Enterprise Project and Portfolio Management Implementation Project. Update to the ETS Customer Utility Board Julie Pearson May 27, 2015

Transcription

1 Enterprise Project and Portfolio Management Implementation Project Update to the ETS Customer Utility Board Julie Pearson May 27, 2015

2 Why do we need PPM? Office of the State CIO Key Initiatives (from current EIRM strategic plan): IT Governance Strategic Technology Office Enterprise Project Portfolio Management Oversight and Quality Assurance Enterprise Architecture Effective IT Governance helps ensure that IT supports business goals, optimizes business investment in IT, and appropriately manages IT-related risk and opportunities. IT Governance Institute, 2014 Optimization Security Regulatory Mandate: ORS mandates the use of portfolio-based management of IT investments; this project would implement a solution to meet this mandate.

3 Majority of IT Projects fail in BUILD due to lack of upfront planning

4 IT Governance Framework Charter Purpose: Implementation of phase 1 of the Enterprise IT Governance framework and develop a legislative package and staffing plan for complete program implementation. Expected Results: Implementation of the IT governance framework to: increase enterprise IT coordination increase enterprise IT compliance reduce system duplication align technology solutions streamline IT portfolio management

5 Balanced Enterprise IT Governance Framework Decision Makers Agency Business/CIO Strategic Technology Officer Agency CIO/Business and Partners/ IT Gov Steering Team Agency Functions Agency specific processes Agency & Departments Shared Functions Operation Local Area Network Specific Services (ie -client hotline) Unique Applications (ie- Trip Check) Shared Infrastructure (ie-justice Network) Shared Services (ie helpdesk) Common Applications (ie- Business Registry/Portal) ELT/State CIO/COO (input: IGST, ETS CUB) Enterprise Shared & Utility Function Statewide Infrastructure (ie-network, phones, Active Directory) Shared Services (ie-e-gov, IT Recruiting, GIS) Common Core Applications (ie- Payroll, Records Management)

6 INCREMENTAL DELIVERY All new major IT projects (agency, shared or enterprise utility) will develop, incrementally, ensuring that key milestones are met before a project continues. This part of the oversight process is called Stage Gate- the workflow is automated in the PPM Tool

7 Identify duplication and shared opportunities Automated process in PPM tool

8 Project information tracked and provided to the decision makers Information Technology Project Initiation Document 2/22/2006 Strategic Alignment High Project Initiation Document (PID) Project Summary Project name Workforce management Objective To introduce best practice model for hire to pay workforce management allowing the district to: Improve inter-departmental coordination Create a broader reach to existing and potential district staff Increase confidence in district personnel budgeting Build transparency in district operations Executive sponsor(s) Heidi Franklin Richard Clarke Program manager(s) Michelle Riddell Steve Olson Cost $446,000-$491,000 Strategic Alignment (0-2) Legal / regulatory 0 N/A issues Student 0 N/A achievement Productivity enhancement 1 Streamlines process for staffing projections o Currently 3 formats required Integrates recruiting and hiring processes into PeopleSoft, enhancing ability to extract management information Cost reduction 2 Accurate, real-time staffing data will allow more disciplined hiring practices vis-à-vis approved budget Revenue 0 N/A enhancement Enterprise data 2 Single source of reliable, real-time staffing data will improve: o Budgeting accuracy o Clarity of staffing decisions o Time to identify vacancies and initiate hiring process Strategic alignment 0.83 total Project Risk (0-2) Technical People Process Project risk total Data integrity Changes to longstanding roles and responsibilities Deep engagement from stakeholders Inter-departmental collaboration Low High Project E Project B Project G (new) Project F Project risk Projected lifecycle cost: Project D Project C Project A $XM Project H (new) Low defined components of strategic alignment and risk indices

9 Value to Organization The PPM Opportunity Maturing the whole Organization Enterprise Basic Ad hoc No Portfolio Inventory or Process - Just Do It -Success is random -Poor transparency Project Inventory Processes are defined & documented, and most projects are aligned to Business Driver All projects are consistently captured in a project inventory Project Portfolio Portfolio analysis is repeatable, predictable, and consistently used to evaluate and optimize project portfolio selection Portfolio Management teams are able to understand, analyze, & recommend optimal portfolio bundles and schedules to technology and business partners Stages of Excellence Cross Portfolio PPM is adopted and used consistently across multiple organizations and portfolios Portfolio Analysts can compare and leverage portfolio analysis information across multiple departments Consistent measures enable cross portfolio analysis, selection, planning and management that supports predictive modeling and internal / external benchmarking PPM is optimized across the enterprise with a focus on continuous risk mitigation and value creation Project portfolio performance and risk data is understood and can be compared at the individual, cross-lob, and enterprise levels Senior leadership is able to leverage PPM analysis when allocating funds to various portfolios Ability to measure and benchmark entire portfolio lifecycle World-Class Crawl Walk Run

10 Feb 2015 Benchmark Survey results- validates assumption of agency maturity levels Cross Portfolio Enterprise Larger agencies with staff, skills and tools have a higher level of maturity Project Portfolio Basic Project Inventory State Average 1-2 Basic- Project Inventory

11 Vendor: CA Sponsors: Alex Pettit Kris Kautz Enterprise PPM Project Agency Pilot: Department of Revenue Business Owner: Julie Pearson Project Manager: Steve Schafer Tool: Project & Portfolio Management Project Team: Oregon State Police Veterans ODOT Employment OSCIO

