Pmo best practices

Saunders Learning GroupNewton, KS

Saunders Learning GroupProject and Program Management Training, Assessment and Implementation Assistance

613 Cedar Ridge Drive

Newton, KS 67114316-680-6482 email: [email protected] rights reserved

Program Management Program Management Office Best PracticesOffice Best Practices

From Kick Start to ImplementationFrom Kick Start to Implementation

Sharing Best Practices and Experiences

Floyd Saunders, Andover, KS

Relationships of Portfolio, Programs, Projects

Portfolio

Portfolios Projects Programs

Programs Projects

Projects

Programs

Projects

Other WorkProjects

Projects


The Project Office (COE)

BenefitsBenefits BenefitsBenefits

A strategic planning focal point for the project management process

An organization dedicated to continuous improvement

An organization dedicated to benchmarking for project management

Organizational mentorship for inexperienced project managers



BenefitsBenefits BenefitsBenefits

Centralized lessons learned files on completed projects

A “hot line” for problems without involvement senior management

An organization for sharing ideas and experiences

An organization for creating project management standards



BenefitsBenefitsBenefitsBenefits

Assist Human Resources in the creation of a project management career path ladder or competency model

Centralized project planning and scheduling

Assist Human Resources in the creation of a project management curriculum and course content

Centralized cost control and reporting


Project Office versus COE

Project OfficeProject Office Center of ExcellenceCenter of Excellence

Permanent line function for project managers

Focuses on internal lessons learned activities

May be a formal or informal committee (may be part-time)

Focuses on external benchmarking activities


Project Office versus COE

Project OfficeProject Office Center of ExcellenceCenter of Excellence

Champion for the implementation of the methodology (driving it from the top down)

Expertise in the use of the project management tools

Champion for continuous improvement activities and benchmarking

Expertise in the identification of project management tools


Simplified Project Office

Project Office

Project Managers

Support Staff Tools

Center of Excellence


Quantitative Process Improvement Opportunities

Project Management

Concurrent Engineering

Total Quality Management

Scope Change Management

Risk Management

Upgrade Methodology

Tighter Cost Control

Corporate Resource Models

Efficiency/Effectiveness

Parts Scheduling

Risk Identification

Resource Constraint Analysis

Supplier Involvement

Lower Cost of Quality

Customer Involvement

Supplier Involvement

Impact Analysis

Customer Management

Enhancement Projects

WBS Analysis

Technical Risk Analysis

Customer Involvement

Integration Opportunities


Increase Usage/Loyalty of Existing Users

Attract New Internal Users

Discourage Development of Parallel Methodologies

Qualitative Process Improvement Opportunities

Corporate Acceptance

Integrated Processes

Benchmarking

Software Enhancements

Performance Improvement Opportunities

Upgrade Methodology

Integrate Existing Processes

Integrate New Processes

Internal Upgrades

New Purchases

• Show Benefits; Present and Future

• Show Cost of Parallelization

• New Ideas

• New Applications

Non-Similar Industries/Similar Industries


Program Management OfficeProgram Management Office (PMO)

— Project Management Performance Standards— Project Management Methodology Information (RUP, Agile, PMBOK)— Phase End or Tollgate Reviews — PMO Meeting Minutes and Staff Tracking, PMO Status Reports and PM

White Papers— Product and Project Key Performance Indicators (KPI’s)— Desk Procedures and Training Overview Reports and Software

Evaluations— Lessons Learned, Metrics and Scorecards— SPI/CMMI, Agile/Scrum, SEI, and Software Development Life Cycle

(SDLC) links.

Software Development Lifecycle (SDLC)

Software Engineering Process Guide (SEPG) —SEPG Documentation

CMMI Process Guide— Technical Work Group(s) and SCAMPI Audit materials — PPQA, Templates, Training Materials, Process Guides Checklists

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Project Workflow Architecture and Tools Overview

• Visual Studio 2005 Team Foundation Server (TFS) is the solution for team software development. • TFS provides version control, work item tracking, and build automation. • TFS integrates with SharePoint Services and SQL Server Reporting Services to provide project reporting.• An extensibility kit allows reporting data to be used to update our Program Knowledge System (PKS).

CaliberRM

PKS

MS Project Task Plan

ProjectServer

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SDLC Process Description -Methodology

Full Lifecycle Map (additional process maps for RUP, Agile etc.)


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Project Planning Standards

Project Management Plans prepared and used to manage projects

Estimates of project planning parameters are established and maintained.

