1. Version 1.0– June 18, 2013 http://www.dir.texas.gov/management/projectdelivery/pages/overview.aspx Leveraging the Texas Project Delivery Framework and Quality Assurance Team as Resources For Project Success

2. State of Texas Department of Information Resources Leadership for Texas Government Technology 2 Topics Covered  Model for Project Delivery and Oversight  Components of the Model: Tools and Processes  Project Delivery Framework  Timeline for Framework Deliverable Submissions  Major Information Resource Project  Agency Project Management Practices  Quality Assurance Team (QAT)  Analysis of Project Overruns  Leveraging the Framework Tools and the QAT to Reduce Project Risks

3. State of Texas Department of Information Resources Leadership for Texas Government Technology 3 Model for Project Delivery and Oversight Project Approval Project Review and MonitoringQAT QAT Project Portfolio LEVELS PROCESSES FrameworkBusiness Justification Project Planning,Solicitation and Contracting,Project Implementation Benefits Realization InitiationPlanExecuteControlCloseout PMI Model STANDARD

4. State of Texas Department of Information Resources Leadership for Texas Government Technology 4 In a nutshell, the Framework is a…. -Guidance and a -Toolset For IR Projects and Contracts  Establishes a consistent, statewide method for project selection, control and evaluation aligned with business goals and objectives  Shifts focus from technology details to prioritized business goals and outcomes  Requires involvement of agency heads and other executive leaders  Ensures a process to  Justify a project, including alternative solutions  Plan a project  Outsource a project  Implement a project  Assess a project What is the Project Delivery Framework?

5. State of Texas Department of Information Resources Leadership for Texas Government Technology 5 Use Framework Lifecycle with Various SDLC Methodologies

6. State of Texas Department of Information Resources Leadership for Texas Government Technology 6 Top Project Delivery Framework Misconceptions Based on statewide perspective and observation MisconceptionReality Framework is set in stoneStatewide change management mechanisms exist Framework is the project management methodologyFramework is a toolset Project deliverables are documents onlyProject deliverables represent activities and outcomes Framework or Quality Assurance Team dictates project management practices or outcomes Agency defines project management practices and outcomes Programs and projects are managed the same Whether to manage effort as program or project is a critical decision Agency involvement with procurement projects is minimal Agency drives business outcomes that involve procurement

7. State of Texas Department of Information Resources Leadership for Texas Government Technology 7 TAC Chapter 216: Project Management (PM) Practices Agencies should:  Have project management practices that are documented, repeatable, and include a single reference source…to effectively apply use of the project management practices and components  Include a method for delivery of projects that solves business problems  Include a method for governing application of project management practices  Include a project classification method developed by DIR, the agency, or another source  Include a method to periodically review, assess, monitor, and measure the impact of the project management practices  Align PM practices with use of the Framework (agency can accommodate use of other frameworks)

8. State of Texas Department of Information Resources Leadership for Texas Government Technology 8 Quality Assurance Team (QAT)  QAT is comprised of three representatives-one from each of the following agencies: LBB, SAO, and DIR  QAT Functions:  Monitors risks and performs oversight activities associated with the development of major information resource projects (MIRPs) Risk: Likelihood that a project will not deliver a quality solution based on the timeline, budget, and scope commitments made to legislature when submitting the Legislative Appropriations Request (LAR)  Approves projects before expenditure of appropriated funds based on analysis of project risks  Reports the status of MIRPs to state leadership  Determining the frequency of monitoring (monthly or quarterly)  Performs approval of contract amendments if project costs exceed 10% or original total budget  QAT can request detailed project information, Framework deliverable updates, audits, or assistance as necessary

9. State of Texas Department of Information Resources Leadership for Texas Government Technology 9 Review Definition of a Major Project Major information resources project (MIRP) means (per TEX GOV’T CODE §2054.003 (10) ): (A) any information resources technology project identified in a state agency's biennial operating plan whose development costs exceed $1 million and that: (i) requires one year or longer to reach operations status; (ii) involves more than one state agency; OR (iii) substantially alters work methods of state agency personnel or the delivery of services to clients; OR (B) any information resources technology project designated by the legislature in the General Appropriations Act as a major information resources project Note:  The $1 million threshold includes agency FTE costs.  Use of the Framework is encouraged for non-major IR projects

