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Implementing a Basic PMO for Design and Construction using Agile MethodsCASE STUDY: AN AGILE APPROACH TO IT INFRASTRUCTURE DESIGN AND CONSTRUCTION
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 1www.rpdelio.com
titleSUBTITLE
IntroductionsR.P. DELIO & COMPANY
Engineering Program Success™ is the mantra at RP Delio and Company. We have focused the better part of the last ten years in the research and development of agile methods that can be used effectively for design and construction project management.
Through the application of these agile methods we created techniques that are broadly applicable, across a wide spectrum of disciplines, greatly enhancing project success.
Raymond “RP” Delio
President and CEO
Maria Garcia
Design and Construction Manager
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 2www.rpdelio.com
Agenda
Introductions 2
Agenda 3
Learning Objectives 4
Why Develop an Agile Approach? 5
Overview 6
Framework 8
Example PMM 9
Example PxMP 10
Example PMM Showing Implementation Phase Milestones 11
Defining the PMO Maturity Model 12
Project Success Factors 13
Define the PMO Maturity Model 15
Todays Focus – The Basic PMO 18
Comparative Analysis of Agile vs Design and Construction 22
Example PHS 24
Case Study 26
Questions to consider when Implementing the Basic PMO 27
Results and Lessons Learned 28
Questions 30
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 3www.rpdelio.com
Learning Objectives
When you have completed this lecture you will understand:
• Our rational for applying Agile to Design and Construction Project Management
• A model for mapping Agile to Design and Construction Project Management
• The PortfolioOS™ Framework and its major components
• The Fifteen Project Success Factors (PSF) and how they relate to OPM3
Additionally you will be able to:
• Recite the Most Important Three Project Success Factors (PSF)
• Construct the tools necessary to implement a Basic PMO
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 4www.rpdelio.com
Why Develop an Agile Approach?TO DESIGN AND CONSTRUCTION PROJECT MANAGEMENT
• Searching for a structured approach to lean, low cost, and reproducible Design and Construction Project Management.
• Realized that there was nothing in the market place that a mechanical engineer and plumber, or an architect and carpenter could relate to.
• Crystalizing moment was accepting that “Design” is an intellectual process much like software programming, and so the adventure began.
• Eight years spent researching, developing, deploying and assessing agile methods for Design and Construction Project Management
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 5www.rpdelio.com
OverviewIMPORTANT ASPECTS OF PORTFOLIO OS
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In order to robustly explain to you our case study, and the results achieved, we need to review 3 important aspects of PortfolioOS™:
PortfolioOS™ Framework
• PMM
• PMW
• PxMP
• PHS
PMO Maturity Model
Project Success Factors
We also need to explain how we undertook:
Agile Mapping to Design and Construction
OverviewIMPORTANT ASPECTS OF PORTFOLIO OS
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Project Health Screen (PHS)Quality Control and Assurance
Portfolio Monitoring Workbook (PMW)Reporting and Metrics
Project, Program and Portfolio Management Plans (PxMP)Planning and Governance
Project, Program and Portfolio Management Methodology (PMM)Process Flow, Checklists, Standard Operating Procedures, Vernacular and Phase Gates
Framework
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 8www.rpdelio.com
8.0 80% Design Review Meeting9.0 100% Design Review Meeting10.0 Issue For Construction Review Meeting
Construction11.0 Pre Construction Review Meeting12.0 Contractor / Line Crew Construction Mobilize13.0 Final Termination and Fiber Splicing14.0 Commissioning, Turn Up, and Final Testing15.0 Engineering Punch list16.0 Post Construction Meeting
Closeout17.0 Engineering Closeout19.0 Lesson’s Learned Meeting20.0 Administrative Closeout
DEVELOPMENT1.1 Initial Scope Review Meeting1.2 Final Scope Review Meeting2.1 Schedule Review Meeting3.1 Initial Budget Review Meeting3.2 Final Budget Review Meeting4.1 Initial AFE Review Meeting4.2 Final AFE Review Meeting4.3 Portfolio Integration Review Meeting
IMPLEMENTATION
Design5.0 Programming Review Meeting5.1 Field Investigation Guidance Memorandum6.0 Concept Design Review Meeting7.0 40% Design Review Meeting
Example PMM
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Governance matters! And good governance only comes through properly constructed Project, Program and Portfolio Management Plans (PxMP). These help to:
• Align Expectations
• Define Forums
• Provide a vehicle for supplementary info as Exhibits
Example PxMP
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 10www.rpdelio.com
PROJECT DESCRIPTION Project Bud IDProject NameProject MangerEngineerWork Location(s)DESIGN PHASEProgramming Review MeetingConcept Review Meeting40% Design Review Meeting80% Design Review Meeting100% Design Review MeetingIssue For Construction Milestone DateCONSTRUCTION PHASEPre – Con Review MeetingMat. Avail Milestone DateRemovals Milestone Date50% Construction Milestone Date100% Construction Milestone DateRedline Review MeetingPunch List Milestone DateCLOSEOUT PHASEAs- Built Milestone DateLessons Learned Review MeetingAdmin. Close Milestone DateRequested Completion Date
Example PMM Showing Implementation Phase Milestones
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Under PortfolioOS™ the PMO Maturity framework makes use of the same 5 levels as OPM3
Progressive sets of key Project Success Factors are associated with each level:
• Basic PMO
• Maturing PMO
• Optimizing PMO
BASIC MATURING OPTIMIZING
1 2 3 4 5
Defining the PMO Maturity ModelPROJECT SUCCESS FACTORS AND OPM3
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The Basic PMO – Level 1
1. Competent Project Team
2. Project Mission and Common Goals
3. Planning and Controlling
The Maturing PMO – Level 2
4. Information and Communication
The Maturing PMO – Level 3
5. Adequate Resources
6. Monitoring Performance and Feedback
The Maturing PMO – Level 4
7. Project Understanding
8. Top Management Support
9. Authority of the PM/Leader
10. Client Involvement
11. Realistic Cost and Time Estimates
12. Risk Management
The Optimizing PMO– Level 5
13. Adequate Project Controls
14. Project Ownership
15. Problem Solving Abilities
Project Success Factors
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The Basic PMO
• Can be grass roots or formally recognized
• Doesn’t rely on fancy software like Primavera, MS Project, SharePoint
• Focuses on implementing Project Success Factors 1 through 3
BASIC MATURING OPTIMIZING
1 2 3 4 5
Define the PMO Maturity ModelTHE BASIC PMO – LEVEL 1
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The Maturing PMO
• Must be formally recognized
• Leverages a successfully implemented Basic PMO
• Cautiously can use of software like SharePoint and MS Project
• Focuses on maturing Project Success Factors 4 through 12
BASIC MATURING OPTIMIZING
1 2 3 4 5
Define the PMO Maturity ModelTHE MATURING PMO – LEVELS 2 THROUGH 4
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The Optimizing PMO
• Must be formally recognized
• Is self-sustaining with Investments in the PMO justified
• Return on PM investments are globally recognized
• Leverages advanced software like Primavera and MS Project Server
• Focuses on maturing Project Success Factors 13 through 15
BASIC MATURING OPTIMIZING
1 2 3 4 5
Define the PMO Maturity ModelTHE OPTIMIZING PMO – LEVEL 5
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 17www.rpdelio.com
Key Project Success Factors associated with the Basic PMO:
1. Competent Project Team
2. Project Mission / Common Goals
3. Planning and Controlling
BASIC MATURING OPTIMIZING
1 2 3 4 5
Todays Focus – The Basic PMO
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• Agree on the Project Management Methodology that will be used to deliver the project
• Designate the Project Sponsor as the person who is responsible for the dollars allocated (typically a VP)
• Understand the Roles and Responsibilities for each Stakeholder on the project team
• Possess respect for the phase gates in the PMM chosen
• Understand the organizational structure of the project team
• Commitment to read and understand all project related communications
Project Success Factors1. COMPETENT PROJECT TEAM
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• Project Scope, Schedule and Budget documented at a level sufficient for all Stakeholders to perform their job (The Goal)
• Clear alignment of the projects to company strategic initiative (The Mission)
• Both Mission and Goals of projects need to be clearly defined to enable management choice
Project Success Factors2. PROJECT MISSION/COMMON GOALS
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 20www.rpdelio.com
• A documented Project Management Methodology (PMM) that appropriately documents the tasks, phase gates, roles, responsibilities, milestones, metrics and governance with change control, consisting of a written document and a flow chart.
• Project Management Work Book (PMW). It is the tool used to help the project lifecycle planning and controlling, enforcing the effective completion of each milestone on time in order to achieve project success.
