cooper untech10 it program mgmt final
DESCRIPTION
ASAE Technology Conference and UNTECH10 case study. Tools and techniques I use to create a healthy project environment and effective governance for the membership systems platform of the Massachusetts Medical Society.TRANSCRIPT
Connecting Great Ideas and Great People
www.asaecenter.org
Content Leader:Bonnie Cooper PMP, IT Program
Director Massachusetts Medical Society
Building Consensus: IT Program Management
Friday, February 12th
10:00 AM for UNTECH10
Thank you for joining us. The webinar will begin shortly.
If you experience technical difficulties at any time, please contact 1-888-259-8414
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Key Learning Takeaways
A case study for how program management practices can facilitate technology decision making.
Finding the synergy between operational, project, and program activity
Concrete examples of tools and techniques that drive program-level decisions.
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SystemsApplicationsDataProcessesWeb Sites
The MMS is Multi Faceted
MMS
Publishing
NEJM
Online
Journal Watch
Online
Non Publishing
Membership Program Services
Communications, Marketing, Member
Processing, Education, Health
Policy, Public Health
InsurancePhysician
Health Services
Corporate Services: IT, HR and Finance
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The Challenge
Develop a healthier relationship between IT and Member Program Services 70 % of IT resources focused on publishing Membership system lacked mission critical
status A silo mentality within the business Lack of vendor relationship management Lack of prioritization (projects and operations) Focus shifting to online (web enabled) activities
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BUILDING THE PROGRAMLeveraging Best Practices
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References
The Handbook of Program Management: How to Facilitate Project Success with Optimal Program Management by James T. Brown (ISBN-13: 978-0-07-149472-4)
Seeing Systems: Unlocking the Mysteries of Organizational Life by Barry Oshry (ISBN 1-881052-99-0)
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MMS IT Program and Portfolio Team
Mission: provides a project management framework that bridges business strategy and technology to achieve successful business results.
Two Key Principles:
Provide an efficient and clear method for communicating business priorities into IT.
Provide clear communication into business units regarding new technologies and maintenance activities that might impact their business and operations.
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My Role as IT Program Manager
A successful program manager creates a culture that facilitates the accomplishment of projects.
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The Program Formula
Creating a sense of purpose
Defining clear lines of accountability
Adherence to established processes
Developing organizational capability
Defining success
Accountability plus discipline equals integrity and results in clarity
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The Program Manager Role• The program manager needs to have an ingrained
sense of organizational mission: must lead and have the presence of a leader must have a vision and strategy for the long
term organizational improvement must be a relationship builder must have the experience and ability to assess
people and situations beyond their appearances
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Program Success Factors• Stability of operations and operations
becoming more efficient• Balance between operations and
development• Projects delivered on time and on budget• Clear lines of accountability• Stable, well understood budget process• Happy stakeholders• Constant alignment with the organizational
vision
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BUILDING THE PROGRAMSeek to Understand
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Where to Start?
What would we see if we could look into the worlds of others?
What new possibilities would open up for us?
In organizations, much of the time we think we are dealing person-to-person when, in fact, we are dealing context-to-context.
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Seeing Beyond Appearances
Spatial blindness is about seeing the part without the whole.
Temporal blindness is about seeing the present without the past.
Baggage
Silos
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Seek To Engage By Understanding
Tops are living in a world of complexity and responsibility (executives).
Bottoms are living in a world of invisibility and vulnerability (staff).
Middles are living in a tearing world pulled between you and others, between requests and fulfillment (line managers and project managers).
Customers are living in a world of neglect (IT clients).
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Building Relationships
Effective stakeholder management Meddling Overbearing Poor Untrustworthy Indecisive Unavailable
Doing what is necessary to develop and control relationships with all individuals the program impacts.
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CASE STUDY OF A PROGRAM
Finding clarity for Membership Program Services
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Membership Program Services Technology Governance
Business Technology Goals Assumptions
•Integrate operations and eliminate silos
•Robust capability for recruiting and managing large group practices.
•Stabilize and increase online registrations and dues)
•Improve business analytics
•Dynamic content publishing which leverages social media capabilities and multiple platforms (mobile, web, RSS).
•We will utilize iMIS and iMIS-friendly applications in support of these directives.
•We will ensure that any work and customizations are reusable in future versions of iMIS.
•Our goal is to be on product and at current levels.
•Department staffing plans will be reviewed in support of these directives
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Member Program ServicesExpert Guidance
Association Management System
Market Study
•Treat our AMS as mission critical•Eliminate rogue databases•Eliminate internal silos•Improve vendor relationship•ASI iMIS is an appropriate level solution to our size and complexity
Association Management System Strategy Workshop
•Simplify use of reports•Manage groups•Seamless web integration•Manage member data in one place•Integrate with appropriate systems•Clean data•Sustainable and integrated platform
ASI Audit•Align to iMIS product path•Upgrade with few or no process changes of back office•Review custom web applications against standard product.•Detailed rework of iMIS configuration to facilitate data consolidation and group recruitment.•Set up new website in Content Manager 5.1 with the primary template in ASP .NET.
