establish project management discipline october 11, … · concept definition phase gate establish...
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Concept Definition Phase Gate
Establish Project Management Discipline
October 11, 2011
Executive Sponsor: John Barton
Project Lead : Nan Boyd
CD Phase Authorization
& Review
We Are
Here
Evaluate project and determine viability
Analyze project requirements and design the solution
Build and test the solution; staff training,
develop implementation plan
Execute solution and measure achievement of goals
Concept Validation
Design
Build
Implement
Project Team Name Role John Barton Executive Sponsor
Mark Marek Sponsor
Nan Boyd, Donald Jirkovsky Project Leads
Judd Maroney Change Management Coach
Andy Keith Team Member - Maintenance
Bill Reed Team Member - Finance
John DeWitt Team Member - San Angelo TP&D
Kevin Pete Team Member - TSD
Maureen Wakeland Team Member - PMO
Nancy-Ellen Soteriou Team Member - HRD
Randy Hopmann Team Member - TYL Admin
Roxana Garcia-Zinsmeyer Team Member - Construction
Project Problem & Goal ► Problem: TxDOT depends heavily on heroics or
individuals to execute transportation projects and department improvement efforts.
► Goal: Establish Project Management discipline to improve alignment of staff, predictability of outcomes, knowledge sharing, consistency, and project quality.
Project Scope Project Scope:
– Road construction and maintenance projects executed with TxDOT funds/staff.
– IT and other internal improvement efforts. – Define deliverable processes, standards, and templates for core
project types (IT, Construction, Modernization, etc.). – Establish PMO practices to administer, measure, govern, and improve. – Ensure that project trajectory data (schedule, cost, change controls) is
tracked in a centralized system. – Ensure that projects are assessed post-implementation for: lessons
learned, benefits/results achieved, customer satisfaction, and other measures as appropriate to project type.
► Trained Team on Concept Definition Phase
► Identified Key Customers
► Conducted Interviews of Stakeholders
► Identified Key Measures of Success
► Determined Project Approach
► Completed Charter
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High
Low High Low Frequency of Daily PM Process Interaction
TxDOT PGM /PRJ Mgrs
Project Team Members
TSD P6 Users
Information Resource Managers
MLT
Administration
DDOR
Operations Sppt
SW End User
QAT
Information Resource Committee
Training Partners (Vendors)
Ext. Contractors
Ext. Consultants
Maintenance PMs
LPAs
MPOs
Regional Mobility Authorities
PM Training Providers
Vendors/Suppliers
Affi
liatio
n to
TxD
OT
Org
aniz
atio
n
Traveling Public
City & County Officials
Elected Officials/Legislat
ure
Audit Offices
Research Partners
Other DOTs
TIBH
HHSD
TPWD
Partners
District Staff Budget Adm - Finance
Budget Adm - Regions
Programming & Letting Accounting Mgmt
Concession/RTR Funds
Accounting Adm - Regions
Stakeholders
DIR
PMO Team
Interview answers will be used for: 1. Determining CTQs (Measurable Requirements) 2. Potential Solutions or Recommendations for Process Improvements
Project Management
IT
Maintenance Construction
Leadership/Culture Opportunities
Employee/HR Opportunities
0
1
2
3
4
5
6
7
8
9
PM R
ole
PM M
ethodology
Unrealistic
Deadlines
Resource
Capacity
Lack of Planning
Prioritization
Adm
in & M
gmt
Support
Perf Mgm
t/Heroics
PM Training &
Experience
Portfolio Mgm
t
Transportation Portfolio & Priority View
(WIP: PDP2012)
P6 Assessment and Utilization Strategy*
Prioritization Process (TP03 - Establish Statewide Transportation Project Prioritization and Planning Process)
Funding Process*
IT Portfolio & Priority View (WIP)
P6 Implementation and Utilization Strategy*
Prioritization Process (WIP)
10
Current Project: • Define PMO Scope, Processes, Staffing, & Strategic/Maturity Plan for
Enterprise, Transportation, IT, and Modernization PMOs.
Spin Off Projects:
*New charters
Phase Name Guidance Expected Due Date
Actual End Date
Concept Definition ~ 1-2 Weeks 9/15/11 10/4/11 Concept Validation ~ 2-4 Weeks 11/5/11 Design ~ 1-3 Months 1/31/12 Build ~ 1-10 Months 5/11/12 Implement ~ 1-6 Months 6/30/12
Next Steps
► Approval of Charter
► Begin Concept Validation
► Validate As-Is
► Design High Level To-Be
► Document Requirements
Key Measures
1. Percent projects managed by PM 1, 3, 5yr 2. Percent of certified PMs 1, 3, 5yr 3. Percent projects using new methodology 1,
3, 5yr 4. Baseline throughput vs. 1 yr, 3 yr, 5 yr 5. Percent reduction in change orders/rework 6. Percent reduction in accounting
adjustments 7. Customer Satisfaction 8. Public Perception