1. 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

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

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

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

5. Project Manager (PM) Communication Stakeholder Management

6. Project Management Office

7. WE ARE…

8. It is a blessing and a curse

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

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

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

12. 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

13. 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

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

16. OPP’s IT Portfolio Management (PfM)

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

18. Aligning Portfolios with Governance

19. 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

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

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