12 PPM Project Schedule Overview 3/5/2015 Milestone 1 - Project Kickoff 5/26/2015 Milestone 2 - Requirement & Value Realization Milestone 3 - Completion of Design Document Today 6/15/2015-6/30/2015 User Testing 8/12/2015 Milestone - System Deployed to PROD 7/29/2015-8/10/2015 Post Deployment Support 4/1/2015 5/1/2015 6/1/2015 7/1/2015 8/1/2015 8/13/2015-8/28/2015 3/11/2015-5/15/2015 OSCIO-lead Agency Onboarding 3/1/2015 Requirements Gathering & Design 7/15/2015-7/17/2015 8/31/2015 Mentoring Sessions 6/22/2015 Milestone 4 - System Configured, Testing Complete Note: The Design Documentation and Value Realization processes are interdependent and will be completed in parallel. The milestones for both are scheduled to be completed simultaneously on 5/26.

13 Stage Gate Approval Process Flow PPM Immediately Preceding SG 1 through SG 4 Project Workflow LFO Notify #PR-005 LFO Review Notify #PR-006 LFO Review Notify #PR-007 LFO Review Stage Gate Workflow Notify #PR-008 LFO Review Automated stage gate process. Green = oversight process PM Stage Gate Project Update Properties in PPM Stage Gate 1 Initial Plan Documentation SG Approval Stage Gate 2 Business Case & Foundation Project Management/ Procurement Documentation SG Approval Stage Gate 3 Design, Development, Implementation Documentation SG Approval Stage Gate 4 Closing Documentation Project Close Out SG Approval For copies of Stage Gate artifact templates, PMs will need to visit the Knowledge Store. Once an artifact has been completed, the PM must save the document in the Collaboration area for the project, in the correct artifact folder by stage gate. Procurement/DOJ Procurement and/or DOJ will have view access into the PPM applicaiton Indp QA Risks identified by independent 3 rd party QA will be added by the PM for the project risk source will be 3 rd party QA

14 Idea Summary This screen contains high level information about the Idea. Because not all of the fields are mandatory, the PPM application can be used as a data repository as Ideas are formulating. An agency project manager or authorized agency staff will complete this information; additionally the STOs can enter Ideas into the PPM. This screen is designed for agency use and initial governance/alignment.

15 Idea Strategic Alignment This screen captures the Agency s alignment to Strategy (Agency, Enterprise or Other) as well as priority of the idea for the Agency, Division and Business unit. If the Idea is mandatory due to a legislative change or other compliance initiative, this information can also be captured here. This is a basic input screen. Agencies can customize their intake screens to match their current governance models.

16 Idea Governance Dashboard This dashboard provides an overview of Ideas (preprojects) and how they align with Agency priorities, Policy Area priorities and Enterprise priorities. Ideas with high Agency alignment but low Enterprise alignment would be good Agency specific projects; those with high alignment to the Policy Area or Enterprise might be opportunities for shared service or utility projects Agencies will do an initial idea assessment; alignment factors for the Policy Area and Enterprise will be provided by the STOs with input from the Shared Service Directors or Enterprise IT Governance

17 Stage Gate Dashboard This screen captures all Stage Gate projects and the gates which they have passed based on the State CIO s recommendation. With appropriate access, you can drill down each project for more detail. The tabs on the top take you to Idea, CIO Stage Gate and LFO Stage Gate screens.

18 Complete Stage Gate Submittal Although the print is small, this is the essence of the automated Stage Gate; each possible required artifact is listed, the agency can, with the click of a button, submit their project for gate review and approval. The OSCIO Analyst and State CIO will capture their recommendation for each gate within the tool. Comments and requests for clarification can also be captured. Project documents are uploaded into the document repository. Keeping all project artifacts together and easily retrievable.

19 Stage Gate 1 A close-up of the Stage Gate one portion of the Submittal screen

20 Stage Gate 2 A close-up of the Stage Gate two portion of the Submittal screen

21 Stage Gate 3 A close-up of the Stage Gate three portion of the Submittal screen

22 Stage Gate 4 A close-up of the Stage Gate four portion of the Submittal screen

23 LFO Stage Gate Approval Process Flow These stoplights indicate what gate the project is currently at hovering over the diamonds will tell you what the colors mean. These are created based on the State CIO s review of the project. With appropriate access, clicking on a Project Name will navigate into the project to review project documents.

24 LFO Stage Gate Approval Screen This screen provides space for comments (additional comments can be added in a separate document into the Collaboration area of the project) Checking the submit Recommendation box sends a system alert to the Agency and the Office of the State CIO that the LFO review is completed

25 This will replace the current manual submission process. Agency must use the Enterprise solution to report projects over $150K and run major projects through the Stage Gate process. They can also choose to use at the agency level for Project and portfolio management. Agencies who already have a PPM can work with OSCIO and CA on import methods. STOs will enter information for Boards, Commissions and smaller agencies as well as shared services

26 What s Next? Continue current reporting process to OSCIO and LFO until notified Complete Enterprise process roll-out - August Develop training materials Complete agency onboarding process and schedule August Begin onboarding additional agencies Enterprise license fee paid by OSCIO (limited) Agencies onboarding for use of PPM in agency $20K includes configuration services, data load and training.

27 Questions Contact: Julie Pearson / Steve Schafer /