Estimate the scope of the project via project charters, approved by sponsor

Establish estimates of work products and task attributes, application of estimation techniques varies across project teams

Cost Expert used at the start of projects to product high level estimates

Validated with detailed task plans and reviews.


Project Standards

Project managers are expected to apply:

• Standard templates

• Established processes for:Requirements DevelopmentRequirements ManagementProject PlanningProject Monitoring and ControlRisk ManagementProcess and Product Quality AssuranceMeasurement and Analysis.

• Process guides developed and approved by the Software Engineering Process Group (SEPG).

• Documentation available on SharePoint/knowledge Management Repository.



PMO Performance Standards Staff members of the project management office are expected to follow a

common set of performance standards for conducting business, managing projects and performing in a professional manner, as a representative of the management team. PMO standards were established so that each member of the Project Management Office can have a clear understanding of what is considered minimum acceptable performance.

Critical Dependencies and Requisites

Critical dependencies are any deliverable, action, information or object provided by one individual or group to a second that is required to accomplish the schedule, cost, quality, or other goals of the work effort. This includes all activities on the critical path, useing WBS Dependency Matrix, or its equivalent. Each key project describes the prerequisites or dependencies that will affect the success of the sub-project.

— Program external dependencies include: customer service or deliverable, completion of another project, or availability of new product/technology.

— Each team documents dependencies between the project and other groups, along with how each dependency is to be identified, negotiated, tracked, and reviewed when completed using a Program Level Schedule.



PMO Performance StandardsSummary of performance expectations 1.Follow established Software Development Standards for any project

approved

2.Obtain approval from the manager of the PMO for the selection of a specific SDLC for and approved project.

3.Obtain approval of a project charter for all projects during the planning phase of the project.

4.Hold a kick-off meeting, and invite the manager of the PMO to the meeting.

5.Obtain a waiver from the manager of the PMO for any policy, process, procedure, or template they anticipate not following. Waivers will be submitted via email and contain a description of the waiver item and a justification.

6.All project will be managed with an MSProject Schedule following the detailed standards.

7.Document, maintain and update risks, issues, and action items in the Program Knowledge System

8.Document the status of projects at weekly in PKS. Status updates are to occur not later than close of business on Thursday of each week.

9.Document decisions taken, issues resolved and risks closed via meeting minutes.

10.Escalate problems, and issues to project sponsor, the manager of the PMO and when necessary the EVP of Software Development.



Reviews and Review BoardsPPQA Audits

Peer Reviews of task plans, requirements, design, code, test cases

Phase End Reviews

Internal Project Team Design Reviews

UI Review Board

Stakeholder Reviews

Executive Review Board

Steering Committee

Architectural Review Board


Project Management Disciplines

1. Requirements Management Process Guide/Templates/ Caliber/TFS

2. Requirements Development Process Guide/Templates/Caliber

3. Project Planning Process guides, templates4. Monitoring and Control Program Knowledge System

5. Project Integration Management Agile/Scrum6. Configuration Management TFS/CM Plan/Process

Guide7. Project Scope and Time Management PMO/Management

Reviews8. Project Cost Management CFO/Budget reviews9. Quality Management (Assurance) QA, PMO - PPQA10.Project Human Resource Management PMO11.Communications Management PMO & Agile/Scrum12.Risk Management PMO & Risk Reviews13.Procurement and Vendor Management PMO & Vendor

Management Processes

Discipline Methodology


Requirements Development &

Management To Manage the requirements of the

project's products and identify inconsistencies between requirements and the project's plans and work products.

tools: InContext Design Processes Requirements Development and Management

Process Guides Traceability Matrix Standard templates for Defining Requirements Consistent Requirements Management tool

(CaliberRM) Interface to Team Foundation Server to make

approve requirements TFS task items. Microsoft Productivity Tools: MS Project, MS Office,

MS Outlook, One Note


Requirements Management Toolset and data repository address requirement management:



Borland Caliber Analyst Tool Inheritance

— Requirement inheritance allows requirements to be managed in blocks

— Standardize and manage commonly used requirements Promotes reuse Serve as templates across

projects Allow multiple systems to be

updated at once

Reporting— Dashboard— TFS Integration (Share point web

parts)

Gathering— Web + Windows— Requirements can be linked together— Linked Requirements can be traced

through the system— Plug-in to Microsoft Team Foundation

Server

Management— Anticipated 25-50% reduction in rework— Improved overall productivity by 10-

20%— Centralized requirement location

Review— Architect serves as arbitrator for

user/developer changes


Audit— Changes are audited— History is maintained— Baselines can be established to manage/view total requirement

volatility

Impact Analysis— Requirements are ‘chained’ together— Change notification when any requirement in the chain is altered— Major changes can trigger a requirement / design review


Project Planning Project Management Plan (PMP)

The Project Management Plan provides information about a project including schedules, risks, dependencies, assumptions, estimates, project team, and change management. Using the right tools, a number of project schedules can be rolled into a program schedule.

