it pmo charter (linkedin)

August, 2008

PRESENTATION

IT PMO CharterCommunication Document

2

Agenda

IT Program Management Office – Core Competencies

– IT Governance and the PMO

– PMO Pyramid, “hierarchy of needs”

– PMO Models available

– Planning

• Demand Management

• Project Management Methodology

– Communication

• Project Performance Metrics

• Status Reporting

– Administration

3

Our multi-layered governance structure will streamline decision making and improve transparency and control of IT

Governance Level

IT Steering Committee

Governance Body Membership Objective

IT Steering Committee CEO, CFO, CIO, BU presidents

Govern DII IT strategy, funding allocation and investments

IT Leadership Team CIO and direct reports Govern day-to-day IT operations

IT Project Portfolio Committee

PMO, Program Managers, Business Liaisons

Govern the project portfolio and project execution

Functional Process Teams

Enterprise Architects, Business Functional leads, system leads

Govern enterprise architecture and standardization

Change Control Board Infrastructure tower leads, system leads

Govern changes to the IT production environment

Doosan IT Council

Design not completed

Project Management and Delivery

ITMgmt

Technical and Business Committees

1

2

3

4

5

4

Program Management encompasses several components of IT Governance which are critical to a smooth running IT department

*

**

Areas that can be effectively managed by a Program Management Office

5

The success of a PMO requires success in base-level competencies before results from advanced competencies can be achieved.

PMO Maturity exists in layers thatare building blocks to the next levelof maturity

At the foundation, a PMO must beable to produce accurate statusreports on projects.

The next foundational element isdeveloping people who can executeprojects and understand the benefit thatcomes from repeatable, lean processmethodologies.

The aforementioned building blocks allowan organization to adopt processes andmethodologies to improve project executionand likelihood of achieving promisedbusiness benefits.

6

The charter of the PMO is to be the “center of excellence” for program management which includes the following three areas…

DII IT PMO Charter

Planning

Planning begins with the determination of what IT investments the business will pursue in the coming year. The PMO is required to orchestrate project demand through project funding

The PMO helps plan during project execution by establishing methodologies and repeatable processes

Communication

Communications within the IT group include holding regular all-employee meetings, IT PMO meetings, and intra-program meetings.

Communications beyond IT include monthly CC CIO team progress sharing and executive communications including the PMO dashboard and TSA elimination dashboard

Administration

Financial administration is a key component of tracking IT Investments. The PMO will handle PO requisitioning and invoice processing for all outside IT spend.

The PMO will handle meeting planning and large event coordination as needed for the IT department.

7

Planning is the first PMO core competency.

The PMO is responsible for coordinating the selection and funding of IT initiatives across all DII businesses:

– Search out all demand for new IT projects

– Initiate sessions with IT-Business review session to determine projects with greatest alignment to LRP

– Pull together final IT capital plans for each business, make adjustments to meet AOP stretch targets

The PMO is responsible to work within IT to determine a standard project management methodology which enforces repeatable efficient processes

– Methodologies will be developed with grass-roots support to encourage adoption

Build a culture of respect for project management as a discipline

– Organize training and certification programs for people involved with project management

– Work with IT Leadership team to build PM training into their teams development plans

8

Demand Management is the first step in selecting which projects will be funded

IT Management

BusinessManagement

Project Requests

Business – ITCouncils force-rank

Projects for Alignment to

LRP objectives

Final IT ProjectPortfolio andCapital Plan

AchievedFrontlineWorkers

LRP Filter AOP Filter IT ProjectPortfolio

AOP ChallengeIs applied and

Further eliminatesprojects

Project Ideaswill outnumber

the number that canbe funded

9

The PMO will ensure that projects are executed in a disciplined and structured manner

Initiate and transition project from concept stages into IT Project development

Develop initial business case and create project charter

Identify and engage Project Stakeholders and Requirements Providers.

