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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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State Project Management Certification
February 22, 2010
The assigned Project Manager must have completed either Project Management Professional or State of Arizona Project Management certification.
Process & Procedures
Clarity PPM Tool – Project Management System
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.
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.
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.
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)
Agency Contact in PIJ
Approved Development Budget
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.
Project Status – Required Fields
Project Schedule/Major Tasks or Milestones with estimated start and end dates – Required Fields
Project Financials – Required Fields
Risk/Issue (when required)
PIJ Condition Updates (when required)
Project Status Report Template
Template (Continued)… Project Budget, FTE Hours, Risk, Issue, Changes & PIJ 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
Start/End Date once established
Status Comments and Status Indicator (green, yellow, red)
Milestones/Major Tasks w/ start, end dates & progress completed
Approved Budget and ongoing Spent to Date
Clarity Project Portfolio Management (PPM) Tool – Project Details
Capture PIJ Information from the approval process
Capture Project Major Milestones/Tasks from Agency’s Project Start Up Status Report
Capture “Approved Development Budget” and “Spent to Date” from ongoing Status Reporting
Project Risks, Issues and Changes
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
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.
Project Change Request Form (formally known as Amendment)
Written instructions for roles and responsibilities:
Forms are posted on our website. www.azgita.gov
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.
Chief Information Security Officer 602.364.4771 or firstname.lastname@example.org
Mary Beth Joublanc
Chief Information Privacy Officer and State HIPAA Coordinator
602.364.4537 or email@example.com
602.480.335.7642 or firstname.lastname@example.orgSISPO Contacts for Questions/Consultations
Digital Government Services Manager, GITA
Government Information Technology Agency
Digital Government Services Manager
Government Information Technology Agency
Web Content Coordinator
Strategic IT Plan
Enterprise Wide Technical Architecture (EWTA) - Domains
Federal & legislative Mandates, Life Safety Issues, Emerging Technologies, Industry Trends
STATEWIDE PSP PROGRAM
“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.”
P100 Statewide Policy
P100-S100 Statewide Standard
S100-P100 Statewide 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.”
PROJECT MANAGEMENTfor you
Get It Done Right!
With ADOA Clarity Project Portfolio Management services
Overlap of Processes in a Phase
Indispensable For Business Results
Purpose of Presentation
Evidence of PM Success
Organizational Project Management Maturity Overview
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
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
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.
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
Actual 2006 Chaos Study Results
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.
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.
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
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.
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
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)
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
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
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
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
Leading association for the Project Management profession
Global non-profit professional membership association
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…
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.
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
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
Access to PMI Global (Newtown Square, PA)
Access to PMI Phoenix Chapter
Upcoming events calendar
Professional development tools
Advertise open PM related positions
Contact Phoenix Corporate Outreach