Provides: general product description. Identify schedules and activities to be performed. Identify required resources. Provide a basis for management tracking and control.

The project plan should be updated at the end of the following phases of development

Inception (Requirements Definition) Elaboration (Design) Construction (Iterative –Agile/Scrum) Transition-1 (Testing) Transition-2 (Release)\

Project charter Deliverables Responsibility Matrix Communications Plan CostExpert used for first pass estimates, detailed task plans for each

project phase, SCRUM estimates at the start of each 30 day Sprint.



Project Monitoring and Control Project Governance and Steering Committee

Project Monitoring and Control - Provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.

Project teams are trained on Project Monitoring activities

Rollout of training and providing training/overview at project kick-off meetings.

Actual performance and progress of the project are monitored against the project plan by weekly project status meetings, a weekly roll-up program level status meeting, tracking of status reporting in the Program Knowledge System for:

— Status (Updated weekly)

— Issues and Action Items

— Risk Management (Probability, Impact, Mitigation, Expected Value)

— Key Deliverables and Milestones progress

— Cross project dependencies

Status reporting is aggregated and rollup up to a Program level summary report.

A monthly Program Status is prepared on behalf of the Executive Steering Group.

A monthly executive steering committee meeting is held.

An executive presentation is delivered and presented to CEO.


Project Management Tools

MS Project and CostExpert – Estimating and Planning

GTE (Global Time Entry System) – Time Management

PKS (MS Access UI with SQL Backend) – Status reporting

CaliberRM – Requirements Development and Management

MS Office Tools (Word, Excel, PowerPoint)

MS SharePoint

TFS (Team Foundation Server) – Manage development, source code control, bug tracking

Scrum: Conchango and eScrum: eScrum is a web-based, end-to-end Project management tool for Scrum built on the Visual Studio Team Foundation Server (TFS) platform.

Lean Six Sigma Toolkit

CMMi level two and three processes and templates

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Configuration Management

Training deployed for Configuration Management practices.

Standardize on configuration management tools like TFS

Process deployed; improvements being made by Microsoft Consulting as of 8/07.

Training provided to staff - additional Training scheduled

Configuration Management Plans per product

ACTION ITEMS: Assign resources, perform baseline audits

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Risk Management

Expected Value = Probability X Impact of a risk occurring and adversely affecting the project. Risk rating of red = high probability and Impact if it occurs, Yellow = lower probability or impact if event occurs. Mitigation plans are developed for Red and Yellow risks.



Process and Product Quality Assurance

Process and Product Quality Assurance - Provide staff and management with objective insight into processes and associated work products

Noncompliance reporting and closure

PPQA audits implemented across organization, with noncompliance items identified and tracked to closure


Measurement and Analysis Collection of measurement data done across projects

Process not fully deployed

Management reporting of findings with recommendations for approval Completed for Q4’06, Q1& Q2’07 report prepared.

Noncompliance reporting and closure – Implemented report April 2007

Tracking Schedule Variances, Quality of Peer Reviews and QA bugs

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Vendor Management

Supplier Agreement Management - Manage the acquisition of products from suppliers for which there exists a formal agreement. Process guides are nearing completion

All work is done with an approved Statement of Work

Major accounts are governed with a defined “Governance Process”including weekly management meetings, quarterly steering committeesand weekly/monthly status reporting of issues/risks/resource requirements

Monitor and report status of agreements in progress

Vendor performance is reviewed quarterly.


