2. H I S D Becoming #GreatAllOver
 Agenda
– Project Process
– Implementation of Gate Reviews
– Innotas
– Q&A???

3. RIGOR &
ACCOUNTABILIT
Y
 Project Process

4.  A unified IT Governance, Application Lifecycle, Software Development, Service Management and Project framework for
Team IT
– Processes monitored by Gate Reviews (intersections) designed to ensure customer results and conformance by establishing
clear expectations of Team IT. Gate 5 focus on Value Recognition, Service Operations and ensuring Continuous
Improvement is in progress
Digital Transformation
Consistent Results for our Customers

5.  Focus on the Right Changes
 Customer Approved Requirements
 Customer Validated and Tested
Engaged with our Customers
Phase 7 -
Retire
• ARCHIVE &
ELIMINATE
Phase 6 -
Operate
• SUSTAIN & GAIN
VALUE
Phase 5 -
Deploy
• IMPLEMENT
Phase 4b
–
Test
• VALIDATE &
APPROVE
Phase 4a
-
Construct
• BUILD
Phase 3 -
Design
• DEFINE HOW BY
REQUIREMENT
Phase 2 -
Analyze
• DEVELOP
REQUIREMENTS
& GAIN
CONSENSUS
Phase 1 -
Initiate
• DEVELOP SCOPE
Gate 1 Gate 2 Gate 3 Gate 5Gate 4
Project Process
Gate Approval Process
IT Governance – COBIT V4.1
SDLC Phases
Plan & Organize Acquire & Implement Deliver & Support Monitor & Evaluate
Service Management - ITIL V2 (V3 or V4 in the future)
Service
Strategy
Service
Design
Service
Transition
Service
Operation
Continuous Service Improvement (CSI)
Project Process

6.  Adherence to the requirements of every Phase
 Confirmation of acceptance at appropriate gates based on level of work
– Customer assessment / approval
– PMO assessment / approval
– IT Leadership assessment / approval
IT Accountability

7. H I S D Becoming #GreatAllOver
 Enhancements to existing functions
 Creation / Implementation of a new
system or function
What is a Project?
What is not a Project?
 Break / Fix work – reported as
incidents in FootPrints with a close
within x days requirement

8. H I S D Becoming #GreatAllOver
 Minor Enhancement
– Less than $50K (hours effort * $110 for
all team labor) (Determined after initial
business case developed)
 Incremental Release less than 1
month Duration
 Does not include Break / Fix or
operational (sustain/maintain)
activities
Project Criteria –
Minor - No PMO PM Required

9. Phase 5 -
Deploy
•IMPLEMENT
Phase 4b
–
Test
•VALIDATE &
APPROVE
Phase 3
/4a-
Design &
Construct
•DEFINE HOW BY
REQUIREMENT
Phase 2 -
Analyze
•DEVELOP
REQUIREMENTS &
GAIN
CONSENSUS
Phase 1 -
Initiate
•DEVELOP SCOPE
Minor Project - Key Deliverables by Phase
(typically Non PMO PM Project )
Gate 1 Gate 2 Gate 4
Project Process
Gate Approval Process
IT Governance – COBIT V4.1
SDLC Phases
Plan & Organize Acquire & Implement Deliver & Support Monitor & Evaluate
Service Management - ITIL V2 (V3 or V4 in the future)
Service
Strategy
Service
Design
Service
Transition
Service
Operation
Continuous Service Improvement (CSI)
Project Process
• Project Request In
Footprints
• Project Charter
• Gate 1 Review Package
• Minor Project Deliverable
• WBS in Innotas
• Resource Plan
• Gate 2 Review Package
• Update Minor Project
Deliverable
• Code
• Update impacted
Operations Plan
• Previous Deliverable
Updates
• Test Results
• Change Controls
• Deployment Schedule
• Gate 4 Review Package
• Previous Deliverable Updates
• Deployed Solution
NOTE if the Cost Estimate varies by more than 10% Standard Gate 2 meeting should
be scheduled
Gate 3

10. H I S D Becoming #GreatAllOver
 Incremental Release more than 1 month
Duration
 Involves 2 or more IT Teams (more than an
information request)
 Enterprise Deployment
 $50K or more costs
 Implements an external vendor product on
more than 5 laptops
 Does not include Break / Fix or operational
(sustain/maintain) activities
Project Type Criteria –
Major - PMO PM Required

