copyrighted © 2004 nycha new york city housing authority considerations in selecting and protecting...

copyrighted © 2004 NYCHAcopyrighted © 2004 NYCHA

NEW YORK CITY

HOUSING AUTHORITY

Considerations in Selecting and Protecting Your IT Investment

Presenter: Helene Heller, Senior Director Moderator: Avi Duvdevani, CIO

Project & Information Management Deputy General Manager, IT

New York City Housing Authority

Panelists:

Marilyn McMillan Leonard Boscia Faisal Hanafi

Associate Provost & CITO PMO Executive Advisor, IBSG

New York University NYPD Cisco Systems

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NEW YORK CITY HOUSING AUTHORITY

04/19/23

Agenda

• Introductions

• Information Technology Portfolio

Selection Priorities And Methodologies

• Project Governance

• Project Management

• The Virtual IT PMO

• Q&A With the Panel / Audience Lessons

Learned

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Why is this an important topic?

• Fiscal realities dictate selective IT investment

• Technology/tools chosen need to support the business problem/challenge or opportunity

• Project management should guarantee that the selected technology works, the business problem has been solved, and the investment was contained

• Projects utilizing technology should support improved business processes and therefore be led by a business owner

• Business owners shouldn’t have to be professional project managers

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What is IT governance?

As Defined by Gartner:

• IT governance provides a framework in which the decisions made about IT issues are aligned with the overall business strategy and culture of the enterprise

• Governance is concerned with setting directions, establishing standards and principles, and prioritizing investments.

• The process of assigning decision rights is influenced by corporate culture, business orientation, stakeholders' opinions and the knowledge required of decision makers.

• Effective it governance involves the assignment of decision-making rights and accountabilities regarding behavior in the desirable use of it.

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Role of the Project Management Office (PMO)

PMOProject Repository

PM Consulting & Advice

PM Standard Methodology & Tools

PMO Reporting Standards Assistance & Coaching

Dept. Project Manager(s)

Weekly/Monthly Project Manager Status Reports

Provide Liaison

Monthly Executive Project Status Reports

Business Unit Staff Reporting Structure

GM’s Operations Committee

NYCHA CIO/CFO

NYCHA DGMs

Provide Membership

Input & Feedback

NYCHA Board

NYCHA General Manager

Project Manager

Project Team

Project Steering

Committee

or or

IT Governance Example © copyright NYCHA 2004

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Why is a Portfolio Approach Relevant?

• An organization must understand its goals, have a flexible process to determine priorities based on changing environments, and select projects that will provide meaningful improvement to:

–Customer satisfaction

–Employee productivity

–Business process improvements

–Cost take-out from the operating budget

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ProgramManagement

ProgramManagement

ProjectManagement

ProjectManagement

• Comprehensive program planning• Change and risk management• Coordination of project delivery• Measurement of results• Corrective actions

• Initiate• Budget• Schedule• Resources

• Portfolio scope • Prioritize& optimize overall IT cost, benefits, risk • Actively monitor Portfolio performance • Adapt to business environment changes

PortfolioManagement

PortfolioManagement

• Deliverables• Scope• Risks• Measure

Quarterly PortfolioReviews

Quarterly PortfolioReviews

Annual Planning

Annual Planning

MonthlyPlanning

MonthlyPlanning

MonthlyProgram Reviews

MonthlyProgram ReviewsQuarterly

Planning

Quarterly Planning

WeeklyProject Reviews

WeeklyProject Reviews

Portfolio Management Approach –Ongoing Process

PM

DGM

GM

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How to select the enterprise portfolio

Key Care-Abouts• Identify key stakeholders who run

the business• Understand their goals and

priorities, what keeps them up at night, and what gets in the way of doing the job that supports their goals

• Use this knowledge to brainstorm potential IT solutions

Enterprise Solutions• Look for patterns among

solutions of all stakeholders interviewed

• Identify opportunities to implement one solution for multiple functions or department

Investment Criteria

•Identify criteria for IT investment: improve business process, save money, break-down business silos, etc.

