using cpic pre-select to execute it strategy
DESCRIPTION
Too many IT projects in progress or in the queue with too few getting done on time, within budget and delivering the capabilities your organization needs? Really use your CPIC Pre-Select process to quickly assess incoming IT requests... before expending too many resources. Differentiate between Pre-Select and Select phases!TRANSCRIPT
Life Preservers – Tools & Solutions for Performance Management
Chart The Right Course with CPIC Pre-Select
Jenine Serviolo, PMP
SMART Management Consulting, LLC
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Charting the Right CourseA Case Study for CPIC Pre-Select
Overview •Organizational Context•Approach•Results
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Overview
Organizational Context• US Navy component IT Directorate with five divisions
– One of which is Policy & Planning
• Disparate division level project & program management practices… no PMO– Different, sometimes conflicting priorities– Significant process duplication– No end-to-end project manager for projects
• CPIC Process– Rolled out in 2005– Mature CPIC Select & Control Phases– Emerging CPIC Evaluate Phase
• Directorate wide use of Lessons Learned
– Integrated with budgeting process
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Organizational Context in 2010
Request Management Process• Multiple entry points for requests
– No central pipeline– No standard input or output between groups
• Significant duplication
– Drowning in requests
• Focus on tactical response to requests– No focus on problem statements, business needs or
objectives– Lots of ‘reverse engineering the problem’ to suit a
particular solution
– No consistent measure of how well requests meet organizational goals
• No directorate level prioritization
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Organizational Context in 2010
ITIM Maturity: Level 3
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Source: Government Accountability Office IT Investment Maturity Framework
Organizational Context in 2010
Why CPIC Pre-Select?
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“Before the project has begun, even before the business case is written, there needs to be a process for the discovery of investment opportunities. This discovery process and resulting portfolio are essential to ensuring downstream activities reflect the organization working on its "best" opportunities.”
Gartner, “Activity Cycle Overview:Program and Portfolio Management, 2007”
Approach
Focus on •understanding and articulating the problem•documenting business
(not IT) objectives •engaging sponsors•exploring non-IT solutions
BEFORE •expending significant resources to build a business case•building emotional attachment to the idea•gaining too much forward momentum
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Why CPIC Pre-Select?Approach
Whoooa!!Whoooa!!
Limit scope•Type of questions•Number of questions•Process footprint
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Why do we need another process?
We already do that!
Why do we need another process?
We already do that!
Initial Pre-Select ChallengesOvercome Resistance Channel Ideas Right Size Pre-Select Scope
Approach
CPIC Pre-Select Process
Change RequestReviewed
Route to Pre-Select
Pre-Select Form Completed
Pre-Select Form Reviewed
Accept & RouteReject
Rework
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Binning Process
Pre-Select Board
• Binning Leverages Existing Form & Meeting— added three questions— added participation
• CPIC Pre-Select Board (PSB)– created Board & Meeting– added Pre-Select Form– added Pre-Select Decision Form
Approach
Questions Used for BinningIs this part of a previously approved CPIC project?
If YES, does this request reflect changes in scope, cost or schedule?
Does this require cross-divisional support?
Is this a or major or significant change?
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Approach
PSB Assessment & DecisionsSample Assessment Questions
Is the problem statement clear and comprehensive?
Do the objectives clearly and comprehensively address the problem?
Do the objectives support the MSC mission/business needs?
Did the functional sponsor initiate the request?
Is this command directed or a mandate?
Is there a proposed or mandated solution to the problem?
Board Decisions
Accept and Route, Reject or Rework
Program and Portfolio placement
Functional sponsor
Technical sponsor
Run, Enhance or Transform
Low, Medium High priority
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Results
Results of Pre-Select
• Benefits Experienced– Heightened communication, coordination, collaboration…
enterprise visibility and unity of purpose– Focus on the real business problem to get clear, relevant
objectives– Consistent evaluation of requests
• Actually postpone or cancel requests• Eliminates duplication & pet projects
– Engages the right sponsors early– Promotes Portfolio Analysis
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Outstanding Challenges
•Prioritization•Pipeline Management
Approach
Keys to successOvercoming Resistance
• Gain buy-in incrementally – reiterate areas of agreement– address known issues– involve stakeholders in key
decisions – show minimal process
footprint
• Roll out incrementally
Right Sizing Process
• Ask right people & questions
• Make it – Quick– Consistent– small footprint
• integrate templates, processes, meetings
– well defined workflow
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Approach
Chart the Right Course with Pre-Select | Jenine Serviolo, SMART
Jenine Serviolo, PMPPresident & CEOSMART Management Consulting, LLC757.615.6865
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