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GITA Orientation Training for: State Project Management Certification. February 22, 2010. Project Management Certification. Welcome ( Paul Wix ) Introductions Background Objectives of the Program. Project Management Certification. Agenda PIJ and Project Oversight – Paul Wix

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GITA Orientation Training for:

State Project Management Certification

February 22, 2010

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Project Management Certification

  • Welcome (Paul Wix)

    • Introductions

    • Background

    • Objectives of the Program

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Project Management Certification

  • Agenda

    • PIJ and Project Oversight – Paul Wix

    • IT Security & Privacy – Jim Ryan

    • State Web Portal – Andy Miller

    • Break

    • Enterprise Architecture – Raj Kollengode

    • Clarity – John Harrell

    • Phoenix Chapter PMI – Forrest Smith

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Project Investment Justification

  • Project Investment Justification (PIJ)

    • Oversight Authority

    • GITA/ITAC Statutes

    • PIJ Overview

    • PIJ Recommendation

    • PIJ Policy, Standard, Procedure

    • Questions

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Project Investment Justification

  • Oversight Authority

  • Arizona Revised Statute, 41-3504 Powers and Duties of the Agency, requires the Government Information Technology Agency (GITA) to evaluate and monitor Information Technology (IT) projects, including expenditures, activity reports and to perform periodic reviews.

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Project Investment Justification

  • GITA/ITAC Statutes

    • IT Projects of $25K or more – GITA

    • IT Projects of $1M or more and high risk projects will require ITAC review and approval – ITAC

    • Projects shall not be artificially divided to avoid review

    • Demonstrate competencyto carry out IT projects successfully

    • Monitoring, Collaboration and Support from GITA Oversight Managers.

    • There are times when temporarily suspension of a project may be required to evaluate a go/no go decision.

    • Life Cycle Analysis

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Project Investment Justification

  • PIJ Overview

  • GITA’s goal is to be involved as early as possible in the project lifecycle to provide advice and guidance in the project solutions and strategy during the onset of the approval process.

  • When the PIJ is submitted to GITA it will be reviewed by the Oversight Manager assigned to your agency. They will work with the agency to ensure the information in the PIJ is clearly defined, provide advice, direction and request details to meet the requirements for the PIJ approval process.

    • PIJ Template based on dollar requirements $25K / $100K / $1M, risk and project type.

    • Management Summary

    • To Be

    • As Is

    • Proposed Technology

    • Major Deliverables & Outcomes

    • Roles & Responsibilities

    • Other Alternatives Considered

    • Summary Project Management Schedule

    • Value to the Public / Benefits to the State

    • Financial Assessment

    • Risk Assessment

    • Approvals

    • Itemized List

    • Connectivity Diagram

    • Gantt Chart

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Project Investment Justification

  • PIJ Approvals

    • Approval Types:

      • Approval

      • Approval with Conditions

        • EXAMPLE: The ITAC voted in the affirmative for Approval with Conditions of the technology project as follows:

          The assigned Project Manager must have completed either Project Management Professional or State of Arizona Project Management certification.

      • Provisional Approval

      • Disapproval

      • Returned

      • Withdrawn

    • Other Approvals as Required

    • ITAC Approval

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Project Investment Justification

  • PIJ Policy, Standard, Procedure

    • PIJ Review Process

    • Definitions


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Project Investment Justification

  • Questions ?

    • Contact Information:

      Joyce Raschiatore,

      (602) 364-4976

      Chuck Revenew,

      (602) 364-4796

      Paul Wix,

      (602) 418-5350

      Sue Anderson


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GITA Oversight

Project Oversight



Process & Procedures

Clarity PPM Tool – Project Management System

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GITA Oversight

Oversight Authority

Arizona Revised Statute, 41-3504 Powers and Duties of the Agency, requires the Government Information Technology Agency (GITA) to evaluate and monitor Information Technology (IT) projects, including expenditures, activity reports and to perform periodic reviews.

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GITA Oversight

GITA Oversight Responsibility

Your agency’s GITA Oversight Manager will continue with you from the PIJ approval process through the project monitoring process…

After projects are approved, GITA is responsible for

Reviewing project progress, in order to track major milestones, deliverables, financials, outstanding risks and issues, and changes to scope/cost/timeline

Supporting the agency Project Manager

Providing direction, advice and guidance

If project issues are reported, GITA:

May make recommendations for improvements or corrections to the project.

Will track project progress in the Clarity system.

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GITA Oversight

Agency Responsibilities

The Agency & GITA will form a partnership based on the same common goal…a successful project that is managing scope, timeline and budget with risk & issue management throughout the lifecycle of the project.

Agency provides GITA with ongoing and ‘event-based’ status reports

For all IT projects that are reviewed and approved by GITA.

