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District of Columbia Metropolitan-Wide Program Management Taking Enterprise PM to the Next Level

District of Columbia Metropolitan-Wide Program Management Taking Enterprise PM to the Next Level. Charles W. Talley Program Manager, Agency Liaison Services Office of the Chief Technology Officer.

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District of Columbia Metropolitan-Wide Program Management Taking Enterprise PM to the Next Level

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  1. District of ColumbiaMetropolitan-Wide Program ManagementTaking Enterprise PM to the Next Level Charles W. Talley Program Manager, Agency Liaison Services Office of the Chief Technology Officer

  2. 1. How do you ensure consistent project success when you are monitoring as many as 75 concurrent projects? 2. How do you manage expectations among senior-level executives who have all levels of IT knowledge and who have experienced a wide range of successes and failures on previous IT projects? 3. How do you standardize performance measures when your projects have totally different goals and, in many cases, different views of the world? Questions

  3. DC Government has: 127 Agencies and organizations who provide City, County and State level government services to Over 575,00 residents, Over 450,000 Daily Commuters and Over 2 Million Visitors every year. Background

  4. Must have: Standard Vision of the Business Enterprise Architecture based around services provided Vision buy-in from all decision-makers and implementers Standardized PM Methodology PMI Model Multi-tiered PM methodology Mature Portfolio Management Processes Every Project must focus on strategic goals Levels of performance verification Overview

  5. SERVICES MODERNIZATION PROGRAMS Administrative (ASMP) Customer (CSMP) Education (EdSMP) Enforcement (ESMP) Financial (FSMP) Human (HSMP) Motorist (MSMP) Property (PSMP) Transportation (TSMP) Enterprise Architecture Concept

  6. Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems The District’s EA Challenge 9 Multi-Agency Services Modernization Programs (SMP) ASMP CSMP ESMP EdSMP FSMP HSMP MSMP PSMP TSMP 380+ Mostly Undocumented, Isolated Legacy Systems Strong Disincentives to Share

  7. RESULTS DRIVEN Tactically Implementation, Business Oriented Architecture results should be simple, practical, feasible, and useful VISUAL Priority for visual architecture models SELF-CONTAINED Docs must be self-explanatory and standalone BEST PRACTICES Use best practices of BPR and EA FACT-BASED and ACTIONABLE Generate rigorously engineered information that is actionable LONG TERM VIEW WITH SHORT TERM BENEFITS Define target architecture and cost benefits Show long term architectural fit; Conduct Benefits Realization Key EA Principles Architecture Philosophy is Focused on Results

  8. Frameworks define the form of the architecture FEAF is the most flexible (adaptable to District needs) Adoption of a framework is required by GAO and other guidelines Compatible with ISO/ITU X.900 Reference Model for Open Distributed Processing (RM-ODP) for Solution Architectures Standards Architecture Drivers Technology Applications Data Security Current Business Drivers Target BusinessArchitecture BusinessArchitecture BusinessArchitecture DataArchitecture Design Drivers Vision Architectural ApplicationsArchitecture DataArchitecture DataArchitecture Strategic Direction Segments TechnologyArchitecture ApplicationsArchitecture ApplicationsArchitecture Principles Architecture TechnologyArchitecture TechnologyArchitecture InvestmentPartner Level III FEAF Architecture SegmentCoordination Architectural Models MarketResearch AssetManagement Transitional Processes Federal Enterprise Architecture Framework (FEAF)

  9. DC Enterprise Architecture Framework (DC-EAF) SMP Concepts of Operations To-Be

  10. ARB Milestone 1: CONOPS Checklist CV-1 CV-2 CV-3 CV-4 CV-5 CV-6 CV-7 CV-8 CV-9 CV-10 CV-11

  11. Three EA Governance Principles 1. Communicate

  12. Three EA Governance Principles 1. Communicate 2. Communicate

  13. Three EA Governance Principles 1. Communicate 2. Communicate 3. Communicate

  14. CONOPS Study Go / No-Go Selection Phase Development Phase Deploy Operations Phase Architecture Review Board ProcessAssuring IT Quality Through Milestone Peer Reviews Milestone 1 System Concept Readiness Validate Architecture RFP Milestone 2 Construction Readiness RFP RFP Milestone 3 Operational Readiness RFP Verify Design with Architecture Design Reviews Tactical Arch. Changes Verify Implementation with Architecture RFP Critical Architecture Decisions Tactical Arch. Changes Tactical Arch. Changes Important Architecture Decisions

  15. A Project Management Office typically performs any or all of the following PM functions: Implementing and maintaining project management processes, standards, and methodologies; Selecting and supporting project management software tools; Project support such as planning, scheduling, and tracking; Providing project management consulting and Mentoring; managing and developing project managers Standardized PM Methodology

  16. Strategic Program Management Office (SPMO) Goals • Mission • Improve the Return On Investment (ROI) of the District’s IT projects and programs • Goals • Establish long-term relationships with key executives, decision-makers and PMs in the District agencies • Improve core mission and service delivery to citizens by using the District’s Enterprise Architecture (EA) as the focal point for all projects • Enhance cost savings and cost avoidance through implementation of mature PM processes District-wide • Provide a window into individual projects that will enable executives and managers to make accurate and timely project decisions • Support Project Managers and Teams with PM expertise

