the trifecta pmo strategy: demonstrating value with the parallel implementation of project,...
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PROJECT
RESOURCE
STRATEGY
The Trifecta PMO Strategy:
Demonstrating Value with theParallel Implementation of
Project, Resource, and StrategicGovernance
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Your HostsDeborah Whit ten
Assistant Vice President,
IT Planning and Programs
Arizona State University, Tempe, [email protected]
Katherine (Katie) Ranes
Director, IT Planning and Programs Arizona State Univ ersity, Tempe, [email protected]
Tasleema Lal lmamodeDirector, IT Planning and Programs
Arizona State University, Tempe, AZ
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8/11/2019 The Trifecta PMO Strategy: Demonstrating Value with the Parallel Implementation of Project, Resource, and Strategic Governance (242627958)
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Agenda• Review the objectives• Introduction to ASU
• Our story
• Demonstrating value
• Wrap up• Q&A
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Objectives
• Understand why constituents demand a paradigm
shift toward multiple execution of strategic
planning and project, finance, and resource
management
• Identify the relationships between project, finance,
resource, and portfolio management
• Understand how metrics and analytics assist in
proving unarguable PMO business value to theorganization
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Arizona State University
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8/11/2019 The Trifecta PMO Strategy: Demonstrating Value with the Parallel Implementation of Project, Resource, and Strategic Governance (242627958)
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Michael Crow
President, ASU
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ASU Charter
ASU is a comprehensive publicresearch university, measured not bywhom it excludes, but by whom itincludes and how they succeed;
advancing research and discovery ofpublic value; and assumingfundamental responsibility for theeconomic, social, cultural, and overall
health of the communities it serves.
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Gordon Wishon, CIO
Arizona State University
For leadership in constant
improvement of higher education
and supporting technologies, for
visionary advocacy of best practices
and leading governance for the
management of technology services,
for collaboratively sharing his deep
understanding of higher educationissues, for overall excellent
leadership in the profession
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Project & Data Governance | Prioritization | Project and Portfolio Management | IT Planning | Quality Assurance | Client Relationship Management
Planning and Program
Management Functions
Administrative
Support
Quality Assurance
BusinessRelationship
Management
Communications
PPMO
- Planview
Administration
& Training- Security
- Infrastructure
- Operations
- CARE
- Academic
Technologies
- Prioritization
- Metrics
- Reporting- Web
Development
- Departmental
PM
- UTO PM
Support
- HR
- Finance
- PeopleSoftStudent
- E-Advisor
- Transfer
Programs
- SLAs: MLFTC
- CRM
- Help Desk
- ITSM- Business
Intelligence
DataManagement
Program &Project
Management
Program &Project
Management
Program &Project
Management
Program &Project
Management
Carol Schumacher
Patricia Schneider Katie RanesWarick Pond
Kelly Briner
Chris Deaton
Noel Thessing
Jason Striker
Tasleema Lallmamode
Deborah Whitten
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PPMO Charter & Goals
• Develop and maintain the IT strategic plan and ensure proper
alignment of UTO goals with the University’s mission and goals.
• Develop a process for requesting IT resources and initiatives,
defining objectives and scope, and prioritizing projects.
• Maintain the enterprise project portfolio.
• Provide UTO constituencies with visibility into IT projects, includingproject status, cost, risks, etc.
• Establish project management methods, tools, and techniques and
maintain a set of best practices available to the community.
• Manage and plan for resources necessary to execute on projects
so they are on time and on budget.• Evaluate details of project successes and failures and use lessons
learned to improve the project management methodology.
• Measure project performance and effectiveness for the UTO
organization.
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What that means…
• Ensure that we are investing in
projects that move ASU closer to the
vision of the organization.
• Data driven decisions
• Being transparent
• Ensure we have the right resources
to implement the vision of theorganization
• Doing the right things right
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Planview Enterprise
•Planview Enterprise acquired as SaaS
application 2012:
Project & Portfolio management
Resource & Capacity management
Financial management
Time tracking
Dashboard analytics
Workflow, configurable, scalable
Currently 600 users
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Managers
• What projects are my staff workingon?