11. Phase 7 -
Retire
• ARCHIVE &
ELIMINATE
Phase 6 -
Operate
• SUSTAIN & GAIN
VALUE
Phase 5 -
Deploy
• IMPLEMENT
Phase 4b
–
Test
• VALIDATE &
APPROVE
Phase 4a
-
Construct
• BUILD
Phase 3 -
Design
• DEFINE HOW BY
REQUIREMENT
Phase 2 -
Analyze
• DEVELOP
REQUIREMENTS
& GAIN
CONSENSUS
Phase 1 -
Initiate
• DEVELOP SCOPE
PMO PM Led Project - Key Deliverables by Phase
Gate 1 Gate 2 Gate 3 Gate 5Gate 4
Project Process
Gate Approval Process
IT Governance – COBIT V4.1
SDLC Phases
Plan & Organize Acquire & Implement Deliver & Support Monitor & Evaluate
Service Management - ITIL V2 (V3 or V4 in the future)
Service
Strategy
Service
Design
Service
Transition
Service
Operation
Continuous Service Improvement (CSI)
Project Process
• Project Charter
• Project
Request
• Initial
Business Case
• Business
Requirements
• Communication
Plan
• Project Plan
• Resource Plan
• Cost Plan
• Risk Plan
• Weekly Status
Report
• Resource
Timesheets
• Gate 2 Review
Package
• Previous
Deliverable
Updates
• Technical /
Functional
Specifications
• Test Plans
• Test Scenarios
• Disaster Recovery
Plan
• Gate 3 Review
Package
• Previous
Deliverable
Updates
• Code
• Test Cases
• Operations Plan
• Deployment Plan
• Post Production
Monitoring Plan
• Retirement Plan
• Previous
Deliverable
Updates
• Test Results
• Test Summary
Report
• Change Controls
• Deployment
Schedule
• Gate 4 Review
Package
• Previous
Deliverable
Updates
• Deployed Solution
• Post Production
Monitoring
• After a predefined
value time -Value
Review
Components
• Gate 5 Review
Package

12. ENGAGED
STAKEHOLDE
RS
 Project Requests
– Entry into FootPrints
– Assigned PMO Representative mines
FootPrints
– Assigned PMO Representative works with
Customer to define Charter
– Assigned PMO Representative enters
Request into Innotas – Submits
– Request flows into Gate Process
• Initial Review by PMO
• Review / Approval by IT Leadership
– Assignment to PM
– Pending PM Assignment
– Assignment to Portfolio
– Rejected
– Placed into Queue for Next Fiscal Year

13. RIGOR &
ACCOUNTABILIT
Y
 Gate Reviews

14. RIGOR &
ACCOUNTABILIT
Y
 Gate Reviews
– Every Monday 9-10am
• PMs
• Leadership team acting as Gatekeepers
– Goal – Customer Service through the Delivery
of the Right / Quality Solutions to our
Customers
• Ensure the projects approved for work are the right
projects
• Ensure the projects are achieving all goals
appropriately
– Process
– Involvement of the Right Areas
– Customer Interactions / Communications are
appropriate
– Quality – the project is ready from a completeness
perspective to move forward

