Jennifer Baker, PfMP, PgMP, PMP Duke Energy Jennifer Baker, PfMP, PgMP, PMP Duke Energy . Agenda •

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  • Jennifer Baker, PfMP, PgMP, PMP

    Duke Energy

  • Agenda

    • Learning Objectives

    • Duke Energy at a Glance

    • Project Management Center of Excellence (PMCoE) Overview

    • PMCoE Governance

    • Tools Should be Transferrable for Different Project Types

    • Strategic Initiatives

    • Take-Aways and Wrap-Up

    2

  • Learning Objectives

    • Examine the governance framework of the Duke Energy PMCoE

    • Describe and compare the roles and relationships of the Duke

    Energy PMCoE and our PMOs/Major Projects Groups

    • Understand the advantages a flexible framework for project

    governance

    3

  • Duke Energy Overview

    • World’s largest publicly traded utility

    • Fortune 250 company

    • Serving 22 million people

    • Employing 28,000+

    • $6B+ annual capital spend

    • $2B+ annual O&M spend

    • Operations in:

    • Regulated business

    • Renewables

    • Commercial transmission & power

    • International markets

    4

  • Types of Projects:

    Shared Services

    Finance

    • Financial System

    Integration

    • Sales & Use Tax

    • Enterprise non-

    retail Billing

    IT

    • SharePoint Upgrade

    • Workstation Refresh

    • Active Directory Integration

    • Enhanced Cyber Security

    • Digital Acceleration

    • Customer Information Systems

    Human Resources

    • Job

    Harmonization

    • PeopleSoft

    Integration

    • PeopleSoft Self

    Service Upgrade

    5

  • Types of Projects:

    Traditional Utility

    Renewable Energy

    • Solar Joint

    Ventures in AZ, CA,

    NJ, MA and PA

    • Duke Owned Solar

    Projects in NC, TX,

    CA, AZ, and FL

    • Duke Owned Wind

    Projects in TX, WY,

    PA, KS, CO and WI

    • Notrees Battery

    Storage Project

    Construction

    • Coal Plant

    Retirement

    • Environmental

    Retrofits to

    Existing Plants

    • New Plant

    Construction

    Generation & Distribution

    • Fukushima

    Response

    • Transformer

    Replacements

    • Capacity

    Upgrades

    • Transmission

    Sub Stations

    • Smart Meter &

    Grid

    Modernization

    6

  • PMCoE vs. PMO/Major Projects

    • A PMO is an important central hub with a mandate to coordinate and deliver all project activities as determined by the organization's needs.

    • The PMO strives to standardize and introduce economies of repetition in the execution of projects.

    • Tasks may include monitoring and reporting on active projects, programs and sub- portfolios, and reporting progress to top management for strategic decisions on what projects to continue or cancel.

    • The PMCoE is a central hub with a mandate to provide a consistent framework to deliver the organization’s projects consistently.

    • The PMCoE supports the PMO in the execution of projects and continuously improves corporate governance.

    Policy

    PMCoE “What”

    Dep’t Procedures “How”

    7

  • PMCoE Mission & Vision

    • Vision: Become the Industry Leader in Project Management

    • Mission: The PMCoE will:

    • Establish a consistent and scalable process leveraging best

    practices,

    • Provide training, tools and oversight to enhance project

    performance and certainty,

    • Engage the project management community to focus on the

    pursuit of excellence, knowledge sharing and skills development.

