1 / 20

dir.texas/management/projectdelivery/pages/overview.aspx

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

wallis
Download Presentation

dir.texas/management/projectdelivery/pages/overview.aspx

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  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

More Related