Monthly status reports will be required by the 10th of the month

An project event may occur outside of the normal status report timeframe, in this case an "event based" status report would be required at the date of the event. (on hold, resumed, cancelled)

Status reports help ensure

Projects are being managed in an appropriate manner

Sound project management practices are being followed from financial, scope and timeline perspectives.

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GITA Oversight

Oversight Process Starts

Request for Start Up email sent to the agency contact by the GITA Oversight Manager once PIJ is approved.

Project Status Report template and instructions also provided along with Request for Start Up (basic PIJ information will be filled out by GITA)

Project Name


Agency Contact in PIJ

Reporting requirements

Approved Development Budget

Project Description

PIJ Conditions (if applicable)

Agency will fill out Start Up project information on the “Project Start Up Status Report” template and send to GITA prior to spending project funds.

Contact Information

Project Status – Required Fields

Project Commentary

Project Schedule/Major Tasks or Milestones with estimated start and end dates – Required Fields

Project Financials – Required Fields

FTE Hours

Risk/Issue (when required)

PIJ Condition Updates (when required)

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GITA Oversight

Project Status Report Template

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Project Budget, FTE Hours, Risk, Issue, Changes & PIJ Conditions

Template (Continued)… Project Budget, FTE Hours, Risk, Issue, Changes & PIJ Conditions

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Status Reporting Conditions


  • It is important to look at the three areas of project control - cost, schedule and scope - to determine how the project is trending.

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  • During the project lifecycle the project may experience “event changes” these events must be communicated through the “project status report”. Below are the events that will be reported during the project.

  • Startup Project Status - When the project start date has been established. It is most important that the Startup Project Status Report be completed and submitted to GITA before any funds are expended, and that the Project Start and End dates are as accurate as possible. You’ll also need to provide milestones on the Status form that support the Project Start and End dates, as well as the planned activities per the PIJ.

  • Current Project Status - Ongoing report on the status of the project. Factors to report on include project status, accomplishments, progress against milestones, expenditures to date, issues, risks and other areas of concern that have been encountered. The Condition section of the form can be updated to indicate that a condition has been met, if applicable.

  • Project On Hold Status - If a major delay is encountered in the project. No additional development funds are to be expended while the project is on hold. NOTE: If the project remains on hold for more than 2 years, an updated PIJ document from the agency will need to be resubmitted for PIJ approval due to the possibility of new technology advances.

  • Project Resumption Status - As soon as an on hold project can start again. See project change request section for more details, since a change to the end date may be necessary.

  • Project Cancellation Status - If cancelled or never officially started. A Project Cancellation generally indicates that no funds have been expended on the project. Should that not be the case, and yet there are circumstances requiring that the project be cancelled, those should be discussed with the GITA Oversight Manager before submitting the Project Cancellation Status Report.

  • Project Completion Status - When the project has successfully

  • completed. Final information on all applicable sections of the Status

  • Report is to be provided. .

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Project Risk and Issues Conditions


  • Identify something that MAY OCCUR during the project and cause problems. Risks need to be mitigated before they become an issue.

  • What is the PROBABILITY that the risk could occur

  • and what is the IMPACT if it does occur?


  • Identify something that HAS OCCURED which is causing impact on the project and needs to be resolved.

  • What is the PRIORITY of the ISSUE?

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GITA Oversight Conditions

Project Data is captured in Clarity Project Portfolio Management (PPM) Tool

Captures project information provided by Agency in Start Up and ongoing status reporting

PIJ information

Approval Status

Start/End Date once established

Project Manager/Contact

Status Comments and Status Indicator (green, yellow, red)

Milestones/Major Tasks w/ start, end dates & progress completed

Approved Budget and ongoing Spent to Date

Project Risk/Issues

Project Changes


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GITA Oversight Conditions

Clarity Project Portfolio Management (PPM) Tool – Project Details

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Capture PIJ Information Conditions

Capture PIJ Information from the approval process

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Capture Milestones/Task/Baselines Conditions

Capture Project Major Milestones/Tasks from Agency’s Project Start Up Status Report

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Capture “Approved Development Budget” and “Spent to Date”

Capture “Approved Development Budget” and “Spent to Date” from ongoing Status Reporting

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Project Risk, Issue and Changes Date”

Project Risks, Issues and Changes

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GITA Oversight Date”

PROJECT CHANGE REQUEST (formally known as Amendment)


In the event that a major change occurs during the lifecycle of a project or at resumption (if the project has been on hold), the Agency MUST submit a “Project Change Request” to GITA for approval before proceeding.

A major change is identified as any one of the following:

Project End Date

Development Cost

Scope (including changes in technology, deliverables or outcomes)

Changes to the Project End Date can be approved by the GITA Oversight Manager, with email authorization by your Agency CIO. All other changes may require formal GITA approval, and as such, require that the “Project Change Request” form be signed by the Agency CIO.

For changes in development expense or scope, additional information in the form of updated financial or other applicable pages from the PIJ should be submitted along with the Change Request form. If you are not certain whether a Change Request is required or what additional information may be needed, contact your GITA Oversight Manager before submission.

