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
Minnesota Office of TechnologySlide: 29/19/2002
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?
Minnesota Office of TechnologySlide: 39/19/2002
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
Minnesota Office of TechnologySlide: 49/19/2002
Profile of MN State Government
What does the State of Minnesota look like - as an entity, as a company?
Minnesota State Capital
Minnesota Office of TechnologySlide: 59/19/2002
How Big Is Our Company?
Over 53,000 Employees!
State Capital Monument
Minnesota Office of TechnologySlide: 69/19/2002
Who governs the State of Minnesota’s activities?
Yes, the Governor is at the top..but
Minnesota State Seal
Minnesota Office of TechnologySlide: 79/19/2002
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
Minnesota Office of TechnologySlide: 89/19/2002
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!
Minnesota Office of TechnologySlide: 99/19/2002
What Else?
What else impacts
Project Management at the state?
Monarch – Minnesota State Butterfly
Minnesota Office of TechnologySlide: 109/19/2002
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:
Minnesota Office of TechnologySlide: 119/19/2002
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:
Minnesota Office of TechnologySlide: 129/19/2002
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?
Minnesota Office of TechnologySlide: 139/19/2002
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.
Minnesota Office of TechnologySlide: 149/19/2002
What the (PMO) Research says……..
“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
Minnesota Office of TechnologySlide: 159/19/2002
What the (PMO) Research says……..
“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.
Minnesota Office of TechnologySlide: 169/19/2002
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
Minnesota Office of TechnologySlide: 179/19/2002
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
Minnesota Office of TechnologySlide: 189/19/2002
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
Minnesota Office of TechnologySlide: 199/19/2002
• 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
Activities/Deliverable
• Project Acceptance• Post Implementation Review• Outcomes Evaluation• Project Completion Report
Project Closeout
Activities/Deliverable
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
Activities/Deliverable
Minnesota Office of TechnologySlide: 209/19/2002
• 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
Activities/Deliverable
• Project Acceptance• Post Implementation Review• Outcomes Evaluation• Project Completion Report
Project Closeout
Activities/Deliverable
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
Activities/Deliverable
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
Minnesota Office of TechnologySlide: 219/19/2002
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
Minnesota Office of TechnologySlide: 229/19/2002
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.
Minnesota Office of TechnologySlide: 239/19/2002
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
Minnesota Office of TechnologySlide: 249/19/2002
Academy Audience
Project Managers-new
Project Managers-seasoned
Vendors
Employees aspiring to project management
Agency Heads
Management
Commissioners
Legislators
Minnesota Office of TechnologySlide: 259/19/2002
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
Minnesota Office of TechnologySlide: 269/19/2002
Oversight…
Who needs it?
Show me a basic example
Isn’t this a part of Portfolio Management?
Minnesota Office of TechnologySlide: 279/19/2002
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.”
Minnesota Office of TechnologySlide: 289/19/2002
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?
Minnesota Office of TechnologySlide: 299/19/2002
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?
Minnesota Office of TechnologySlide: 309/19/2002
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
Minnesota Office of TechnologySlide: 319/19/2002
Project Tracking & Outcomes EvaluationProject
Management Office
Project Planning
Scope
Statement
Project Execution
Status
ReportBusiness
Case
Project Initiation
Project Closeout
Outcomes
Assessment
Project Management Methodology
Implementation Testing RolloutAnalysis DesignBusiness
Assessment
Example funding checkpoints in the software project life cycle
Project Discipline Methodology (software example)
Finance
Approved
Budget
Minnesota Office of TechnologySlide: 329/19/2002
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
Minnesota Office of TechnologySlide: 339/19/2002
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
Minnesota Office of TechnologySlide: 349/19/2002
For More Information……………..
PMO Web Site
www.pmo.state.mn.us
PMO Support email
Rex Andre
Director, Statewide Project Management Office
Office of Technology
651-297-1369
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