District of Columbia MetropolitanWide Program Management Taking Enterprise

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? 2

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. 3

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 4

Enterprise Architecture Concept • SERVICES MODERNIZATION PROGRAMS – Administrative (ASMP) – Customer (CSMP) – Education (Ed. SMP) – Enforcement (ESMP) – Financial (FSMP) – Human (HSMP) – Motorist (MSMP) – Property (PSMP) – Transportation (TSMP) 5

The District’s EA Challenge 9 Multi-Agency Services Modernization Programs (SMP) ASMP CSMP Ed. SMP FSMP HSMP MSMP PSMP TSMP Agency Systems Agency Systems Agency Systems Agency Systems Agency Systems 380+ Mostly Undocumented, Isolated Legacy Systems Strong Disincentives to Share 6

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 2. VISUAL – Priority for visual architecture models 3. SELF CONTAINED – Docs must be self explanatory and standalone 4. BEST PRACTICES – Use best practices of BPR and EA 5. FACT BASED and ACTIONABLE – Generate rigorously engineered information that is actionable 6. LONG TERM VIEW WITH SHORT TERM BENEFITS – – Define target architecture and cost benefits Show long term architectural fit; Conduct Benefits Realization 7

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 Data Security Current Business Architecture Data Architecture Applications Architecture Technology Architecture Level III FEAF Standards Technology Applications Investment Partner Segment Coordination Market Research Asset Management Target Arc Seg hite me ctu r al nts Business Architecture Data Architecture Applications Architecture Technology Architecture Architectural Models Vision Strategic Direction Principles Architecture Transitional Processes 8

DC Enterprise Architecture Framework (DC EAF) SMP Concepts of Operations To-Be 9

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 10

Three EA Governance Principles 1. Communicate

Three EA Governance Principles 1. Communicate 2. Communicate

Three EA Governance Principles 1. Communicate 2. Communicate 3. Communicate

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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 RFP Development Phase Verify Design with Architecture Verify Implementation with Architecture Critical Architecture Decisions Important Architecture Decisions Design Reviews Milestone 3 Operational Readiness Deploy Tactical Arch. Changes RFP Operations Phase Tactical Arch. Changes 16

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 17

Strategic Program Management Office (SPMO) Goals Mission Improve the Return On Investment (ROI) of the District’s 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 District’s 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 18

As-Is and To-Be Before After Project success varies greatly across the District SPMO involved in projects from inception Static system that does not have a record of success for agency PM improvement Consistency of PM process across projects and agencies 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 Industry best practices to improve project success rate All projects focused on the District’s Enterprise Architecture Project plans and performance visible so that accurate decisions can be made throughout the PLC 19

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 project’s 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. 20

Proposed SPMO Organizational Chart Director, SPMO Program Management Officer (PMO) Program Process Manager Program Coordinator/Scheduler Program Financial Manager Program Managers Senior Program Manager For Public Safety and Justice Program Manager for Operations Program Manager For Planning and Economic Development Program Manager For Children, Youth, Families and Elders Program Manager For Serv. Us and Independent Organizations 21

SPMO Roles 1. 2. 3. 4. 5. 6. 7. 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 22

SPMO Functions SPMO Functional Support Areas 1. 2. 3. 4. 5. 6. 7. Relationship Management Project Manager support Project audits and performance measurement PM process management PM tool support Executive Information Support 23

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 25

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. 26

What Doesn’t 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. Don’t do it all at once: you may not be able to deliver and people will get confused. 2. Procrastinate • Don’t 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 stake holders involved from the beginning and determine their needs, expectations, and goals. 27

What Doesn’t 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 people’s ideas and acknowledge them and give credit • Learn from other’s experiences don’t re invent the wheel 28

What Works – The Top Five • • • Keep it simple Focus on Value Plan Secure Executive Sponsorship Communicate 29

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. 30

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. 31

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 32

"There is no right way to do the wrong thing" Blanchard, The Power of Ethical Management 33

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