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GITA Oversight Date”

Project Change Request Form (formally known as Amendment)

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GITA Oversight Date”

Oversight Procedures

Written instructions for roles and responsibilities:


Forms are posted on our website.

Please feel free to contact your GITA Oversight Manager at anytime during the project approval process and monitoring.

**Very Important – If you start experiencing problems with your project, then get us involved right away!

PLEASE NOTE: Redesign efforts are currently underway for PIJ and Oversight processes and procedures…new templates will be provided through a communication to your Agency with instructions as they become available.

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State Project Management Development Date”

  • GITA has begun to launch a “Community of Interest” offering that would include a series of topics.

    • Virtualization

    • Information Security

    • Document Management

    • Project Management

      • Team up with PMI for PDU on wheels events

      • Symposiums for special events

      • Establish forums and local users groups

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GITA Oversight Date”

Questions ?

Contact Information:

Joyce Raschiatore,

(602) 364-4976

Chuck Revenew,

(602) 364-4796

Paul Wix,

(602) 418-5350

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Statewide Date”

Information Security & Privacy Office


SISPO Orientation

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SISPO Agenda Date”


    • Authority

    • Organization & Functions

    • Activities

    • Project Requirements

    • Confidentiality and Project Management

    • Project Privacy Checklist

    • Conclusion

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State of Arizona A.R.S. 41-3507 Date”

  • SISPO’s Roles and Responsibilities:

    • Strategic planning & coordination

      • Continuity of Operations Planning (COOP) and IT Disaster Recovery Planning (DRP)

    • Compliance plan for Information Security & Privacy

    • Agencies required to report incidents

      • Statewide Infrastructure Protection Center (SIPC)

      • Review & Escalation

      • Mitigation

    • Compliance & Monitor

      • Reporting

    • Training & Awareness Program

      • Tailored Awareness Compliance Training

      • Web Based CBT Programs

      • Security Certification - on Hold (CISSP)

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41-3507 Date”

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SISPO Organization Date”

  • Staff:

    • Chief Information Security Officer (Jim Ryan)

    • Chief Privacy Officer (Mary Beth Joublanc)

      • State HIPAA Coordinator

    • Operations/Relationship Manager (Sherri Eshkibok)

  • Functions:

    • Strategic Alignment

      • Rule Writing (ARS 41-3507)

    • Risk Assessments and Compliance Reviews

    • Incident Response Reporting and Mitigation

    • Awareness Training and Education

    • Consulting

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SISPO Activities Date”

  • Review Incidents

    • Internal controls & procedures

    • Collaboration with agencies and ADOA

  • Executive Order compliance

    • 2008-10 (See Slides 34 and 35)

  • Update Incident Reporting Procedure

  • Project Investment Justification (PIJ)

    • Security / Privacy

    • Continuity of Operations Plan

      • Mission Essential Business Functions

    • IT Disaster Recovery Plan

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    SISPO Activities Date”

    • Relationship Management

      • Agency Deputy Directors (G1s) (COO)

      • Agency Directors (G2s)

      • Agency CIOs, ISOs, APOs

      • Vendors

      • Legislators

      • Committees

      • Other Branches of AZ Government

      • Other States CISOs/CPOs

      • Federal Government and Industry Groups

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    SISPO Activities Date”

    • Policy, Standards & Practices

      • Review / update & formulate new

    • TISA (Technology Infrastructure & Security Assessment)

      • Annual reporting

      • Gap analysis

      • Compliance reviews and oversight

  • Committees

    • Participate in current

    • Organize new

  • Oversight

    • Provide support to existing activities

    • Create compliance review process

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    Project Requirements Date”

    • Risk Assessment and Management

      • Determine level of risk

        • Data Classification

        • Data Inventory

        • Brand, Media, Public Perception, Financial

      • Create controls to mitigate risk

        • By design

        • Encryption is a great control process

        • Defense in Depth

        • Social Engineering & Insider Threat

    • Project Goals for Privacy

      • Protection of

        • Personally Identifiable Information (PII)

          • Do you know what the PII is for your project?

            • Consult your CPO if in doubt

        • Confidential Information

          • Individually / Aggregate

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    The Challenge of How to Define “Confidential” or “Private”

    • AZ Health Information laws and the federal Health Insurance Portability and Accountability Act (HIPAA) (45 CFR 160, 162, 164)

    • Arizona Medical Record Confidentiality Laws (ARS 12-2291-12-2297)

    • Agency Confidentiality Laws (Numerous: ADES, ADHS, DOHS, ADC, etc)

    • Social Security Number Protection (ARS 44-1373 – 1373.03)

    • Breach Notification Law (ARS 44-7501)

    • Data Destruction (ARS 44-7601)

    • Anti-Identification Laws – Expands Definition of PII (ARS 41-4171, 41-4172 and 13-2001)

    • State Agency Web Site Records and Privacy Laws (ARS 41-4151 and 41-4152)

    • Many other state and federal laws

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    Confidentiality and Project Management “Private”

    • Does leadership value data as an asset?