15. Phase 7 -
Retire
• ARCHIVE &
ELIMINATE
Phase 6 -
Operate
• SUSTAIN & GAIN
VALUE
Phase 5 -
Deploy
• IMPLEMENT
Phase 4b
–
Test
• VALIDATE &
APPROVE
Phase 4a
-
Construct
• BUILD
Phase 3 -
Design
• DEFINE HOW BY
REQUIREMENT
Phase 2 -
Analyze
• DEVELOP
REQUIREMENTS
& GAIN
CONSENSUS
Phase 1 -
Initiate
• DEVELOP SCOPE
Gate Review - Focus
Gate 1 Gate 2 Gate 3 Gate 5Gate 4
Project ProcessGate Approval Process
Project Process
• Meets minimum
requirements to be
accepted for
definition of
Requirements
efforts within IT
• Acceptable Charter
1. Scope Outlined
2. Defined
Stakeholders
and Engagement
within IT
• + - 50% Cost
Estimate
• Requirements
appropriately
approved
• Risks identified
with clear
mitigation steps
• Measureable
benefits with
appropriate
metrics?
• Resource
commitment from
all required
• Assess current
budget against
HISD capability to
fund reality
• Confirm scope is
clearly
documented
• Design
appropriately
approved
• Technically
acceptable
solution
• Support resource
requirements
identified and
approved
• Risks identified
with clear
mitigation steps
• Resource
commitment and in
place from all
required
• Assess remaining
spend plan + - 10%
against HISD
capability to fund
• Confirm scope is
adhered to or
changes approved
prior to work
• Initial transition
plan created
• Occurs at
predefined value
review checkpoint
• Confirm
anticipated value is
received
• Lessons Learned
captured
• Support levels are
as expected or
documented in
lessons learned
• All stakeholders
approve closure
• Testing complete
and accepted
• User approved
deployment plan
• Transition plan
actively being
worked
• Support resource
requirements in
place
• CAB approved
• Risks identified
with clear
mitigation steps
• Resource
commitment from
all required
• Assess remaining
spend against
actual; within + -
10%
• Confirm scope was
adhered to or
changes approved
prior to work
• Value review
checkpoint
defined, Gate 5
scheduled

16. RIGOR &
ACCOUNTABILIT
Y
 Innotas - Portfolio/Program/Project
Management SaAS

17. H I S D Becoming #GreatAllOver
 Innotas
– PPM Software as a Service Product
– Application Portfolio
– Request Management
– Project Components & Management
– Timesheets for Project Activity
• Capture of sustain / maintain will be
manager decision
– Dashboards & Reporting

18. H I S D Becoming #GreatAllOver
 Supporting Information

19. H I S D Becoming #GreatAllOver
 What business problem and/or result
is desired?
 Confirm Initial Support for Scoping
 Document Scope supporting desired
business result
 Gain the appropriate approvals &
prioritize start
 Gate 1 Review
Phase 1 - Initiating Work
Key Activities

20. H I S D Becoming #GreatAllOver
 Form the team
 Develop the Project Plan and Schedule
 Develop the full Business Case including expected value
comparison data
 Develop the formal Business Requirements
 Document existing system impacts
 Document the Communication Plan
 Develop Project Assumptions & Constraints
 Develop the Risk Plan
 Document and Manage Issues
 Report Status
 Gain the appropriate approvals & adjust prioritization if
appropriate
 Gate 2 Review Meeting
Phase 2 – Analyze
Key Activities

21. H I S D Becoming #GreatAllOver
 Develop the technical design
 Formalize Use Cases
 Document Controls
 Determine the solution
 Determine / Perform RFP
 Develop the Functional Requirements
 Document the architecture
 Design integrations with existing systems
 Develop Test Scenarios and Cases (Unit, UAT, Integration, System and
Performance)
 Communicate
 Manage the Risk Plan
 Manage the Issues
 Manage Scope through Scope Change Requests (return to Gate 2 if + or – 10%
cost or schedule variation for 1 or all change requests)
 Report Status
 Gain the appropriate approvals & adjust prioritization if appropriate
 Gate 3 Review Meeting
Phase 3 – Design
Key Activities

22. H I S D Becoming #GreatAllOver
 Construct / Code the desired products
 Finalize Test Scenarios and Cases (Unit, UAT, Integration,
System, Performance, Security and Controls)
 Perform Unit Testing
 Communicate
 Develop Operations Plan
 Develop Deployment Plan
 Develop Post Production Monitoring Plan
 Develop Retirement Plan
 Manage the Risk Plan
 Manage the Issues
 Manage Scope through Scope Change Requests (return to Gate
2 if + or – 10% cost or schedule variation for 1 or all change
requests)
 Report Status
 Gain the appropriate approvals & adjust prioritization if
appropriate
Phase 4a – Construct
Key Activities

23. H I S D Becoming #GreatAllOver
 Construct / Code the desired products
 Perform Testing
– Unit
– UAT
– Integration
– System
– Security
– Performance
 Perform Project Quality Review / Assurance Review
 Test & Confirm Process & System
 Communicate
 Develop Operations Plan
 Develop Deployment Plan
 Develop Post Production Monitoring Plan
 Develop Retirement Plan
 Manage the Risk Plan
 Manage the Issues
 Manage Scope through Scope Change Requests (return to Gate 2 if + or – 10% cost or
schedule variation for 1 or all change requests)
 Create Change Orders
 Report Status
 Gain the appropriate approvals & adjust prioritization if appropriate
 Gate 4 Meeting
Phase 4b – Test
Key Activities

