The Road To Project Governance at Utah State University

Transcription

1 The Road To Project Governance at Utah State University

2 Three Key Things About Project Governance: 1. Project governance is a cri2cal element of any project 2. It provides a... consistent method... ensuring... success 3. determines the effec2veness of the project manager. Project governance is a cri2cal element of any project, especially on complex and risky projects. It provides a comprehensive, consistent method of controlling the project and ensuring its success by defining and documen2ng and communica2ng reliable, repeatable project prac2ces. It includes a framework for making project decisions; defines roles, responsibili2es, and accountabili2es for the success of the project; and determines the effec2veness of the project manager. PMBOK: Project Governance

3 What Project Governance Is Working on the correct projects Projects are priori2zed in the correct order Everyone knows why we are working on those projects The projects and their outcomes meet the standards of the organiza2on

4 A Project Governance Framework Helps: Define a project repor2ng system Outline specific roles and responsibili2es Define the ques2ons that need to be asked and to whom Set priori2es

5 What Does Project Governance Give Us? Clarifica2on Awareness that leads to understanding and resources As defined by USU s CIO, Dr. Eric Hawley

6 What Does Project Governance Give Us? Order and structure to our project lists Confidence to plan our work schedules It gives our staff Focus Direc2on Understanding It leads to consistent execu2on of tasks and projects Stronger rela2onships with clients and team members

7 Another Way To Look At It: With Project Governance Without Project Governance

8 What We Did At USU Step 1 Create A Project List Started by: Crea2ng a list of all projects with one person responsible for keeping it up to date Gained understanding of all the projects How they fit together Due dates Requesters Resources

9 What We Did At USU Step 1 Create A Project List Set scope Inves2ga2on Priority Status Project Title

10 What We Did At USU Step 1 Create A Project List Due Date Requester s Info IT Contact Progress Current Month

11 What We Did At USU Step 1 Create A Project List Project Notes

12 What We Did At USU Step 2 DeLine Governance Structure Created a project governance structure with four levels of responsibility: 1. Execu2ve Commi]ee Provost VP for B&F VP of Student Services CIO 2. IT Management CIO Project Manager Team Coordinators 3. Project Team Project Manager Team Members Client 4. Individual

13 What We Did At USU Step 3 Types of Governance Questions Execu2ve Commi]ee Does this project have a posi2ve impact for the University? How many people are impacted? Does this project fit within IT s Core strategy? What is the impact of not doing this project? 3. Project Team How standard a request is this? What risks are involved, or likely to arise? Based on our current priori2es and resources, when can we do it and what impact will it have on exis2ng tasks and resources? IT Management How standard a request is this? What risks are involved, or likely to arise? Do we have the skill set currently to do it? 4. Individual How standard a request is this? What risks are involved, or likely to arise?

14 What We Did At USU Step 4 Meet With Executives Called an ini2al meet with the newly created Execu2ve Project Governance Commi]ee Presented Project Governance plan for approval and to ensure compliance with organiza2on s standards

15 What We Did At USU Step 4 Meet With Executives Outcomes from the mee2ng: Improved rela2onship between Provost and IT Recogni2on of the large number of projects in one area of IT Realiza2on that project requests were evenly split between Academics and Opera2ons Awareness of resource bo]lenecks and imbalance in requests from certain areas An understanding that sending project requests to IT needs to be controlled and managed rather than a random, free- for- all approach Agreement on who would be involved in project governance and at what level

16 What We Did At USU Step 4 Put It Into Action Put it all into ac2on: Ask ques2ons of the right people Don t be afraid to call a governance mee2ng when you need to Plan / Document Publish the plan

17 If A Project Is Failing, Where Do People Look? Do they look at the programmers? Can't be them they were working hour weeks to get this done How about the client and stakeholders? Can't be them, they communicated their wants and needs So why did the project fail? Because of the Project Manager

18 What If Project Governance Was Followed? The programmers were working hard and on the right things The client was involved and kept up to date The Project Manger was organized and a cri2cal member of the team

19 What If Project Governance Was Followed? The process failed, not individuals If it is the process at fault (an inanimate object) it is far easier to fix than poin2ng your finger at someone, a person with feelings and emo2ons, and saying It's your fault! Sok on people, hard on the problems Time for your Lessons Learned or Aker Ac2on Revue

20 Project Governance Is A Tool, Not An End Peter Drucker said in his book "The Effec2ve Execu2ve : "Management is a tool, not an end. We don't manage for managing's sake, but for the mission - why we do what we do.

21 Principals And Vision In USU s Central IT The two guiding principals in Central IT at USU are: Communica2ng effec2vely with your clients and team members Mee2ng commitments you've made

22 Principals And Vision In USU s Central IT Building on those core principals, my own values are: Planning Focus Trust The mission for the Programming and Design team is to: Consistently Code For Success

23 Why We Have Project Governance By asking ques2ons of our team mates, clients, stakeholders, and others we are communica2ng By communica2ng and documen2ng we are building rela2onships and garnering trust By having documenta2on and a consistent process, we make confident, achievable plans By planning we know where to focus and meet commitments, thereby ensuring the project's success and ul2mately the success of your organiza2on.

24 Contact Details Paul Fleming McCullagh