The Trifecta PMO Strategy: Demonstrating Value with the Parallel Implementation of Project, Resource, and Strategic Governance (242627958)

8/11/2019 The Trifecta PMO Strategy: Demonstrating Value with the Parallel Implementation of Project, Resource, and Strategic Governance (242627958)

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PROJECT

RESOURCE

STRATEGY

The Trifecta PMO Strategy:

Demonstrating Value with theParallel Implementation of

Project, Resource, and StrategicGovernance



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

[email protected]

mailto:[email protected]












Agenda• Review the objectives• Introduction to ASU

• Our story

• Demonstrating value

• Wrap up• Q&A



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



Arizona State University


http://slidepdf.com/reader/full/the-trifecta-pmo-strategy-demonstrating-value-with-the-parallel-implementation 7/50Arizona State University







Michael Crow

President, ASU





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.



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





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



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.



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



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



Managers

• What projects are my staff workingon?

• What projects should we be workingon?

• How much time should we bespending on projects vs MOB?

Resources



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



Managers




Resources



Sponsors


• How much will it cost to do theseprojects?

• Why can’t you finish projects sooner?

CIO






PPMO



Managers




Resources



Sponsors




CIO






PPMO



Managers




Resources



Sponsors




CIO






PPMO



Managers




Resources



Sponsors




CIO






PPMO







Our Approach

Address the three aspects

1. Project Management

2. Resource Management

3. Strategic Governance

In parallel PROJECT RESOURCE

STRATEGY



Questions to the PPMO

Sponsors:

• How much will it cost to

do these projects?

PROJECT RESOURCE

STRATEGY




CIO:

• Is the project strategically

aligned?

PROJECT RESOURCE

STRATEGY




Managers:

• How much time should we

be spending on projects

vs. MOB (Maintenance of

Business)?

PROJECT RESOURCE

STRATEGY




Resources:

• What project should I

be working on?PROJECT RESOURCE

STRATEGY



CASE STUDY



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)



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)



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



Future

2015

• Strategy: Strategic Planning and Measurement

• Strategy/Resource/Project: Linkage to Financial System

• Strategy/Resource/Project: Strategic Reporting/Dashboards



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



DEMONSTRATING VALUE



Demonstrating value





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.



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



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



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

http://www.pmi.org/business-solutions/~/media/PDF/Business-Solutions/Value-of-PMO-White-Paper-FINAL.ashx











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



WRAP UP



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



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



Next steps

• Improve financial reporting and analysis

• Improve reporting automation





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

[email protected]

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

[email protected]











Documents

The Trifecta PMO Strategy: Demonstrating Value with the Parallel Implementation of Project, Resource, and Strategic Governance (242627958)