The Project Management Center of Excellence

1. The Project Management Center of Excellence Users and Stakeholders IC Projects Enterprise Projects Project Management Center of Excellence Supporting NIH Project Management

2. NIH Project Management Center of Excellence August 1, 2007 Jeff Weiner, Acting NIH Deputy CIO

3. Agenda • Welcome and Introductions • Vision, and Initial Plans • Discussion and Feedback • Issues and Concerns for Discussion • Break (5 minutes) • Communication Plans • Leadership and Administration • Future Meeting Content and Schedule

4. Today’s Topics • Why create an NIH Project Management Center of Excellence (PMCOE)? • What is the vision for the PMCOE? • What is a NIH Project Management Community of Interest? • What resources or services should the PMCOE provide? • How should the efforts be organized?

5. Why a Project Management Center Of Excellence? • Project complexity and budget pressures require increased management skills • OMB and HHS are moving toward project manager credentialing • NIH Experience with Enterprise System projects, IV&V, and oversight of IC IT investments show uneven performance levels • No central NIH resource supporting skills development and transfer of project management best practices

6. How Did We Identify the NIH Needs? • Fall 2006 assessment of Project Management activities and needs • Led by Stacy Charland, CIO NIGMS with assistance by SRA • 32 Interviews across NIH including CIOs, PMs, and managers • Identified common issues and needs • Asked what Project Management support was needed • Asked about processes, tools, standards, and artifacts

7. What Did We Learn in Our Visits? • Some viewed a PMO effort with distrust, but all agreed a project management culture change is needed • There is no consistency in project management process, artifacts, and methodology among ICs or programs, and often no consistency within an IC or among projects in a program • There is no “community” of project managers at NIH to share lessons learned, best practices, tools, standards and artifacts • There is no NIH project management career path • A common complaint, mainly from CIOs, is lack of visibility into current NIH projects, leading to duplication of efforts

8. PMCOE Plans • Underlying support will be provided by the ODCIO through the PMCOE • The size and scope will be driven by adoption in the community and justification for financial support • To be most effective, leadership and direction should come from within the Community • Community led committees and working groups will be necessary to achieve objectives and benefits

9. What Are The Expected Benefits? • PM staff development with improved skills, abilities, and performance • A cadre of project managers with state-of-the-art skills • A dynamic and useful body of NIH project management knowledge • Excellence in the application of best practice project management, standards, processes, and tools • Project Management maturity at a level that NIH is recognized as a thought and process leader within the government for Project Management

10. How Can PMCOE Help? A support and services organization – not a management control office • Project Management Community of Interest • PM education, training and certification • Project management career path • Tools, references and best practices • Communication Venues Return

11. Why Form A PM Community of Interest? • To be a catalyst for positive change and professional growth by: • Facilitating communication and information exchange, and the application of best practices • Identifying common needs and creating support networks • Sharing tools, references, templates, reusable processes, and best practices • Developing plans for training, credentialing and professional growth • Developing career progression plans to improve professional development and retention

12. Community of Interest Organization Community Ownership and Leadership is Essential • Chair and Administration • Community of Interest coordination • Committees and Working Groups • Program Committee • Professional Development • Education, Training and Certification • Tools, references and best practices • Communication • Membership

13. How Will The PM Community Effort Be Successful? • Depends on: • Providing services and support the community wants and needs • Active participation, input, and feedback • Desire for personal and professional growth • Dedication to achievement of the objectives and benefits outlined • Your support, participation and encouragement is critical!

14. Discussion and Feedback • General Comments? • Thoughts on Mission, Vision, Purpose? • Thoughts on Plans? • Suggestions? • Ideas? • Later thoughts forward to: Edwin Morgan,emorgan@mail.nih.gov Return

15. Moving Forward

16. Issues and Concerns for Future Discussion • PMCoE? • Training and Certification • Career Progression? • Project Management? • Financial Management? • Reporting? • Governance?