    • Do organizational procedures, practices and investments address protecting confidential information?

      • Will project involve a new or different use of PII or other confidential information?

      • Is there statutory authority?

      • ID all parties who will have access (role based)

      • Monitoring and Incident Reporting

      • Security for electronic and hardcopy PII or confidential information

      • Retention & Redaction provisions

      • Use Scope of Work for specific privacy and information security Ts & Cs

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    Privacy Checklist “Private”

    • Critical assets

      • Paper

      • Digital

      • Infrastructure

    • Recovery

    • Audit “ability”

      • Activity logging

    • Accountability

      • Unique identity

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    Privacy Checklist “Private”

    • Monitoring

      • Critical activity

    • Regulations

    • Laws

    • Information destruction

      • Delete vs. permanent

    • User training

      • Privacy

      • Information Security

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    Privacy Checklist “Private”

    • Service Level Agreements

      • Privacy Goals

      • Privacy and Information Security Measures

        • Privacy is what you protect, security is how you protect it

    • Statewide Policies & Standards

    • NIST and GAPP (Generally Accepted Privacy Principles) Alignment

      • Provide Key Guidelines

    • Report all incidents to:

      • SISPO and SIPC

      • Agency Executives

        • For Non-state agencies:

          • As directed by agency (e.g. agency privacy officer, risk manager, executive management)

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    Remember “Private”

    • Privacy is the GOAL

      • Security is the journey

        • Technology can help

          • People are the key

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    Jim Ryan “Private”

    Chief Information Security Officer 602.364.4771 or

    Mary Beth Joublanc

    Chief Information Privacy Officer and State HIPAA Coordinator

    602.364.4537 or

    Sherri Eshkibok

    Operations/Relationship Manager

    602.480.335.7642 or

    SISPO Contacts for Questions/Consultations


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    Delivering e-Government Services “Private”

    Andy Miller

    Digital Government Services Manager, GITA

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    Topics “Private”

    • Functions provided by Arizona’s Web Portal

    • Purpose

    • Cost Savings Examples

    • Funding Model

    • High Impact Services

    • New Services – Coming Soon

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    Web Portal Functions “Private”

    • Provide the State’s main presence on the Internet (

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    Web Portal Functions “Private”

    • Provide a comprehensive e-Government program for agencies

      • Provide online ‘utility’ services (such as credit card processing) for benefit of all agencies

      • Provide cross-agency applications (such as Online Licensing)

      • Provide custom Web-based computer applications for agencies such as ADEQ Construction Storm Water Permits, DPS Sex Offender Website, ARRA Radioactive Material Tracking

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    Purpose of Web Portal “Private”

    • Provide Taxpayer Convenience and Savings

    • Effect State Government Cost Savings

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    Savings Examples “Private”

    • ROC / DLLC e-Licensing

      • Implementation of new Web portal systems cost $2.2M

      • If each agency released RFP for same services cost is estimated greater than $4M

      • Business processes streamlined

    • ADEQ - On-Site Wastewater Reporting

      • For Regulated Community:

        • Permits approved 50% faster than manual paper process

      • For ADEQ:

        • Savings of 12 FTEs at full volume (approx 30,000 permits/year)

        • (3 FTE’s currently; would require 15 FTE’s if paper-based process)

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    Savings Examples (cont’d) “Private”

    • State Board of Pharmacy e-Licensing

      • Web portal computer system cost $140K

      • ASBP cost to implement new computer system (if RFP) estimated $750K - $1M

      • Annual added cost to process renewals (if no computer system): $85,000

    • Public Safety - GOHS Task Force and DRE state-wide tracking and reporting

      • Federal $’s (4 – 5M / year) would not be available to support DUI holiday task forces and officer training if Web portal did not develop these applications

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    Funding Overview “Private”

    • Primary source of funding is sales of MVD records (driver, title and registration) to commercial customers

      • Two Fee Components:

        • Statutory fees to HURF

        • Web portal fees to operate State web portal

          • $4.3M total expected in FY2010

      • No General Fund $’s

      • Revenues in excess of operational costs underwrite agency application development; GITA prioritizes projects

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    High Profile Application Examples “Private”

    • Dept of Real Estate license renewals

    • Game and Fish Watercraft registration

    • DES U/I On-line transaction security

    • Delivery of MVD records to 135 Arizona government entities (such as DES Child Support Enforcement, DPS photo radar processing, and Bullhead City Fire Department employee checks)

    • DPS Sex Offender Web site

    • AZ ARRA Web Site

    Azrecovery gov l.jpg “Private”

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    In the Works ….. “Private”

    • Current

    • AZ Game and Fish

      • Hunt and fish license sales

    • DFI

      • Online licensing

    • Courts

      • Online licensing

    • Future

    • E-Check payment acceptance

    • Additional agencies – online licensing

    • State Parks

      • Kartchner Cavern tour reservations

      • Campsite reservations

    • State Land Dept – Trust Land Usage Permits

    • Business One-Stop?