Project Success Factors3. PLANNING AND CONTROLLING
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 21www.rpdelio.com
Comparative Analysis of Agile vs Design and Construction
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 22www.rpdelio.com
PROCESS GROUPS AGILE DESIGN AND CONSTRUCTION
Initiation Scrum Project Team Working Session / Breakout Session
Sprint Planning Project Development
Planning Iteration / Sprint Planning Weekly Work Plan
User Story Work Package
Story Elaboration Workforce Planning
Adaptive Planning Look-Ahead Planning
Iteration Progressive Design Elaboration / Major Milestones
Timeboxing Defined durations between Major Milestones
Stories Scope Statements
Executing Sprint Backlog Deliverables for Major Milestone / Pre-Meeting Checklists
Monitor and Control Burn-up/Down Charts Schedule of Values (CPI/SPI)
Sprint Review Design Review / Pre-Construction Review
Retrospective Weekly Review
Closing Customer Showcase Site Inspection
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 23www.rpdelio.com
• Feedback drives cultural changes
• Project Health Screen (PHS)
– Enforces Vernacular
– Provides Early Warning
Project Goals
Technical Aspects
Teamwork
Client Relations
Planning
Sponsorship
Stakeholder Acceptance
Project Progress
Communication
Problem Solving
Project Performance
Example PHS
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 24www.rpdelio.com
Project Health Screen (PHS)Quality Control and Assurance
Portfolio Monitoring Workbook (PMW)Reporting and Metrics
Project, Program and Portfolio Management Plans (PxMP)Planning and Governance
Project, Program and Portfolio Management Methodology (PMM)Process Flow, Checklists, Standard Operating Procedures, Vernacular and Phase Gates
Framework
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 25www.rpdelio.com
Initial Assessment
• Assessed existing systems, artifacts, SOPs
Implemented PMM
• Glossary, Idea through Project-close Process Flow, Phase Gates Milestone Review Meeting, Checklists, Standard Operating Procedures, Vernacular
Implemented PjMP
• Standardized project scope, schedule and estimates
• Controlled procurement
Implemented PMW
• Tracked performance against major milestones
Implemented PHS
• Reported monthly portfolio progress
Case StudyA YEAR LONG STUDY OF AGILE APPLIED TO IT INFRASTRUCTURE DELIVERY
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 26www.rpdelio.com
• What is the current vernacular?
• How does planning get done?
• What procedures are in place?
• How well are plans flowed?
• What degree of accountability exists?
• Who are the leaders and early adopters?
• How well integrated is engineering and construction?
• What artifacts can you leverage or recycle?
• Where are the organizational barriers because of the changes?
• Formal PMO vs grassroots implementation?
Questions to consider when Implementing the Basic PMO
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 27www.rpdelio.com
Results and Lessons LearnedTHE GOOD, THE BAD, THE DOUBLE UGLY
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 28www.rpdelio.com
The Good
• 14% increase in projects delivered
• 11% increase in total cost of work
The Bad
• Cultural resistance to change as consensus moved to SOP
• Adoption of the new vernacular was slower than expected
• Accountability of the project team
The Double Ugly
• Leadership buy-in to the Competent Project Team
• Until portfolio performance was tied to yearly reviews little progress was made
Results and Lessons Learned
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 29www.rpdelio.com
Questions
THIS PRESENTATION AND THE INFORMATION AND MATERIALS HEREIN ARE CONFIDENTIAL AND THE PROPRIETARY PROPERTY OF R.P. DELIO & CO. THE PRESENTATION AND THE INFOMRATION AND MATERIALS HEREIN ARE PROTECTED UNDER UNITED STATES PATENT, TRADEMARK AND OTHER INTELLECTUAL PROPERTY LAWS. WITHOUT PRIOR WRITTEN PERMISSION FROM R.P. DELIO & CO., RECIPIENTS WILL NOT RELEASE THIS PRESENTATION OR DISCUSS THE INFORMATION OR MATERIALS CONTAINED HEREIN OR MAKE REPRODUCTION OF OR USE THIS PRESENTATION OR THE INFOMRATION OR MATERIALS HEREIN FOR ANY PURPOSE. ANY DISCLOSURE OF ANY OF THE CONTENTS HEREIN, WITHOUT THE PRIOR WRITTEN CONSENT OF R.P. DELIO & CO., IS STRICTLY PROHIBITED.
Unless otherwise indicated, all information and materials on these pages are copyrighted by R.P. Delio & Co. All rights reserved. No part of these pages, either text or image may be used for any purpose. Reproduction, modification, storage or retransmission, in any form or by any means, electronic, mechanical or otherwise, is strictly prohibited without prior written permission. Recipients may not distribute, display, publish, sell, license, create derivative works or otherwise use any information materials herein provided for commercial or public purposes. Recipients may not use the trademarks, logos and service marks for any purpose without the written permission of R.P. Delio & Co.
Copyright © 2015 R.P. Delio & Co. All rights reserved.
© 1989-2015 RP Delio & Company, Inc. All Rights Reserved. 30www.rpdelio.com