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Leveraging the T exas Project Delivery Framework and Quality Assurance Team as Resources For Project Success

Leveraging the T exas Project Delivery Framework and Quality Assurance Team as Resources For Project Success . Version 1.0– June 18, 2013. http:// www.dir.texas.gov/management/projectdelivery/pages/overview.aspx. Topics Covered. Model for Project Delivery and Oversight

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Leveraging the T exas Project Delivery Framework and Quality Assurance Team as Resources For Project Success

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  1. Leveraging the Texas Project Delivery Framework and Quality Assurance Team as Resources For Project Success Version 1.0– June 18, 2013 http://www.dir.texas.gov/management/projectdelivery/pages/overview.aspx

  2. Topics Covered • Model for Project Delivery and Oversight • Components of the Model: Tools and Processes • Project Delivery Framework • Timeline for Framework Deliverable Submissions • Major Information Resource Project • Agency Project Management Practices • Quality Assurance Team (QAT) • Analysis of Project Overruns • Leveraging the Framework Tools and the QAT to Reduce Project Risks

  3. Model for Project Delivery and Oversight LEVELS QAT Project Portfolio Project QAT Project Review and Monitoring Approval ProjectPlanning , Solicitationand Contracting , Project Benefits Framework Business Justification Implementation Realization STANDARD Initiation Plan Execute Control Closeout PMI Model PROCESSES

  4. What is the Project Delivery Framework? • Establishes a consistent, statewide method for project selection, control and evaluation aligned with business goals and objectives • Shifts focus from technology details to prioritized business goals and outcomes • Requires involvement of agency heads and other executive leaders • Ensures a process to • Justify a project, including alternative solutions • Plan a project • Outsource a project • Implement a project • Assess a project In a nutshell, the Framework is a…. -Guidance and a -Toolset For IR Projects and Contracts

  5. Use Framework Lifecycle with Various SDLC Methodologies

  6. Top Project Delivery Framework Misconceptions • Based on statewide perspective and observation

  7. TAC Chapter 216: Project Management (PM) Practices • Agencies should: • Have project management practices that are documented, repeatable, and include a single reference source…to effectively apply use of the project management practices and components • Include a method for delivery of projects that solves business problems • Include a method for governing application of project management practices • Include a project classification method developed by DIR, the agency, or another source • Include a method to periodically review, assess, monitor, and measure the impact of the project management practices • Align PM practices with use of the Framework (agency can accommodate use of other frameworks)

  8. Quality Assurance Team (QAT) • QAT is comprised of three representatives-one from each of the following agencies: LBB, SAO, and DIR • QAT Functions: • Monitors risks and performs oversight activities associated with the development of major information resource projects (MIRPs) Risk: Likelihood that a project will not deliver a quality solution based on the timeline, budget, and scope commitments made to legislature when submitting the Legislative Appropriations Request (LAR) • Approves projects before expenditure of appropriated funds based on analysis of project risks • Reports the status of MIRPs to state leadership • Determining the frequency of monitoring (monthly or quarterly) • Performs approval of contract amendments if project costs exceed 10% or original total budget • QAT can request detailed project information, Framework deliverable updates, audits, or assistance as necessary

  9. Review Definition of a Major Project • Major information resources project (MIRP) means (per TEX GOV’T CODE§2054.003 (10)): (A) any information resources technology project identified in a state agency's biennial operating plan whose development costs exceed $1 million and that: (i) requires one year or longer to reach operations status; (ii) involves more than one state agency; OR (iii) substantially alters work methods of state agency personnel or the delivery of services to clients; OR (B) any information resources technology project designated by the legislature in the General Appropriations Act as a major information resources project • Note: • The $1 million threshold includes agency FTE costs. • Use of the Framework is encouraged for non-major IR projects

  10. Functions Outside of QAT • Contract reviewand solicitation review: Major contract reviews are performed by the Contract Advisory Team (CAT) • Project management: All agencies are responsible and accountable for project management practices and outcomes • Technical assistance • Note: The Department of Information Resources (DIR) provides consultation services to agencies, while recognizing that agencies are ultimately accountable for project outcomes

  11. Submission Requirements Timeline

  12. Portfolio of QAT Projects: Number of Projects

  13. Portfolio of QAT Projects: Project Costs

  14. Portfolio of QAT Projects: Trends

  15. SAO Report 13-028: Analysis of QAT Projects

  16. Reasons for Project Overruns As Cited By Agencies • SAO Report 13-028: Analysis of QAT Projects • Vendor negotiations and bidding process delays • Legislative requirements change and/or requirements not well defined/scope changes • Turnover in project management and other key staff • Cost and timelines were underestimated • Lack of management support/stakeholder expectations not managed/priorities within agency changed • Project objectives and roles and responsibilities not clearly defined or understood

  17. Other Factors • Failing to break large projects into smaller/manageable pieces • Relying on the Framework as a replacement for project management practicesper TAC §216 • Posting solicitations without effective project planning- divergence of contract management and project management • Initiating a major information resource project in a non-prescribed manner • Confusing QAT responsibilities with agency responsibilities for project activities or outcomes and decisions • Attempting to exceed project scope and quality expectations • Failing to communicate vendor performance issues that affect project outcomes

  18. Leverage Framework Tools and QAT to Reduce Risks

  19. Framework Website: Gateway For Information • Framework Main Page

  20. Resources • CONTACT INFORMATION FOR GENERAL QUESTIONS • projectdelivery@dir.texas.gov • QUICK REFERENCE (WHAT’S REQUIRED TO BE SUBMITTED TO QAT?) • Framework Quick Reference Link • WHAT IS THE STATEWIDE PROJECT DELIVERY PROGRAM? • Statewide Project Delivery Program Link WHERE CAN I FIND MORE INFORMATION ABOUT QAT? • Link to QAT Publications Website

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