lbnl enterprise computing

1

LBNL Enterprise Computing (EC)

January 2003

LBNL Enterprise Computing

2

LBNL Project Management Strategy

• Strengthen partnership between technical and functional organizations

• Undertake projects with Lab-wide perspective

• Ensure wide participation by the Laboratory user community

• Establish project charters as prerequisite for project initiation

3

From Strategy To Projects

Strategy

ProgramsPurpose Benefits

Projects

Reviews

Integrated Project

Management Office

Influence

4

Project Related Endeavors

• Strategy – A framework guiding those choices that determine the nature and direction to attain an objective through programs and projects within an organization

• Program – Consists of a group of projects supporting broad, general goals and managed in a coordinated way so as to achieve a set of defined objectives, giving effect to various (and often

overlapping) initiatives and/or implementing a strategy.

• Subproject – A distinct group of activities that comprise their own project which in turn is a part of a larger project.

5

IT TechnicalIT TechnicalSpecialistsSpecialists

Project SteeringProject SteeringCommitteeCommittee

End UserEnd User BusinessBusinessSpecialistsSpecialists

Internal AuditInternal Audit

EC Project Structure

Project Team

Project SponsorProject Sponsor Project Director

Project Manager

As of 1/2/03

6

Project Director

IT TechnicalSpecialists

Project SteeringCommittee

Project Manager

End UserBusiness

Specialists

Internal Audit

ECSCIntegrated Project Management Office

Program Coordinator

EC Project Oversight

Project Team

Project Sponsor

Program Sponsor

Enterprise ComputingProgram

CIO

As of 1/2/03

7

Enterprise ComputingProgram

CIO

ECSC

BLISProject Director

Diana Brown


Integrated Project Management Office

Project SteeringCommittee

Chemical InventoryProject Director

Robin Wendt

Project SteeringCommittee Project YProject X

Project ManagerTBD

End UserBusiness

Specialists

Internal Audit

Project ManagerSteve Abraham


End UserBusiness

Specialists

Internal Audit

EC Program Structure

Program Coordinator

Project Sponsor Project Sponsor

Program Sponsor

As of 1/2/03

8

EC Roles and Responsibilities

• Approves Enterprise Computing Program Plan

• Approves Program-sponsored project priority list

• Allocates annual Program-sponsored project budget

Program Sponsor:

9


• Chair of Enterprise Computing Steering Committee (ECSC) – makes recommendations to Program Sponsor

• Formal liaison to Program Sponsor

• Responsible for Enterprise Computing Program’s success

• With guidance from ECSC, appoints Project Directors

• Establishes methodology and reporting requirements for Program-sponsored projects

Program CIO:

10


• Joint authors/owners of Enterprise Computing Program Plan

• Prioritizes Enterprise Computing projects

• Reviews budget requests for Program-sponsored projects

• Reviews and approves Program-sponsored project steering committee memberships

• Reviews and approves Program-sponsored project plans

• Holds quarterly meetings to review EC project status

• Makes strategic decisions impacting EC projects

Enterprise Computing Steering Committee (ECSC):

11


• Senior manager of a business area

• Submits budget requests for Program-sponsored projects

• Articulates the vision, benefits and meaning of changes to the business operation at high level

• Member of the project steering committee

• With Program Coordinator concurrence, recommends Project Director candidates to CIO

• Provides leadership to implement best business practices imbedded in the standard software

Project Sponsor:

12


• Executive Program Manager

• Responsible for maintaining Program/Project methodology

• Information manager for Program and all Program-sponsored projects

• Ensures quality and consistency of management of Program- sponsored projects

• Assists project directors with administration of projects (budget, scope, schedules)

Program Coordinator:

13

• Acts as a resource to provide Program and project management assistance and training

• Reviews project charters/plans in Program context

• Works with Program Coordinator to ensure quality management of Program-sponsored projects


Integrated Project Management Office:

