1. Structuring An Effective Project Management Office and IT Governance David Stokes, PMP Jane Matthews, PMP Florida Department of Health Division of Information Technology

2. Information Technology Success Rates Only 28% of projects are considered successful Only 28% of projects are considered successful 49% were canceled 49% were canceled 23% were challenged; the project is completed but is over-budget, over time and with fewer features and functions 23% were challenged; the project is completed but is over-budget, over time and with fewer features and functions 45% had cost overruns 45% had cost overruns Only 67% of the required features were delivered Only 67% of the required features were delivered Standish Group, 2001 CHAOS Report

3. FDOH Evaluation Failure of several large projects Failure of several large projects “Stovepipes” and duplication of efforts “Stovepipes” and duplication of efforts Limited IT Resources Limited IT Resources Lack of executive oversight and leadership Lack of executive oversight and leadership Improvement of communication and decision making Improvement of communication and decision making Maintain agency perspective for prioritization Maintain agency perspective for prioritization Recommendation of Special Project Monitor Recommendation of Special Project Monitor

4. FDOH Roadmap Special Project Monitor requested the establishment of a PMO and IT Governance Special Project Monitor requested the establishment of a PMO and IT Governance December 2002- Reorganized the Bureau and formalized the PMO December 2002- Reorganized the Bureau and formalized the PMO Only 2 large projects had project managers Only 2 large projects had project managers Small and medium projects had no formal project manager Small and medium projects had no formal project manager Fall 2003 – Hired PMO Project Managers to develop templates and standards Fall 2003 – Hired PMO Project Managers to develop templates and standards IT Governance implemented November 2003 IT Governance implemented November 2003 Required Tier 3 projects to hire a full time project manager Required Tier 3 projects to hire a full time project manager Required PMO PM’s to mentor and monitor all IT projects Required PMO PM’s to mentor and monitor all IT projects

5. FDOH Organizational Structure 2002 2002 1 PMO Manager 1 PMO Manager 2 Project Managers 2 Project Managers 1 Project Administrator 1 Project Administrator Current State Current State Division of Information Technology, Bureau of Planning and Quality Improvement Division of Information Technology, Bureau of Planning and Quality Improvement Staffing Staffing PMO Manager PMO Manager 9 PMO Project Managers and Project Administrators 9 PMO Project Managers and Project Administrators 12 Project Specific Project Managers 12 Project Specific Project Managers

6. FDOH Organizational Structure Project Manager reporting and responsibilities Project Manager reporting and responsibilities All project managers report to PMO and the project sponsor All project managers report to PMO and the project sponsor Serves as a neutral party focused on the success of the project Serves as a neutral party focused on the success of the project Liaison between technical and business partners Liaison between technical and business partners Assist with development of the PMO standards Assist with development of the PMO standards

7. Process and Priority IT Governance IT Governance Determined Policies and Guidelines Determined Policies and Guidelines Established Templates Established Templates Established Processes Established Processes

8. FDOH IT Governance 2003 Implemented IT Governance IT Governance provides a fair and consistent process for prioritization and focus of the department’s limited IT resources

9. IT Governance Approval Process FDOH IT Governance Model

10. PMO Support Process For approved projects, the project PM is given a packet that includes the reporting templates and completed examples For approved projects, the project PM is given a packet that includes the reporting templates and completed examples The assigned PMO PM makes contact to answer questions and provide guidance The assigned PMO PM makes contact to answer questions and provide guidance The project PM is given access to the tools and templates The project PM is given access to the tools and templates

11. PMO Monitoring Process The assigned PMO PM is responsible for monitoring the project using the standard monitoring tools The assigned PMO PM is responsible for monitoring the project using the standard monitoring tools Projects are monitored for late/missed milestones and deliverables, increasing risks, overspending of budget, and scope changes Projects are monitored for late/missed milestones and deliverables, increasing risks, overspending of budget, and scope changes A red, yellow or green color status is assigned and reported to Governance A red, yellow or green color status is assigned and reported to Governance

12. Integrated Processes The PMO and IT Governance Unit combined The PMO and IT Governance Unit combined Project starts by going through the Governance process for approval Project starts by going through the Governance process for approval A PMO project manager is assigned to each project as a point of contact/monitor A PMO project manager is assigned to each project as a point of contact/monitor The PMO provides tools and templates for management of the project The PMO provides tools and templates for management of the project

13. Integrated Processes PMO project manager monitors the project and determines health status PMO project manager monitors the project and determines health status Project monitoring results are provided to the appropriate Tier body for status reporting Project monitoring results are provided to the appropriate Tier body for status reporting If project health status goes to red, a “firefighter” is assigned from the PMO If project health status goes to red, a “firefighter” is assigned from the PMO

14. Integrated Processes Monitoring and support are throughout the project’s lifecycle Monitoring and support are throughout the project’s lifecycle Project close out activities are completed with the PMO Project close out activities are completed with the PMO Project close out and final outcomes are reported to IT Governance Project close out and final outcomes are reported to IT Governance

15. Continued Improvement  Implementation of Portfolio Management tools  Improvement of Monitoring, Mentoring and Training  IT Tier 1 Projects - Dedicated Project Manager for each Bureau within the Division

16. FDOH Benefits Realized  Consistent reporting  Standardization of tools and templates  Auditing Assistance  Firefighters assist on troubled projects  Advocacy of the Project Management Office and IT Governance  Efficient and effective training  Projects completed based on Merit

17. FDOH Benefits Realized  Standard process  Successful turn-around of “red” projects  Address Black Hole projects  Monitor for duplicated projects  Avoid the stovepipe effect  Central hub of communication  Reduction of external oversight