Pmo presentation

ITT PMO Update

Brad Ring
ITT PMO Council chair

© 2005 Austin Energy ♦ All Rights Reserved
Information Technology & Telecommunications ♦ For AE Internal Distribution Only 1

ITT Mission & Vision

MISSION
“To deliver quality utility solutions on-time and on-budget”

VISION
“To build a 100% online, interactive, anytime, anywhere, any
device, secure, reliable, and scalable enterprise for employees,
customers, partners and vendors.”


Part 1: History: Establish 5 Project key performance indicators (KPIs)
Focus: Reactionary, firefighting, chaos theory.


Part 1: History: 5 key performance indicators (KPIs)

Historical KPI progress

1. Project communication: Inconsistent

2. Supporting processes:
 PMO On-line (BOT)
 Microsoft Server Project 2003

3. Resource planning: Ad hoc

4. Financial reporting: Focus on CIP projects

5. Baseline scheduling: Limited

Part 1: History

ITT prior Project challenges


Part 1: History

ITT Project challenges

 Resource gridlock
 Schedule slippage
 Low probability of
success
 Cost overruns


Part 1: History

ITT Project operating environment:

 Resource gridlock  Scope creep
 Schedule slippage
 Incomplete projects
 Low probability of
 No quality control
success  Most important project
 Cost overruns “of the week”.


Part 2: KPI Current accomplishments (Jan 05 to Present)
Focus: Repeatability and predictability



KPI 1- Project communication (ITT Focus)

 Established weekly project status reporting cycle
includes distribution to all ITT management and BSA’s.

 Established periodic detailed status reviews (DSR) for
peer review, schedule review, risks, and feedback.



KPI 2 - Supporting Processes
Established 5 new processes & process owners:

 PM Mentoring: coaching & mentoring new & existing staff.
 Formal resource request process: written approval from RM.
 Issue Escalation: Issues sent to all Division Managers & CIO.
 Project Prioritization
 On-going PM best practices (purchasing, scheduling, etc.)



KPI 3 - Resource Planning

 Define resource utilization rate for lifecycle tasks: analysis,
projects, operations, maintenance and support. (activity tracking
sheet)

 Established standard utilization factor of 20% for all meetings,
overhead, etc.

 Created accurate global resource pool


Part 2: KPI Current Accomplishments (Jan 05 to Present)

KPI 4 - Financial Reporting

 Created work orders for all active projects to capture all
related projects costs (June)

 Able to track resources, capital costs, labor, and related
expenses in MS Project Server

 Coordinating with BSA’s to establish initial work order for
lifecycle mgt.


Part 2: KPI current accomplishments (Jan 05 to Present)

KPI 5 - Baseline Scheduling
 Snapshot: current portfolio projected workload of 42
active projects including 18 CIP projects (May)

 Training: 25 staff attended formal schedule estimating
techniques including PERT, WBS levels, risk mgt.

 Pilot project: Service Center replacement


Service Center Replacement Pilot
Scope:



Scope:

Accomplishments:
5. Document high level WBS for entire project
6. Formal cost & schedule estimate for each work package
7. Schedule in MS Project: dependencies, critical path, resources
8. Supporting PM documents: Charter, project plan, risk plan, etc.


Scope:

Accomplishments:
5. Document high level WBS for entire project
6. Formal cost & schedule estimate for each work package
7. Schedule in MS Project: dependencies, critical path, resources
8. Supporting PM documents: Charter, project plan, risk plan, etc.

Result: High probability of success

Part 3: Future Strategies
Focus: Integrated workload and resource management



Strategy #1

A. Re-estimate & baseline
all existing projects using formal
estimating techniques.

B. Require formal estimating on
all new proposed projects



Strategy #2

Define resource utilization rate for
analysis, projects, operations,
maintenance and support by skill,
resource, and division.



Strategy #3

Prioritize and rank all projects
& support initiatives within each
business unit (including ITT)
and across the organization



Strategy #4

A. Link prioritized projects
to global resource pool.

B. Determine resource availability,
conduct resource planning and
forecasting. Revise project
completion dates.



A. Re-estimate & baseline all
Provide resource
existing projects using formal
utilization and
estimating techniques.
availability rate using
global resource pool by
B. Require formal estimating on
division and skill set.
all new proposed projects

Link prioritized projects Prioritize projects within
to resource plan. each division and across the
organization


Benefits of Integrated workload and resource management

 Customers: realistic project delivery dates

 Sponsors: high degree of success for all projects

 ITT staff: manageable workload

 ITT management:
 Accurate resource allocation & forecasting
 Resource alignment with highest priority projects
 Project predictability and repeatability


Summary

To successfully complete the Mission Statement
“To deliver quality utility solutions on-time and on-budget”

The following foundation pieces must be in place:

A. Re-estimate & baseline
all existing projects Provide resource
using formal estimating utilization and
techniques. availability rate using
B. Require formal global resource pool by
estimating on all new division and skill set.
proposed projects


Acknowledgements


Questions, comments, feedback

Contact:
Brad Ring Ext 6347 TLC 457
Brad.Ring@austinenergy.com


DSR
ITT DETAILED STATUS REVIEW DSR 3.0
Project:
Project Manager: Project Start Date:
Customer: Est. Completion Date:
Sponsor: Priority:
Project Scope:

1. Scope Yes No NA Date Notes

a. Clearly defined with customer signoff?
b. Identified in MS Project as a note?
c. PMP completed, signed, archived?

2. Schedule/Budget Yes No NA Date Notes

a. Schedule accurate and updated?
b. Demonstrate progress of milestones &
deliverables. Identify next deliverable.
c. Identify the critical path
d. If CIP, document current cost & budget
e. Work Order established
f. Formal estimation process used

3. Remaining Schedule and Effort Effort Duration Date Notes
(hours) (days)

a. Estimated remaining effort

4. Risk Management Yes No NA Date Notes
a. Risk plan completed, signed, archived?
b. Identify any significant issues that may
adversely affect project deliverables

5. Procurement Yes No NA Date Notes
a. RFP Requirements? Identify stage.
b. Outstanding issues?
c. Estimated procurement cost & budget ($$)

6. Resource Management Yes No NA Date Notes
a. Are all tasks and deliverables properly
resourced?
b. Written commitment from Res. Mgr?

7. Dependencies – Yes No NA Date Notes
Task/Resource/Project
a. Any critical dependencies not identified in
risk plan?
b. Part of a Program or Multi-Phase initiative?


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