post Implementation Review• Outcomes Evaluation• Project Completion Report

Project Closeout


Project Management Stages

Project Management Framework

Implementation Testing RolloutAnalysis DesignBusiness

Assessment

Example funding checkpoints in the software project life cycle

Project Discipline Methodology (software example)

Project Initiation

• Project Sponsor • Business Case• Initial Funding Approval



• Project Manager • Steering Committee• Scope Statement• Work Plan (WBS)• Project Controls• Resource Management

Project Planning


• Status Tracking & Reporting• Steering Committee Meetings• Issues Management• Change Control• Phase Reviews• Risk Management

Project Managing


• Project Acceptance• Post Implementation Review• Outcomes Evaluation• Project Completion Report

Project Closeout


Project Management Stages

Project Management Framework


Assessment



Project Initiation

• Project Sponsor • Business Case• Initial Funding Approval


Project Management Methodology to define

best practices with supporting templates:Best Practices

• Business Case

• Budget

• Sponsor

• Steering Committee

• Scope Statement

• Work Breakdown Structure

• Resource Management

• Status Report

• Issues Management

• Change Control

• Risk Management Plan

• Outcomes Evaluation

More Best Practices

• Project Charter

• Cost Benefit Analysis

• Resource Plan

• Project Budget Estimate

• Organizational Change Management Plan

• Quality Plan

• Communications Plan

• Configuration Management Plan

• Project Planning Evaluation Checklist

Supported

By

tools

• Scope Statement

• Status Report

• Steering Committee

• Sponsor


Scope Statement TemplateWhy are we doing it?

1. Executive Summary

2. Business Objectives

A. Business Need or Opportunity

B. Business Objectives

C. Product Description (Solution)

D. Deliverables

What does the effort look like?

3. Project Description

A. Scope

B. Completion Criteria

C. Risk Assessment

D. Constraints

E. Dependency Linkages

F. Impacts

G. Measures of Project Success

H. Assumptions

I. Critical Success Factors

J. Roles and Project Stakeholders

How are we going to do it?

4. Project Approach

A. Planned Approach

5. Project Estimates

A. Estimated Schedule

B. Resource Requirements

C. Estimated Cost

D. Checkpoint/ Funding Schedule

How will we manage it?

6. Project Controls

A. Steering Committee Meetings

B. Monthly Status Reports

C. Risk/Contingency Management

D. Issue Management

E. Change Management

F. Communication Management

Who has the responsibility?

7. Authorizations

A. Scope Statement Approval

B. Project Changes Approval

C. Project deliverables approval & acceptance

8. Scope Statement Approval


Academy Purpose

The Academy will contribute to the success of

state information technology projects by helping

develop skilled project managers through an

effective training and certification process.


Academy Goals

Deliver a standard curriculum of project management training and coaching designed to encourage professionalism and discipline in project management

Develop a common language, measures, evaluation tools and approaches to risk assessment

Establish the Project Manager as a critical skills professional with a formal position description and salary range steps


Academy Audience

Project Managers-new

Project Managers-seasoned

Vendors

Employees aspiring to project management

Agency Heads

Management

Commissioners

Legislators


Academy Curriculum

Project Management Core Training1. Project Management Fundamentals2. Advanced Project Management

Project Manager Skill Set Classes1. Project Risk Management2. Project Scheduling3. Project Communications

Management4. Project Roles and Responsibilities5. Benefits and Limitations of PM Tools6. Project Cost Management and

Budget Control7. Project Human Resource

Management8. Project Time Management9. Project Quality Management10. Project integration Management11. Project Scope Management

Executive Seminars1. Project Management Executive Overview2. Oversight Best Practices for Executives3. Your Role as a Project Sponsor4. Your Role as a Steering Committee Member

Procedures Workshops1. Project Management Methodology

Framework and Templates2. Oversight Best Practices3. Status Reporting4. State of Minnesota IT Project Initiation

– Biennial Budget Request Preparation

5. Procurement Management Processes6. PMO Overview for Contractors and

Consultants

Practitioners’ ForumsSetting up an Agency Project Management Office / Agency Project Coordination


Oversight…

Who needs it?

Show me a basic example

Isn’t this a part of Portfolio Management?