Develop and document Preliminary Project Plan, which covers plan for Define phase activities

Conduct tollgate review

Develop business requirements

Develop systems requirements

Develop high level architecture design

Define deployment strategy

Initiate RFP / RFQ process

Conduct make/buy/reuse analysis

Refine business case


Migrate to new system

Update site deployment materials and system documentation

Transition to operations

De-install legacy systems


Close project

Project Management Methodology

ConstructConstruct

Conduct Construct-phase kickoff

Develop architecture design

Develop detailed design

Develop data migration strategy plan

Develop test plans

Complete system / site deployment plan

Code and unit test

Configure, integrate, and deliver system

Setup QA environments


Conduct system testing

Conduct data migration testing

Conduct user acceptance testing

Conduct site readiness review

Analyze defect and change requests

Verify release readiness


Phase 1 Phase 2 Phase 3 Phase 4 Phase 5G1 G2 G3 G4

CER ApprovalCharter Approval Go/No Go

G5

Approve for Test Project Close-Out

DeployDeployPlanPlan DefineDefine TestTest

10

The Plan/Define deliverables build upon each other to culminate in the ultimate Plan/Define milestone – a completed and signed CER

BusinessRequirements

Document

SystemRequirementsSpecification

TechnicalArchitectureSpecification

BusinessRequirements

Document

SystemRequirementsSpecification

TechnicalArchitectureSpecification

CommentsComments

CERCER

G1 G2

The project charter sign-off is the

official beginning of the project

CER (signed)

CER (signed)

Build/Buy Analysis

RFP/RFQ

Build/Buy Analysis

RFP/RFQ

If Necessary

Plan/Define documentation serves as the “building blocks” for the CER

Plan/Define documentation forces project teams to “plan the project”

The objective is to gain efficiency from a repeatable methodology, while allowing the project teams the flexibility to manage time and resources

Plan/Define documentation serves as the “building blocks” for the CER

Plan/Define documentation forces project teams to “plan the project”

The objective is to gain efficiency from a repeatable methodology, while allowing the project teams the flexibility to manage time and resources

Project PlanProject PlanProject Charter

Project Charter

In order for a CER to be approved the Plan/Define documentation must be completed

Fund/No Fund Decision

11

Communication is the second PMO core competency.

The PMO’s core competency remains in reporting project and program status to the business

– The PMO dashboard and TSA Scoreboard for summarizing extensive project detail

– The PMO coordinates and facilitates meetings across stakeholder communities:

- All IT Employee Meeting

- Information Exchange with CC CIO team (Seoul)

- Ad-hoc updates to executive leadership

The PMO team organizes and facilitates weekly, program-wide and IT-wide program status meetings in the areas of:

– ERP and DMS (Dealer Management Systems)

– IT Infrastructure and Facilities

These meetings are the primary means of keeping communication alive across stakeholders within a certain IT discipline.

12

Throughout the project lifecycle we will track key project metrics - project milestone achievement, project cost, and quality of delivery

TimeTime

Project Performance Metrics

The Key milestones

Estimated and actual time for completion

Percent completion

Weightings of milestones towards project completion

The Key milestones

Estimated and actual time for completion

Percent completion

Weightings of milestones towards project completion

CostCost

Estimated cost (and resources) for each project milestone

Actual cost expended

Invoiced cost

Corrective actions for estimated cost over-runs

Estimated cost (and resources) for each project milestone

Actual cost expended

Invoiced cost

Corrective actions for estimated cost over-runs

QualityQuality

Description of key project related issues

The relative impact of key issues (high/med/low)

The project risks and associated escalation actions

Description of key project related issues

The relative impact of key issues (high/med/low)

The project risks and associated escalation actions

13

Chile Implementation of Dynamics NAV - Issue Log

28Issue

# Issue Description StatusIssue

PriorityProject

@ Risk?Relevant

Milestone/TaskOriginal Date

of Entry

Est. Completion

Date Escalation Action Issue Owner Issue Type Comments

1 Version ChoiceClosed High No Detailed Business Case

(CER)20-Feb-08 22-Feb-08 Escalate to PMO Mike Coogan Scope Change

2 Data Transfer - From SKCClosed Medium No Data Conversion 18-Feb-08 21-Feb-08 None-Project Team To

ResolveClifford Booker Resource Constraint

3 Hiring of Local Controller

Closed High No Business Requirements Document (BRD)

