District of Columbia

Metropolitan-Wide Program Management

Taking Enterprise PM to the Next Level

Charles W. Talley Program Manager, Agency Liaison Services Office of the Chief Technology Officer

Questions
1. How do you ensure consistent project success when you are monitoring as many as 75 concurrent projects? 2. How do you manage expectations among senior-level executives who have all levels of IT knowledge and who have experienced a wide range of successes and failures on previous IT projects? 3. How do you standardize performance measures when your projects have totally different goals and, in many cases, different views of the world?

Background
DC Government has: 127 Agencies and organizations who provide City, County and State level government services to
Over 575,00 residents, Over 450,000 Daily Commuters and Over 2 Million Visitors every year.

Overview
Must have:
Standard Vision of the Business
Enterprise Architecture based around services provided Vision buy-in from all decision-makers and implementers

Standardized PM Methodology
PMI Model Multi-tiered PM methodology

Mature Portfolio Management Processes

Every Project must focus on strategic goals Levels of performance verification

Enterprise Architecture Concept

SERVICES MODERNIZATION PROGRAMS Administrative (ASMP) Customer (CSMP) Education (EdSMP) Enforcement (ESMP) Financial (FSMP) Human (HSMP) Motorist (MSMP) Property (PSMP) Transportation (TSMP)

The Districts EA Challenge

9 Multi-Agency Services Modernization Programs (SMP)
ASMP CSMP ESMP EdSMP FSMP HSMP MSMP PSMP TSMP

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

Agency Systems

380+ Mostly Undocumented, Isolated Legacy Systems

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Key EA Principles
Architecture Philosophy is Focused on Results

1. RESULTS DRIVEN
Tactically Implementation, Business Oriented Architecture results should be simple, practical, feasible, and useful Priority for visual architecture models Docs must be self-explanatory and standalone Use best practices of BPR and EA Generate rigorously engineered information that is actionable Define target architecture and cost benefits Show long term architectural fit; Conduct Benefits Realization

2. VISUAL 3. SELF-CONTAINED 4. BEST PRACTICES 5. FACT-BASED and ACTIONABLE

6. LONG TERM VIEW WITH SHORT TERM BENEFITS

Federal Enterprise Architecture Framework (FEAF)

Frameworks define the form of the architecture FEAF is the most flexible (adaptable to District needs) Adoption of a framework is required by GAO and other guidelines Compatible with ISO/ITU X.900 Reference Model for Open Distributed Processing (RM-ODP) for Solution Architectures
Architecture Drivers
Business Drivers Design Drivers
Technology Applications Data Security

Standards

Current
Business Architecture Data Architecture Applications Architecture Technology Architecture

Target
Business Architecture Data Architecture Applications Architecture Technology Architecture

Business Architecture Data Architecture Applications Architecture Technology Architecture

Vision
Strategic Direction Principles

Architecture

Level III FEAF

Investment Partner Segment Coordination Market Research Asset Management

Architectural Models Transitional Processes

Architecture

DC Enterprise Architecture Framework (DC-EAF)

SMP Concepts of Operations

District of Columbia - Enterprise Architecture Framework

Business Architecture
Processes X Entities

To-Be

Information Architecture
io at el ips R sh n

Process Flows
As-Is As-Is

Entities

Processes X Modules

Entities X Modules

Servers X Modules

Entities X Interfaces

Application Modules Interface Adapters EAI

As-Is

Server Systems Infrastructure Software Network Components

As-Is

Application Architecture

Infrastructure Architecture

ARB Milestone 1: CONOPS Checklist

CV-1 CV-2 CV-3 CV-4 CV-5 CV-6 CV-7 CV-8 CV-9 CV-10 CV-11

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Three EA Governance Principles

1. Communicate

Three EA Governance Principles

1. Communicate
2. Communicate

Three EA Governance Principles

1. Communicate
2. Communicate

3. Communicate

Architecture Review Board Process

Assuring IT Quality Through Milestone Peer Reviews
CONOPS RFP Study Milestone 1 System Concept Readiness

Validate Architecture

Go / No-Go

RFP

Selection Phase

Milestone 2 Construction Readiness Milestone 3 Operational Readiness Deploy Tactical Arch. Changes RFP

RFP
RFP Development Phase

Verify Design with Architecture

Design Reviews

Verify Implementation with Architecture

Critical Architecture Decisions Important Architecture Decisions

Operations Phase Tactical Arch. Changes Tactical Arch. Changes

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Standardized PM Methodology
A Project Management Office typically performs any or all of the following PM functions:
Implementing and maintaining project management processes, standards, and methodologies; Selecting and supporting project management software tools; Project support such as planning, scheduling, and tracking; Providing project management consulting and Mentoring; managing and developing project managers
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Strategic Program Management Office (SPMO) Goals

Mission
Improve the Return On Investment (ROI) of the Districts IT projects and programs

Goals
1. Establish long-term relationships with key executives, decisionmakers and PMs in the District agencies 2. Improve core mission and service delivery to citizens by using the Districts Enterprise Architecture (EA) as the focal point for all projects 3. Enhance cost savings and cost avoidance through implementation of mature PM processes District-wide 4. Provide a window into individual projects that will enable executives and managers to make accurate and timely project decisions 5. Support Project Managers and Teams with PM expertise
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As-Is and To-Be

