Project Initiation using Stages: From concept to implementation

1. Project Initiation using Stages: From concept to implementation Linda Lander Fidelity Information Services Software Services Manager & Jim Peters, PMP Forté Systems, Inc. EPM/PPM Principal Consultant

2. Agenda • Fidelity Information Services Background • Feasibility / Workload Management Project • Implementation Approach • FIS Workflow • Sample Views/Reports • Implementation Issues/Problems

3. Fidelity Information ServicesBackground • Who/What is Fidelity Information Services? • EPK-Suite/Project Server at FIS - Project Server was implemented and in use by a large user base. • Project Approach - Partnering strategy between internal FIS staff and consultants. Project being done in parallel with another large EPK-Suite implementation. • Start-up Issues

4. Feasibility / Workload Management Project Objectives • Deliver to commitments by successfully prioritizing and managing the workload. • Identify the amount of work remaining on current projects and prioritize future work (pipeline). • Identify resources to staff all current and future projects to attempt on time delivery, in budget, according to specifications. • Identify the skills needed to successfully deliver these current and future commitments. • Ensure appropriate staffing levels and required expertise is available within mutually acceptable timeframe.

5. Feasibility / Workload Management Project Improvement Areas • Account Planning • Pipeline • Resource Capacity & Planning • Project Tracking • Resource Management • Current Effort: • The focus of this current effort (Feasibility / Workload Management) is to start in the middle and work forwards and backwards.

6. Feasibility / Workload Management Project Components • Project Intake – Ensures that all requests for work are submitted through ServiceCenter. Requests include day-to-day changes as well as project requests.Upon Approval projects are entered into EPK as Portfolio Items. • Feasibility / Assessment – Ensures that all requests are reviewed and, where needed, feasibility is determined and estimates are provided before commitments are made or work is performed. • Workload / Pipeline Management – Ensures that workload capacity is known and the pipeline is managed

7. Project Component to Improvement Area Mapping

8. Approach: Work Breakdown Structure

9. What is Feasibility / Assessment?

10. For cross-organizational requests, • Work group forwards the request to the FG. • A FG member, working with the impacted • Delivery groups, performs each feasibility phase. • Returns information to the FG for review, consolidation, prioritization and communication to the engagement manager. • For silo requests, • The work group performs each feasibility phase. • The work group communicates with the engagement manager. • FG can reschedule the proposed start date and priority if needed during feasibility prioritization modeling. Feasibility Non Run-Rate / Project Type Request Determine Feasibility: 1st Phase - Review requirements, provide estimates, and calculate project size (S, M, L) 2nd Phase – Review workload, schedules, resource availability to provide proposed start date. Systems Assurance assigns to the assignment group, i.e., Financial Systems, Network, Messaging based upon information entered into the request ticket. Messaging Work Group Financial Systems Work Group Network Work Group Feasibility Group Periodically meets with Engagement Managers to review client work (past, current, and future commitments) Reviews cross organizational project requests Assigns Priority to balance client commitments and workload Communicates to the Engagement Manager Engagement Managers Account Team Clients

11. SC Work Queue Step 1: Request is entered Step 2: Systems Assurance assigns to the assignment group, based upon information in the ticket. Feasibility Process Flow Templates Process Flow • Feasibility Group • Regularly meets with Engagement Managers to review client • work (past, current, and future commitments) • Reviews cross organizational project requests • Assigns Priority to balance client commitments and workload • Communicates to the Engagement Manager Engagement Managers Account Team Clients Feas Review Team Site CTC Work Group LTC Work Group JTC Work Group IMS Work Group Enterprise Systems Work Group ASP/Bus Suppt Work Group • Determine Feasibility • 1st Phase - Review requirements, provide • estimates, and calculate project size • (S, M, L) • 2nd Phase – Review workload, schedules, • resource availability to provide proposed • start date. Customer interaction for project definition • Estimation Templates • Packet of worksheets to enable consistent • estimates for feasibility Phase 1 • Each workgroup completes appropriate worksheet for the packet • Packets are kept on the Feasibility Review Team Site. • For Silo Requests • The work group performs each feasibility phase. • The work group communicates with the engagement manager. • FG can reschedule the proposed start date and priority if needed during feasibility prioritization modeling. • For Cross-Organizational Requests • Work group forwards the request to the FG. • A FG member, working with the impacted • Delivery groups, performs each feasibility phase. • Returns information to the FG for review, consolidation, prioritization and communication • to the engagement manager.

12. Workflow Design The feasibility business process was first designed based on the business needs This feasibility process was transformed into a workflow that could be implemented in EPK-Suite (See the shaded portion. An approach was defined to include all work/non-work was integrated into the EPK Stages

13. Stages • Entry • Project Feasibility • Queued • Initiation & Planning • Control • Closure • Closed • Hold • Cancelled

14. Types of work • The Workflow address three types of work, each with unique staging, reporting and tracking requirements. These are: • PMO Managed Projects • Departmental Projects • Daily Work • The flow for departmental projects was adjusted to make the terminology and project management artifact requirements consistent for all projects.

15. Conditions 1. PMO Project Normal Flow 2. Departmental Project Normal Flow 3. Departmental Put on Hold 4. Departmental Project Moved to PMO Project 5. Daily Work Standard Flow

16. Workflow Design The feasibility business process was first designed based on the business needs This feasibility process was transformed into a workflow that could be implemented in EPK-Suite (See the shaded portion. An approach was defined to include all work/non-work was integrated into the EPK Stages

17. Creating the Workflow in EPK-Suite All steps required to define the stages are documented in the EPK Adminstration Guide. The steps listed below are described in detail in the “EPK Stage Creation & Maintenance Steps” that has been provided on the EPK User Group CD. Step 1: Define the fields that will be utilized by Portfolio Items Step 2: Define the layout of the fields Step 3: Specify the work flow process, the stages Step 4: Set the field attributes for each field for each stage Step 5: Verify that each path through the stage process results in the correct required fields being entered.

18. Portfolio View Example using Stages

19. Report - Staffing Summary by Role Resource Demand and Capacity reporting across the organization is possible because of the method used to define and capture the work using EPK-Suite and the process requirements to provide consistent estimates.

20. Report - Staffing Detail by Role Application area demand forecasting is possible by department and role because resource plans are required for all types of work. Similar reports are available utilizing other portfolio outline codes such as customer.

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