14


• Selected from the functional and technical areas impacted by the project

• Serves as the project change control board to provide oversight on scope/budget/schedule

• Provides oversight to minimize software customization and changes to original project scope

• Removes barriers

• Advises Project Director

• Provides formal end user representation

Project Steering Committee:

15


• Supports the project team in identifying internal controls

• Acts as control consultant, not decision maker

• Exercises independence in system development review

• Provides recommendations for operational improvements

• Communicates audit opinions to, and receives timely dispositions from the Project Manager, Project Director, and Project Steering Committee

Internal Audit:

16


• Senior Manager with authority for project execution

• Held accountable for project success and has the metrics to measure the success

• Reports project progress to the CIO

• Works with Project Steering Committee to document and maintain project change control

• Responsible for minimizing customization

• Negotiates resolution of cross functional issues

• Ensures wide project participation from the user community, including establishing user focus groups with formal representatives from scientific divisions

Project Director:

17


• Recommended by the Project Director and the Program Coordinator with concurrence of the project steering committee, and is appointed by the CIO and his/her respective line manager

• Develops and drives the execution of the overall project plan

• Manages the project team

• Ensures project is compliant with appropriate standards

Project Manager:

18


• Provides technical expertise

• Conducts feasibility studies

• Provides estimates to Project Plan

• Performs data modeling and analysis

• Performs development programming and unit/system testing

• Performs deployment to production

• Adheres to technical standards

• Provides and maintains technical documentation

• Supports business specialists in developing and conducting training and materials

• Supports technology-driven process re-engineering efforts

• Supports enhancements to existing infrastructure

IT Technical Specialist:


19


• Represents constituents and serves as communication conduit

• Participates in requirements definition

• Reviews requirements for clarity

• Participates in training, testing and acceptance

• Member of the deployment team

End User:


20


• Serves as subject matter expert

• Works with end users to address requirements

• Establishes functional requirements with concurrence from end user representatives

• Identify business procedures that must change and adopt best practices

• Responsible for testing and quality assessment

• Develops and conducts training with assistance from IT Technical Specialists

Business Specialist:


CloseoutExecution/Control

PlanningInitiation

Enterprise Computing Program Methodology

Project Request

ECSCPrioritization

&Approval

ProjectCharter

ABBA

ECSCReview

&CIO

Approval

ProjectPlan

Commun-ication

Plan

Project Director ProjectManagement Team

ECSCReview

&CIO

Approval

Project Change Management

Risk ManagementStatus Reporting

ProjectSponsor/Director

Project Team

PostReview

Project Manager

EndDeliverables

Review &

Approval

LessonsLearned

ROI

ABBA – Activity Based Budget Authorization

22

ECSC Project Initiation

• Project Request—Includes return on investment (ROI) estimate—Business case analysis (BCA)—Submitted by Project Sponsor (Business Area Manager)

• ECSC Review & Approval—Requests prioritized—Funded based on annual allocation by Program Sponsor—CIO presents prioritized list to Program Sponsor for acceptance—Project Charter developed after request approval

23

ECSC Project Planning

• Approved charter authorizes project planning process

• Project Plan—Work breakdown structure (WBS)—Schedule—Budget—Communication Plan—Risk Management Plan—Resource Assignments—Change Management Plan

24

ECSC Project Planning

• Project Plan—Reviewed by Program Coordinator and IPMO prior to

submission—Presented by Project Director for ECSC review—Approved by CIO as Chair of ECSC and Program Coordinator

• Approved plan authorizes project execution / control and released project budget

25

ECSC Project Execution and Control

• Project Change Management• Risk Management• Status and progress reporting

—Monthly updates to CIO / Program Coordinator—Quarterly to ECSC

• Issues / Action Items log

26

ECSC Project Close

• End deliverables review and acceptance—Project Sponsor—CIO / ECSC

• Close-out post implementation—Lessons learned—Business case analysis (ROI) follow up