• What projects should we be workingon?
• How much time should we bespending on projects vs MOB?
Resources
• What projects should we be workingon?
• How much time should we bespending on projects vs MOB?
Sponsors
• Can you do these projects?
• How much will it cost to do these
projects?• Why can’t you finish projects sooner?
CIO
• What is our capacity?
• Is this project strategically aligned?
• Do we have the money and resourcesto invest?
• How much are our projects costingus?
• How healthy is our portfolio?
PPMO
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Managers
• What projects are my staff workingon?
• What projects should we be workingon?
• How much time should we bespending on projects vs MOB?
Resources
• What projects should we be workingon?
• How much time should we bespending on projects vs MOB?
Sponsors
• Can you do these projects?
• How much will it cost to do theseprojects?
• Why can’t you finish projects sooner?
CIO
• What is our capacity?
• Is this project strategically aligned?
• Do we have the money and resourcesto invest?
• How much are our projects costingus?
• How healthy is our portfolio?
PPMO
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Managers
• What projects are my staff workingon?
• What projects should we be workingon?
• How much time should we bespending on projects vs MOB?
Resources
• What projects should we be workingon?
• How much time should we bespending on projects vs MOB?
Sponsors
• Can you do these projects?
• How much will it cost to do theseprojects?
• Why can’t you finish projects sooner?
CIO
• What is our capacity?
• Is this project strategically aligned?
• Do we have the money and resourcesto invest?
• How much are our projects costingus?
• How healthy is our portfolio?
PPMO
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Managers
• What projects are my staff workingon?
• What projects should we be workingon?
• How much time should we bespending on projects vs MOB?
Resources
• What projects should we be workingon?
• How much time should we bespending on projects vs MOB?
Sponsors
• Can you do these projects?
• How much will it cost to do theseprojects?
• Why can’t you finish projects sooner?
CIO
• What is our capacity?
• Is this project strategically aligned?
• Do we have the money and resourcesto invest?
• How much are our projects costingus?
• How healthy is our portfolio?
PPMO
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Managers
• What projects are my staff workingon?
• What projects should we be workingon?
• How much time should we bespending on projects vs MOB?
Resources
• What projects should we be workingon?
• How much time should we bespending on projects vs MOB?
Sponsors
• Can you do these projects?
• How much will it cost to do theseprojects?
• Why can’t you finish projects sooner?
CIO
• What is our capacity?
• Is this project strategically aligned?
• Do we have the money and resourcesto invest?
• How much are our projects costingus?
• How healthy is our portfolio?
PPMO
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Our Approach
Address the three aspects
1. Project Management
2. Resource Management
3. Strategic Governance
In parallel PROJECT RESOURCE
STRATEGY
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Questions to the PPMO
Sponsors:
• How much will it cost to
do these projects?
PROJECT RESOURCE
STRATEGY
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Questions to the PPMO
CIO:
• Is the project strategically
aligned?
PROJECT RESOURCE
STRATEGY
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Questions to the PPMO
Managers:
• How much time should we
be spending on projects
vs. MOB (Maintenance of
Business)?