24. H I S D Becoming #GreatAllOver
 CAB Approval
 Deploy Service (solution or product)
 Operate Service (solution or product)
 Monitor Service Operations; produce Early Operations Monitoring Reports
weekly
 Manage the Risk Plan
 Manage the Issues
 Define items for next Phase; initiate request if required
 Publish final Operations Monitoring at agreed time
 Document Lessons Learned
 Request Project Survey Response
 Move project to Implemented status
 After pre-defined Value Period
– Develop value gained materials
– Develop Final Gate Review Materials
– Confirm Project Deliverables are in place
– Formally Close Project
– Gate 5 Meeting
Phase 5 – Deploy
Key Activities

25. H I S D Becoming #GreatAllOver
Phase 7 -
Retire
• ARCHIVE &
ELIMINATE
Phase 6 -
Operate
• SUSTAIN & GAIN
VALUE
Phase 5 -
Deploy
• IMPLEMENT
Phase 4b
–
Test
• VALIDATE &
APPROVE
Phase 4a
-
Construct
• BUILD
Phase 3 -
Design
• DEFINE HOW BY
REQUIREMENT
Phase 2 -
Analyze
• DEVELOP
REQUIREMENTS
& GAIN
CONSENSUS
Phase 1 -
Initiate
• DEVELOP SCOPE
& 1 Page Project
Charter
Lifecycle Roles
Gate 1
Gate 2 Gate 3
Gate 5
Gate 4
Project Process
Gate Approval Process
IT Governance – COBIT V4.1
SDLC Phases
Service Management - ITIL V2 (V3 or V4 in the future)
Project Process
IT Business
Analyst
IT Project Manager IT Project Manager IT Project Manager IT Project Manager IT Project Manager Systems Analyst IT Team that Owns
the Service
PMO IT Business
Analyst or
Systems Business
Analyst (OR PM
PERFORMS BA
Role)
IT Business
Analyst
(clarification of
requirements) (OR
PM PERFORMS BA
Role)
IT Business
Analyst
(clarification of
requirements or
test scenarios) (OR
PM PERFORMS BA
Role)
IT Business
Analyst (customer
liaison / testing)
(OR PM
PERFORMS BA
Role), QA
IT Business
Analyst (customer
facing) (OR PM
PERFORMS BA
Role)
Developer
IT Leadership IT Leadership Systems Analyst Systems Analyst,
QA
Systems Analyst
(technical testing)
Systems Analyst
(technical)
IT Team that Owns
the Service
IT Leadership Developer,
Technical Support
Developer,
Technical Support
IT Leadership
UI Designer (if
applicable)
IT Leadership IT Leadership
Supporting Resource Type for Phase
Key Resource Type for Phase

26. ENGAGED
STAKEHOLDE
RS
 Product Owner
 Submits Project Requests into Footprints as
appropriate
 Customer Liaison
– Roadmap Development & Updates
– Schedules Steering Committee Meetings
– Steering Committee Communicator
– Communicates Issues to Area Director, PMO
and mid level Customers (Directors
communicate to CITO & BRM(s), BRM(s)
communicates to Chief(s) prior to steering
committee meetings)
– Manages Change Order Approvals & all related
customer communications
 Engages Portfolio Resources
 Manages Portfolio Resources if applicable
 Reviews project costs
– Validates project estimates for completeness
– Understand and approve cost assumptions
– Discuss with PM to mitigate budget risks
– Requests additional funding as required (gains
approval for Change Order)
 Manages project related contracts that charge
to portfolio budget strings
 Ensures Production Transition occurs as
expected works with PM to revise plan and
actions as required
 Production Support Owner
 Defines Release Schedules
 Submits Project Requests for Releases
 Portfolio Manager  Project Manager
 Project Owner
 Manages project activities to deliver Product
 Prepares & distributes Status Reports (weekly
and for Steering Committee use by Portfolio
Manager)
 Communicates Issues & Risks to Portfolio
Manager & PMO Director
 Requests signoff on project deliverables
except Change Orders
 Manages Team Resources from the
perspective of the project
 Coordinates with Resource Owners to
schedule and ensure Resource Engagement
occurs as expected
 Prepares project costs, assumptions & backup
 Reviews project costs with Portfolio Manager
to mitigate budget risks.
 Develops Change Order to request additional
funding / scope changes
 Develops or ensure CAB documentation is
created / submitted
 Ensures Project Transition activities are
identified and occur
 Monitors product for some period post
deployment
Portfolio Manager / Project Manager
High Level Roles