Before Project success varies greatly across the District Static system that does not have a record of success for agency PM improvement Highly Susceptible to focusing only on agency priorities instead of District Priorities High barriers to integration of projects across agencies Projects not visible to decision makers After SPMO involved in projects from inception Consistency of PM process across projects and agencies Industry best practices to improve project success rate All projects focused on the Districts Enterprise Architecture Project plans and performance visible so that accurate decisions can be made throughout the PLC

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SPMO Process Model SPMO will work with the agencies to select the appropriate mix of PMO services
Standard PMO Process Models
1. Controlling SPMO provides the PM and actively manages the project. 2. Consulting SPMO provides a PM to work for the agency and/or the SPMO provides project support activities such as: planning, PIF generation, scheduling, audits, reviews, and other activities as necessary to ensure project success. PMO involvement will be tailored to meet the individual projects needs. 3. Coaching SPMO assists individual agency PMs and/or other key project stakeholders through a mentoring relationship that increases their project capabilities. 4. Monitoring SPMO simply monitors and reports on project performance. This is the minimum level of support for all projects.
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Proposed SPMO Organizational Chart

Director, SPMO

Program Management Officer (PMO)

Senior Program Manager For Public Safety and Justice

Program Process Manager

Program Manager for Operations

Program Coordinator/Scheduler

Program Manager For Planning and Economic Development

Program Financial Manager

Program Manager For Children, Youth, Families and Elders

Program Managers Program Managers Program Managers

Program Manager For ServUs and Independent Organizations

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SPMO Roles
1. 2. Director, SPMO Leads and manages the operation of the SPO. Establishes goals and objectives to implement the OCTO and District IT vision. Senior PM, Agency Liaison Services Oversees the functions of the other PM, ALS as well as managing liaison services for a portfolio of District agencies. Establishes relationship with agency executives and decision makers PM, Agency Liaison Services Manages liaison services for a portfolio of District agencies PMO Leads the PMO; establishing the program/project management processes by which the District will accomplish its IT vision. Mentors OCTO and agency PMs. Program Process Manager Develops and manages the PM methodology, processes and tools Program Coordinator/Scheduler Collects, manages and reports the multitiered executive-level and project-level performance information that will support the PM process Program Financial Manager - Collects, manages and reports the multi-tiered executive-level and project-level project financial information

3. 4. 5. 6.

7.

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SPMO Functions

SPMO Functional Support Areas

1. 2. 3. 4. 5. 6. 7. Relationship Management Project Manager support Project support Project audits and performance measurement PM process management PM tool support Executive Information Support

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Starting up the SPMO Short-term SPMO initiatives

Inventory on-going projects (new product development, information technology, business enhancements, etc.) to establish a baseline Establish the SPMO Change Management Methodology Deploy a basic project management methodology Create summary reports and metrics to track projects Hold project reviews Identify new projects and projects in need for special attention Brown bag training lunches for existing Project Managers and teams Identify one or more pilot project initiatives to act as templates
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Long-term Initiatives
Focus is on improving/streamlining the processes, developing people, and putting in place a more permanent support structure
Process/methodology tailoring and continuing development Development of a permanent training curriculum Detailed reports/metrics development Resource management Tool deployment Project manager career progression and certification Project portfolio management Organizational change and transition planning.

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What Doesnt Work The Top Five

1. Do it All at Once
There are three factors to a Project Office implementation: People, process, and tools. Changing all three at once is a very complex undertaking A phased approach makes this feasible. Dont do it all at once: you may not be able to deliver and people will get confused.

2. Procrastinate
Dont hesitate or partially support the idea. You will lose support and focus and the organization will stop believing in the concept.

3. Forget Key Stakeholders

Executives project managers, project teams, functional/resource managers, and line managers. Get these stakeholders involved from the beginning and determine their needs, expectations, and goals.

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What Doesnt Work The Top Five

4. Demand before Provide
A Project Office must be viewed as an entity that helps The Project Office should never be in a position of always demanding information and seldom providing services.

5. Work in a Vacuum
Team approach wins. Incorporate other peoples ideas and acknowledge them and give credit Learn from others experiences - dont re-invent the wheel

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What Works The Top Five

Keep it simple Focus on Value Plan Secure Executive Sponsorship Communicate

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Project Review Board (PRB)

Small, yet high-end and strategic group who connects executive vision with the work of the organization Oversight of project portfolio management, is perhaps the single most important responsibility of the PRB. These tasks include:
Linking District strategy to programs and projects. The PRB is responsible for ensuring that projects reflect the strategic goals established by the Mayor. Project selection and prioritization. The PRB mixes and matches projects based on their relative levels of priority and relevance. The interdependencies among projects can often only be seen from the perspective of the PRB.

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Project Review Process The selection process involves:

Identifying opportunities; Assessing the organizational fit; Analyzing the costs, benefits, and risks; and Developing and selecting a portfolio.

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Conclusion
Critical Success Factors were:
Single vision Focused PM methodology Hold to the big picture in Portfolio Management Established Change Management process Communication at all levels

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"There is no right way to do the wrong thing"

Blanchard, The Power of Ethical Management

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