PMI 26 Nov

Transcription

1 Integrating Management Processes PMI 26 Nov

2 We feel your pain PMBOK says: First, develop the charter Then the requirements Then the WBS Then the schedule and cost Your mileage may differ Reality sometimes seems like this: First, decide on the budget and deadlines Decide on the PM. Announce the PM, budget and deadlines [Optional] Require reports on progress against the constraints Ignore any non-green reports until the deadline passes Complain about incompetent PMs or delays in contracting Decisionintegration.com PMI 26 Nov

3 A grasshopper moment If that has been your reality. perhaps reality is the illusion decisionintegration.com PMI 26 Nov

4 Take a longer view PM s goal is to deliver On time On budget Delighting our customers with the quality The project is just a part of the whole. The idea is to deliver a capability At least what we need At least by when we need it At a price we can afford TCO Cash flow Reality has a way of presenting a mobile target decisionintegration.com PMI 26 Nov

5 CIO Council: Common Approach to Federal EA decisionintegration.com PMI 26 Nov

6 The Big Picture decisionintegration.com PMI 26 Nov Don t strain your eyes: we will discuss the pieces!

7 Planning phase: Strategic Requirements Long before a project is approved Mission Shaped and tempered by external factors Market developments; regulations; other actors Certain capabilities are needed to achieve the mission Programs are established to deliver the capability and/or to get parts of the mission done Resources are allocated to programs Largely political yes, in private sector also!! Top-down programming budget goals CR, sequester Informed but not dictated by analysis or past history decisionintegration.com PMI 26 Nov

8 Processes in Play Strategic requirements Agency strategy, JCIDS Beyond PPBES - strategic resource allocation Appropriations targets OMB marks Program management Out-year profile Enterprise architecture Map activities to strategic goals decisionintegration.com PMI 26 Nov

9 Takeaways: Planning Phase Theoretically, if you just now have an idea, it might take 3-5 years to get into funding stream The only way to get something funded is to line it up to a funded program If you have no sponsorship, you have no way in ever If you have a solution to a program problem, you can get funded very quickly Top-level decisions are often not strictly rational Zero-sum is your friend. It forces real decisions to be made. decisionintegration.com PMI 26 Nov

10 Pre/Select: the View from the Program Office Given: General objectives Rough multi-year budget No shortage of ideas to fund Decompose Subdivide total requirement into digestible, affordable chunks Identify dependencies Assess funding available by period What partial requirements must be satisfied by when? Sub-allocate resources to outcomes Now (if any degrees of freedom remain) we can do technical portfolio management PM: You are here!! decisionintegration.com PMI 26 Nov

11 Processes in play Strategy Continually adjusting Program Management Project (sub-program) identification Dependency management Resource pool management Enterprise Architecture Dependency identification and tracking Capability and functional definition PPBES More detailed assessment of costs; frequent adjustments Portfolio Management Only relevant if options actually exist Really only works for decisions among a group of similar alternatives Project Management Here s what we need from this project, on this timeframe, with X money. Now we do tradeoffs Decisionintegration.com PMI 27 Nov

12 Pre-Select: Takeaways Real requirements do not go away; they just slip to the right The only way to get something funded is to convince the program manager (mission and funding) that you have a solution they need. Get inside that decision curve. Not getting everything (you think) you need doesn t mean it won t happen, just maybe not this year Portfolio management by-the-numbers requires a large number of practically equivalent choices. That does not happen very often. decisionintegration.com PMI 26 Nov

13 Control Phase No project is an island Oversight / coordination from above Coordination with peer dependent projects Stakeholder and technical reviews Decisionintegration.com PMI 26 Nov

14 Processes in play All the previous ones, plus Acquisition (Big-A): major reviews Procurement (little-a): Acquisition strategy and execution Halt procurements that do not conform to approval Enterprise architecture Provide future-state framework Detailed technical reviews Control phase focus Program management: Coordinate dependencies Business analysis in support of MDA reviews (e.g. EVM) Forecast resources, clear bottlenecks Project management: get it done!! Handle all those tricky people, technical and administrative issues decisionintegration.com PMI 26 Nov

