NATIONAL INSTITUTES OF HEALTH NIH Project Management Community

NATIONAL INSTITUTES OF HEALTH (NIH) Project Management Community (PMC) Establishing a CIO Level PMO: A Case Study of Experiences at NIGMS May 9, 2017 Not for Distribution – Company Confidential 1 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

PRESENTER o Kenneth Bergman, PMP and Certified Scrum Master – Director NETE Solutions o Relevant Experience – 10 years PMO experience at NIH – Current PMO lead at National Institute of General Medical Sciences (NIGMS) – 20 years experience working for and with the Federal Government at numerous agencies including Department of Defense (Do. D), General Services Administration (GSA), and Department of Education (Do. E) Not for Distribution – Company Confidential 2 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

BACKGROUND o All aspects of NIGMS Information Technolgy (IT) are managed by the Information Resources Management Branch (IRMB) o IRMB is inclusive of software development, infrastructure operations and maintenance, Information Security, and Help Desk support o In 2012, IRMB identified a requirement to implement a Chief Information Officer (CIO) level Project Management Office (PMO) Not for Distribution – Company Confidential 3 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

BUSINESS CASE FOR A PMO o Limited visibility of enterprise project portfolio status o Governance structure was needed to manage the System Development Lifecycle (SDLC) tasks and activities o Project teams were siloed and not fully integrated o Project and Portfolio reporting was largely manual, time consuming, and not consistent o Resources were overallocated causing bottlenecks in project delivery Not for Distribution – Company Confidential 4 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

PURPOSE OF THE PMO o Improve cross project visibility to support effective CIO level decision making and improve organizational transparency o Implement and facilitate strategic project and portfolio planning o Provide real time accurate reporting of all aspects of IRMB projects o Mature and optimize the existing SDLC o Recommend and implement project management related best practices o Assist and train project managers where necessary o Respond to Data Calls Not for Distribution – Company Confidential 5 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

DAY 1 OBSERVATIONS o Enterprise Performance Lifecycle (EPLC) compliant SDLC in place and well documented – Projects followed a similar but not uniform approach o Large volume of projects ongoing across all functional areas: – – Business application development Infrastructure refresh Information Security Help Desk related hardware refresh o Interproject dependencies o No common project reporting mechanisms o While short term plans were in place, a long term portfolio plan was not in place Not for Distribution – Company Confidential 6 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

PRIORITY 1: SDLC GOVERNANCE o Normalize and mature SDLC – Standardize the understanding of the SDLC amongst Project Managers and Team Leads – Regularly scheduled training – PDU/CLP – Creation of deliverable templates o Create a detailed Work Breakdown Structure (WBS) detailing standard project tasks and activities – Inclusive of all members of the Integrated Project Team (IPT) o Standardize project reporting – Weekly Chief, PM, and Lead status meeting – Status Report Template – Weekly Status Insert (WSI) Not for Distribution – Company Confidential 7 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

A 1 a Construction Work in Progress December 2017 B 1 b Testing Work in Progress December 2017 C 2 Initiation On Hold TBD D 3 Requirements Work in Progress TBD Required from each PM by Close of Business Friday Provides organizational transparency Not for Distribution – Company Confidential 8 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017 Security Issues and Concerns Risks/Issues This Week’s Activity Last Week’s Activity Milestone Description Date of Next Milestone Delivery Date Current State SDLC Phase Priority Project Name WEEKLY STATUS INSERT

PRIORITY 2: PROJECT PLANNING “Without a plan, there's no attack. Without attack, no victory” Curtis Armstrong – Revenge of the Nerds Not for Distribution – Company Confidential 9 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

DEVELOPING THE PLAN o Core Concept: Understand what your IPT can deliver within a given timeframe rather than dictating what they will deliver o Utilizing the roadmap provided by the WBS, create a project schedule which provides IPT leads the opportunity to: – Validate template tasks – Identify any new task dependencies – Create estimated Levels of Effort (Lo. Es) o PMO adds dates based on resource availability, defines milestones, reviews with Project Manager, and then IPT – Let the schedule tell the story Not for Distribution – Company Confidential 10 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

