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Page 1 Program Management Office “PMO” Update Steve Wallace February 3, 2003.

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1 Page 1 Program Management Office “PMO” Update Steve Wallace February 3, 2003

2 Page 2 Components of ERCOT Spending – Summary Discretionary: “CREATING NEW VALUE” This portion of spending is determined by market participants (as recommended by the TAC). The participants and ERCOT must decide how much “discretionary” spending is needed each year. Therefore the budget for this area is set by the participants and ERCOT, then managed by ERCOT. These costs are variable in the short-run, but add to future non- discretionary spending to provide ongoing support for these efforts. Examples include new development and enhancements to existing systems or assets. Non-Discretionary: “KEEPING THINGS RUNNING” This portion of spending is determined and managed by ERCOT. ERCOT is accountable for creating efficiencies and productivity improvements in this area. These costs are relatively fixed in the short-run. Examples include maintenance to existing systems or assets as well as keeping the current operations running. Total ERCOT Spend Non- Discretionary Spend Discretionary Spend ERCOT Focus Areas: “ESTABILISHING PREDICTABILITY” Manager and business unit accountability Separation of baseline from investment spending Technology management and coordination for compliance

3 Page 3 The PMO acts as the central control and communications point for coordinating Business and Technology initiatives. It is essential that all of the elements critical to success be considered at the beginning of a project. The six tightly connected elements noted below are key to developing and launching new initiatives and sustaining ongoing initiatives. People need to have incentives to adopt new ways of working Program and Technology Management People need to know how they are expected to behave People need to understand what they are working toward and how they will achieve it together The enterprise needs to be equipped with relevant skills People need to know what is going on The organizational structure needs to be aligned with the process and technology architecture Program Office Performance Measures Training & Development Leadership & Vision CommunicationCulture Organization Structure

4 Page 4 Idea Generation & Value Identification (High Level Analysis & Estimating) Board Approval (Budget) ERCOT Operating Committee On-going Project & Resource Management Investment Implementation Process TAC Approved Requests PUCT Requests ERCOT Requests Program Management & Reporting Program Management Office

5 Page 5 High Level View of the PMO Functions PMO/TMO Service Delivery Model The Strategize process establishes high level ERCOT Business strategies and plans, accepts input from TAC, Board, etc. aligns to the organization’s business goals and objectives. In the Consult and Advise process, PMO/TMO partners with its partners to provide expertise and knowledge to help identify solutions to business problems The Plan process develops cost estimates, resource requirements and timelines for executing the ERCOT business strategy, which is coordinated with and approved by executive management and participants. The Manage Program oversees and reports on the projects identified and defined in the Strategize, Plan and Consult and Advise processes and reports to the operating committee. The Manage Project process oversees the delivery of individual projects, according to specification, budget and schedule and is conducted by and is conducted by the business units, operations and IT groups at ERCOT. The Develop and Implement process builds/configures, tests and deploys quality application and infrastructure solutions and is conducted by the business, operations and IT groups at ERCOT. The Operate and Maintain process runs, monitors, maintains, and supports live systems and is conducted by the business, operations and IT groups at ERCOT Strategize Plan Manage Program Manage Projects Develop and Implement Operate and Maintain Consult and Advise

6 Page 6 Projects that will be managed by the PMO and Operating Committee will be identified according to two primary criteria: Projected impact of the project on the ERCOT organization and its ability to meet strategic objectives Complexity and size of the project Independent Project Team* or Outsource* PMO Managed Project Independent Project Team* or Outsource* Decline High Impact Highly Complex or Requires Extensive Resources Low Complexity and Few Resources Required Low Impact *Oversight, Financial and Contract Management by PMO Active PMO Project Management for critical and large projects

7 Page 7 Programs and Projects Progress Q1 Program and Risk Management officer added to executive staff to enhance project and risk management Three key directors added to IT and alignment of Market Operations to enhance business requirements development and management –Director of IT Projects – Rob Connell 3 of 5 new staff Project Management positions filled and starting in next 30 days, remainder in 60 days Key projects will also have “project management” staff as part of those projects –Director of Systems Development – Kevin Judice Senior IT Technologist and leader to drive projects and development Strong staffing ramp during Q1 and Q2 to help develop and deliver planned projects and enhance/refine systems and architectures –Director of Security and Data Management Staffing ramp during Q1 to increase the performance and reliability of our key database and security systems (3 accepted offers for senior DBA’s) Program Office kicking off tool selection for project management and portfolio management software –Will provide TAC, ERCOT, Participants and PUCT visibility into projects via Dashboard type of view. Tentative pilot rollout slated for late Q2 or Q3 During this time staff will report via TAC and standing meetings and will continue to provide the excel view into the project list

8 Page 8 Programs and Projects Progress - Continued Projects completed and or completing in the next 120 days –Package 2 Redundancy/Disaster Recovery – April (note: final Fiber sign off 4/30) –Single Round TCR Auction – Wrapping Up –Market Synchronization – Next phase complete, follow on efforts started (continual effort) –Transaction Pipeline Hardening Initiative – Phase 3 completing May, Phase 4 starts June –GISB 1.4 – March/April –Texas Set 1.5 in test (May/June go live) Texas Set 1.6 early analysis underway for late 03 or 04 rollout Includes Texas set Map Testing –Portal Redevelopment Analysis – March –SCR 727 ESI-ID Service History – Testing February, Phase 1 March –Phase 2B Technical Operations updates and tests – Final Testing –Weather Redundancy – March/April –Outage Scheduler – Testing now, February/March Complete –BULs and PIP270 – Development underway, Target June Complete –QSE MOS Web Enhancements – March –OSI Soft PI Software Implementation – Pilot in place, rollout March/April –PIP 101 POLR Historical Reporting and PIP 138 Posting BE Forecast Completed with limited effort Major Efforts Kicked off or Pending start –Move in Move Out Enhancements –AS Simultaneous Selection –Performance measures relating to competitive retail electric market (ODS and DW implementation) –Cyber Security Enhancements –Database, ETS, EMMS, Siebel, Lodestar, SeeBeyond and Portal Upgrades/Enhancements Some versions going out of support, need upgrade/re-architecting

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