organizing for success: planning and project management best
DESCRIPTION
TRANSCRIPT
Organizing for Success:Planning and Project
Management Best Practices
Tom ClarkeTerry Schnure
Dale GoodMonday March 22, 2004
What We Hear• The technology we bought doesn’t:
– Work!– Do what we want it to do– Integrate with other systems properly
• “The users hate the new system.”• “We’ve been planning for more than a year and are nowhere near
purchasing a system.”• “The vendor us”:
– Didn’t deliver a system– Didn’t meet their promises– We paid them, but we still don’t have a system
• “Our Chief/Sheriff didn’t support the project.”• “This is a national role model, alright…”• “Managing this project is like steering alligators by the tail!
Standish Group Findings• The Standish
Group surveyed hundreds of public and private organizations (of various sizes) regarding information technology initiatives
• Purpose:– Document
success/failure rates
– Determine best practices
– Identify critical success factors
Organization of Presentation
• Project Management Overview (Dale Good)
• Enterprise Architecture and Project Management (Tom Clarke)
• Structure, Vision, Governance and Project Management (Terry Schnure)
Sample Project Structure
Executive Sponsor
Steering Committee
Project Manager
Technical Operational
Middleware and Web Services Portal Design Business Requirements Policy and Procedures
Users Users Users Users
Project ManagementKeys to Success
• Full time Project Manager• Clearly defined roles• A formal plan that is kept current• Controls• Transparency• Constant status reporting and communication• Business and technical – enterprise –
architecture• Performance measures
Role (across)Responsibility (down)
Funding Body Policy Board ExecutivesSponsors
PM Business Stakeholders
IT/CIO
Business Case Review Review/approve
Develop Facilitate Participate Observe
Strategic Plan Review Review/approve
Develop Facilitate Participate Participate
Performance Measures Review Review/Approve
Develop Facilitate Participate Participate
Tactical Plan Review/approve
Develop Participate Participate
Lifecycle funding & resources
Approve Approve &request
Develop/Assign to project
FacilitateAssign to project teams
Participate Participate
Risk ManagementAnd Controls
Review Approve Develop Participate Participate
Business process change Approve and “sell”
Approve Facilitate Participate Observe
Planning• Strategic
– Project Charter and Project Definition– Defined Project Goals, Objectives, Scope and
Performance Measures
• Tactical– Work Plan, Schedule and Budget– Identified Business and Technical Teams and
Resources
Controls
• Performance measures• Constant risk assessment and mitigation
– Probability of occurrence– Impact– Mitigation strategies
• Change control• Checkpoints and go/no-go milestones• Vendor and contract management• Issue management
Transparency and Communication
• Transparency builds trust• Involve business and technical
stakeholders in project teams• Regular status reporting
– “Down” to the project teams– “Up” to the Executive Sponsors– “Out” to Stakeholders
• Communicate, communicate, communicate!
Project Management Best Practices
AndEnterprise Architecture
Tom Clarke
CIO Washington Judicial Branch
Interconnecting Pieces
• Enterprise Architecture
• Software Development Process
• Project Management Process
• Organizational Structure
Enterprise Architecture
• Guidelines and standards for making decisions
• Should start with business goals and business processes
• Should align technology with business
Sample Project Structure
Executive Sponsor
Steering Committee
Project Manager
Technical Operational
Middleware and Web Services Portal Design Business Requirements Policy and Procedures
Users Users Users Users
Some Best Practices
• Separate development organization into Client side (what to build) and Development side (how to build it)
• The “PM” concentrates on the Client side– High-level requirements– High-level release schedules– Marketing to affected user groups– Business risk mitigations
EA Implications
• Client side when deciding how integrated an organization should be
• Client side when identifying business process best practices
• Development side when deciding how to implement requirements
• Development side when deciding how standard the EA needs to be
EA Concerns
• Traditional PM’s are tempted to take architectural shortcuts to stay on schedule.