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    State Web Portal “Private”

    • Contact Information:

      • Andy Miller

        Government Information Technology Agency

        Digital Government Services Manager

        (602) 364-4788

      • Shanna Anderson

        Government Information Technology Agency

        Web Content Coordinator

        (602) 284-9005

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    Project Management Certification “Private”

    • Break

      • 15 minutes please

      • Restrooms to your left

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    Enterprise Architecture “Private”

    • EA Orientation (Raj Kollengode)

      • Authority

      • Agency Responsibilities

      • Enterprise Architecture (EA)

      • Enterprise Wide Technical Architecture (EWTA) Domains

      • Policies, Standards, and Procedures (PSP) Program

      • Service Oriented Architecture (SOA)

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    Enterprise Architecture “Private”

    • GITA’s Statutory Authority A.R.S. 41-3504

      • Adopt Statewide IT Policies & Standards

      • Approve Agency IT Projects ($25K - $1M)

      • Develop & Implement a Statewide IT Plan

      • Evaluate Agency IT Plans

      • Collect IT Inventory of the State

      • Handle Executive Orders of the Governor

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    Enterprise Architecture “Private”

    • Agency Responsibilities

      • Review Statewide PSPs for content and accuracy during 2-year review cycle

      • Ensure that IT projects and infrastructureare compliant with Statewide PSPs

      • Review, revise and align agency Policies, Standards, and Procedures with Statewide PSPs

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    Enterprise Architecture “Private”

    • Overview

      • EA provides a foundation for analysis, design, construction, deployment, and lifecycle management of IT resources for the State.

      • EA is a business driven, comprehensive, interoperable IT framework that aligns with and supports business strategies and services of state government

      • State agencies shall utilize target technologies, methodologies, standards, and best practices to develop, implement, and/or acquire IT systems, applications, operating systems, security systems and networking systems.

      • Industry Standard organizations such as ANSI, IEEE, ISO, IEC, NIST and OASIS are a few of the 12 different standard organizations that are referenced for target technologies and best practices.

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    Enterprise Architecture “Private”

    • Enterprise Wide Technical Architecture Domains

      • Network defines policies and standards for the State’s communications infrastructure.

      • Platform identifies IT devices and associated operating systems.

      • Software defines policies and standards for software applications, application development tools, productivity software tools, etc.

      • Data/Information defines policies and standards for the classification and categorization of public and confidential information related to citizens and consumers the state manages for delivery of benefits and services.

      • Security identifies security technologies, policies and standards necessary to protect the information assets of the State.

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    Strategic Sources “Private”







    IT Plan


    Strategic IT Plan






    Enterprise Wide Technical Architecture (EWTA) - Domains






    Environmental Trends

    Federal & legislative Mandates, Life Safety Issues, Emerging Technologies, Industry Trends


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    PSP Program “Private”

    • Purpose

      • To provide a framework of governance for conducting State IT Business. The Governor, GITA and Agency IT strategic plans are key in formulating statewide IT policies.

      • To develop and implement creative solutions with technology into operational support for State agencies.

      • To provide necessary collaboration and coordination of systems across agency/ business lines to meet the needs for simplicity and e-government initiatives.

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    PSP Program “Private”

    • PSP Definitions - Statewide Policy

      • To provide direction and expectations on important e-government initiatives and IT strategies of the State as an enterprise. Leans toward the general rather than the specific.

      • Intended to be high level, flexible and comprehensive enough to accommodate a dynamic IT environment.

      • Should be established only when an initiative or strategies are expected to be pressing, or soon to be implemented. Reflects the State’s culture.

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    PSP Program “Private”

    • PSP Definitions - Statewide Standards

      • Mandatory statements on emerging technologies and/or services which identifies expected levels of performance by State agencies.

      • Statements are high level, comprehensive with facts and features in defining minimum and acceptable IT requirements.

      • In keeping with fair competition laws, Statewide standards shall be written to promote competitive practices among the IT industry.

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    PSP Program “Private”

    • PSP Definitions - Statewide Procedure

      • A series of steps and Instructions on how to satisfy and achieve Statewide standards.

      • A particular way of doing something in regular order which defines the process of a Statewide standard.

      • Only two statewide procedures are in place today: P105 PSP Procedure and P340 PIJ Procedure.

      • GITA has refrained from directing Agency CIO’s on how to comply with standards.

      • GITA measures standards compliance.

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    PSP Program “Private”

    PSP Methods

    “A Statewide policy may exist by itself without a Statewide standard.”

    “A Statewide policy may also have one to many Statewide standards.”