10. State of Texas Department of Information Resources Leadership for Texas Government Technology 10 Functions Outside of QAT  Contract review and solicitation review: Major contract reviews are performed by the Contract Advisory Team (CAT)  Project management: All agencies are responsible and accountable for project management practices and outcomes  Technical assistance  Note: The Department of Information Resources (DIR) provides consultation services to agencies, while recognizing that agencies are ultimately accountable for project outcomes

11. State of Texas Department of Information Resources Leadership for Texas Government Technology 11 Submission Requirements Timeline

12. State of Texas Department of Information Resources Leadership for Texas Government Technology 12 Portfolio of QAT Projects: Number of Projects

13. State of Texas Department of Information Resources Leadership for Texas Government Technology 13 Portfolio of QAT Projects: Project Costs

14. State of Texas Department of Information Resources Leadership for Texas Government Technology 14 Portfolio of QAT Projects: Trends

15. State of Texas Department of Information Resources Leadership for Texas Government Technology 15 SAO Report 13-028: Analysis of QAT Projects

16. State of Texas Department of Information Resources Leadership for Texas Government Technology 16 Reasons for Project Overruns As Cited By Agencies SAO Report 13-028: Analysis of QAT Projects  Vendor negotiations and bidding process delays  Legislative requirements change and/or requirements not well defined/scope changes  Turnover in project management and other key staff  Cost and timelines were underestimated  Lack of management support/stakeholder expectations not managed/priorities within agency changed  Project objectives and roles and responsibilities not clearly defined or understood

17. State of Texas Department of Information Resources Leadership for Texas Government Technology 17 Other Factors  Failing to break large projects into smaller/manageable pieces  Relying on the Framework as a replacement for project management practices per TAC §216  Posting solicitations without effective project planning- divergence of contract management and project management  Initiating a major information resource project in a non- prescribed manner  Confusing QAT responsibilities with agency responsibilities for project activities or outcomes and decisions  Attempting to exceed project scope and quality expectations  Failing to communicate vendor performance issues that affect project outcomes

18. State of Texas Department of Information Resources Leadership for Texas Government Technology 18 Leverage Framework Tools and QAT to Reduce Risks Reason for Project OverrunsTools Which Can Help Reduce Reasons/Risks Associated With Project Overruns Vendor Negotiations and Bidding Process DelaysProject Plan (incl. Supplemental Tools), Acquisition Plan, Co-Operative Contracts, Review Gate Approvals, Monitoring Reports Legislative Requirements Change and/or Requirements Are Not Well Defined/Scope Changes Iterative Development of Project Plan (incl. Supplemental Tools-Change Control, Risk Register, Quality Register), Software/System Requirements Templates Turnover in Project Management and Other Key Staff Prevention of turnover not directly applicable to Framework tools, however, Risk Register can help plan for these events Cost and Timelines Were UnderestimatedBusiness Case/Workbook and Checklists, Monitoring Reports. Work Breakdown Structure, Scheduling Tool Lack of Management Support/Stakeholder Expectations Not Managed/Priorities Within Agency Changed Project Plan (incl. Supplemental Tools-RACI, Communications Register, Risk Register), Monitoring Reports Project Objectives and Roles and Responsibilities Not Clearly Defined or Understood Project Plan (incl. Supplemental Tools-RACI, Risk Register), Project Charter, Business Case/Workbook, Checklists, Review Gate Approvals

19. State of Texas Department of Information Resources Leadership for Texas Government Technology 19 Framework Main Page Framework Website: Gateway For Information

20. State of Texas Department of Information Resources Leadership for Texas Government Technology 20 Resources CONTACT INFORMATION FOR GENERAL QUESTIONS  projectdelivery@dir.texas.gov projectdelivery@dir.texas.gov QUICK REFERENCE (WHAT’S REQUIRED TO BE SUBMITTED TO QAT?)  Framework Quick Reference Link Framework Quick Reference Link WHAT IS THE STATEWIDE PROJECT DELIVERY PROGRAM?  Statewide Project Delivery Program Link Statewide Project Delivery Program Link WHERE CAN I FIND MORE INFORMATION ABOUT QAT?  Link to QAT Publications Website Link to QAT Publications Website