Crowdsourcing your PMO Governance Model The next generation

Crowdsourcing your PMO Governance Model The next generation in Project Management Office methodologies

Agenda PMO Governance: It’s purpose/benefit and common challenges Web 2. 0 and User Driven Content: Wikis, Crowdsourcing and Collaboration in the new millennium The convergence of PMOs and Web 2. 0 BMC: A case study approach PMO Governance in Action

PMO Governance Models What are they good for?

Why do organizations need governance? Most organizations develop a governance model to provide guidance and consistency for their project delivery initiatives. A well designed governance model can act as a lighthouse for projects and organizational leadership.

PMO Governance is the umbrella over several terms Process Methodology Notation Sequence Diagram Domain Class Diagram Statechart Diagram Unavailable add ^item. Specification. increment total copies Available cancel reservation Reserved reserve check in[ reservation exists ] ^loan. terminate check out ^loan. create retire ^ item. Specification. decrement total copies check out[ reservation exists and loan patron = reserved patron ] ^loan. create Loaned check in[ no reservation ] ^loan. terminate retired retire[ overdue > 1 year ] ^item. Specification. decrement total copies System Development RUP, Agile, Waterfall Lifecycle (SDLC) § § § § § Who What When How Interrelationships 5 Concepts Models Modularity Documentation UML § § Specify Visualize Construct Document

PMO Governance Model Goals A PMO Governance Model aligns a number of often competing demands required for new projects. Executive Oversight • On budget, • On-Time, • Risk Managed New (or Changed) Requirements New (or Changed) System • Business Opportunity • Cost Reduction • Enhancement • High quality • Requirements met Technology Best Practices 6 • Industry/Corporate Standards • Enterprise Architecture

The Need for PMO Governance has Increased Then C- - - - - Now FORTRAN Code Exampl e pr ocedur e Nav_I ni t i al i zat i on( HEI GHT) ; C- - - Set up nav par amet er s f or 64 Hz Nav Hei ght = Cur r ent _Al t i t ude Vel ( 1) = Vel ( 2) = Vel ( 3) = 0. 0 Rat e = 0. 015625 public: tme(char*); }; i f ( cycl e. eq. 4) t hen cycl e_count er = cycl e_count er + 1 cycl e = 1 endi f end class dte { int month, day, year; friend char* gdate(dte); main( ) { tme x("10: 30"); dte d(10, 4, 92); • Simple systems • Simple software • Single person or small groups 7 • Complex systems • Gigantic software • Larger, distributed groups

Governance Models have evolved substantially over time From the early models of Waterfall there a wide variety of well established and effective project management methodologies and bodies to support effective PMO governance.

Governance Models provide structure and explicit guidance Role Activity [New System] [Existing System] [New Input] Define System. Requirements Find Actors Wide Attributes and Use Cases Analyst Analyze the Problem Artifact Use-Case Model Supplementary Specification › Role › Activity › Artifact › Workflow Who How What - When Incorrect problem] Understand Stakeholders Needs Manage Changing Requirements [Addressing Correct problem] [Can’t do all the work] Workflow Define the System Manage the Scope of the System [Work on Scope] Refine the System Definition

Process Is A Means To An End, Not An End In Itself Preliminary Game Selection Population Survey Meat Requirements Meat Req’ts Review Trade Study: Mammoth. Tiger v. Rabbit Preliminary Hunter Selection Hunt Readiness Review Site Survey Site Selection Trade Study (rock v. spear) Critical Hunting Review Hunter Inspection Preliminary Hunting Review Weapon Development Weapon Practice Weapons Inspection Site Preparation Final Hunting Plan Weapon Selection Final Hunter Selection Site Inspection Hunt Leader Chosen Preliminary Hunting Plan Game Sightings Final Game Selection Obtain Blessing of Great God Thag Schedule Hunt KILL Game Meat Distribution Plan Forecast Weather Transport to cave Distribute Meat Catch Game Chase Game Get Caught by Game I don’t know, it seemed easier when we just went hunting Lose Game Choose new Hunt Leader Yes, but Og assures me that this will improve our efficiency and keep us ahead of the Cro-Magnons in the valley.

Governance Configuration is Difficult Maintaining structural integrity can be challenging. Every activity should produce an artifact, every role should be assigned to an activity. Tools can help but bring their own complexities…

Governance Ivory Towers • ‘Ivory Tower’ complex – Often these models are developed by a core group of individuals not involved in the day to day delivery of projects. – Excessively abstract which make it difficult for many to relate to (e. g. requirements are called use cases, users are called actors, documents are called artifacts). – Substantial time lag to implement ideas/changes due to tooling/resourcing constraints.