•Apply criteria against list of potential projects

Business Case

•Identify executive sponsor and project manager from the business

•Project manager completes a project concept document

•Project concept documents are presented to IT governance committee for selection

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How to Make the Business Case

• Elevator pitch: what is the business problem, challenge or opportunity? Why should the executive care?

• Describe in layman’s terms a credible potential solution

• Define metrics that will show the executive that the solution has successfully addressed the business problem/challenge/opportunity

• Document the cost of doing business the current way v. the new way that the solution will promote

• Compare to best practice examples

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What is Project Management?

• The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. (PMBOK)

• Project management is a proven discipline used to deliver consistent, predictable, and repeatable results by:• Identifying milestones and deliverables

• Delineating steps and following their progress

• Developing cost estimates based on a timeline

• Analyzing the effects of change and incorporating them into the planning process

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Project Management Failure Impact

• In 1995, the Standish Group Reported:• 31% of all IT projects were canceled before completion

• 16% were completed successfully

• 88% were over budget, over schedule or both– An average cost overrun of 189% and an average time overrun of

222% of original estimates

• In Its 2001 Report:• Time overruns have dropped to an average of 63%

• Cost overruns have dropped to an average of 45%

• Successful IT project completion has climbed to 28%

• It is believed that the adoption of project management standards and the development of project management offices has a direct correlation to the improved rates

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Provide the end-to-end project delivery and project management processes, standards, best practices, and tools to enable the organization to achieve far higher levels of performance, rapidly delivering big wins with positive financial impact.

Provide the end-to-end project delivery and project management processes, standards, best practices, and tools to enable the organization to achieve far higher levels of performance, rapidly delivering big wins with positive financial impact.

IT PMO Discipline

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Strategic PlanningStrategic PlanningAnd AnalysisAnd Analysis Metrics & ReviewsMetrics & Reviews

Communicatestatus

Refine Project Course

Review Portfolio

Alignobjectives

Select investments

Prioritize initiatives

IT PMO Process Overview© copyright NYCHA 2004

Execution Close Out

Evaluation and Enhancement

Initiation

Concept CommitConcept Commit Execution CommitExecution Commit Design/Dev/Test/DeployDesign/Dev/Test/Deploy

PlanningSupport/

Maintenance

ProductionProduction

Metrics, Status, and Change ManagementMetrics, Status, and Change Management

Lessons LearnedLessons Learned

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Functions of a Virtual IT PMO

IT PMO

Project Management

Standards

Resource Evaluation

Project Planning

Project Review

& Analysis

Communication and

Collaboration

1. Developing a standardized PM methodology, process and tools for effective project management across the organization

2. Ensuring the optimization of organization resources in projects

3. Responsible for guiding each project’s planning efforts

4. Consistently monitoring projects to ensure they are kept on track and are completed successfully

PM Methodology

Knowledge Management

Vendor Info. Database Resource Database Collaboration Software

Tools and Templates Education Mgmt SystemExec. Info. System (EIS)

5. Providing continued program visibility to the Executive Team and facilitating maximum multi-level collaboration

Slide modified from two Gartner concept slides © copyright Gartner, Inc. 2002

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Phase Overview• The Initiation Phase sets the tone for the project

• The Initiation Phase is a collaborative approach of presenting a particular NYCHA business problem, challenge or opportunity defining a particular project to address the business issues(s) and identifying anticipated benefits which NYCHA expects to realize by undertaking the project.

• A Project Concept is required by an executive sponsor in order to get a sense if the project should be pursued.