28-Feb-08 None-Project Team To Resolve

Jorge Beals Resource Constraint

4 Terms & Condition ReviewClosed Low No Other - N/A 18-Feb-08 4-Apr-08 None-Project Team To

ResolveJorge Beals Vendor

Sourcing/Management

5 Printer TestingClosed High No High-level Architecture

Document18-Feb-08 4-Apr-08 None-Project Team To

ResolveJavier Alcorta Other (Please Clarify in

Comments)Testing

6 Fixed Asset Data

Closed Medium No Business Requirements Document (BRD)

20-Mar-08 4-Apr-08 None-Project Team To Resolve

Jorge Beals Other (Please Clarify in Comments)

Hard getting fixed asset data

7 Historical Data Archieve

Open Low No Transition to Support Team

20-Mar-08 30-Jul-08 None-Project Team To Resolve

Jorge Beals Other (Please Clarify in Comments)

Need to resolve how to store 5 years worth of data for legal reasons

8 Availability of Super Users


20-Mar-08 4-Apr-08 None-Project Team To Resolve

Jorge Beals Resource Constraint

9 Translation Services

Closed Medium No Systems Requirements Specification (SRS)

25-Mar-08 21-Apr-08 Escalate to Vendor Clifford Booker Resource Constraint ELC Latin America Spanish Translation

10 Open Tranaction Data


7-Apr-08 31-May-08 None-Project Team To Resolve

Clifford Booker Other (Please Clarify in Comments)

Need to add open transactional data into the system. May need to manually do this.

11 Chart of Account Mapping


4-Mar-08 3-Jun-08 None-Project Team To Resolve

Mike Coogan Resource Constraint

12 Foreign Currency for Rental Contracts

Closed High No Business Requirements Document (BRD)

20-Mar-08 30-Apr-08 Escalate to Vendor Clifford Booker Vendor Sourcing/Management

UF Currency - Rental Contracts

IT Status Reporting

Chile Implementation of Dynamics NAV - Budget Data

Currency Total CERTotal Incurred

ExpensesTotal % Incurred

Total Invoiced

Overall Budget - Over Budget/On

Target?

USD - United States Dollars 249,200 149,906 60% 139,433 Under Budget

Line # CER Line Item CER Type

Total Budgeted

Spend

Incurred Expenses to

Date % Incurred

Expenses Invoiced To

DateTotal Duration

(in months)

Projected Over/Under

Budget?

New Estimated

Budget Corrective Action Comments1 31 MS Dynamics NAV Advanced user licenses One-Time License Purchase 42,600 38,496 90% 38,496 N/A - One Time Under Budget2 Server software (SQL, Citrix, Term) One-Time License Purchase 19,000 0% N/A - One Time3 30 Dysel ELC user licenses One-Time License Purchase 36,000 28,692 80% 28,692 N/A - One Time Under Budget4 1 MS Dynamics NAV Spanish Language module One-Time License Purchase 800 729 91% 729 N/A - One Time Under Budget5 Jet Reports Licenses One-Time License Purchase 3,400 0% N/A - One Time6 31 MS Dynamics NAV Advanced user maintenance (1yr)Ongoing SW Mntnc 6,900 6,822 99% 6,822 N/A - One Time Under Budget7 Server software (SQL, Citrix, Term) maintenance (1yr)Ongoing SW Mntnc 3,000 0% N/A - One Time8 30 Dysel ELC user maintenance (1yr) Ongoing SW Mntnc 5,800 4,493 77% 4,493 N/A - One Time Under Budget9 Jet Reports maintenance (1yr) Ongoing SW Mntnc 600 0% N/A - One Time