Web 2. 0 and User Driven Content The Times They Are a Changing

Web 2. 0 is everywhere Amazon with its user driven ratings Facebook and You. Tube with user created content Twitter with its social networking Wikipedia with it user created and moderated reference material

‘Crowdsourcing’: Consumers as Creators Crowdsourcing is a relatively new term that describes the act of taking a task traditionally performed by an employee and outsourcing it to an undefined, generally large group of people or community. Crowdsourcing can take activities that are difficult if not impossible to complete and more effectively distribute effort, while increasing engagement/buy-in and stimulating new ideas….

Content Creation and Management Solutions Have Also Improved A relatively new collection of tools, called Wikis, have evolved that provide a solid framework for some of the requirements of a PMO Governance Model offers: • Structure • Navigation • Versioning • Collaborative content updating • Tool and Browser-agnostic updating Many of which are free. And some are not…

Common Issues Crowdsourcing and Wikis rely on user created content which typically raise some concerns in more governance oriented areas: • Loss of Data Leverage built-in versioning so the previous version of content can be easily restored. • Loss of control Establish workflows to ensure that there is visibility and approvals of content changes. • Ownership Ensure that there is a clear ownership and responsibility of content

BMC Case Study Here Comes the Sun

In the Beginning…. A highly customized site created using Rational Method Composer by an governance and methodology expert based on the Rational Unified Process. • Little effective content • Required an expert to maintain

Gen 2. 0 of the SDLC More emphasis on content and BMC specific guidance but driven from a PMO perspective and lacking any consistency around disciplines, artifacts or Phase boundaries.

A New Approach… • By 2008 usage and awareness of the governance model was very low and none of the anticipated benefits (consistency, standards application, improved management visibility) were present. • New PMO leadership was brought in and one of the first focus areas was on improving the PMO Governance Model. • However, this had to be accomplished using internal resources and without budget for any tool investments.

The Solution Delivery Framework • Leverage existing Wiki technology in Sharepoint 2007. • Established a core framework of phases, activities and artifacts based on PMI and RUP. • Developed a lightweight set of templates to guide content creation. • Emphasis on ‘just enough’ information to support phases, activities and core artifacts. • Identified subject matter experts based on role and organizational unit and encouraged practical and explicit guidance.

The Solution Delivery Framework, an 8 week timeline

BMC Solution Delivery Framework Lightweight Industry and BMC standards User centric content Easier to maintain and update Improved Navigation Leverages Sharepoint 2007 and Ravenflow Multiple viewpoints of information

A look inside. . Standard Template for all entities Role that performs the activity Activities produce artifacts 25

A look inside. . Page types allow for easy grouping of artifacts, templates, activities etc. Version History of changes at the page level. With alerts and workflows established for all page content. 26

Style guides help maintain consistency Phases have a Banner Activities and an example of the main activities/artifacts. Title Sections – – Phase Objectives Overview Activities Roles Section Format – – Green Size 2 Font: Arial Bold Underlined Text Format – Black – Font: Arial – Size 2 27 – – Dark Red Size 4 Font: Arial Bold Sections – – Overview Performed by Artifact Inputs Artifacts Created – Timing – Workflow Section Format – Green – Size 2 – Font: Arial Bold – Underlined Text Format – Black Roles Artifact Description Overview Individuals Roles – – Green Size 2 Font: Arial Bold – – Black Font: Arial Size 2 Bulleted – – Green Size 2 Font: Arial Bold – Black – Font: Arial – Size 2 Templates – Use appropriate icon Examples – Use appropriate icon

Unanticipated Benefits • Provided a forum for offshore resources to contribute. • Highlighted areas of redundancy and conflicting objectives (e. g. many IT groups re-documented the same information in different documents, some groups expected information sooner than others were providing it). • Provided a much clearer understanding of what was required to deliver a project in terms of duration, resources and deliverables.

Guidelines for Crowdsouring Your PMO Governance Model Whistle While You Work

The PMO Governance Model of the Future • Lightweight, emphasizing ‘just enough’ over prescriptive, detailed guidance • Web Accessible in browser agnostic tooling • Shared ownership model with all IT groups capable of contributing • Collective content development and enhancements • Tool free or minimal tooling required to develop and support • Tangible, specific guidance, not abstract, generalities • Provide more on ‘how’ than ‘what’ 30

Rules to Live by • • • Avoid Instruction Creep Establish Etiquette standards Have clear PMO ownership and editorial responsibilities Don’t be afraid to work incrementally Wikipedia has the answers Start with what you know… perfection is the enemy of the good • The tooling is meant to allow others to fill in gaps or correct errors / omissions • Create additional links if you want to provide additional ideas/content 31

Thank-you Bryan Campbell bryan@bryancampbell. com www. bryancampbell. com