Upendra Giri, PMP CEO/Founder AstroWix Corporation USA President Project Management Institute North India Chapter

1. Project Monitoring & Evaluation Framework Good Governance Through Professional Project Management Upendra Giri, PMPCEO/Founder AstroWix Corporation USAPresidentProject Management Institute North India Chapter

2. Agenda • Background • Key findings • PMCOE (PM Center of Excellence) • - an Overview • Suggested Roadmap • Next steps • Q&A

3. Strategic Initiatives

5. A projectplan has tostart with the end inmind to ensure youreach the results youwant “We’re almost free, everyone! I just felt the first drop of rain!”

6. Project Management Solution • Gain visibility, insight, and control of all aspects of your project portfolio • Ensure initiatives align with your strategic objectives • Bring your organizational “parts” together and get a clear “big picture” view • Realize participation from all project stakeholders Deliver sustainable value to your business

7. What Do We Need? • Project Planning • Establish Estimates • Develop a Project Plan • Obtain Commitment to the Plan • Project Monitoring and Control • Monitor Project Against Plan • Manage Corrective Action to Closure • Measurement and Analysis • Align Measurement and Analysis Activities • Provide Measurement Results

8. What Do We Need?

9. Approach Applied!!

10. Looking at Progress Over Time See how actual and earned effort measure up to the baseline plan See CPI and SPI trends over time Click on any month to see specific information CPI = Cost Performance Index; The ratio of earned to actual cost of work performed SPI = Schedule Performance Index; The percent of the investment that has been completed

11. Measure and Metrics • Fundamental Measures • Budgeted Cost of Work Scheduled (BCWS) • Budgeted Cost of Work Performed (BCWP) • Actual Cost of Work Performed (ACWP) • Variances • Schedule Variance (SV) • Cost Variance (CV) • Performance Indices • Schedule Performance Index (SPI) • Cost Performance Index (CPI) Planned Earned Spent

12. AstroWix’s Observations in India Research Data Findings Recommendations PM Center Of Excellence Finding 1 • Focus Groups • Interviews • Site Visits • Document Review • Research • Surveys PM Methodology Finding 2 Qualitative PM Information System Finding 3 and Finding 4 PMI Certified Professionals Quantitative Finding 5 PgMP : 1 PMP : 5 Finding 6 CAPM : 50

13. Observations/ Lessons Learned Individual projects have independent PMOs resulting in redundant efforts and time spent on defining project management methodology and guidelines for execution, monitoring and control for each project from scratch Non-standardization or inconsistency of templates and best-practices for reporting, documentation, risk management across projects etc. resulting in rework in consolidation of reports to the program or portfolio level As projects are accomplished the PMOs for the same are disbanded. The organization tends to lose the knowledge base created during project execution. Requisite emphasis and time should be given to project planning activities. The same should be driven from the top and involvement of all Heads/Leads should be ensured in the planning/re-planning phases. The Critical Success Factors for any initiative should be measured and monitored throughout the project lifecycle.

14. PMCOE as Part of the Bigger Picture Project Management – one piece of the organization puzzle Strategic Planning –business strategy and planning for the organization Capital Planning and Investment –implementation of business/IT strategy for organization Enterprise Architecture – aligns business and IT strategy and planning; defines portfolio of investments to maximize ROI PMCOE –ensures delivery of projects and investments to implement strategy; reporting of status and info to feed decision making process

15. Value Proposition “Organizations that establish enterprise standards for Projects Management including a PMO with suitable governance, will experience half the major project cost overruns, delays, and cancellations of those that fail to do so.” Gartner Group *META Group

16. Everyone is Benefited! *META Group

17. PMO - Mission Improve project management performance through – • effective allocation of resources • sharing of best practices • Recording and sharing Lessons Learned • accurate management reporting • close monitoring of critical projects • institutionalization of an analytical project decision process.

18. PMO – Key Deliverables • Resource plan/forecast • Project stage-gate/phase reviews • PM best practices in operation • Senior mgt project dashboards • Key project indicator Analysis

19. Coaches Guides PMs in the Project planning process Provides shared methodologies Provides recommendations through project execution PMO – Coaches and Manages Manages • Reviews and analyzes project performance • Shares risks and problems • Cross-project integration • Resources and budgets

20. “Master” Plan Issue Log Program and team structure Project team training Team coaching Program Dashboard Web-Based Critical Path Working Groups Knowledge Repositories Project charter & workplan Past-due Tasks Interdependency Matrix Project Status Overdue Depen- dencies Missing Work- plans X-Project Plan Program Reports Hot line Conceptual View (PMO/PM) PMO Planning Project Team Planning Program Management Tracking & Reporting Issue Management Knowledge Management Team Support Develop / Refine Master Plan 7 8 9 10 1 • Monitor schedule and milestones. • Assure quality and consistency of output. • Manage cross-team dependencies. • Track & validate team recommendations. • Monitor Business Value Delivered • Monitor schedule and milestones. • Assure quality and consistency of output. • Manage cross-team dependencies. • Track & validate team recommendations. • Monitor Business Value Delivered • Surface program-level issues. • Escalate issues. • Facilitate issue resolution • Track issues. • Surface program-level issues. • Escalate issues. • Facilitate issue resolution • Track issues. • Maintain repository of team deliverables. • Communicate important items across teams. • Set up knowledge sharing and collaboration process. • Maintain repository of team deliverables. • Communicate important items across teams. • Set up knowledge sharing and collaboration process. • Provide ongoing coaching to teams. • Facilitate key decision-making. • Support teams in communicating decisions. Establish PMO Office 2 Physical / virtual environment Develop Structure 3 Mobilize Teams 4 DevelopCharter 5 Design X-project Plan 6

21. Conceptual Model – Front View

22. Conceptual Model – Back View

23. Above 85% 75% to 85% Below 75% Meet Project Schedule 100% 81% 80% 69% 68% 60% 47% 40% 26% 21% 20% 0% Jun Jul Aug Sep Oct Nov Dec 2007 Vision – Motion – Realization PMO Metric Project Management Office Project Management Office Measure: Meet Project Schedule Measure: Meet Project Schedule Monthly Number of projects with Green schedule status Definition: Total number of projects Opportunities Baseline project commitment and Institute Project change control. Action Plan 1. Present all projects to PMO Management Team for approval of all projects in the portfolio 2. Bring in other projects into PMO

24. 2009 2008 You are here PMO Maturity level* *Based on META Group Project Management Office Capability Maturity Model

25. Why Now? “Organizations that do not develop an effective project management competency will lose their competitive advantage because of failed projects” Gartner Group

26. What do we do next? Bring change!!!

27. “Be the change you’re trying to create” Mahatma Gandhi

28. Advancing Project and Program Management Did you enjoy this presentation? Contact us at info@astrowix.com for more ways we can help you.