10 Dysel - ELC translation (12 hours) External Services 2,100 2,100 100% 2,100 1 On Target11 Developer/Translation Services External Services 30,000 7,500 25% 6,000 3 Under Budget12 Statutory Reporting & Tax Compliance Testing External Services 10,000 0% 113 Purchase local printers (laser to replace dot matrix) One-Time HW Purchase 11,000 - 0% - N/A - One Time Under Budget14 Application Server One-Time HW Purchase 10,800 0% N/A - One Time15 ACS WAN One-Time HW Purchase 11,300 0% N/A - One Time16 Print Server One-Time HW Purchase 900 847 94% 847 N/A - One Time Under Budget17 T&E for internal resources (11 trips @ $5,000/trip) Internal Resources 55,000 60,227 110% 51,254 3 Over Budget 65,000 Extended implementation date to June 1st1819202122232425

Project:

Percent Completion 1. Local Branch Resources

+0% +10% +20% +30% +40% +50% +60% +70% +80% +90% 2. Trial Balance Upload

3. Localized Reporting Compliance

On-Time (Y/N): Y 4. Credit Mgmt - Parent/Child Relationship

Budget Consumed 5. Historical Data Archieve

+0% +10% +20% +30% +40% +50% +60% +70% +80% +90%

On/Under Budget (Y/N): Y

Project Manager (PM): PM Contact #: PM E-mail Address: PM Update:

Chile Implementation of Dynamics NAV - Project DashboardDII_DMS_001 (Chile Implementation of Dynamics NAV)

Time Gantt Budget

60%

100%

Issues

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$249,200Total

Budget:

Mike Coogan 908-238-5820 [email protected] None

08 AOP: $175,000

0%

25%

50%

75%

100%

Jan

-08

Feb

-08

Mar

-08

Apr

-08

May

-08

Jun

-08

Jul-

08

Aug

-08

Sep

-08

Historical Percent Completion

60

11

69

10

(5)

5

67

33

(50) - 50 100 150

Internal Resources

HW Lease & SW Mntnc

One Time HW & SW Purch

External Services

Total Incurred Budget Remaining

Budget by CategoryBudget Consumed

56%

4%

40%

Incurred & Invoiced

Incurred, not invoiced

Budget Remaining

Milestone Completion Dates

Calendar Start

Top 5 Issues

Links to Project Detail

Associated TSA's

Historic Percent Complete

1. Chile ERP System

2/29 - Project Charter3/4 - Preliminary Project Plan3/4 - Business Requirements Document (BRD)3/4 - Systems Requirements Specification (SRS)2/29 - High-level Architecture Document3/21 - Detailed Business Case (CER)4/30 - Report Specifications4/18 - Data Conversion6/23 - Final Data Conversion4/28 - Setups5/31 - Report Development5/31 - Internal Testing5/31 - User Acceptance Testing (UAT)5/31 - Training6/27 - Go Live5/31 - User Manuals

Chile Implementation of Dynamics NAV - Milestone Status

Overall ProjectGeneral Project Information Sum of Milestone Weights w/in Phase Red Zone Limit Percent Complete

Proj Name: Chile Implementation of Dynamics NAV Plan/Define 100% 14 Days 99.0%

Proj Mgr (PM): Mike Coogan Construct/Test 100% Note: Based on

PM Phone #: 908-238-5820 Deploy 100% "Current Date - Orig Date"

PM Email: [email protected]

Proj Sponsor: Matt Timmes

CER Signed: Yes On Time: Yes

PM Status Message:

None

Other - N/A 1-Feb-08 08/01/0817

19

Line #-AND- Status Milestone/Task Description Project Phase

Milestone/Task Weight Within Phase (Sum to

100%) Task Start DateMilestone/Task % Complete

Original Est. Completion

Date

Current Est. Completion

Date CommentsContribut

ion1 Project Charter Plan/Define 10% 1-Feb-08 100% 25-Feb-08 29-Feb-08 1.5%2 Preliminary Project Plan Plan/Define 15% 1-Feb-08 100% 29-Feb-08 4-Mar-08 2.3%3 Business Requirements Document (BRD) Plan/Define 15% 15-Feb-08 100% 29-Feb-08 4-Mar-08 2.3%4 Systems Requirements Specification (SRS) Plan/Define 15% 22-Feb-08 100% 29-Feb-08 4-Mar-08 2.3%5 High-level Architecture Document Plan/Define 0% 29-Feb-08 0% 29-Feb-08 29-Feb-08 0.0%6 Detailed Business Case (CER) Plan/Define 45% 18-Feb-08 100% 29-Feb-08 21-Mar-08 6.8%7 Report Specifications Construct/Test 5% 3-Mar-08 100% 14-Mar-08 30-Apr-08 4.0%8 Data Conversion Construct/Test 12% 22-Feb-08 100% 15-Mar-08 18-Apr-08 9.6%9 Final Data Conversion Construct/Test 5% 29-Apr-08 100% 1-May-08 23-Jun-08 4.0%

10 Setups Construct/Test 20% 22-Feb-08 100% 28-Mar-08 28-Apr-08 Need to Review Service Set-ups 16.0%11 Report Development Construct/Test 9% 17-Mar-08 100% 15-Apr-08 31-May-08 7.2%12 Internal Testing Construct/Test 11% 28-Mar-08 100% 15-Apr-08 31-May-08 8.8%13 User Acceptance Testing (UAT) Construct/Test 16% 21-Apr-08 100% 25-Apr-08 31-May-08 12.8%14 Training Construct/Test 22% 14-Apr-08 100% 18-Apr-08 31-May-08 Finance & Servicing Training Needed 17.6%15 Go Live Deploy 40% 1-May-08 100% 1-May-08 27-Jun-08 2.0%16 User Manuals Deploy 40% 4-Apr-08 100% 11-Apr-08 31-May-08 2.0%17 Transition to Support Team Deploy 20% 5-May-08 0% 15-May-08 1-Aug-08 0.0%

Note: Adjust weights in each phase below

to = 100%

IT Dashboard

Project ID - Project Name

% Complete

CER DateGo-Live

DateNext Milestone &

DateTotal

BudgetBudget

IncurredOver

BudgetIssues Status Trend

DII_ERP_001.2 Hybris frontend for Utility ESA: Phase 1

7.1% 30-Sep-08 31-Mar-09 CER - 9/30/08 $883,000 $30,833 N

DII_ERP_002 DIITC Cloning Prep & Clean Up: Phase 1

100.0% 30-Apr-08 21-Jul-08 Phase 1 Complete $388,860 $281,030 N

DII_ERP_013 Geith Cleanup

2.3% 1-Jan-09 1-Jul-09Project Docs &

CER - 1/1/09$1,500,000 $0 N

*Identify Resources *The development of

Milestones TBD DII_ERP_024 Replace dealer roster functionality - ESA

15.4% 30-Apr-08 31-Dec-08User Mgmt Build -

8/6/08$237,000 $0 N

DII_ERP_025 Global Retail Campaign Management

40.7% 25-Apr-08 31-Oct-08Data Cleansing -

8/15/08$314,000 $157,980 N

DII_IFR_012 Siebel Replatforming

99.8% 11-Apr-08 14-Jul-08Close Siebel

Contract w/ACS - 7/31/08

$189,039 $175,818 N

IT Executive Summary

Project Update Sheets – Timeline/Budget/Issues

14

Administration is the final PMO core competency.

The PMO will serve as the administrative arm of the IT department due to its visibility across strategic programs and operations

The PMO will provide the following administrative services to the IT department:

– CER processing and administration including creating “backup support” for capitalization

– Handle PO creation and invoice routing. This should be for Opex and Capex on all US Oracle-based ledgers

– Provide periodic budget vs. actual status reporting at a cost center level and per CER

– Produce financial metrics for the IT-wide dashboard

IT Department administration

– Coordinate central administrative functions such as IT vacation and travel calendar

– Handle IT’s procurement card (US)