PROJECT RESOURCE
STRATEGY
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Questions to the PPMO
Resources:
• What project should I
be working on?PROJECT RESOURCE
STRATEGY
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CASE STUDY
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Timeline
‘12 ‘13 ‘14 ‘15
July‘13
July
‘12
Oct ‘12
2011Spring
‘13
Spring‘12
Spring
‘14
NOW
Team
Formation
Tool
Research
PMP
Training
Pilot
New
Projects
and
Request
MOB
Time
Sheets
ResourceManagement
UTOleadership
ReviewsPortfoliodefinition
MOB
Strategic
Governance
Track
Strategic
Alignment
Compliance
Risk
Review MOB
Financial
Management
(Labor, SLA,
Funding,
Project
Budget)
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Timeline 2011 - 20122011
• Strategy: Team Formation and Organization
• Project: PMI – Project Management Training
• Strategy/Resource/Project: Tool Research and Selection
2012
• Strategy/Resource/Project: Tool Configuration
• Project: Pilot Tool in Large Project
• Project: New Projects
• Project: Requests for new projects• Resource: Timesheets
• Strategy: Define Maintenance of Business
• Project: All projects in tool
• Resource: Resource Attributes (Roles, Skills, Manager)
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Timeline 2013 - 2014
2013
• Project/Strategy: UTO Leadership Reviews (stage gate)
• Strategy: Enterprise Portfolio Definition
• Strategy/Resource: Maintenance of Business (MOB) Review
• Strategy/Resource/Project: Capacity Planning
• Strategy: Governance groups for portfolios
2014
• Strategy: Strategic Governance
• Strategy/Resource/Project: Strategic Alignment• Project: Compliance and Risk
• Strategy/Resource: Maintenance of Business Review (MOB)
• Strategy/Resource/Project: Financial Management
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Future
2015
• Strategy: Strategic Planning and Measurement
• Strategy/Resource/Project: Linkage to Financial System
• Strategy/Resource/Project: Strategic Reporting/Dashboards
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Current State and Challenges
• Implementing strategic governance in project
prioritization
• Resource management and training
• Training, recruiting, and enabling new team
members
• Managing the capacity pipeline
• Managing expectations of the role of PM
• Collaboration with other PMs across the university• PM “Lite”, AGILE, ITSM, and other integrations
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DEMONSTRATING VALUE
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Demonstrating value
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Defining the value of the PMO
• Ensure that we are investingin projects that move ASUcloser to the vision of theorganization.
• Ensure we have the rightresources to implement the
vision of the organization• Enable data driven decisions
• Ensure transparency
• Doing the right things, right.
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Data the PMO can collect
What projectsare a priority for
our sponsors?
What types of
resources do we
need and how
much of their
time do we need
for a project
Our current
project list andcurrent request
list, RAG status,
variance.
How much time
is allocated to
projects, and
how much is
actually reported
to projects vs
maintenance of
business
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What the metrics enable us to show
Strategic
alignmentof portfolio
Possible
impact of
accepting aproject
More
accurate
resourceforecasting
Actual
labor
investmentin a project
Project
Management
Maturity
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Communicating the value of the PMO
“Perhaps the biggest obstacle facing PMOs is not
delivering results, but communicating them upward.”
How we communicate the value of
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Managers
• Visibility into time requests andtask assignments throughPlanview.
• Visibility into priority lists inPlanview
• Weekly digest of portfolio health
Resources
• Clear time and taskassignments for projects.
• Visibility into priority liststhrough enterprise tool
Sponsors• Monthly meetings to review
priority lists, and tradeoffsrequired
CIO • Weekly meetings to discuss
impact of new projects andhealth of portfolio
• Weekly digest of portfoliohealth
PPMO
How we communicate the value of
the PMO
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WRAP UP
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Starting state
• Questions from multiple constituents at
different levels in the organization
• Given our mission and interdependencies,
difficult to answer questions by
implementing just one discipline
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Strategy
• Implement financial, strategy, resource
and project management at the same time
• We chose an organizational cure, rather
than individual, to project management.• Use an enterprise PPMO tool to capture
key metrics
• Communicate metrics in the most
appropriate manner
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Next steps
• Improve financial reporting and analysis
• Improve reporting automation
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Thank You
Please reach out to
us with any questions
Deborah Whit ten
Assistant Vice President,
IT Planning and Programs
Arizona State University, Tempe, AZ
Katherine (Katie) RanesDirector, IT Planning and Programs
Arizona State Univ ersity, Tempe, [email protected]
Tasleema Lallmamo de
Director, IT Planning and Programs Arizona State University, Tempe, AZ