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EPLC Implementation at HHS: Successes and Challenges

EPLC Implementation at HHS: Successes and Challenges. John Teeter Deputy Chief Information Officer March 19th, 2010. EPLC Objectives. Change the project management culture to be more proactive and transparent Increase ability to move projects to production more quickly

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EPLC Implementation at HHS: Successes and Challenges

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  1. EPLC Implementation at HHS:Successes and Challenges John Teeter Deputy Chief Information Officer March 19th, 2010

  2. EPLC Objectives • Change the project management culture to be more proactive and transparent • Increase ability to move projects to production more quickly • Reduce project risk by improving project planning and performance • Apply consistent and repeatable processes across HHS

  3. HHS Successes • Continued and expanded OPDIV collaboration through EPLC Workgroup • Released updated EPLC Framework, Artifacts, Guidance for Process • Completed Initial Implementation in All OPDIVs • Trained more than 200 Project Managers • Benefits of EPLC expressed by Stakeholders, Project Managers, and Business Owners

  4. HHS Challenges • Engaging Critical Partners • Conducting Sustainable and Supportable Stage Gate Reviews • “Containing Success”

  5. HHS OCIO Experience:Critical Partner Reviews • Engaged the Deputy Assistant Secretaries responsible for Critical Partner Areas -- Acquisition, Budget, Finance, Human Resources, Performance • Trained Critical Partner Subject Matter Experts in EPLC Review Processes • Developed Structured Quality and Critical Partner Review Process

  6. HHS OCIO Experience:Critical Partner Reviews • OCIO Staff undertake Quality Review of Artifacts before Critical Partners Review • Critical Partners Stage Gate Artifacts updated prior to Review • Critical Partners provide Subject Matter Expert Recommendations • OCIO facilitates a two-hour Critical Partners Working Session

  7. HHS OCIO Experience:Critical Partner Recommendations • Recommend one of three outcomes to HHS ITIRB: • Approve • Approve with Conditions • Discontinue • Provide action items to Project Manager and Project Team as the projects progress to the next Phase

  8. HHS OCIO Experience:HHS ITIRB Decisions • HHS ITIRB receives Critical Partner Recommendations: • Approve • Approve with Conditions • Discontinue • Reduces information required by HHS ITIRB in order to make decisions • Improves HHS ITIRB ability to consider business issues and strategic value of IT projects

  9. HHS CIO Experience:Reviews to date • Four OS-owned projects currently in review • Three reviews conducted, with all projects Approved with Conditions • One project review planned • Demand for OCIO Technical Assistance to Project Teams has greatly increased

  10. HHS OCIO Experience:Containing Success • Demand for extending reviews to other Projects • Limited OCIO Staff resources to provide technical assistance to Project Teams • Limited OCIO Staff resources to conduct Quality Reviews • Limited Critical Partner and OCIO Staff resources to conduct Critical Partner Reviews

  11. Questions? • HHS IT Capital Planning Director: Jeff Lovern (jeff.lovern@hhs.gov) • HHS EPLC Workgroup Co-Chairs: Jane Small (jane.small@nih.gov)Scott Cory (scott.cory@nih.gov)

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