september 2010 cgait jeffco creating and managing a pmo

Creating and Managing

a Project Management OfficeBill Dayton, PMP

Manager – Project Management Office

Agenda

Introduction to Jefferson County’s PMO

Our PMO Charter & Structure

PMO Software Tools

Business Analysis, Project Intake & Evaluation

Project Prioritization

Steering Committees

Jeffco Project Charter

Jeffco Project Management

Project Closeout

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Introduction to Jeffco’s PMO

Project Management Office

Sponsored by the Chief Information Officer and Deputy CIO

9 Full Time Staff

1 PMO Manager

4 Business Analysts

4 Project Managers

Business Analysts and Project Managers specialize in their area but

perform both roles as necessary

Our business analysts are assigned to IT programs, Elected Officials,

Departments and Divisions as necessary throughout the County to

gain expertise in that area

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Project and Request Summary

32 Active Projects / 19 Active Requests

31 Completed Projects Year to Date

20 Business Analysis Requests Closed with Completed Analysis

Year to Date

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PMO Direction and Charter

Timeline

Q4 2008 – Q1 2000 ITS Strategic Planning and PMO Strategic Direction

May 2009 PMO Officially Created

Q3 2009 – Q2 2010 Examined Personnel within PMO

Hiring new team members. Right skill set? / Building skills

Implemented new PM tools

PMP Certifications & Looking at BA Certifications

o Project Management Institute

• www.pmi.org

o International Institute of Business Analysis

• www.theiiba.org

Q3-Q4 2010 – Project Charter and Gartner Maturity Model

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PMO Purpose & PMO Charter

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ITS Strategic Planning - www.Weidnerinc.com

PMO Purpose StatementThe purpose of the Project Management Office program is to provide project

management and business-consulting services to the county so they can make

more informed business decisions and reliably achieve business objectives

Services

Gartner Maturity Model, PMO Project Charter & PMI OPM3

Project Management

Business Analysis Business Design Documents

Process Mappingand Improvement

Project Management Plans

Project Proposals

RFPs / SOWs RequirementsDocuments

Service Level Agreements

Portfolio Recommendation

Business Cases Consultations

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Gartner PMO Maturity Model

Project Management Office Charter

PMO Project charter built out with ITS Input

CIO & Deputy CIO Feedback

Input from PMO Team

Sample provided on CGAIT site

Charter Implementation Plan

Broken out by Phase, Tasks and Maturity Model Level

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PMO Charter Implementation Plan

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Approximately 18 month implementation plan

PMI OPM3

OPM3 Standard is from Project Management Institute

(Organizational Project Management Maturity Model)

Soft cover book of standards published by PMI incorporates

program and portfolio management processes for project

management offices

The PMO is using OPM3 as an additional resource to assess the

maturity of the PMO and improve processes. Includes

assessment documentation of program and portfolio measures

Copies can be purchased on PMI’s site or Amazon.com

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PMO & Project Reporting

Report Type Recipient Frequency

PMO Dashboard Report CIO, Deputy CIO Bi-Weekly

PMO Dashboard & PMO Metrics CIO, Deputy CIO & all ITS Services Monthly

PMO Annual Review (including aggregated survey results)

ITS Services Annual

Project Lessons Learned PMO Archive Upon Project Completion

Survey Results PMO Manager, CIO, Deputy CIO, PMO Team

Upon Project Completion

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PMO Software Tools

Microsoft Project and Project Server

Project 2003 and Project 2007

Examined options and deficiencies

Portfolio Reporting and Views Missing

Project Request Intake and Tracking

Microsoft Project Portfolio Server Implementation

Cancelled the implementation

Innotas SAAS Solution

Request Intake, Project Management, Portfolio Reporting

Future Direction – SAAS Tools

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Business Analysis and Request Intake

Business Analysts – Customer Relationship Management

Formal Role created within the PMO in ITS

Assigned to specific areas in the County

Enables them to gain knowledge in those areas and build customer relationships

Business Analysts gather and report on requests

Build out request analysis and assess priorities with customers

Gather requirements

Ultimately build a project charter in conjunction with the project managers before project approval

Business analysts report on request status on bi-weekly basis

Make recommendations to close requests or push through as projects based on customer input and timing needs and dependencies 9/29/2010