October 2007 March 2008 September 2008
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Membership Program ServicesConsensus: Show A Way
Forward
• Navigation• Look &
Feel• Search
New Web
Site
• Public Views
• Back Office Upgrade
Stable
• CMS• Task
Center• Analytics
Drive
iMIS 10.4 iMIS 15 iMIS 15.1
Develop on current CMS platform (cold fusion)
Fix Transactions Move to .NET CMS
Visual of an 18 month plan
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ExpediteLeverage
investmentLeverage product
functions
January 2009 January 2010 June 2010
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Member Program ServicesTechnology Accountability
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Membership Program Services Project Roadmap
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Membership Program Services Operations
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Membership Program Services Make Overlap Activity Visible
June July August September
Project iMIS 10.6Member emailMagnet Mail startE certificates
Magnet Mail
Magnet MailSocial Media
Magnet MailSocial MediaWebinar
Ad Hocs (911s)
Group recruit activity (research, reports)District activity report requests
Operations Membership processing supportWeb content production supportOnline and live events ecommerce supportMarketing, publications, survey support
Org Impacts
Publishing PlatformCost containment exercises
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Member Program ServicesProcess Discipline
Executive Steering every 5 weeks Review projects and key operational activity Key decision(s) escalation point
Weekly back office system, web site, and IT operational team meetings (discuss resources, priorities, schedules)
Wiki sites for documentation and status updates System to request and track ad hoc tasks, bugs,
issues Project methodology (PM, structure, schedule)
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Membership Program ServicesFunding Projects
Participate in the budget cycle for future funding Understand Capital versus Operating dynamic Learn and support the procurement process Participate in maintenance renewals Identify who can sanction outside work Track vendor estimates to actuals (lessons) Help the business justify AND make cost effective
decisions
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Membership Program ServicesWays to Build Consensus
Two artifacts to help build consensus (use handouts): Negotiate for a critical resource by preparing a
rationale:
A project charter to clarify a business goal and scope of solution.
Interests People Issues and Strategies Options Best Alterative Standards
Closure (picture of success)
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ORGANIZATIONAL CAPABILITY
Support for the Program
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Be on Alert for Red Flags
PM Network July 2009
“What are your project’s top three problems? If you can’t identify them within three snaps of your fingers, then you’re not an effective leader…..the problems in your top-three list should be worked off within days, not weeks or months”
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Know the Business Cycle
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Promote IT-Business Alignment
Strategize• Enterprise-level
planning
Program• IT portfolio
programming
Execute • Getting results
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IT Enterprise PlanningBusiness Goal Sync
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Member Program Services Goal
Metric
Further member engagement through our online and social media venues
Increased web site trafficBlog traffic and referalsEmail marketing stats (open rates)
Increase our membership join and renew rate
Membership churn stats Membership demo statsBRM penetration
Connect distance learning and live events to extend and enrich knowledge transfer and impact on the practice improvement.
Surveys Focus groups Completed exams CME activity evaluations
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IT Portfolio Ranking FactorsWhat is Your Score?
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No. Project Factors
Wt
1 2 3 4 5 6
1 Strategy Alignment
10 Mission Process Efficient
Revenue Driven
Editorial Member Platform
Publishing Platform
2 Regulations, Compliance, Security
8 Minor audit note
Pilot to further understand impact
Threat of business impact within 1 year
Threat of business impact within 6 months
Probable business impact within 3 months
Serious business threat MUST ACT NOW
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Corporate Systems PlanningBe Mission Critical
System Vendor Business Function
Current MMS
Version
Current Vendor Version
Desired Features and
Functions
Next Upgrade Timing
Advantage ACS Fulfillment 2005r0 2009r3 Efficiencies FY 2011
Mactive AtexClassified
Advertising2.26 3.31 FY 2011
iMIS ASI
Membership system and
website content
10.6 15.2
Modern CMS; .NET platform; improved transactional processing
FY2011 Reviewing
overall solution fit
Career Center Boxwood Online jobs 9.0 9.0Improved profile management
Reviewing overall
solution fit
Hyperion Planning
Oracle Budgeting 9.2.03 11 TBD
Financials, HR, Procurement,
SALawson
Enterprise Resources
Env 9.0Apps 8.0.3
Env 9.1Apps 9.1
Remain supported
TBD
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A Program Manager’s Toolkit Collaboration Tools
Atlassian Wiki portal (team sites) Atlassian Jira for unified IT work tracking Adobe Connect Pro (virtual meetings and training) SharePoint (team sites and blogs)
Equipped conference rooms MS Office applications Templates for consistency Access to external knowledge (blogs, e
newsletters)
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Maintain Dual Focus
Work Roadmap Relationship Management
Link to strategy (big picture) Communicate
Scope work (charter, requirements) Negotiate
Schedule (dependencies, milestones)
Motivate
Progress (deliverables) Influence
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Key Learning Takeaways
A case study for how program management practices can facilitate technology decision making.
Finding the synergy between operational, project, and program activity
Concrete examples of tools and techniques that drive program-level decisions.
37
www.asaecenter.org
Contact Information
Bonnie CooperIT Program DirectorMassachusetts Medical [email protected]
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