• The Enterprise Portfolio IT selection process utilizes the materials in the project concept document to determine appropriate project next steps, including Pilot, Process Re-engineering or Business Case Development prior to commitment to move to the Planning Phase

• If a commitment is not provided, NYCHA may decide to revisit the project at a later date, re-define the project scope or terminate the project

Initiation PhaseOverview © copyright NYCHA 2004

Entry Criteria Business Unit Executive Sponsorship

Exit Criteria GM’s Operations Committee Decision to Sponsor Project to Planning Phase

Execution


Initiation


Planning




Execution Close-Out Support / Maintenance

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Initiation PhaseActivities and Deliverables © copyright NYCHA 2004

Requesting Department Develops the PROJECTCONCEPT DOCUMENT

PMO provides feedback on PROJECT CONCEPT DOCUMENT

ALL PROJECTS BEGIN HEREEntry Criteria is

Satisfied

CIO assigns a technical lead and the Requesting Department assigns a Project Manager (PM)

GM’s Operations Committee completes analysis on PROJECT CONCEPT DOCUMENT

Move to BUSINESS CASE Development

Operations Committee Decision on Project

Move to Other Intermediate Activity such as• Pilot/POC• Process Reengineering

Execute Required Activities1.Pilot/POC2.Process Reengineering

Activity Deliverables are presented to GM’s Operations Committee for review (for Pilot or POC, see the Planning Phase)

Project Denied


Move toNext Slide

Concurrently PROJECT CONCEPT DOCUMENT is reviewed by PM with Law Department for compliance issues

Execution


Initiation


Planning





PROJECT CONCEPT DOCUMENT is presented to GM’s Operations Committee for review

16 If you are unsure that you have a

project, complete the PROJECT CLASSIFICATION CHECKLIST

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Initiation PhaseActivities and Deliverables © copyright NYCHA 2004

Project Denied

Move to Planning Phase Pilot /POC Implementation

Project Managers finalizes the BUSINESS CASE DOCUMENT and EXECUTIVE PRESENTATION with PMO feedback

Move to Planning Phase Full ImplementationDGM for Policy (SME)

- Change Readiness Risks

BUSINESS CASE DOCUMENT and EXECUTIVE PRESENTATION are presented to GM’s Operations Committee

GM’s Operations Committee completes analysis on project / provides feedback/addendums to BUSINESS CASE DOCUMENT


Procurement Office (SME)

- Procurement Process- Market Analysis- Request for Information

Enterprise Technology Architect (SME)

- IT Standards Compliance

- Market Assessment- Technology Risks

IT Infrastructure (SME)- Infrastructure

Requirements- Architecture

Considerations- Roles/Responsibilities

Project Team collaborate with SMEs and stakeholders to develop BUSINESS CASE DOCUMENT and EXECUTIVE PRESENTATION

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Execution


Initiation


Planning





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How to Scale a PM Standard Throughout the Enterprise: The Role of Automation

• Project Dashboard

• Repository

• Planning/Tracking

• Risk Management

• Reporting/Issue Management

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PMO: Project Dashboard

•Overview: A comprehensive view, defined by user role, for all the news and information about NYCHA projects

•Users: Project team, executive sponsors and anyone who needs to learn more about the projects, or need to know about the status

•Elements: General project info, current project status, project plan and timeline, issues and risks, link to repository which stores past status reports and other project-related information. Information clearly segregated in open (accessible to all) and protected (available only to authorized individuals) folders with links provided to any other required website (e.g.,. NYCHA intranet)

•Owner: PMO

Illustrative

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PMO: Repository

Illustrative•Overview: A common repository that is used to store all project related documents and other information

•Users: PMO, project leads, and anyone needing access to knowledge management

•Elements: Contains historical documents, past status reports, project plan, updated issues list, risk report, engineering design documents (baseline and modified), PMO templates (status, communication etc.). Provides version control and authentication.

•Owner: PMO with project managers for their specific sections

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Q&A With the Panelists/Audience Lessons Learned

• How was IT organized when you assumed your position and who selected IT business projects?

• How have you changed your governance, portfolio selection process and other organizational aspects?

• What type of project management process do you employ and why?

• What role does IT play? What role does the business unit owner play?

• How would you rate the maturity of government and education institutions in IT governance and project management? How would you rate yours?

• What role can IT governance have in organizational transformation? Can you provide some examples?

• What challenges did you face in implementing an enterprise-wide project management discipline and what techniques can you share that you used to overcome those challenges?

copyrighted © 2004 nycha new york city housing authority considerations in selecting and protecting...

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