Vendor Performance Performance Scorecard

Relationship

Perf

orm

an

ce

I II

III IVTCS

Q1 – Below Expectations Performance Below Expectations Relationship

Q2 – Below Expectations Performance Above Expectations Relationship

Q3 – Above Expectations Performance Below Expectations Relationship

Q4 – Above Expectations Performance Above Expectations Relationship

MPS

SYS

HCL

DTM

AZTDTP


Summary of vendor Performance

Vendor Performance (Quarterly)


Program Management Approach

Operational Excellence using Lean Six Sigma (DMAIC)

Example: Build Delivery Process Improvement

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Operational Excellence

Define Phase: Define the Problem to Address— Customer alignment, defect definition, problem statement,

process definition

Measure Phase: Identify how much impact the Problem is having— Metrics planning and baseline measurements

Analyze Phase: Identify the true cause of the problem— Root Cause Discovery

Improve Phase: Identify the Best-Fit solutions, Pilot and PROVE the solution(s) work— Best-Fit Solutions, Solutions Development, Pilot, Baseline

Improvement

Control Phase: Ensure improvements are sustainable over time— Transition Planning

6 Throughout the document this indicates a Six Sigma tool, concept or deliverable

In Progress

In Progress

Overall Build Process Improvement (DMAIC)

C / VI / DAMDWorkgroup –DMAIC Status Report

QA Build Delivery Process Improvement



Define Phase: Operational Excellence Project Summary

Business CaseA small number of QA Ready Builds have been resulting in lost employee time, decrease in QA productivity and customer satisfaction.

Problem Statement

Between Mar 1, 2007 to July 31, 2007, 38.6% of all FAM and 22.41% of all CSV builds failed (570). Out of 570 occurrences 24 were stopped and most of these builds contained warnings. 29.66% contained errors or “Build Failures.”

Scope

Improvements should be made reduce the number of build failures and to increase the number of QA ready builds (weekly) as captured by the TFS system. Build verification testing needs to be implemented (Smoke test). Verified daily build rate is 70% as of 8/1/07.

Objective StatementIncrease mean number of QA ready builds from 1 per month to one per week by 08/26/07* and reduce associated relative cost of poor quality (COPQ) resulting in estimated annual savings of $399k or 5328 man hrs. (*) Suggested Date –this may be modified.

Milestones

Primary MetricVerified Daily Build Rate and QA Ready Builds by Week.

Define

Measure

Analyze

Improve

Control

Jun Jul Aug Sep Oct Nov


M D A I CDEFINE

Achieving these objectives should save the organization $400K

Objective: Improve verified daily build rate and Increase mean number of QA ready builds from 1 per month to 1 per week by 08/26/07* and reduce associated relative cost of poor quality (COPQ) resulting in estimated annual savings of $399k or 5,328 man hrs. (*) Suggested Date –this may be modified.

In Define, we first chartered the project...

… using measurable objectives…

…and ensuring it tied to strategic objectives:

1. Rebuild an aging architecture that is difficult and costly to enhance and maintain;

2. Create a sustainable competitive advantage;

3. Increase speed to market with lower development and support costs;

4. Replace Citrix Infrastructure and convert applications to .NET technologies.

A Macro-Map shows the high level process (in blue)


MD A I CMEASURE

In Measure, we created a tree diagram to understand the current process

Special cause exist—mean failure rate is 29.66%

We implemented a data collection plan

Collect FAM and CSV Builds on a daily basisCollect QA Ready Builds on a weekly basisFor Failed Builds, 3-5 team members asked 7 Checklist Questions

FAM or CSV Application Failure?Used in the past 1-2 Days?Previously accessed?Infrastructure related?Syntax related?Re-submitted?Analysis identified “build failed” occurrences

in over 30% of the daily builds and 10-15% for each of the other causes.

A histogram can show if the data is bi-modal

CommonCauses Normal

SpecialCauses Normal


Pareto Chart with Supporting Data

Measure Phase: To determine current performance

Supporting Data

D M A I CMEASURE


D M I CANALYZE

A Pareto analysis can show where Build Failures occur

For Common Causes, we chose not to use a Fishbone Diagram to brainstorm possible root causes

The primary root cause for QA Ready Build Failures is that developers do not have the infrastructure to integrate a QA ready build on a weekly basis.

In Analyze, we can start with Special Cause Analysis

Special Causes are characterized as cyclic – caused due to implementation of new daily builds in early May.

A


Improve Phase: To Improve the process by eliminating defect root causes.

FAM needs to document which interface fields are working and ready to be

tested.

We need an isolated build “integration” environment.

TFS reports need to be available to detect “build” issues. This requires a proper TFS setup. Done.

TFS usage and training maybe required for some team members.

QA needs an identification of what is testable on each weekly build (See #1).

CSV and FAM need to make a weekly QA Ready Build a priority via coordination of changes between CSV and FAM teams.

UAT plans need to be developed; UAT testers need to be identified. Done.

Daily Verification of the builds needs to occur.

Data Tracking System via Work Item Tracking to provide detailed list for QA automated.