  17. As-Is and To-Be Before After Project success varies greatly across the District Static system that does not have a record of success for agency PM improvement Highly Susceptible to focusing only on agency priorities instead of District Priorities High barriers to integration of projects across agencies Projects not visible to decision makers SPMO involved in projects from inception Consistency of PM process across projects and agencies Industry best practices to improve project success rate All projects focused on the District’s Enterprise Architecture Project plans and performance visible so that accurate decisions can be made throughout the PLC

  18. SPMO Process Model SPMO will work with the agencies to select the appropriate mix of PMO services • Standard PMO Process Models • Controlling – SPMO provides the PM and actively manages the project. • Consulting – SPMO provides a PM to work for the agency and/or the SPMO provides project support activities such as: planning, PIF generation, scheduling, audits, reviews, and other activities as necessary to ensure project success. PMO involvement will be tailored to meet the individual project’s needs. • Coaching – SPMO assists individual agency PMs and/or other key project stakeholders through a mentoring relationship that increases their project capabilities. • Monitoring – SPMO simply monitors and reports on project performance. This is the minimum level of support for all projects.

  19. Proposed SPMO Organizational Chart Director, SPMO Program Management Officer (PMO) Senior Program Manager For Public Safety and Justice Program Process Manager Program Manager for Operations Program Coordinator/Scheduler Program Manager For Planning and Economic Development Program Financial Manager Program Manager For Children, Youth, Families and Elders Program Managers Program Managers Program Managers Program Manager For ServUs and Independent Organizations

  20. Director, SPMO – Leads and manages the operation of the SPO. Establishes goals and objectives to implement the OCTO and District IT vision. Senior PM, Agency Liaison Services – Oversees the functions of the other PM, ALS as well as managing liaison services for a portfolio of District agencies. Establishes relationship with agency executives and decision makers PM, Agency Liaison Services – Manages liaison services for a portfolio of District agencies PMO – Leads the PMO; establishing the program/project management processes by which the District will accomplish its IT vision. Mentors OCTO and agency PMs. Program Process Manager – Develops and manages the PM methodology, processes and tools Program Coordinator/Scheduler – Collects, manages and reports the multi-tiered executive-level and project-level performance information that will support the PM process Program Financial Manager - Collects, manages and reports the multi-tiered executive-level and project-level project financial information SPMO Roles

  21. SPMO Functional Support Areas Relationship Management Project Manager support Project support Project audits and performance measurement PM process management PM tool support Executive Information Support SPMO Functions

  22. Short-term SPMO initiatives Inventory on-going projects (new product development, information technology, business enhancements, etc.) to establish a baseline Establish the SPMO Change Management Methodology Deploy a basic project management methodology Create summary reports and metrics to track projects Hold project reviews Identify new projects and projects in need for special attention Brown bag training lunches for existing Project Managers and teams Identify one or more pilot project initiatives to act as templates Starting up the SPMO

  23. Focus is on improving/streamlining the processes, developing people, and putting in place a more permanent support structure Process/methodology tailoring and continuing development Development of a permanent training curriculum Detailed reports/metrics development Resource management Tool deployment Project manager career progression and certification Project portfolio management Organizational change and transition planning. Long-term Initiatives

  24. 1. Do it All at Once There are three factors to a Project Office implementation: People, process, and tools. Changing all three at once is a very complex undertaking A phased approach makes this feasible. Don’t do it all at once: you may not be able to deliver and people will get confused. 2. Procrastinate Don’t hesitate or partially support the idea. You will lose support and focus and the organization will stop believing in the concept. 3. Forget Key Stakeholders Executives project managers, project teams, functional/resource managers, and line managers. Get these stake­holders involved from the beginning and determine their needs, expectations, and goals. What Doesn’t Work – The Top Five

  25. 4. Demand before Provide A Project Office must be viewed as an entity that helps The Project Office should never be in a position of always demanding information and seldom providing services. 5. Work in a Vacuum Team approach wins. Incorporate other people’s ideas and acknowledge them and give credit Learn from other’s experiences - don’t re-invent the wheel What Doesn’t Work – The Top Five

  26. Keep it simple Focus on Value Plan Secure Executive Sponsorship Communicate What Works – The Top Five

  27. Small, yet high-end and strategic group who connects executive vision with the work of the organization Oversight of project portfolio management, is perhaps the single most important responsibility of the PRB. These tasks include: Linking District strategy to programs and projects. The PRB is responsible for ensuring that projects reflect the strategic goals established by the Mayor. Project selection and prioritization. The PRB mixes and matches projects based on their relative levels of priority and relevance. The interdependencies among projects can often only be seen from the perspective of the PRB. Project Review Board (PRB)

  28. The selection process involves: Identifying opportunities; Assessing the organizational fit; Analyzing the costs, benefits, and risks; and Developing and selecting a portfolio. Project Review Process

  29. Critical Success Factors were: Single vision Focused PM methodology Hold to the big picture in Portfolio Management Established Change Management process Communication at all levels Conclusion

  30. "There is no right way to do the wrong thing" Blanchard, The Power of Ethical Management

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