    8

  • PMCoE Framework

    Best Practices Lessons Learned Benchmarking

    PMCoE Policy & Standards

    Career Path Development

    Policy & Standards Training

    Tools & Templates

    Team Workshops

    Answers to Questions

    Diagnostics such as

    Acumen Fuse Schedule Analysis

    Assessments Portfolio Reviews

    Reviews

    Independent Estimate Stage Gate

    Support Services

    Project Management Center of Excellence

    9

  • Governance Hierarchy

    Company Policies

    PMCoE Standards

    Implementation Standards

    General Reference

    • Tier 1 – Policies, Laws and

    Regulations (POLICY)

    • Tier 2 - Enterprise Standards

    (ENTSTD)

    • Tier 3 – Implementation

    Standards (IMPSTD) of

    PMOs/Major Projects groups

    • Tier 4 – General Reference

    Materials (GENREF) such as

    the PMBOK

    10

  • Structure of Standards

    11

  • Project Investment Lifecycle

    Plan Execute Develop Assess Scan Operate & Maintain Value Inputs

    Identify Opportunity

    or Threat

    Determine Impact / Benefit,

    Timing and Potential

    Responses

    Refine Candidate Responses (Projects)

    and Prepare for Initiation

    Develop Project Plan and Prepare for Execution

    of Major Commitments

    Execute Commitments, Refine the Plan and Prepare for

    Construction and Installation of

    Assets

    Construct and Install Assets,

    Turn Over Assets to the Receiving Asset Owner and Prepare for Close

    of the Project

    Operate and Maintain Assets

    Delivered by Project  Generate Return on

    Investment

    Retire at End-of-Life

    or Disposition

    Asset

    a b c d e f g h

    Build Commit Initiate Select Identify Close Commission

    12

  • Enabling a Scalable Project

    Management Framework

    Project Rank and Assignment

    Cost plus Complexity = Project Rank

    Project Complexity

    13

  • Project Rank Comparison

    0%

    20%

    40%

    60%

    80%

    100%

    Project Count Project Spend

    Black Brown Green 3 Green 2 Green 1 White

    14

  • The Project Delivery System

    Green III Brown Brown Black

    Green II Green III Brown Brown

    Green I Green II Green III Brown

    White Green I Green II Green III

    Black Senior Project Director

    Principal Project Controls Specialist

    Brown Project Director

    Senior Project Controls Specialist

    Green III Senior Project Manager

    Senior Project Controls Specialist

    Green II Project Manager II

    Project Controls Specialist

    Green I Project Manager I

    Associate Project Controls

    White Associate Project Manager

    Associate Project Controls

    Black

    Brown

    Green III

    Green II

    Green I

    White Compliance with PMCoE Standards at Department

    Discretion

    Required Compliance with PMCoE Standards

    Required Compliance with PMCoE Standards including

    additional requirements defined in Attachments

    [1] Determine Project Profile Matrix Rank

    [2] Assign Rank- Appropriate

    Organization & Project Management

    [3] Use Rank- Appropriate

    Processes, Tools & Templates

    [4] Deliver Products & Services According

    to Plan

    Select Initiate Close Develop Plan & Execute

    15

  • Change Management Approach

    •Coalition Building (Executive Level Presentations)

    •Active & Visible Participation (EGC Meetings)

    •Direct Communications (Up, Down and Across Organization) Sponsor Engagement

    •Identify Change Agents in Each Department

    •Collaborate with Change Agents to Align Department Processes

    •Workshops with Project Teams

    Coaching & Org Transformation

    •Enterprise-Wide Cascading Communication

    •Recurring Communications Communication

    •Executive Series

    •Management Series

    •Performance Series Training

    Resistance Management

    16

  • The Relationship Between

    Change Management & Risk • A holistic process for managing change within the portfolio does not

    magically solve the problem of change collision and change

    saturation.

    • No matter how well executed, the more change introduced in an

    environment increases risk.

    17

  • Managing Change within a

    Portfolio Helps Manage Risk • There are a number of reasons organizations need an approach for

    managing the portfolio of change underway.

    • The most common reasons for such an approach include:

    • The ever increasing amount of change organizations are facing.

    • The potential for change saturation.

    • The consequences of change collision.

    Manage Change

    Leadership

    Strategy Execution

    18

  • Portfolio Performance

    Enterprise

    Division

    Business

    PMO

    • Within Duke Energy, Portfolio Performance is observed at man