1

Dan Stuart, PMP

Bill Gundrum, PMP

December 9, 2010

Role of the CIO

Understand the Business Responsibility to executive management Enable technology to support the organization and

processes

Summary of AS Global CIO

Financial performance/measurements Strategic leadership Operation Improvements Organization Foundation elements

Why CIO’s Need PMO’s

◦ Manage Projects & Manage Resources Ability to monitor performance, optimize resources / costs For Exec Management – Ability to select high-value projects,

show performance status

◦ Portfolio & Cost Management Select high-value projects, try to maximize that investment,

optimize cost in support to deliver adequate service levels, minimize cost in low value work

Resources – Capacity, Availability, Efficient Utilization PM Processes, Standards

◦ AS PMO functions Functions – PM, BA, QA (progressive approach to include BA, QA; is

professing tight alignment to PM & BA, similar approach to PMI)

Assess

◦ Understand current & desired situation, identify gaps

Plan

◦ Plan and prioritize initiatives to fulfill

Implement

◦ Develop, install, execute, monitor

Resource to enable an organization to conduct projects effectively and consistently

Provides Some or All of:◦ Standards and Methods◦ Training◦ Consulting and Mentoring◦ Administrative Support◦ Deploy Project Managers◦ Resource Planning◦ Quality Assurance

Monitoring, Auditing, Measuring, Reinforcing◦ Portfolio Management◦ Other services suited to the organization

Inte

gra

ted

Syste

ms

Consulting,

Mentoring

Standards,

Methods

Training

Resource

Planning

Admin

Support

Project

Management

Quality Assurance:

Monitoring, MeasuringPortfolio Management

Inte

gra

ted

Syste

ms

Understand the Organization

Understand the PMO◦ Organizational Structure◦ Organizational Stature

Reporting Structure, Executive Support, Staffing◦ Services Provided◦ Staffing and Skills Project Delivery Capabilities, Ability

◦ Standards, Procedures Project Management, Product Management: SDLC

◦ Portfolio of Projects and Interdependencies◦ Current Performance

Initiation

Planning

Execution

Controlling

Closing

Processes

Procurement

Human

Resources

Time

Risk

Quality

Scope

Communications

Cost

Integration

Knowledge Areas

{Best Practices

MeasureStandardize ControlContinuously

Improve

Portfolio

Project

Program

OPM3

Standards, Methods

Training

Consulting

Monitoring

Admin Support

Project Managers

Portfolio Mgt

Other services…

PMO

Product Management

• Specific processes to develop the product

• IT Applications, IT Infrastructure,

Pharmaceuticals, Construction, etc.

Project Management - Project Management Institute (PMI)

• Project Management Body of Knowledge (PMBOK)

• Organization Project Management Maturity Model (OPM3)

Source: Project Management Institute

Interviews◦ Standard Interview Sheet to collect

Review Project Processes, Tools◦ Identify current processes

◦ Compare to PMBOK Guide and Best Practices

Analyze Gaps, Plan for Improvement◦ Scope and Services to Provide◦ Management and Measurement Systems◦ Processes and Tools◦ Staffing and Training◦ Process Flows and Responsibilities, “swim lanes”◦ Roadmap◦ Phased Approach for Basic and Advanced processes

Processes reside with the role responsible; other roles may participate

Strategy

& Planning

Initiate Service Request Steering

Committee

Review

Business Case:

Value, Feasibility

Risk Assessment

New ProjectsPMO

Review

Execute →

ProjectCharter (Project Definition)

Approved Projects

Executive Mgt/

Business

PMO

Project

Manager

Business

Analysis

Development

QA Testing

SSR

Strategies, Initiatives

Planning →

Objectives

Portfolio

Management

Project

Initiation

- New Process

Phase I Phase II

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6

Organization

Standards

Training

Project

Management

Systems

Portfolio

Management

PMO Oversight

Meetings

PM Instruction

Manual

Identify PMs

Assign All Projects

PM

Basics

MS

Project

Basic PM Controls

Advanced

PM

Enroll Executives, Stakeholders C o m m u n i c a t e P e r f o r m a n c e …

Change Control

Scheduling

Assess, Refine, Implement…

Performance Measures, Dashboards…

Advanced PM Controls

Plan Project Server

& Task Tracking

Project Time

Tracking

Project

Inventory

Install Project Server

Steering Committee

Monthly

Portfolio

Management…

Ongoing Professional DevelopmentSoft Skills

Analysis

Strategy Alignment

Business

Case Process Valuation &

Measurement

Strategy-Performance Scorecards

Testing

Issues Risks

Integrate

Project Server,

Task Tracking

Pilot Project Server,

Configure to W-S

Integrate

Quality Control

Project DefinitionProject Closing,

Surveys, Lessons

Status Reporting

Project

Server

OPM3 OPM3

Business Analysis Project Management Quality/Testing SDLC Microsoft Project, Project Server

◦ Metrics and Visibility to CIO and CIO’s peers

Annual Review◦ Compliance Challenges◦ Subsequent Changes◦ Re-alignment of Staff to Strengths and Skills

Corporate PMO◦ Portfolio and Project Management, Special Program

Global IT Projects completed within Time - 2010

(40% of projects completed on time)

“Not on Time” Category Descriptions:

Scope Change - scope changes made after requirements finalized; Technical Limitations / issues - hardware, software, or integration issues outside the control of IT resources;

External Vendor Issues - issues with products, services, or timely resolution of issues; Business Resource Constraint - business resources availability issues; IT Resource

Constraint - IT resources availability issues; Resource Technical Limitation (IT) - IT resources required to gain expertise while involved in project.

0

1

2

3

4

Jan-10 Feb-10

External Vendor Issues

Resource Technical limitation (IT)

IT Resource Constraint

Business Resource Constraint

Technical Limitations / Issues

Scope Change

Completed on time

Feb 2010 Projects:

Scope Change = SAP in Finland & Sweden

IT Resource Constraint = Salome Poland

Global IT Projects completed within Budget - 2010

(40% of projects within Budget)

"Not within Budget" Category Descriptions:

Scope Change - scope changes made after requirements finalized; Original Estimate unknown - original time estimated was not provided; Poor Estimating Process - limitations in

current estimating process (addressed after identification) or insufficient estimates gathered during estimating process; Technical Limitations / issues - hardware, software, or

integration issues outside the control of IT resources.

0

1

2

3

4

Jan-10 Feb-10

Original Estimate unknown

Poor Estimating Process

Technical limitations / issues

Scope Change

Completed within Budget

Feb 2010 Projects:

Scope Change = SAP in Finland & Sweden; Salome Poland

The Most Important Group on my staff