1 is 556 enterprise project management. 2 pmo: cost center or profit center
TRANSCRIPT
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Cost Center or Profit Center? Depends on what the PMO is set up to handle
Can easily just generate costs if PMO is constructed in answer to a particular crisis.
Profit center PMOs are those that create project management systems that add value dependably and repeatedly.
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Major Contributions Program management (PgM) comes from
manufacturing where products are always been developed, implemented, marketed and closed out
Program management (PgM) roles Primary – manage the business on the program to insure
the return & other business objectives are achieved. Secondary – lead multiple pjt teams thru the product
development life cycle through coordination and control mechanisms
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PgM Core CompetenciesCustomer & Market• Market validation• Commitment to customer• Knowledge of customer
application
Team• Leadership and team building• Influencing and delegating• Decision-making• Communicate in all directions
Business & Financial• Strategic thinking• Business/industry/product
knowledge• Financial analysis capability• Ability to partner and use
network effectively
Professional Development• Continual Improvement• Depth/Breadth of expertise• Self motivated• Advocate for change
– What does this say for using PgM on IT projects?
Lecture 7 [57] IS 556 --Spring 2008 May 12, 2008 7
Bonham Ch 5 – Architecture Management Overview
5.1: The EBA (Enterprise Business Architecture) 5.1.1: Supply and Demand 5.1.2: Constraints and Enablers 5.1.3: Business System Modeling
5.2: The EIA (Enterprise Information Architecture)
5.3: Implementing EIA
5.4: Summary
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Architecture Management Overview Enterprise Architecture (EA):
a strategically aligned blueprint from which IT projects can draw.
Enterprise Architecture (EA) consists of: Enterprise Business Architecture (EBA)
Simple version consists of: Organizational charts Job descriptions
Advanced version adds: State charts Process Flow Charts
Enterprise IT Architecture (EIA) consists of: Information Architecture (DBMS versus silo systems) Application Architecture (Enterprise systems versus home-grown) Technology Architecture (WAN versus LAN)
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Architecture Management Overview
For creating the EA, IT PMO coordinates: Business units Business case writers IT architecture teams
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Comprehensive EA Benefit Goals – Define the direction and priorities of IT in an
organization, linked to business goals Long-term savings in support Better alignment with business strategy More consistent IT processes Best practices in software reuse Common look and feel on all systems makes all
easier to learn and use Lower costs of integration
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The Enterprise Architecture (EA) Choices
Starting at thebottom andworking up whendeveloping anEA
Fig 5.1
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5.1 (EBA) Enterprise Business Architecture Problem/Solution:
Corp strategy is developed by executive committee BUs then develop their microstrategies and goals (M&G) Then – business cases are presented to prove their
alignment to M&G BUT– who keeps this stuff up to date Enter the IT PMs who are constantly drilling down and
updating such stuff and then keeping it in the IT-PMOs IT-PMO can then tell the business case writers
what goodies they already have for them to use and what they can store for them so they end up with
a viable EBA (Enterprise Business Architecture)
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5.1.2 Constraints & Enablers for Technical Initiatives
Fig 5.4 –pipeline between initiative portfolio and projectportfolio – show both constraints & possible enablers
2 types of constraintsconstraints inhibit success of architecture 1. Facts of life (FOL) –govt. regs., geography, technology– unavoidable
2. Manageable –capital allocation, org structure & forces, IT architecture, mitigated risks
Now possible to complete development of the EBA
Fig 5.4
Lecture 7 [57] IS 556 --Spring 2008 May 12, 2008 15
5.2 The EIA (Enterprise Information Architecture) Helps guide the acquisition and deployment of technology – from
approved business initiatives Remember EIA has 3 layers influenced by 4th (the EBA)
Information Architecture Application
IT PMO now maintains the architecture as business changes IT PMO reviews technical business initiatives in light of the
architecture layers to determine How new tech fits with each of the 4 layers How new tech will be deployed Timeline for help desk training What external support is needed Will new tech migrate to future technologies
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5.3 Implementing EIA with EAM team
The Enterprise Architecture Management (EAM) coordinates with the various business units and IT architecture teamto DEVELOP and EVOLVE the EBA and EIA [4].
EAM consists ofrepresentativesfrom various business units.
1. Early tech assessments2. Review viability3. Audit ongoing pjts.
Virtual PMO =EAM + IT PMOFig. 5.8
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Summary On reviews of IT-based initiatives, EAM team of
the IT PMO acts as a middle man between business case writer and IT architecture review team.
EAM bases technical risks on architectures from business units (EBA) and IT (EIA).
Potential problem of maintaining EBAs and EIAs is addressed by IT PMO developing: Firmness in some areas Flexibility in others
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Bonham Ch 6 – Asset Management 6.1: Inventories
6.2: Enterprise Asset Management
6.3: Organizational Support
6.4: Summary
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Inventories Problem of uncoordinated IT inventory and control process
in business units and corporate.- no one knows exactly what the IT assets are in the firm!
Solution: Get a handle on current inventory of IT assets Goals for the centralized asset inventorycentralized asset inventory
CommunicationCommunication - Stronger between disparate projects - Stronger between disparate projects FinancialFinancial – determining the TCO (Total Cost of Ownership) of IT – determining the TCO (Total Cost of Ownership) of IT
assetsassets OperationalOperational – improving response to problems with business-critical – improving response to problems with business-critical
IT systemsIT systems Project Support Project Support – making sure asset procurement workflow follows – making sure asset procurement workflow follows
guidelines and with portfolio reducing redundancy from guidelines and with portfolio reducing redundancy from TrainingTraining LicensingLicensing Help desks Help desks
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Inventory Types Static Inventories
Finding hardware throughout firm Getting a baseline inventory of IT assets –
--find out how IT assets used -- see them -- count them -- record them -- then update the baseline
Dynamic Inventories Unfortunately, inventories are rarely, if ever, static so when
doing the baseline– there are more assets coming in through silo-like processes at the business units
Must get control of the distributed IT asset purchasing processes
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Dynamic Inventories – Project Inventories
What happens to IT assets after successful rollout? Convert to production use Use lease arrangements -- IT assets revert to leasers Give to operations for future upgrades Licenses go unused – biggest missed opportunities for IT
PMO
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Effects of Asset Inventories on the EA
DistributedInventory
DistributedInventory
DistributedInventory
Molds
HR
Marketing
Manufacturing
IT Purchasing&
Control Processes
Restricts
Molds
ConsolidatedIT Asset
Inventory
Restri
cts
EA
Molds
Mar
ket
pla
ce
CorporateStrategy
EBA
EIA
Molds
Molds
Lecture 7 [57] IS 556 --Spring 2008 May 12, 2008 26
Financial Asset Management IT assets have several phases which EIA s/assess
Tasks in assessment: Is asset already in the enterprise’s inventory? Is asset listed in enterprise’s approved product catalog? Is asset compatible with the environment? Is pricing review and vendor negotiation needed? Should asset be added to standard catalog?
Tasks managed by PM and IT operations in life cycle Requisition – request for asset by PM Approval – by project sponsor and notification to IT support Procurement – purchase order sent to vendor /notify IT support Receipt – shipment received, sent to IT support Deployment – IT support installs, Pjt team tests Tracking – viewable by auto-tracking tools, status to asset mgt Disposal – shut-down status set to asset management
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Organizational Support Asset management must have executive support Must be a top-down directive,
Support from all levels needed Inventory team
Needs to understand and control duplicate asset procurement and management processes
Needs to be aware of any other hardware and software surveys that other business units may be undertaking
Only then, a moving inventory can begin that logs incoming assets while tracking existing assets.