    P100 Statewide Policy

    P100 Statewide Policy

    P100-S100 Statewide Standard

    “A Statewide standard must always be related to a Statewide policy.”

    Psp program76 l.jpg
    PSP Program “Private”


    • PSP Methods

    P100 Statewide Policy

    P100-S100 Statewide Standard

    S100-P100 Statewide Procedure

    State Agencies

    Agency Policy

    Agency Standard

    Agency Procedure

    “Similar agency PSPs must reference Statewide PSPs. Agencies may develop application- and/or system-specific policies, standards and procedures if subject matter is not established as a Statewide PSP.”

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    PSP Program “Private”

    • Content

      • Authority

      • Purpose

      • Scope

      • Policy or Standard

      • Definitions & Abbreviations

      • References

      • Attachments

    Psp program78 l.jpg
    PSP Program “Private”

    • Process

      • GITA creates initial draft of proposed policies and standards

      • All drafts are sent virtually to CIO Council members for review by the agency and staff

      • The agency addresses concerns and issues; provides revisions for GITA to review.

      • When all revisions have been addressed by GITA, final drafts are sent virtually to CIO Council members for final review and consensus by CIO Council.

      • As State CIO, the GITA Director reviews and signs all final policies and standards with an effective date.

      • All policies and standards are in effect based on the effective date.

      • Final policies and standards are virtually sent to AgencyCIO’s and published on the GITA web site.

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    PSP Program “Private”

    • Status

      • Forty-nine statewide IT PSPs

      • All PSPs are reviewed/revised every two years from the date of publication.

      • PIJ covers EA Domains and conformance to Statewide PSPs

      • Refer to GITA’s web site for current PSPs at:

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    Next Step “Private”

    • Service Oriented Architecture

      • Analyze existing state services to identify common services crossing agency boundaries for SOA implementation.

      • Goal is to provide:

        • Increased efficiencies

        • Improved business value

        • Ultimately a streamlined government

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    Enterprise Architecture “Private”

    • Contact Information:

      • Raj Kollengode


      •     602-364-4791     

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    ADOA ISD Project Management Office “Private”


    Get It Done Right!

    With ADOA Clarity Project Portfolio Management services

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    Agenda “Private”


    • Plan: Intro to the 4 P’s of ISD

    • Do the work: Life cycle of Projects in ISD

    • Deliver to the Customer: How Clarity Project Management is used by ADOA and Customers

    • Summary

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    ADOA ISD Project Management Office “Private”

    Overlap of Processes in a Phase

    Do theWork



    Clarity PPM

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    ADOA ISD Project Management Office “Private”

    • Plan: Intro to the 4 P’s of ISD

    • Processes

      • Information Technology Infrastructure Library - A major initiative for the State of Arizona started in 2006 in the ADOA Information Services Division (ISD). This five year program implements "Best Practices for IT“

    • Project Management Office (PMO)

      • 2006 - ISD hires a PMO Manager based on ITIL best practices and standard PMP

    • People

      • 2007 - PMO trains over 25 ADOA ISD functional manager as State Certified Project Managers

    • Project Management Information System (PMIS Tool – Clarity)

      • 2008 – PMO implements Clarity Project Portfolio Management System v8 [Time Tracking]

      • 2009 – PMO upgrades Clarity Project Portfolio Management System v12 [Financials]

      • 2009 – PMO partners with GITA to incorporate PIJ data and processes [GITA Oversight]

      • 2010 – PMO opens up the PMIS to all State Certified Project Managers [Enterprise]

        • City of Mesa, AZ Land Department, Dept of Health Services, GITA

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    ADOA ISD Project Management Office “Private”

    • Do the work: Life cycle of Projects in ISD

    • PMO Governance for Non-PIJ related projects

      • Build Project Templates in Clarity to standardize how Key Task & Milestones will be tracked within ISD.

      • Use Collaboration feature in Clarity to capture documents related to the Project

      • Monitor Non-PIJ related ISD projects using GITA’s Best Known Methods of Governance

    • GITA Governance for PIJ related projects

      • Mirror the GITA requirements in Clarity: PIJ, status reports, Risk, Issues and Change Control

      • Allow GITA Oversight Managers access to PIJ related projects for real-time status reporting

    • Time reporting

      • Capture billable and non-billable hours against a work effort

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    ADOA ISD Project Management Office “Private”

    • Deliver: How Clarity Project Management is used by ADOA and Customers

    • Strategic Process and Project Management

      • PARIS Planning

      • Agency use

      • PIJ Project Management

    • Budget and Time Management

      • Planned Benefits and Costs

    • Portfolio Management Dash Board

      • Top Active

      • Score card

    • Project Labor Effort

      • Types of Project

        • Billable / No Billable time Transactions

        • Standard

        • Maintenance/Support

        • Administrative

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    ADOA ISD Project Management Office “Private”

