AT Governance, Prioritization, and Portfolio Management

1. AT Governance, Prioritization, and Portfolio Management August 15, 2013

2. What is a PMO? • At ISU, it is a Portfolio Management Office • Responsible for aligning work with strategic initiatives of the University, with Educating Illinois as the guiding principle • Manage Resource Capacity and Availability

3. Where we have been and Where are we Going?

4. What is a PMO? • At ISU, it is a Portfolio Management Office • Responsible for aligning work with strategic initiatives of the University, with Educating Illinois as the guiding principle • Manage Resource Capacity and Availability

5. ISU PMO

6. Project & Portfolio Management-WHY? • Strategic Alignment of Business and IT (Work on the Right Thing at the Right Time) • Transparency of Work Initiatives • Resource Management (Identify and address bottlenecks) • Lead work toward increasing effective processes to provide consistent, clear structure and understanding

7. Project & Portfolio Management Think of Us As the Air Traffic Controllers of Work Into and Out of the AT Airport

8. Governance Model • Stewardship Council-Typically Large or Strategic Projects • Project Selection Committee- Formerly CAB. This is what we are reformulating right now. Will require customer of priority and timelines of projects.

9. Work Intake Process

10. Project Selection Committee • Consists of a group of decision makers at the department level that will also think strategically with ISU and Educating Illinois in mind. • Exact structure and organization for proposal is currently underway.

11. Stewardship Council • Meets Quarterly to discuss and approve campus wide technology efforts. • Current Requirements: • >100 hours of development • Impact to 2 or more Departments • New Enterprise Wide Application • If a College or Unit is requesting Provost Enhancement dollars

12. Stewardship Council • How does AT request Stewardship Council Project? • Need for request arises • Complete Business Case -Business Case should be written providing an overview of the request.  Benefits such as cost savings, increased productivity, who and how many people will use/benefit, etc. should be part of that as well.

13. Stewardship Council • PMO will call a meeting with ATMT 4 weeks before Stewardship Council. • Will review new business cases • Will review in-flight SC project status • Will review queued SC projects • Create Agenda for AT SC projects • 2 Weeks before Stewardship Council, PMO meets with SC leadership to review agenda

14. Guidelines For A Project • Work comes in various shapes and sizes. • Project work should move the University forward in some capacity. • Internal (AT) vs External (Customer)

15. Guidelines For A Project • Unique one-time effort that creates a deliverable(s) such as a new process, change to existing system, or process documentation for a customer.

16. Guidelines For A Project • External Work (Originating From Outside AT)-Comes from a customer on campus. • Typically a change or enhancement to existing software, request for a new software, etc.

17. Guidelines For A Project Examples: PROJECTS: • Major Server Cleanup Effort • Re-Platform Infrastructure • Software Upgrade • Request to change functionality of software

18. Guidelines For A Project Examples: NOT PROJECTS: • Routine Server Maintenance • Assisting another department with analysis • Internal work for your functional team • Professional Development efforts • Working with a customer to understand their business • A new server requested by a software project

19. Annual Planning • Business Relationship Management team to conduct planning session with customers • Will provide insight into needs • Will open dialogue of priority, availability, release schedules, and strategic alignment • PMO to provide current portfolio with capacity information

20. Project management • Follows proven process to deliver projects • Keep us accountable to our customers • Allow for standardized reporting

21. Project Management Basics for Illinois State University Administrative Technologies Paul Zilmer STL Professional Services

22. Why are we doing this? • The “How Projects Really Work” poster is too accurate! • Project management techniques help take away the dysfunctional outcomes • Management support is crucial!

23. What is a project? Unique effort Has an identifiable beginning and end Aims to deliver something definable (“done” = it has been delivered)

24. Contrast with business operations Ongoing work Something you write procedures for Contrast with small maintenance efforts Technically these are projects Often a separate track, treating as full projects not cost justified What is a project?

25. Project management Manages: And also: Quality Communications People Risk Procurement Integration time cost scope

26. Project lifecycle Initiation Planning Control Execution Closing

27. Project initiation

28. Critical role of sponsor Convey business needs Prioritize Partner with PM to oversee Work with Business Analyst (or designate someone) Sign off on charter, changes, final product

29. Project Team What skills are needed? Staffing the team to deliver the scope

30. Managing the Team The matrix environment Setting expectations Getting feedback Building a team mindset

31. The project charter

32. Planning Value of making a plan Far more than pays for itself (7x) Helps avoid, “Oh I guess we should have...” after it’s too late Last-minute, ad hoc decision making increases risk; often costs much more Planning reduces risk, enhances chance of success

33. Plans include: Approach Schedule Budget Quality plan: QA activities QC activities Testing plan Risk plan Staffing plan Communication plan Stakeholder list Communications Issues management Procurement plan (if applicable) Integration / implementation / transition plan

34. Scope management What is to be delivered (products, services, research paper...) What is not in the scope Might be a list, might be an outline, might be a diagram In charter, must be signed off #1 reason for project failure: unclear or unmanaged scope

35. WBS as scope definition New Roof Foundation Vents Shingles Cleanup Old Roof Removal Underlay Underlay Tar Paper

36. Time management Schedule developed by: Identifying tasks needed to deliver scope Estimating each activity Determining sequence to do the work (taking into account dependencies, people availability, etc.) Work is tracked against schedule baseline

37. Time management

38. Communications The communication plan: Stakeholder list – including what communication is needed by each Communication vehicles to be used timing & frequency push vs pull

39. Issues management Issue = question, barrier, decision that is holding up the work, or threatens to Another major source of failure: not managing issues Must be logged, prioritized, assigned, worked Must be escalated when needed

40. Quality management PM & team work with AT QA to: Assure the team is doing the right things – building quality in Check things are done right – review what’s been produced Participate in test planning

41. Defect management Defects happen – goal is to not let them escape They will escape if there isn’t the discipline to log and track them to resolution QA logs defects in YouTrack

42. Defect management

43. Risk management Identify Prioritize based on probability & potential impact Respond appropriate to priority Foolish to leave major risks unmanaged Foolish to spend a lot to mitigate minor risks

44. QUESTIONS?