1. All Things Project and Portfolio Management OCCCIO Conference 2016 Presented by Claire Rosati Project Portfolio Office, ITS June 21 st 2016 Welcome to…

2. k Agenda Our Story Key Learnings Interactive Peer-to-Peer Discussion Session Question Period Wrap-Up

3. k Claire Rosati Delivering IT and business change projects for 20+ years With Niagara College 3 years PMP and CBAP certified Associate Director Project Portfolio Office crosati@niagaracollege.ca

4. k About Niagara College Xxx+ students 16K+ students 3 Campuses In Canada 10 Schools 676 Full time and 750 part time faculty and staff

5. k About ITS Centralized INS, ESS, USER, PPO, Security groups Staff = 50 Operating budget $5m+ annually CIO - 9 years PeopleSoft, Blackboard, Exchange, O365…plus much more

6. k Who is the Project Portfolio Office? Established in 2015 Focus to coordinate, oversee and provide stewardship of project management, portfolio management and IT governance. Staff of 3 -Manager -2 Business Systems Analysts Focused on ITS Projects

7. Poll 1 How many years of experience of Project or Portfolio Management do you have? Using Sli.do 1) Wireless connection occcio2016 Password - bigknowledge 2) Go to - www.slido.comwww.slido.com 3) Enter event code – 9415 Using Sli.do 1) Wireless connection occcio2016 Password - bigknowledge 2) Go to - www.slido.comwww.slido.com 3) Enter event code – 9415

8. Our Project Management Story…

9. k The case for the PPO Larger and more complex projects – more coordination, communication and integration to be successful Limited resources - dollars and staff, no end of new work Dissatisfaction with the current situation Risk Management Assessment

10. k Ground Zero..(Pre-PPO) Project tracking – minimal & ad-hoc status updates. Project requests – Informal by any method What is a project? 1-2..GO!…Minimal upfront analysis and planning We never said “NO” “Squirrel!” - Conflicting and ever changing priorities Gartner PPM Maturity Level = 0.25…maybe..

11. Gartner PPM Maturity Model

12. k Enter the PPO…Core Services

13. k First Steps…. Developed and implemented transitional processes to get some quick wins 1)Created Master Project List 2)Monthly status reporting for all projects 3)ITS committed resources/capacity planning - 3 months out 4)Improved visibility of projects – Dashboard reporting to all ITS and VP. process for projects

14. k Current Status.. 1. College Investment Strategy (Governance) Standard Project Intake and review process for all projects PPO Oversight of ITS Projects Project Scoring and Scorecard (Impact versus risk) Draft IT Governance Framework 2. Project and Portfolio Visibility & Coordination Dashboard Reporting Recently evaluated PPO SW and purchased Team Dynamix

15. k Current Status..[cont’d] 3. Project and Portfolio Methodology and Processes Created Project Management Methodology and associated templates, piloting minimal set of deliverables Implemented basic project prioritization – A-B-C 4. Collaboration and Knowledge Management Provide PM mentoring to IT Staff leading projects BSAs facilitate Project Request process with business users

16. k 5. Professional and Organizational Development Completed PMI boot camp training for all IT Managers PPO Staff - PMP or CAPM certification Ran PM session as part of college PD program 6. Resource Management 3 Month capacity plan Time Tracking Incorporate resource discussions as part of the bi- weekly ITS Project meetings Current Status..[cont’d]

17. k Ground zero - 1.5yrs on Project Tracking – Regular updates, all based on same criteria – Data still dated. Project Requests –Single entry through Project Request Form and process (For the most part) Definition of what a project is Stop! look before you go. ITS Project Meetings, Project Charter and Project Schedules. Not “NO”..but starting to push-back on project delivery to set expectations Gartner PPM Maturity Level = 2..just past the post

18. k Project Management Framework

19. k Dashboard Reporting

20. k Challenges To Date Finding the time Part-time Project Managers Minimal PPO Office Staff Right-sizing the PM framework Change Management Changing culture is hard, Maturity and timeline for change Still lots of confusion, fear of the “end-game” Impact of other changes The bigger picture - ripples outside of ITS

21. k Next Steps Move towards Gartner PPM Maturity Level 2+ Implement our PPM Tool - Team Dynamix – Intake, Resource Management, project and portfolio tracking PPO Website Presence Executive Approval of IT Governance Model and subsequent Implementation

22. k Lessons Learned Take baby steps…And set expectations Take an “It’s a project in itself” approach Obtain buy-in – start early – line up your allies, know your enemies Focus on getting some successes and showcase them.

23. k Questions? Post meeting: crosati@niagaracollege.ca