D IM A CImprove


Define Problem Statement Macro Map Identify Customers Project Scope Primary Metric Secondary Metric Consequential Metric Baseline Data Entitlement Objective Statement Financial Estimates Non-financial Benefits Team Members

Measure SIPOC Diagram Process Flow Diagram Value Analysis/ Muda Detailed Flow (I/O) Measurement System Analysis Capability Analysis Short Term Capability Long Term Capability Data Collection Process Monitoring Lean Opportunities C & E FishboneC & E Matrix

Analyze Potential X’s Graphical Analysis Hypothesis Testing Means Variance Proportions ANOVA Regression Analysis FMEA ID Critical X’s Quick Improvements Lean Improvements Process Tracking

Improve Regression Analysis DOE Planning Screening DOEs Quantifying DOEs Optimizing DOEs Verify Critical X’s Y = F(x) Optimization Generate Solutions Select Solutions Pilot Trials Capability Analysis

Control Control Methods Control Plans Poka-Yoke SPM – Monitor Y SPC – Control X’s OCAP Update FMEA Project Transition Action Plans Update Financial Benefits Final report Close Project

Define ReviewDate Approved:06/14/07

Measure ReviewDate Approved:06/30/07

Analyze ReviewDate Approved:07/02/07

Improve ReviewApproved:07/23/07

Control ReviewDate Approved:

Define Measure Analyze Improve Control

Six Sigma Tools and Methods Used



AGILE Methodology (SCRUM)

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What is Scrum?•Scrum is an iterative, incremental process for developing any product or managing any work. •It produces a potentially shippable set of functionality at the end of every iteration. It's attributes are:

• agile process to manage and control development work. • a wrapper for existing engineering practices. • team-based approach to iteratively, incrementally develop

systems and products when requirements are rapidly changing • process that controls the chaos of conflicting interests and

needs. • a way to improve communications and maximize co-operation. • a way to detect and cause the removal of anything that gets in

the way of developing and delivering products. • a way to maximize productivity. • scalable from single projects to entire organizations. • controlled and organized development and implementation for

multiple interrelated products and projects thousands developers/implementers.

• a way for everyone to feel good about their job, their contributions, and that they have done the very best they possibly could.


Tools for SCRUMS

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Abbreviations:Delta 1 – Schedule Variance -> Planned vs Actual EffortDelta 2 – Velocity Variance -> Planned vs Actual VelocityDelta 3 – Velocity variance -> Required vs Actual VelcoityPV -> Planned VelocityAV -> Actual VelocityRV -> Required VelocityVVP -> Velocity Variance Percentage mm Indicates As/Above Planned

nn indicates Below Planned/Required

Defect Severity Classification:1 -> Critical2 -> High 3 -> Medium4 -> Low

Chart Cell color Implications

Sample Burndown Chart for Alpha Release


Project Management Support

Using the talents and skills of an experienced

program and project management office professional to:—Designs and facilitates implementation of a PMO—Provides coaching to implement PMO processes—Trains and Mentors team on best practices —Supports creation with project management, tools and

techniques—Creates organizational assets to sustain a program

Proprietary, all rights reserved


Service Offerings From Floyd Saunders

Creative Thinking – SLG uses a variety of techniques to stimulate your teams in creative thinking, critical to developing an innovative mindset

Guided Facilitation – using techniques learned from contextual design, six sigma and agile methods, our coaches guide the development of innovation ideas from concept to market launch

Product Design - Our coaching techniques guide the design development process with a range of tools and techniques to spur moving innovation forward quickly

Creating and Management of the Project/Program Office PMO Maturity Assessments Project status reporting and metrics programs Project Manager Development Programs Knowledge Management

Designed to spur creative thinking, collaboration and innovation

Increases the organizational awareness of the value of innovation and innovative thinking

Provides a set of skills and tools for managers to deploy as they expand innovative ideas into products ready for market.

Expands the organizational culture to be a team of innovative thinkers.

Spurs Innovation and reduces Time to Market Intended to result in creation of new products and

or services with revenue targets

Innovation Promotion & Campaign plans Innovation Kick Start Programs Innovation Coaching Management of Innovation Labs Innovation Program Management

Structured use of project management lifecycles Project planning, tracking, controlling and implementation

services Project Management Training

Project Management

Innovation Coaching

Innovation Kick Start Workshops

Innovation ManagementInnovation

Management

Program Management

Independently creates product prototypes and proof of concepts allowing for focused development efforts

Reduces time to market for new product development

Innovation Labs



Getting Started


Pmo best practices

Business

Transcript of Pmo best practices