15 Takeaways: Control phase Yes, other people have control over the project. Not your project. Our project. The MDA must balance many investments. It is about best value, not about saving your project. Don t cover up Yes, some paperwork is required. Sunk costs Not a reason to go forward if the alternative is cheaper anyway decisionintegration.com PMI 26 Nov

16 Change Management Strategy / PPBES: mission or resource changes Acquisition: MDA approval of baseline changes Program office: Focus on program interests. Coordinate adjustments across program. Contracting, budgeting, personnel all may be involved Enterprise architecture: identify wider impacts of changes Project manager Identify potential impacts to baselines well in advance of fait accompli Consider alternatives to protect some or all constraints decisionintegration.com PMI 26 Nov

17 Evaluate: Operations and Processes in play Program management Capabilities (performance monitoring) CPIC Operational Assessments Replacement planning EA Target architecture support Obsolescence Acquisition Vendor transitions Project management Operations phase?? Change management Closeout activities Retirement decisionintegration.com PMI 26 Nov

18 Takeaways: Evaluate Phase Sunk costs now irrelevant Accept that the investment will go away some day. Life support can cost a fortune. Plan the future! Benchmarking and operational metrics critical Where has the project team gone? Best to do PMBOK closeout before the O&S phase Not just another bashing of the PM Make the closeout about institutional roadblocks, and get them addressed decisionintegration.com PMI 26 Nov

19 Integrated Governance decisionintegration.com PMI 26 Nov

20 Typical Decision Cycles? Agency Head Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep IT Strat review, DBS cert ACAT/ DBS Executive Council Tech Review CIO Program Manager IT Stds IT Strat update MS 1 MS 1 IT Strat Strat invest IT Stds IT Gov proc Q Q ACAT/ DBS IT Gov proc Target EA Inv MS 2 ACAT / DBS Strat invest IT stds IT +1 review Bus unit IT plans Progr FYDP IT, IT+1 IT+1 Spend plan Inv MS 3 O&M; IT +1 rackstack MS 3 DBS +1 pre-cert MS 3 decisionintegration.com PMI 26 Nov DBS cert IT+1 DBS cert IT+1 UFR DBS cert IT+1 IT Strat review IT Strat & E-53 (FYDP IT) Exh 53 (FYDP IT) DBS +1 precert LCRplus Buydown

21 Recognize existing workloads Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep PPBES POM, drafts POM submit Set up CY UFR Midyear review CY, POM deltas tasker due in lock Contracting / Finance FY Minor CR Close award New RFPs Last FOC Last New TO TO Mod IDIQ GPC CPIC Ex 53 Ex300 IRB submits IRB certs issued Agency Head Agency Strat review IRB precert Executive Council Q Q: decide UFRs FY spendout FY spendout lockin Contract Buydowns ARB/TRB CIO Program Manager IT Strat update PR packet IT+1 Spend plan budget input Contract window closes decisionintegration.com PMI 26 Nov IRB precert LCRplus Buy-down Execute contracts

22 Your priorities vs agency s? Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep PPBES POM, drafts POM submit Set up CY UFR Midyear review CY, POM deltas tasker due in lock Contracting / Finance FY Close CR Minor award New RFPs Last FOC Last New TO TO Mod IDIQ GPC CPIC Ex 53 Ex300 IRB submits IRB certs issued Agency Head IT Strat Agency Strat review IRB precert Executive Council Strat invest IT Strat Q Strat invest Q: decide UFRs FY spendout DBS +1 cert; IT+1 FY spendout lockin; IT + 1 Contract Buydowns ARB/TRB Call for next-fy invests IT Strat CPIC proc MS 1 Last AOA IT stds Last bus case DBS +1 cert IT+1 MS 2 IT +1 review IT stds CIO IT Strat update IT Strat IT Gov proc Target EA Strat invest Bus unit IT plans IT+1 Spend plan DBS +1 pre-cert DBS +1 pre-cert LCRplus Buy-down Program Manager Prep IT inv pkg Last AOA Inv MS 3 Last bus case budget input Execute contracts decisionintegration.com PMI 26 Nov

23 Discussion VWI-inc.com PMI 17 May

24 Integrating Management Processes decisionintegration.com PMI 26 Nov