IS 556 Enterprise Project Management

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18 Νοε 2013 (πριν από 3 χρόνια και 7 μήνες)

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IS 556 Enterprise Project Management



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PMO: Cost Center or Profit Center

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Cost Center or Profit Center?


Depends on what the PMO is set up to handle



Can easily
just
generate costs if PMO is
constructed in answer to a particular crisis.



Profit center PMOs are those that create project
management systems that
add value

dependably
and repeatedly.


4

Major Contributions


Program management (PgM) comes from
manufacturing where products are always been
developed, implemented, marketed and closed
out


Program management (PgM) roles


Primary


manage the business on the program to
insure the return & other business objectives are
achieved.


Secondary


lead multiple pjt teams thru the product
development life cycle through coordination and control
mechanisms

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PgM Core Competencies

Customer & Market

• Market validation

• Commitment to customer

• Knowledge of customer
application


Team

• Leadership and team building

• Influencing and delegating

• Decision
-
making

• Communicate in all directions

Business & Financial

• Strategic thinking

• Business/industry/product
knowledge

• Financial analysis capability

• Ability to partner and use
network effectively


Professional Development

• Continual Improvement

• Depth/Breadth of expertise

• Self motivated

• Advocate for change




What does this say for using PgM on IT projects?

6

Bonham, chapter 5

Architecture Management

Lecture 7 [57]

IS 556
--
Spring 2008 May 12, 2008

7

Bonham Ch 5


Architecture Management


Overview



5.1: The EBA (Enterprise Business Architecture)


5.1.1: Supply and Demand


5.1.2: Constraints and Enablers


5.1.3: Business System Modeling


5.2: The EIA (Enterprise Information Architecture)



5.3: Implementing EIA



5.4: Summary

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Architecture Management Overview


Enterprise Architecture (EA):

a strategically aligned blueprint from which IT projects can draw.



Enterprise Architecture (EA) consists of:


Enterprise Business Architecture
(EBA)


Simple version consists of:


Organizational charts


Job descriptions


Advanced version adds:


State charts


Process Flow Charts


Enterprise IT Architecture
(EIA)

consists of:


Information Architecture
(DBMS versus silo systems)


Application Architecture
(Enterprise systems versus home
-
grown)


Technology Architecture
(
WAN versus LAN)


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Architecture Management Overview




For creating the EA, IT PMO coordinates:


Business units


Business case writers


IT architecture teams

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Comprehensive EA Benefit Goals




Define the direction and priorities of IT in an
organization, linked to business goals


Long
-
term savings in support


Better alignment with business strategy


More consistent IT processes


Best practices in software reuse


Common look and feel on all systems makes all
easier to learn and use


Lower costs of integration


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The Enterprise Architecture (EA) Choices

Starting at the

bottom and

working up

when

developing an

EA

Fig 5.1

12

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5.1 (EBA) Enterprise Business Architecture


Problem/Solution:


Corp strategy is developed by executive committee


BUs then develop their microstrategies and goals (M&G)


Then


business cases are presented to prove their
alignment to M&G


BUT


who keeps this stuff up to date


Enter the IT PMs who are constantly drilling down and
updating such stuff and then keeping it in the IT
-
PMOs


IT
-
PMO can then tell the business case writers


what goodies they already have for them to use and


what they can store for them so they end up with



a viable EBA (Enterprise Business Architecture)

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5.1.2 Constraints & Enablers for Technical Initiatives

Fig 5.4

pipeline between initiative portfolio and project

portfolio


show both constraints & possible enablers


2 types of
constraints


inhibit success of architecture



1.
Facts of life (FOL)



govt.
regs
., geography,

technology


unavoidable


2.
Manageable



capital allocation,

org structure & forces,

IT architecture,

mitigated risks


Now possible to complete development of the EBA



Fig 5.4

Lecture 7 [57]

IS 556
--
Spring 2008 May 12, 2008

15

5.2 The EIA (Enterprise Information Architecture)


Helps guide the acquisition and deployment of technology


from
approved business initiatives


Remember EIA has 3 layers influenced by 4
th

(the EBA)


Information


Architecture


Application


IT PMO now maintains the architecture as business changes


IT PMO reviews technical business initiatives in light of the
architecture layers to determine


How new tech fits with each of the 4 layers


How new tech will be deployed


Timeline for help desk training


What external support is needed


Will new tech migrate to future technologies

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5.3 Implementing EIA with EAM team


The Enterprise Architecture Management (EAM) coordinates

with the various business units and IT architecture team

to DEVELOP and EVOLVE the EBA and EIA [4].