[mitigate by restricting PM to client side]
• Traditional PM’s are tempted to favor short-term over long-term
[mitigate by focusing EA on flexibility]
Structure, Vision and
GovernanceIn the context of - - -
Project Planning
Project Management
Measuring Progress: Key Milestones in Support of Justice Integration
Initiate the Process and Institutionalize a Governance StructureContinue PlanningDevelop and Use Performance MeasuresAnalyze Information ExchangeAdopt or Develop StandardsCreate a Sound Integration ArchitectureDevelop the Infrastructure Improve Agency and Organization ApplicationsEstablish Interfaces
Source: SEARCH Justice IT Brief, Issue 1, August 2003
Structure
Inclusiveness ------State Government
Legislative BranchJudicial Branch
Court System Type
Executive Branch Correction Type
County GovernmentMunicipal Government
Large, Urban Police DepartmentsRural, Contracted (State) Police Services
Structure
• Connecticut Justice Information System (CJIS) Agencies Department of Correction (with Parole Functions) Department of Public Safety Department of Motor Vehicles Department of Information Technology Division of Public Defender Services Judicial Branch
o Judicial Information Systemso Court Support Services Divisiono Superior Court Operations
Local Law Enforcement Office of Policy and Management Office of the Victim Advocate Office of the Division of Criminal Justice, Chief State’s Attorney
Vision
Applicable to All Participants• Improve public safety/administration of justice
• Facilitate information sharing
• Facilitate resource sharing
• Enable agencies to take advantage of new technology
• Recognize the need for adaptive solutions
Vision
Develop Scaled Objectives --- Higher Level (Enterprise)• Capture Criminal Justice Data At The Source Event
• Build Upon Existing Agency Criminal Justice Information Systems
• Transform Agency Criminal Justice Business Processes into an Enterprise-wide Business Process
• Integrate Criminal Justice Data
• Provide for Interoperability among Law Enforcement and Justice Agency Programs and Associated Information
• Provide Succinct And Comprehensive Offender-case Data
• Enhance Criminal Justice Data Accessibility
• Implement Enterprise Event Management
• Implement Connecticut’s CJIS Architectural Standards
Vision
Develop Scaled Objectives --- Lower Level (Project) • Provide a single source repository of offender-case data that is accurate,
verifiable, timely and available to criminal justice agencies as authorized • Provide a vehicle to exchange information between existing criminal
justice information systems• Facilitate and reinforce agency cooperation and interagency information
sharing solutions• Provide a mechanism to inform appropriate criminal justice agencies of
the occurrence of significant criminal justice “events”• Provide a scalable, adaptable, and maintainable architecture to
accommodate future criminal justice enterprise and operational requirements
Governance
Organizational Structure ---Ad Hoc
ExpedientFlexible Host Agency, Empowered
Established StatutorilyAuthority / AdvisoryFunded / Fund ManagementParticipants Component Responsibility Assigned
Governance
Management Structure - - - System IntegrationApplication DevelopmentSystem Operations
Responsibilities may vary by phaseInformation Technology provided
centrally or distributedCoordinating Authority Agency,
often driven by budget development
Governance
Management Scope - - -
Executive and Judicial Line Agencies
Policy and Technology Agencies
(for all CJIS Business Practices)
Users in the Framework of
Executives
Managers
Technicians
GovernanceSystem Integration and Interoperability Issues --- • Integration Scope
Juvenile and /or Adult Offenders Crime Types
• Non-Criminal Justice Agency Roles• Operational and Maintenance Responsibility• Cost Allocation / Distribution• Data and System Security• Data Quality and Timeliness• System Architecture (Repository / Index / Data Exchange)• Data Population or Conversion Requirements• Data Retention / Archival / Expungement / Erasure Requirements• Infrastructure Capacities
Networks Agency Systems and Staff
• Accommodation of Future Technologies
Governance
Validation ---• Focus on the Fundamental Principles for Successful Implementation of an
Integrated Justice System Importance of Strategic Planning A Unified Vision for Integration
o Specific, Measurable and Attainable Objectives Creation of a Mandated Governance Structure
o Management Organization and Committees Incorporation of Standards
o Information Exchange Pointso Technology Standards
Establishing Manageable Project(s) Scope to Demonstrate Progress Funding for Integration Project Management
o Issue and Risk Management On-Going Communications
Governance
Justice Information Integration’s
Balancing ActNeed to
Share InformationAgency
Responsibility
Conclusion 10 Critical
Success Factors• User Involvement• Executive Management Support• Clear Statement of Requirements• Proper Planning, Including Architecture• Realistic Expectations• Controls and Interim Project Milestones• Communication• Ownership• Clear Vision and Objectives• Competent Hard-working, Focused Staff
Resources• Project Management Institute
http://www.pmi.org
• NASCIO Enterprise Architecture https://www.nascio.org/
• Federal Enterprise Architecture http://www.feapmo.gov/fea.asp
• SEARCH http://www.search.org/
• Information Technology Infrastructure Library (ITIL) http://www.itil-toolkit.com/itil-guide.htm