1. Copyright Kathy J. Lang and Ed Mahon, 2006. This work is the intellectual property of the authors. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

2. PMO - Project Management Office The Key to Project Success March 2006

3. Agenda Introduction Definitions Critical Success Factors Benefits Summary March 2006 Educause Midwest Regional Conference Ed Mahon, Vice President and CIO, Kent State University Kathy Lang, Chief Information Officer, Marquette University

4. Marquette University Founded in 1881 in Milwaukee, WI Private, Catholic, Jesuit Carnegie Foundation Research University (high research activity) Over 11,000 Students IT Operating Budget ~ $10million IT Staff ~ 70 FTE PMO Implemented 2003

5. Kent State University Founded in 1910 Public Carnegie Foundation Research University (high research activity) Over 34,0000 students IT Expenditures ~ 20 million IT Staff ~ 120 FTE PMO Implemented 2003

6. What is a project? A temporary endeavor undertaken to create a unique product, service or result. An effort that creates unique deliverables, which are products, services, or results. Projects vs. Operational Work Performed by people Constrained by limited resources Planned, executed, and controlled March 2006 Educause Midwest Regional Conference Ed Mahon, Vice President and CIO, Kent State University Kathy Lang, Chief Information Officer, Marquette University

7. Project Operations Project vs. Operations March 2006 Educause Midwest Regional Conference Ed Mahon, Vice President and CIO, Kent State University Kathy Lang, Chief Information Officer, Marquette University

8. What is the Purpose of Project Management? Successfully managing projects that emphasizes producing quality results within budget and schedule constraints. March 2006 Educause Midwest Regional Conference Ed Mahon, Vice President and CIO, Kent State University Kathy Lang, Chief Information Officer, Marquette University

9. What is Project Scope? The sum of the activities (work) that must be completed to successfully complete the Project. March 2006 Educause Midwest Regional Conference Ed Mahon, Vice President and CIO, Kent State University Kathy Lang, Chief Information Officer, Marquette University

10. What is a Project Manager? A person with more responsibility than authority for doing something that has never been done before, for people who dont know what they want, who must first predict the unknown, make a plan to cope with the unforeseen, and execute the plan with too-limited resources that they do not control, and who is held completely responsible for the results.

11. Project Manager Attributes Comfortable being uncomfortable March 2006 Educause Midwest Regional Conference Ed Mahon, Vice President and CIO, Kent State University Kathy Lang, Chief Information Officer, Marquette University

12. Projects are typically authorized as a result of one or more of the following strategic considerations: A market demand An organizational need A customer request A technological advance A legal requirement March 2006 Educause Midwest Regional Conference Ed Mahon, Vice President and CIO, Kent State University Kathy Lang, Chief Information Officer, Marquette University

13. Why a Project Management Office? Improve Project Success Standardize the Project Process Prioritize Projects Appropriate Staffing March 2006 Educause Midwest Regional Conference Ed Mahon, Vice President and CIO, Kent State University Kathy Lang, Chief Information Officer, Marquette University

14. Critical Success Factors Compelling business case Agreement to requirements Executive support User involvement Cross-functional Teams Effective Steering Committee Adequate Budget March 2006 Educause Midwest Regional Conference Ed Mahon, Vice President and CIO, Kent State University Kathy Lang, Chief Information Officer, Marquette University

15. Other Success Factors Management of Expectations Current published project plan Accurate status reporting Strategic Use of Consultants Right Project Manager Minimal Scope Creep Change Control process March 2006 Educause Midwest Regional Conference Ed Mahon, Vice President and CIO, Kent State University Kathy Lang, Chief Information Officer, Marquette University

16. Benefits and Critical Success Factors of Project Management First motive for creating a PMO is to deliver strategic IT projects with more consistency and efficiency. Allocating the majority of resources to the highest priority projects. Identifies key issues: Project Management Processes Project Life Cycles Required Outcomes Areas of Expertise Needed Activity Resource Estimating Communications Planning Risk Management Planning Cost Budgeting Scope Statement and Change Control March 2006 Educause Midwest Regional Conference Ed Mahon, Vice President and CIO, Kent State University Kathy Lang, Chief Information Officer, Marquette University

17. What are the benefits? On-Time On-Budget Increased User Satisfaction More Projects Completed March 2006 Educause Midwest Regional Conference Ed Mahon, Vice President and CIO, Kent State University Kathy Lang, Chief Information Officer, Marquette University

18. Benefits and Critical Success Factors of Project Management Reality of project management implementation: Quarterly meetings with key business unit officer (and/or their senior staff) Means of measuring expectations Digital Dashboard is very useful March 2006 Educause Midwest Regional Conference Ed Mahon, Vice President and CIO, Kent State University Kathy Lang, Chief Information Officer, Marquette University

19. Managing a project includes: Identifying requirements and establishing clear and achievable objectives Balancing the competing demands for quality, scope, time and costs Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders. Give and take with project stakeholders who may resist doing things in a prescribed way Support among senior managers. Caution against the tendency to create an entity that is primarily administrative, with roles centered around either approving and rejecting projects, or auditing projects for compliance to processes and metrics. A structure that closely hews to a companys corporate culture. Providing the structure needed to standardize project management practices and facilitate IT project portfolio management, as well as determine methodologies for repeatable processes. Reference: A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition, 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA March 2006 Educause Midwest Regional Conference Ed Mahon, Vice President and CIO, Kent State University Kathy Lang, Chief Information Officer, Marquette University

20. Questions? emahon@kent.edu kathy.lang@marquette.edu March 2006