17. Community Meetings • Format • Time of Day • Frequency • Program Content • Special Events • Other Suggestions

18. Questions/Suggestions ?

19. Jeff Ericson, PM NED, CIT Charlie Jones, ORS/CIO Scott Cory, ODCIO/ITPRO Tom Murphy, NIDCR/ CIO Tom Boyce, PrgM eRA, OD/OER John White, PM, CIT/DECA Denise Antinori, PM CIT/DECA Jeff Linden, PrgM, OD/NBS Eric Cole, PM NBS, OD Kevin Green, NBS, OD Elaine Ayres, PrgM CC/CRIS Sue Houston, PM, CC/DCRI Dr Jon McKeeby CC/CIO Peter Soltys, NINDS/ Co-CIO Simon Liu, NLM/CIO Dr Peter Covits, COO, NCBI Lynda Bennett, Dir ODCIO/ITPRO Taryn Cyrus, ODCIO/ITPRO Susan Murphy, ODCIO/ITPRO Ashley Stewart, ODCIO/ITPRO Jim White, ODCIO/ITPRO Renita Anderson, Dir, CIT/DNST John Dvorak, Ch CIT/NEB Tony Trang, Mgr PMO, CIT/DNST Dan Sands, Dir, ODCIO/ISAO Kay Coupe, ODCIO/ISAO Helen Schmitz, CITA, OCIO Cindy Cenname, Dir, OCIO/ITASO, Bonnie Sherman, ODCIO/ITASO Jack Vinner, DD, CIT/DECA Renee Edwards, Ch, CIT/DECA/CAB Return NIH Staff Interviewed

20. Tools, References, and Best Practices • Actions • Collect references, examples, best practice and process documentation • Develop templates for required documentation and plans • Tailored for levels of project size and complexity • Coordinate within the community for input, applicability, and additional needs • Your Input and Support Needed • To provide input on needs, references and templates • To encourage participation and use of shared resources and processes • Outputs • Repository of reference materials • Useable plan and documentation templates • Best practice process outline and references • Experienced PM staff accessible for mentoring and assistance Return

21. Education, Training and Certification • Actions • Monitor the numerous PM training requirements and compile a comprehensive requirements set • Assess current community training levels and needs • Develop recommended training curriculum • Publish and maintain training resources, courses, and materials • Your Input and Support Needed • In community assessment • In coordination and review of assessment results and recommended curriculum • In encouraging project manager participation and training • Outputs • Recommended training plan for credentialing and professional growth • Training resource references Return

22. Project Management Career Path • Actions • Develop suggested career path recommendations • Develop draft HR documents • Your Input and Support Needed • To provide input and suggestions • To coordinate and comment on recommendations and documentation • To support the establishment of project management as a career specialty • Outputs • Suggested PM career progression • Draft Position Descriptions for use • Improved professional growth and retention of NIH PMs Return

23. PM Community of Interest • Actions • Announce the first PM Community Meeting • Develop agendas for initial meetings • Actively recruit participation and conduct first meetings • Your Input and Support Needed • To identify interested PMs • To encourage participation • To provide agenda suggestions and support to programs and activities • Outputs • Peer communication opportunities for sharing and cooperation • Input for training and education programs • Opportunities to build a supportive PM community and support networks • Identification of common needs Return

24. Standard Definitions & Lexicon of Terms • Actions • Collect terms from available lexicons and glossaries • Coordinate for completeness, adequacy, and accuracy • Post and maintain as reference for community • Your Input and Support Needed • To provide input on definitions and terms • To encourage use • To make suggestions for improvement • Outputs • Common use and understanding of project management language • Improved information collection and reporting with less effort • Web based and published references Return

25. Communication • Actions • Conduct Kick-Off event • Publicize effort and events • Recruit active participation • Implement web site and PM membership web forum • Your Input and Support Needed • To encourage active participation • To provide input and suggestions for web site • To support open communication among PMs and managers • To promote active collaboration • To promote sharing of lessons learned and best practices • Outputs • Opportunities for open communication among PMs and managers • Opportunities for active collaboration • Mechanisms for sharing lessons learned and best practices Return

26. Communication • Web Site • Community Meetings and Events • Speakers • Training • Newsletter Return

27. Web Site • A Work in Progress • Suggestions and Content Welcome • PM Bulletin Board Forum to be Implemented • URL: http://irm.cit.nih.gov/cio/PMExcellence/ • Contacts Edwin Morgan, emorgan@mail.nih.gov, 301-402-4458 Ashley Stewart, stewarta@mail.nih.gov, 301.451.3871

28. Navigation News and Events Mailbox Library Training PM Community About the PMCoE PM Forum Links Basic Project Management Toolbox Articles Tips Tools References Advanced Project Management Return Web Site ContentsURL: http://irm.cit.nih.gov/cio/PMExcellence/