Oversight User Needs

Agency Commissioner or CIO wanting a roll-up of all agency projects to view “status at a glance”.

Program/Project Manager wanting to determine status of another dependent project.

Resource Manager needing to assess which projects will be completing and freeing up resources.

Finance committee needing specific project budget status or summary roll-up budget information.

Special funding boards wanting to review funding checkpoint schedules and status.

Legislators and Committees wanting ad-hoc status and outcomes evaluation on different projects.

Vendor Management wanting to evaluate vendor performance relative to project status and outcomes assessment.

Statutes 16E.04

“ A risk assessment and risk mitigation plan are required for

an information systems development project estimated to cost more than $1,000,000.”


The Essence of the PM “Deliverables”

1. Initial Engagement with Project Manager - Initialize

2. Business Case - Business goals before implementation

3. Scope Statement - Project Manager’s “contract” with sponsor

4. Funding Checkpoint Plan - No money for next stage till review

5. Monthly Status Report - Are we on target

6. Project Reviews - as needed overall review and recommendations

7. Project Closeout Report - Did we meet the objectives

So, how do these best practices support Portfolio

Management?


Oversight/Project Life Cycle

end date

Specific tangible deliverables are

produced:For example a

“red car”

OutcomesAssessment

Color is red Four wheels Owners

manual Maintenance

manual Within

budget On time

start date

Approved Budget

Business Case

Scope

Statement

Projects

17. BHS

1. Testing /

QA2. Customer

Support3. Med /Surg

Updates4. Disability

5. Distributed Data

Arch6. Remote Dial In

(IMS)7. Physician

Referral8.

Outcomes9. Archive, Extract,

Update10. Business

Development11. Critical

Pathway12. CCM

13.

Reporting14. Med / Surg

Additions15. Specialty

Guidelines16. User defined

LOS

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Market Analysis Product Development Take To Market

Project Status

Resources

• Cost• Schedule• Scope• Issues• Change control• Plans

Critical

?

What’s aproject?


Enterprise Portfolio Management

Agency IT Strategic

Plan

Agency IT Strategic Planning

Agency Strategic

Plan

Strategic “Ideas”

Agency Strategic Planning

Project ConceptProject

ConceptBusiness Case

SIRMP

Strategic Planning Process

Project Management

Process

The Handshake

Budget Review

Budget Approval “Stuff”

Budget Approval

Prepare for Budget

Review

Finance Recommendations

Approved

Budget

Business Case

Project Planning

Scope Statement

• Project Manager• Project Sponsor• Steering Committee

Project Initiation

Enhancements

Enterprise Architecture


Project Tracking & Outcomes EvaluationProject

Management Office

Project Planning

Scope

Statement

Project Execution

Status

ReportBusiness

Case

Project Initiation

Project Closeout

Outcomes

Assessment

Project Management Methodology


Assessment



Finance

Approved

Budget


Project Portfolio Architecture

EnterpriseProject Portfolio

Management

Maintaining TheEnterprise

Project Portfolio

Project Baseline

BusinessCase

ScopeStatement

StatusReport

OutcomesAssessment

Oversight

TechnologyEnterprise

Board

Risk Management

Utilizing TheEnterprise

Project Portfolio

EnterpriseSummary Project

Query

EnterprisePortfolio

Management

Project Portfolio Management

• Interpret the strategic plans• Initiate projects• Review and approve scope

statements• Conduct project reviews• Review and approve project

changes• Resolve issues• Manage budget and

resources• Make go/no-go decisions• Cancel projects


Measures of Success

Commissioners, Agency heads, Governor’s office and Legislators get the information and oversight they planned and expected

The PMO provides added value and has noticeable impact on agency successes

A “just-right” project management curriculum is established

Rollout of the PMO goals and deliverable are on time and continuous across agencies

Appropriate functionality is added as culture grows


For More Information……………..

PMO Web Site

www.pmo.state.mn.us

PMO Support email

[email protected]

Rex Andre

Director, Statewide Project Management Office

Office of Technology

651-297-1369

[email protected]

Minnesota Office of Technology Slide: 1 9/19/2002 Enlightened Project Management at the State of...

Documents

Transcript of Minnesota Office of Technology Slide: 1 9/19/2002 Enlightened Project Management at the State of...