27. RIGOR &
ACCOUNTABILIT
Y
 What skills should PMs/BAs and BSAs have?
What vs how.
– Business Analysis
– Business Process Modeling
– Effect Communications
– Some Project Management
– Problem Solving Tools
• Root Cause Analysis
• Pereto
– Effective Facilitation
– Organizational Change Management
– ITIL
• Service Design
• Service Strategy
• Service Transition
• Service Operations
• Continual Service Improvement

28. RIGOR &
ACCOUNTABILIT
Y
 IT Business Analyst (BA) Role (Performed by PM in many
cases)
– Interfaces with the Customer to develop charter document,
business case, business requirements and test cases.
Facilitates detailed requirements definition meetings and
sessions.
– Knowledgeable or becomes knowledgeable and able to
assist with business domain issues. Becomes the voice of
the customer strategy, problems and goals to IT in relation to
projects.
– Key Skills
• Customer Service
• Listening
• Business Analysis, Business requirements definition and begins the
Requirements Traceability Matrix
• Facilitator
• Process Mapping (As Is / To Be)
• Develops Test Plan and Scenarios
• Documents initial User Interface
• Participates and works with the customer to ensure User Acceptance
Testing occurs and that results are recorded
• Integrates with Business Systems Analyst / Systems Analyst so that
the BSA / SA can ensure testing results are incorporated into the
technical specifications and code by the technical resources

29. RIGOR &
ACCOUNTABILIT
Y
 Business Systems Analyst (BSA) Role
– Translates business requirements into
detailed functional, technical requirements
and test cases
– Key Skills
• Technical Knowledge
• Translation of business need to technical
• Develops Test Cases and works with QA resources
where available
• Performs Unit Testing
• Analyzes and manages work related Small Projects
/ enhancements
• Analyzes production issues, part of the level 3
support team
• Approves technical solution
• Integrates with BA during User Acceptance Testing
to ensure testing results are incorporated into the
technical specifications and code by the technical
resources

30. H I S D Becoming #GreatAllOver
 SDLC Phase
–Deliverables
•Project Activities
–Gate Approval
Methodology Hierarchy

31. H I S D Becoming #GreatAllOver
September 13
• Minimal
standardization &
commonly adhered
to project processes
• No Enterprise Project
Management tool to
enable enterprise
visibility
• Non Standardized
Work Intake
• Key projects at risk
• Key roles need
staffed
• Implement
standardized Project
Status Template for
enterprise projects
November
2013
• Standardized Work
Intake within IT
• Socialized & gained
acceptance of
Standardized
Project Process
•Minor Projects
•Major Projects
• Recommended
search be taken for
aSaAS Project
Management
Information System
(PMIS)
December
13
• Selected
Innotas SaAs
PMIS solution
• Completed
Gate Design
• Standardized
Work
January 14
• First Gate
Review
• Design Innotas
Implementation
& Metadata
• Ongoing
development of
PMO Vision
February 14
• All Enterprise Projects
conducting Gate
Reviews
• Projects began to be
created in Innotas
• At Risk Project Reviews
implemented
• CTO Project Reviews
implemented
• IT Leadership
introduced to project
process, Innotas and
gate process.
IT PMO 6 Month Maturity
8/4/2014
March 14
• Project WBSs
entered into
Innotas
• Gate meetings
processed
through Innotas
• Refined Steering
Committee
Meeting
Attendees
• Improved Project
Deliverable
options
• Implemented
standard project
WBS in Innotas
• Implemented
standard project
deliverables
Focused on building the foundation for standardization, visibility
and CUSTOMER SERVICE through projects