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Structuring An Effective Project Management Office and IT Governance

Structuring An Effective Project Management Office and IT Governance. Florida Department of Health Division of Information Technology. David Stokes, PMP Jane Matthews, PMP. Information Technology Success Rates. Only 28% of projects are considered successful 49% were canceled

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Structuring An Effective Project Management Office and IT Governance

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  1. Structuring An Effective Project Management Office and IT Governance Florida Department of Health Division of Information Technology David Stokes, PMP Jane Matthews, PMP

  2. Information Technology Success Rates • Only 28% of projects are considered successful • 49% were canceled • 23% were challenged; the project is completed but is over-budget, over time and with fewer features and functions • 45% had cost overruns • Only 67% of the required features were delivered Standish Group, 2001 CHAOS Report

  3. FDOH Evaluation • Failure of several large projects • “Stovepipes” and duplication of efforts • Limited IT Resources • Lack of executive oversight and leadership • Improvement of communication and decision making • Maintain agency perspective for prioritization • Recommendation of Special Project Monitor

  4. FDOH Roadmap • Special Project Monitor requested the establishment of a PMO and IT Governance • December 2002- Reorganized the Bureau and formalized the PMO • Only 2 large projects had project managers • Small and medium projects had no formal project manager • Fall 2003 – Hired PMO Project Managers to develop templates and standards • IT Governance implemented November 2003 • Required Tier 3 projects to hire a full time project manager • Required PMO PM’s to mentor and monitor all IT projects

  5. FDOH Organizational Structure • 2002 • 1 PMO Manager • 2 Project Managers • 1 Project Administrator • Current State • Division of Information Technology, Bureau of Planning and Quality Improvement • Staffing • PMO Manager • 9 PMO Project Managers and Project Administrators • 12 Project Specific Project Managers

  6. FDOH Organizational Structure • Project Manager reporting and responsibilities • All project managers report to PMO and the project sponsor • Serves as a neutral party focused on the success of the project • Liaison between technical and business partners • Assist with development of the PMO standards

  7. Process and Priority • IT Governance • Determined Policies and Guidelines • Established Templates • Established Processes

  8. FDOH IT Governance 2003 Implemented IT Governance IT Governance provides a fair and consistent process for prioritization and focus of the department’s limited IT resources

  9. IT Governance Approval Process FDOH IT Governance Model

  10. PMO Support Process • For approved projects, the project PM is given a packet that includes the reporting templates and completed examples • The assigned PMO PM makes contact to answer questions and provide guidance • The project PM is given access to the tools and templates

  11. PMO Monitoring Process • The assigned PMO PM is responsible for monitoring the project using the standard monitoring tools • Projects are monitored for late/missed milestones and deliverables, increasing risks, overspending of budget, and scope changes • A red, yellow or green color status is assigned and reported to Governance

  12. Integrated Processes • The PMO and IT Governance Unit combined • Project starts by going through the Governance process for approval • A PMO project manager is assigned to each project as a point of contact/monitor • The PMO provides tools and templates for management of the project

  13. Integrated Processes • PMO project manager monitors the project and determines health status • Project monitoring results are provided to the appropriate Tier body for status reporting • If project health status goes to red, a “firefighter” is assigned from the PMO

  14. Integrated Processes • Monitoring and support are throughout the project’s lifecycle • Project close out activities are completed with the PMO • Project close out and final outcomes are reported to IT Governance

  15. Continued Improvement • Implementation of Portfolio Management tools • Improvement of Monitoring, Mentoring and Training • IT Tier 1 Projects - Dedicated Project Manager for each Bureau within the Division

  16. FDOH Benefits Realized • Consistent reporting • Standardization of tools and templates • Auditing Assistance • Firefighters assist on troubled projects • Advocacy of the Project Management Office and IT Governance • Efficient and effective training • Projects completed based on Merit

  17. FDOH Benefits Realized • Standard process • Successful turn-around of “red” projects • Address Black Hole projects • Monitor for duplicated projects • Avoid the stovepipe effect • Central hub of communication • Reduction of external oversight

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