1 LBNL Enterprise Computing (EC) January 2003 LBNL Enterprise Computing

2 LBNL Project Management Strategy Strengthen partnership between technical and functional organizations Undertake projects with Lab-wide perspective Ensure wide participation by the Laboratory user community Establish project charters as prerequisite for project initiation

3 From Strategy To Projects Strategy Programs PurposeBenefits Projects Reviews Integrated Project Management Office Influence

4 Project Related Endeavors Strategy – A framework guiding those choices that determine the nature and direction to attain an objective through programs and projects within an organization Program – Consists of a group of projects supporting broad, general goals and managed in a coordinated way so as to achieve a set of defined objectives, giving effect to various (and often overlapping) initiatives and/or implementing a strategy. Subproject – A distinct group of activities that comprise their own project which in turn is a part of a larger project.

5 IT Technical Specialists Project Steering Committee End User BusinessSpecialists Internal Audit EC Project Structure Project Team Project Sponsor Project Director Project Manager As of 1/2/03

6 Project Director IT Technical Specialists Project Steering Committee Project Manager End User Business Specialists Internal Audit ECSC Integrated Project Management Office Program Coordinator EC Project Oversight Project Team Project Sponsor Program Sponsor Enterprise Computing Program CIO As of 1/2/03

7 Enterprise Computing Program CIO ECSC BLIS Project Director Diana Brown IT Technical Specialists Integrated Project Management Office Project Steering Committee Chemical Inventory Project Director Robin Wendt Project Steering Committee Project YProject X Project Manager TBD End User Business Specialists Internal Audit Project Manager Steve Abraham IT Technical Specialists End User Business Specialists Internal Audit EC Program Structure Program Coordinator Project Sponsor Program Sponsor As of 1/2/03

8 EC Roles and Responsibilities Approves Enterprise Computing Program Plan Approves Program-sponsored project priority list Allocates annual Program-sponsored project budget Program Sponsor:

9 EC Roles and Responsibilities Chair of Enterprise Computing Steering Committee (ECSC) – makes recommendations to Program Sponsor Formal liaison to Program Sponsor Responsible for Enterprise Computing Program’s success With guidance from ECSC, appoints Project Directors Establishes methodology and reporting requirements for Program-sponsored projects Program CIO:

10 EC Roles and Responsibilities Joint authors/owners of Enterprise Computing Program Plan Prioritizes Enterprise Computing projects Reviews budget requests for Program-sponsored projects Reviews and approves Program-sponsored project steering committee memberships Reviews and approves Program-sponsored project plans Holds quarterly meetings to review EC project status Makes strategic decisions impacting EC projects Enterprise Computing Steering Committee (ECSC):

11 EC Roles and Responsibilities Senior manager of a business area Submits budget requests for Program-sponsored projects Articulates the vision, benefits and meaning of changes to the business operation at high level Member of the project steering committee With Program Coordinator concurrence, recommends Project Director candidates to CIO Provides leadership to implement best business practices imbedded in the standard software Project Sponsor:

12 EC Roles and Responsibilities Executive Program Manager Responsible for maintaining Program/Project methodology Information manager for Program and all Program-sponsored projects Ensures quality and consistency of management of Program- sponsored projects Assists project directors with administration of projects (budget, scope, schedules) Program Coordinator:

13 Acts as a resource to provide Program and project management assistance and training Reviews project charters/plans in Program context Works with Program Coordinator to ensure quality management of Program-sponsored projects EC Roles and Responsibilities Integrated Project Management Office:

14 EC Roles and Responsibilities Selected from the functional and technical areas impacted by the project Serves as the project change control board to provide oversight on scope/budget/schedule Provides oversight to minimize software customization and changes to original project scope Removes barriers Advises Project Director Provides formal end user representation Project Steering Committee:

15 EC Roles and Responsibilities Supports the project team in identifying internal controls Acts as control consultant, not decision maker Exercises independence in system development review Provides recommendations for operational improvements Communicates audit opinions to, and receives timely dispositions from the Project Manager, Project Director, and Project Steering Committee Internal Audit:

16 EC Roles and Responsibilities Senior Manager with authority for project execution Held accountable for project success and has the metrics to measure the success Reports project progress to the CIO Works with Project Steering Committee to document and maintain project change control Responsible for minimizing customization Negotiates resolution of cross functional issues Ensures wide project participation from the user community, including establishing user focus groups with formal representatives from scientific divisions Project Director:

17 EC Roles and Responsibilities Recommended by the Project Director and the Program Coordinator with concurrence of the project steering committee, and is appointed by the CIO and his/her respective line manager Develops and drives the execution of the overall project plan Manages the project team Ensures project is compliant with appropriate standards Project Manager:

18 EC Roles and Responsibilities Provides technical expertise Conducts feasibility studies Provides estimates to Project Plan Performs data modeling and analysis Performs development programming and unit/system testing Performs deployment to production Adheres to technical standards Provides and maintains technical documentation Supports business specialists in developing and conducting training and materials Supports technology-driven process re-engineering efforts Supports enhancements to existing infrastructure IT Technical Specialist: EC Roles and Responsibilities

19 EC Roles and Responsibilities Represents constituents and serves as communication conduit Participates in requirements definition Reviews requirements for clarity Participates in training, testing and acceptance Member of the deployment team End User: EC Roles and Responsibilities

20 EC Roles and Responsibilities Serves as subject matter expert Works with end users to address requirements Establishes functional requirements with concurrence from end user representatives Identify business procedures that must change and adopt best practices Responsible for testing and quality assessment Develops and conducts training with assistance from IT Technical Specialists Business Specialist: EC Roles and Responsibilities

CloseoutExecution/Control Planning Initiation Enterprise Computing Program Methodology Project Request ECSC Prioritization & Approval Project Charter ABBA ECSC Review & CIO Approval Project Plan Commun- ication Plan Project Director Project Management Team ECSC Review & CIO Approval Project Change Management Risk Management Status Reporting Project Sponsor/Director Project Team Post Review Project Manager End Deliverables Review & Approval Lessons Learned ROI ABBA – Activity Based Budget Authorization

22 ECSC Project Initiation Project Request —Includes return on investment (ROI) estimate —Business case analysis (BCA) —Submitted by Project Sponsor (Business Area Manager) ECSC Review & Approval —Requests prioritized —Funded based on annual allocation by Program Sponsor —CIO presents prioritized list to Program Sponsor for acceptance —Project Charter developed after request approval

23 ECSC Project Planning Approved charter authorizes project planning process Project Plan —Work breakdown structure (WBS) —Schedule —Budget —Communication Plan —Risk Management Plan —Resource Assignments —Change Management Plan

24 ECSC Project Planning Project Plan —Reviewed by Program Coordinator and IPMO prior to submission —Presented by Project Director for ECSC review —Approved by CIO as Chair of ECSC and Program Coordinator Approved plan authorizes project execution / control and released project budget

25 ECSC Project Execution and Control Project Change Management Risk Management Status and progress reporting —Monthly updates to CIO / Program Coordinator —Quarterly to ECSC Issues / Action Items log

26 ECSC Project Close End deliverables review and acceptance —Project Sponsor —CIO / ECSC Close-out post implementation —Lessons learned —Business case analysis (ROI) follow up