    • Summary

      • Clarity PPM – Strengthen IT Governance and empowers the PMO, Customers and Project Managers to be successful

      • License types and Training Available to All State Certified Project Managers

        • Manager - A Clarity Manager User Account has full use of all licensed modules within Clarity

        • Team Member - A Clarity Team Member User Account reports time and project status

        • Enterprise Visibility Option - A Visibility Option User Account can view any information within Clarity

        • Clarity Training – Includes PMO Instructor led training and Clarity CA Productivity Accelerator Learning Management System (CAPA) LMS

      • Clarity Access Request


      • Desert South West (USA) CA Clarity User Group


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    ADOA ISD Project Management Office “Private”

    • ?Contact Us

    • John J. HarrellPMO ManagerState of ArizonaDepartment of Administration

    • Information Services Division

    • 100 N. 15th Avenue, Suite 400Phoenix, Arizona 85007Phone: (602) 542-2250

    • Web:

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    Project Management Institute “Private”

    Project Management:

    Indispensable For Business Results

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    Agenda “Private”

    Purpose of Presentation

    Project Management

    Triple Constraint

    Evidence of PM Success

    Organizational Project Management Maturity Overview

    PMI Overview

    Contact Information

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    Presentation Objective “Private”

    To help organizations…

    Develop high level awareness of the common reasons underlying project failure

    Recognition of how a certified Project Manager (Project Manager Professional – PMP) is trained to recognize and manage threats to project success

    Introduce an Organizational Project Management maturity model that helps align project work with strategic objectives

    Encourage organizations to consider current PM capabilities based on the OPM maturity model

    Explore the benefits of affiliation with PMI Global and the local PMI Phoenix Chapter

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    The Problem That PMI Addresses “Private”

    Standish Group Chaos Study started in 1994 plus updates:

    33% of software investment is used to repair projects 56% of projects have cost overruns of more than 50%

    84% of projects have time overruns

    63% of organizations do not operate a Project Management Office

    Succeeded 29%

    Challenged 53%

    Failed 18%

    Actual 1994 Chaos Study Results

    PMI awarded Athabasca University with a 3 year $1.15M grant in late 2005 to study the ROI of Project Management within organizations.

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    The Problem That PMI Addresses “Private”

    Standish Group Chaos Study update in 2006 plus updates:

    Succeeded - meaning they were completed on time, on budget and met user requirements

    Challenged - meaning they had cost or time overruns or didn’t fully meet the user’s needs

    Failed - only 19 percent of projects begun were outright failures

    Succeeded 35%

    Challenged 46%

    Failed 19%

    Actual 2006 Chaos Study Results

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    Benefits of Project Management “Private”

    • Improved ability to execute and deliver strategic initiatives

      • …as desired, on time, on budget

      • …with minimal risk

      • …and assured quality



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    Project Manager “Private”

    The project manager is the person ultimately responsible for the outcome of the project. Ideally:

    Formally empowered to use organizational resources (i.e. Project Charter)

    In control of the project

    Authorized to spend the project’s budget

    Along with resources, responsible for triple constraints: Time, Cost, Scope

    Project managers are typically found in a matrix or projectized organization:

    Projectized – structured according to the projects instead of functional departments. PM is both manager of the project and of the people.

    Matrix – Hybrid organization where individuals have both a functional manager and a project manager for projects.

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    Project Manager Skills “Private”

    Leadership – Motivating people and inspiring to commit

    Communication– Exchanging information clearly and correctly

    Negotiating – Working to reach a mutual agreement

    Problem Solving – Defining the problems and dealing with factors that contribute to or cause the problem.

    Influencing – Accomplishing something without necessarily having formal power.

    Multi-Tasking & Organizational – Ability to juggle and prioritize numerous tasks

    Bottom Line – Lead and direct the execution of project activities and proactively recognize and deal with risks and problems BEFORE they affect the projects outcome.

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    Project Management is tasked with the control and management of the Triple Constraint.

    Framework for evaluating competing demands.

    Change in one affects either or both of the other two:

    Scope – the sum of the products, services, and results to be provided as a project

    Cost – including direct and indirect costs

    Schedule – don’t miss the window

    Project success largely rests on the

    “balancing act” skills of the Project Manager.

    Sometimes SME’s (Subject Matter Experts) are put into PM positions

    without consideration of PM critical skills.

    Project Success & Triple Constraint

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    PMBOK - Project Management Body Of Knowledge of the Triple Constraint.

    A globally recognized collection of best practices for project management.

    A living document updated every four years to ensure that current and best practices are captured.

    A standard, written and reviewed by practicing project management members of PMI.

    Provides a framework for a projects initiation, planning, monitoring & controlling, executing, closing.

    Designed to reflect good project management practice and normalization of the project management terms/concepts.

    The foundation of PMI certification and professional exams (i.e., PMP and CAPM). However, it is not the sole input for certification.