EAM consists of

representatives

from various

business units.

1.
Early tech assessments

2.
Review viability

3.
Audit ongoing pjts.


Virtual PMO =

EAM + IT PMO

Fig. 5.8

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Summary


On reviews of IT
-
based initiatives, EAM team of
the IT PMO acts as a middle man between


business case writer and


IT architecture review team.


EAM bases technical risks on architectures from
business units (EBA) and IT (EIA).


Potential problem of maintaining EBAs and EIAs
is addressed by IT PMO developing:


Firmness in some areas


Flexibility in others


Lecture 7 [57]

IS 556
--
Spring 2008 May 12, 2008

18

Bonham, chapter 6

Asset Management

19

Bonham Ch 6


Asset Management


6.1: Inventories



6.2: Enterprise Asset Management



6.3: Organizational Support




6.4: Summary

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Inventories


Problem of uncoordinated IT inventory and control process
in business units and corporate.

-

no one knows exactly what the IT assets are in the firm!


Solution:


Get a handle on current inventory of IT assets


Goals for the
centralized asset inventory


Communication

-

Stronger between disparate projects


Financial



determining the TCO (Total Cost of Ownership) of IT
assets


Operational



improving response to problems with business
-
critical IT systems


Project Support


making sure asset procurement workflow follows
guidelines and with portfolio reducing redundancy from


Training


Licensing


Help desks

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Benefactors of a Consolidated IT Asset Inventory

Fig 6.1

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Inventory Types


Static Inventories


Finding hardware throughout firm


Getting a baseline inventory of IT assets



--
find out how IT assets used


--

see them


--

count them


--

record them


--

then update the baseline



Dynamic Inventories


Unfortunately, inventories are rarely, if ever, static so when
doing the baseline


there are more assets coming in through
silo
-
like processes at the business units


Must get control of the distributed IT asset purchasing
processes



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Dynamic Inventories

Benefits of consolidating distributed asset inventories

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Dynamic Inventories


Project Inventories


What happens to IT assets after successful rollout?


Convert to production use


Use lease arrangements
--

IT assets revert to leasers


Give to operations for future upgrades


Licenses go unused


biggest missed opportunities for IT
PMO



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Effects of Asset Inventories on the EA

Distributed

Inventory

Distributed

Inventory

Distributed

Inventory

HR

Marketing

Manufacturing

IT Purchasing

&

Control Processes

Consolidated

IT Asset

Inventory

EA

Marketplace

Corporate

Strategy

EBA

EIA

Lecture 7 [57]

IS 556
--
Spring 2008 May 12, 2008

26

Financial Asset Management


IT assets have several phases which EIA s/assess



Tasks in assessment:


Is asset already in the enterprise’s inventory?


Is asset listed in enterprise’s approved product catalog?


Is asset compatible with the environment?


Is pricing review and vendor negotiation needed?


Should asset be added to standard catalog?



Tasks managed by PM and IT operations in life cycle


Requisition


request for asset by PM


Approval


by project sponsor and notification to IT support


Procurement


purchase order sent to vendor /notify IT support


Receipt


shipment received, sent to IT support


Deployment


IT support installs, Pjt team tests


Tracking


viewable by auto
-
tracking tools, status to asset mgt


Disposal


shut
-
down status set to asset management


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Organizational Support




Asset management
must

have executive support


Must be a top
-
down directive,


Support from all levels needed


Inventory team


Needs to understand and control duplicate asset
procurement and management processes


Needs to be aware of any other hardware and software
surveys that other business units may be undertaking


Only then, a moving inventory can begin that logs
incoming assets while tracking existing assets.