MONITORING THE PLAN o Let the schedule drive Project Status Meetings o Changes to the schedule will happen, sometimes often o Keep both IPT and Stakeholders informed of schedule changes o The schedule is the Project Managers “Roadmap/GPS/WAZE” to complete the project Not for Distribution – Company Confidential 11 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

PRIORITY 3: TOOLSET IMPLEMENTATION Prerequisite: Standardized, documented and followed project processes Let the tools facilitate the process o Microsoft Project – Individual project scheduling o Microsoft Project Server – Enterprise Project Repository, Enterprise and Project level Risk Management, and Enterprise Resource Management Not for Distribution – Company Confidential 12 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

MICROSOFT PROJECT SERVER Active Directory Enterprise Resource Pool Risks and Issues Reports Task Updates and Approval Project Schedules, Tasks, and Assignments PM’s and Team Members Microsoft Project Not for Distribution – Company Confidential 13 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

MICROSOFT PROJECT Schedule template based on WBS used for every project Not for Distribution – Company Confidential 14 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

ENTERPRISE RESOURCE MANAGEMENT o Task assignments in MS Project Schedules are made from the Enterprise Resource Pool o Enterprise Resource attributes include: – Overall availability for project work in hours per day – Time off o Utilizing resources in the Enterprise Resource Pool provides: – – Visibility of resource availability Visibility of team availably Visibility of all task assignments per resource Visibility of all task assignments per team Not for Distribution – Company Confidential 15 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

AUTOMATED REPORTING Project/Portfolio Status Enterprise Resource Availability Not for Distribution – Company Confidential 16 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

PRIORITY 4: STRATEGIC PLANNING AND ALIGNMENT o Visibility of overall resource and team availability provides the basis to create a long term (24 – month) Enterprise Project Pipeline Plan o Data driven estimates for project duration – – Analysis Infrastructure Development Security o Alignment of projects to NIGMS Strategic Plan specific goals and objectives o Understanding of impact when unplanned projects, activities, or directives are introduced into the project pipeline Not for Distribution – Company Confidential 17 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

24 MONTH ENTERPRISE PIPELINE PLAN o o o Updated quarterly Visible “road map” for the organization Identifies cross team dependencies Identifies mandates such as technology end of life Provides organizational transparency Provides a basis for estimated cost in regards to: – Overall portfolio – Project specific cost – Resource team cost o Provides a basis for responding to NIH Data Calls – NIH annual budget data call – NIH Acquisition Plan Not for Distribution – Company Confidential 18 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

24 MONTH ENTERPRISE PIPELINE PLAN EXAMPLE Not for Distribution – Company Confidential 19 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

PRIORITY 5: SUSTAINMENT o Project Manager Support – Assist in determining introduction of new projects into the portfolio – Assist in project planning – Assist in Stakeholder communication – Facilitate Status Meetings – Resource Management o Continual process improvement – Project Lessons Learned – Best Practices o Training – Best Practices – Use of Toolsets – Basics Not for Distribution – Company Confidential 20 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

nu. WE TODAY WHERE ARE o IRMB PMO now in year 5 o Toolsets fully implemented o Project reporting is largely automated and available on demand o Global views of resource availability o All projects are planned and scheduled o Strategically aligned 24 -month Project Pipeline Plan – Aligned with NIGMS Strategic Plan – Aligned to proposed budgets through 2019 – Aligned with 5 year Acquisition Plan Not for Distribution – Company Confidential 21 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

KEYS TO SUCCESS o CIO Championing and Support o Commitment of Project Managers o Project schedules are a necessity and critical to project success o Trust and commitment the tools o Patience Not for Distribution – Company Confidential 22 MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017

THANK YOU QUESTIONS: Kenneth Bergman, CPM, NETE (517) 436 -7596 (ken@nete. com) 8280 GREENSBORO DR. SUITE 200 Mc. LEAN, VIRGINIA 22102 www. nete. com Not for Distribution – Company Confidential MONTHLY REPORT – NETE – 2014 -2015 2016 - 2017