PfM, PMO, PM and BA: The Myth, the Fuss and the Challenges Opportunities 2015 Penn State Project Management Conference November 5, 2015 Dave Gindhart Senior Director of IT, Finance and Business Huoy-Jii Khoo Director of ITS, Office of Physical Plant

Goals for our Presentation To be provocative To generate further dialog and discussion To start a movement

Business Analyst (BA) a.k.a Business Systems Analyst (BSA), Systems Analyst (SA), Business Process Analyst (BPA) at Penn State, etc.

Programmer/Analyst or Programmer & Analyst? Programmer Design.. Develop.. Test.. Debug....the software Analyst Identify.. Analyze.. Document.. Test.. Train.. Support....requirements, business processes, policies, systems,..

Project Manager (PM) Communication Stakeholder Management

Project Management Office

WE ARE…

It is a blessing and a curse

Business Penn State New and exciting Confusing Opportunities Form community of practice Spread the word Common training expectations – leverage PS Great Valley expertise!

Project Penn State Maturity increasing Not invested in project - Perception or Ownership? Opportunities Standardize professional development Continue peer support, education (PMWG) Seek feedback throughout project

Project Management Penn State PMO ≠ PM Everybody wants one Opportunities Look at this conference turnout One PMO? Leverage PMWG (next slide)

PMWG Successes  ONE PMO? PMWG, transformed from ITPMWG Great work and growth to-date A great example of community of practice, grassroots The “Evil” Plan Phase 1a: Define policies, standards and processes for willing parties Get Outreach’s buy-in Get SAS’ PMO, OPP ITS PMO, others? Phase 1b: Establish itself as the de facto Penn State PMO Obtain wider range of support (Executive sponsor, business units, etc) Obtain funding and dedicated resources Phase 2: Conquer the world… I mean Penn State

Portfolio collection of programs, projects, operations managed as a group to achieve strategic objectives Portfolio Management centralized management of portfolios including identifying, prioritizing, selecting, managing, and controlling to achieve strategic objectives Balance demands Focus resources Continuous evaluation

OPP’s ITS PMO Three Guiding Principles Simple Practical Apply Lesson Learned Tool – Easy to Use Repeatable then Measureable

OPP’s IT Portfolio Management (PfM)

Envisioning PSU Portfolio Management Project Management PMO Organizational Portfolio Management Enterprise Portfolio Management

Aligning Portfolios with Governance

Functionally-aligned groupings of projects and operations Includes new and legacy systems Multiple organizations represented in each portfolio Enterprise Systems Portfolios Human Resources Financial and Business Services Research Administration Alumni and Development Assets, Facilities, and Operations Data and Analytics Student Systems

Opportunities - PfM Capacity planning Balancing new and legacy Balancing across portfolios Cross-portfolio infrastructure dependencies Data governance IT competency re-alignment

This is our Movement ONE PfM (Portfolio Management) ONE PMO (Project Management Office)