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Initial Request Form

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Title Impacts If Delayed

Basic Information Operating Expense Impacts

Anticipated Project Start Date Cost Benefit to County

Anticipated Project Completion Date Sources and Use of Funds (Must be Completed for CIP Requests)

Capital Improvement Project Revenue Description

Anticipated Request Analysis Start Date Total Revenue (5 Year)

Anticipated Request Analysis Completion Date Expenditure Description

Customer Information Software (5 Year Total)

Account Hardware (5 Year Total)

Benefiting Department Consulting (5 Year Total)

Client Sponsor (Last, First) Training (5 Year Total)

Customer Project Priority (1-High, 10-Low) Other - Annual Maintenance (5 Year Total)

Department Information Total Expenditures

Project Information Total Expenditures (5 Year Total)

Project Type Cost Breakdown

Estimated Project Size One-Time Capital Costs (1st Year Total)

Investment Type Total Project Cost (5 Year Total Capital Costs Only)

Supports BCC Goal(s): Ongoing Operating Costs (5 Year Total)

Project Description TOTAL COST (5 Year Total Operating Capital Costs)

Project Background & Justification

Request Evaluation

Basis of Request Evaluation

Customer need

Value to the County

Synergy with other business units or governmental agencies

Return on investment

Project / request dependencies

Technology obsolescence

Customer priority

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Request Gates

PMO uses a Request “gate” process

“Initial Request Gate” – basic form filled out by business analysts. This

gate is the pool. Requests sit here until acted upon but are reviewed

monthly and updated or deleted as necessary

“Business Request Gate” - When work begins on a project request,

the request is assigned to a BA and forwarded to the BA Gate. Status

reporting begins on the request on a bi-weekly basis. BA gate

requests are completed, pushed back or become projects

“PMO Gate” – Requests forward to the PMO gate receive additional

analysis, initial project planning and completion of all required

information to create a project charter. Receives formal approval

from PMO manager or is sent back

“CIO Gate” – Project receives approval from CIO or is rejected, when

approved, project record is created and project kickoff occurs. Status

reporting on the project record begins9/29/2010

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Project Prioritization

Jefferson County PMO does not have a Project Investment

Council or Governance

Prioritization depends heavily on customer communication

and input and we turn request priorities back to the customer

always for their prioritization decisions

Involves on-going discussions with ITS resources and customers

for dependencies, resource availability and changes in

priorities

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Steering Committees

ITS has created steering committees for a few of our enterprise

applications and customers

Steering committees formalize reporting to customers on

application and project status, request and project priorities and

enhancing customer relationships through on-going discussion

and monthly meetings

Steering committees are helping to serve the functions of IT

governance or an investment council for the PMO

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Jeffco Project Charter

Project charter is created during the buildup of information

throughout the request gate process

Project charter approval occurs when project is formally

reviewed and approved for kickoff

Project charter is contained in our SAAS PM solution

PDF of our Project Charter is available on CGAIT site

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Jeffco Project Management

PMO follows the Project Management Institute’s framework for

project management

We are using estimates for hours in our PM solution. Actuals are

being recorded in our JDE ERP system

Reports are compiled to compare actuals against estimates for

project reporting. Not a perfect system

We would benefit if we had actuals in our PM system for

capacity discussions, but time to enter actuals is too great

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Jeffco Project Close out

Standard PMI project close out

Jeffco uses a project warranty phase prior to close out

Really is an extended test and familiarization period for customers to get comfortable with the solution, have questions answered and to mentally prepare customers for project closure.

Found that when we just had a testing phase and then went into project closure, customers often wanted to delay. Warranty period has alleviated many of their concerns. Often no work is performed during the warrant period, or only minor updates, but customers feel more comfortable with this approach

Project close out reviews with the project manager, customer and PMO Manager take place prior to officially closing a project.

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Future Jeffco PMO Direction

Work on completion of PMO maturity goals and tasks

Continue to fine-tune PM and BA skills and processes

Share knowledge with other counties and municipalities

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Questions

For more information, please refer to the CGAIT Website for

attachments or contact Bill Dayton at Jefferson County.

Bill Dayton, PMP

Manager - Project Management Office

Jefferson County IT Services

Laramie Building

3500 Illinois Street

Golden, CO 80401

Desk Phone: 303.271.8055

Mobile Phone: 303.587.6069

Email - bdayton@jeffco.us

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