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    Globally Recognized Standards of the Triple Constraint.


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    Evidence of Success of the Triple Constraint.

    Project Management in Business:

    Exceeded the expectations of Curian Capital in developing a Simplified Proposal Process (SPP) platform by coming in on time and under budget. It spent only $935,000 of its budgeted $1.2 million to develop SPP.

    Project Management in Government:

    Drove the reconstruction of the Pentagon sections damaged on Sept. 11, 2001, completing the efforts 28 days ahead of schedule and $194 million under budget

    Project Management in Space:

    Successfully managed the Mars Pathfinder Project, launching a traveling robotic geologist on Mars within a 36 month development window and $400,000 under budget

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    Research and Value of the Triple Constraint.

    3-year, $2.5M study completed in 2008

    65 organizations, 418 projects, 447 interviews

    Identified project management factors linked to

    Business results (stakeholder satisfaction, ROI)

    Organizational learning (performance)

    Communication (breaking down “silos,” strategic alignment)

    ( )


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    Organizational Project Management Maturity of the Triple Constraint.

    Organizational Project Management Maturity (OPM) assesses the ability to efficiently deliver projects while driving an organization's strategy.

    Why measure OPM maturity level?

    Organizations continue to grow in scope and goals.

    OPM maturity needs to keep up to improve an organizations probability to succeed.

    Assessment can outline areas for organizational improvement

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    Creating Predictable Project Results of the Triple Constraint.

    Organizational Project Maturity draws a course toward increased value across increasing & broadening levels of the organization.

    Broadly sorted into “levels” of maturity:

    Ad hoc, Basic PM Process

    Planned, Individual Project Planning

    Managed, Systematic Project Planning and Control

    Integrated, Integrated Multi-Project Planning and Control

    Sustained, Continuous PM Process Improvement

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    Early Maturity Levels of the Triple Constraint.

    Ad hoc PM Processes rely on individual acts of heroism

    Executive leadership is unable to rely on predictable project delivery

    Strategic Planning is very difficult

    Customer relationship can be strained

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    Later Maturity Levels of the Triple Constraint.

    Project delivery is predictable

    Project-to-project relationships and dependencies are planned for within an organized portfolio of projects

    The company understands and plans for risk related to project delivery

    Customer relationship is improved

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    PMI Overview of the Triple Constraint.

    Leading association for the Project Management profession

    Global non-profit professional membership association

    Established 1969

    Total membership and credential holders: 450,000 in over 171 countries

    PMPs: 260,000  CAPM: 2,586

    Chapter members: 180,688

    Chartered chapters : 251 (7 pending) across 159 countries

    30 chartered SIGs (Specific Interest Group) (Virtual Communities)

    PMI Educational Foundation: Building Better Futures, champions project management knowledge and skills for educational and social good.

    Ongoing Professional awards for outstanding organizations, projects, books, articles, etc…

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    PMI Credential Overview of the Triple Constraint.

    PMI offers a comprehensive certification program for practitioners with different levels of experience.

    Exams are rigorous and require significant study time to pass.

    Significant continuing education and activity in certified area is required to maintain status.

    These are not “rubber-stamp” credentials.

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    PMI Phoenix Chapter of the Triple Constraint.

    Founded in 1977

    Recognized Chapter of the year 2008 – Component, Collaboration and Volunteer Program

    29th Chapter chartered in the United States

    Phoenix has 2,430 members, representing project management in industry, consulting, government, and academia

    1,545 members hold PMP’s credentials

    20 members hold CAPM credentials

    5 members with the PMI-SP credential (Scheduling Professional)

    2 member with the newest PgMP credential

    Ranked 19th in size internationally

    11 Organization partners and sponsors

    Monthly dinner meetings with expert speakers – membership not necessary to attend

    Numerous PM related meetings occurring across the valley to educate and improve PM skills every month – membership not necessary to attend

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    Support for Organizations of the Triple Constraint.

    Global Advocacy for Project Management

    PMI works with business and government organizations worldwide to build and showcase the profession’s value

    Education, tools, networking opportunities to develop project managers within organizations

    Government Roundtables & Forum Events

    Opportunities for high-level government officials to learn more about Project Management

    Opportunities for government project managers to learn more about issues, challenges and lessons learned

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    Contact Information of the Triple Constraint.

    Access to PMI Global (Newtown Square, PA)

    (610) 356-4600

    Access to PMI Phoenix Chapter


    Upcoming events calendar

    Featured links

    Newsletter subscription

    Professional development tools

    Advertise open PM related positions

    Contact Phoenix Corporate Outreach

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    Project Management Certification of the Triple Constraint.

    • Congratulations!

      • Important – Sign Class Roster

      • Please complete evaluation

      • Certificates will be sent to BU Directors

      • Future PM classes for PDU credits

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    Project Management Certification of the Triple Constraint.

    • Questions ?

      • Contact Information:

        Paul Wix