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Presented to:
ASP Metro Atlanta Chapter
May 10, 2013
INNOVATE. COLLABORATE. SMART BUSINESS.
Success Story: Strategy Execution via Project Portfolio Management at Morehouse School of Medicine
Presented by:
Laurie Bacopoulos, CEO & Founder
Darren Providence, IT PMO Director
Management Consulting Company
Founded in 2001, celebrating over 10 Years of Excellence
We provide business solutions built on powerful technology platforms
Delivering cutting edge Process and Project Management Solutions that help you run a “Smart Business”
Innovative, Creative and Collaborative in Design and Approach
Certified and Experienced Professionals— Average 25 Years of Experience
Cobblestone consistently solves business problems for our clients
Microsoft Partner
WHO
CONSULTING? COBBLESTONE
IS
Innovate. Collaborate. Smart Business.
Microsoft SharePoint Portals & Collaboration Custom Development Forms & Workflow Automation Content Management
Project/Portfolio Management Planning Installation and Configuration User Adoption & Training Multiple Platforms (SharePoint/Clarity)
Business Intelligence System Design & Development Performance Management Data Integration Enterprise Data Reporting Training Microsoft SharePoint Standard & Custom Classes Virtual Instructor Led Training Customized eLearning Development
COBBLESTONE SERVICES
Our Four Lines of Business:
1. Alignment with Strategic
Objectives
2. Project Portfolio Management
Framework and Processes
3. Visibility of Work Effort
4. Metrics and Reporting
Today’s Objectives
INNOVATE. COLLABORATE. SMART BUSINESS.
About Morehouse School of Medicine
• Located in Atlanta GA and among nation’s leading educator of primary care physicians.
• 1975 – Founded as two-year Medical Education Program at Morehouse College with clinical training affiliations for awarding M.D. degree.
• 1981 – Became independently chartered institution and first medical school established at a Historically Black College and University in the 20th century.
• Recognized as the top institution among U.S. medical schools for our social mission.
• MSM has seven residency programs:
- Family Medicine (1981), Preventive Medicine (1986), Internal Medicine (1991), Psychiatry (1991), Surgery (1993), Obstetrics and Gynecology (1997), and Pediatrics (2000).
• 2008 – Ranked number three among nation’s community-based medical schools in research funding from the National Institutes of Health and among Georgia’s four medical schools .
• Since 1981, has graduated more than 1,200 students and more than 67% have chosen to honor the school's mission of serving communities.
• 2011 – U.S. News ranked MSM #16 in best medical schools for primary care.
Strategic Planning Phase Acceptance-Budgeting Phase
Initiatives R E V I E W
Senior Management analyzes trends and environmental factors and reviews proposed initiatives for strategic fit with initiatives.
Senior and Middle Management agree on the priorities and coherence of the initiatives and action plans. Resources are allocated.
Measurement – Evaluation Phase Senior and Middle Management track, review and evaluate outcomes and identify performance gaps.
Implementation Phase Senior and Middle Management implement action plans.
R E A L I Z E
Strategic Planning at MSM
Combining a well defined purpose with the insights of stakeholders
Innovation 2013
PMO Gating PMO Tracking
MSM IT Vision
Enabling
Institutional
Success
through the Use
of Technology
Solutions
thereby
becoming a
Valued Strategic
Partner Transforming &
Stabilizing 2009
Improvement &
Optimization 2010
Enhancing Our Maturity Level
2012 Building a Foundation
Innovation 2013
Policies, Procedures, Automation and
Leveraging Technology for Operational Efficiencies &
Enhancements
Standardization, Virtualization and
Performance Metrics
Continuous
Improvement & Optimization
2011
PMO Maturity, SLA’s,
Repeatable Processes and
Adding Capabilities
Note: Necessary Associate vs. Desired Partner • Associate works for partner. Executes given direction. Gets paid by partner. • Partners collaborate. They set direction together. S hare in profits.
Relationship is mutually beneficial.
MSM Strategic IT Roadmap
TACTICAL STRATEGIC Alignment
Purpose • To provide the necessary process to support the implementation of MSM’s
defined strategy.
• Since strategic choices are almost certainly surrounded with imperfect and incomplete knowledge, our planning system must include a continuous improvement perspective.
Goal
• To develop and implement a simple and effective iterative planning,
budgeting, implementation and evaluation approach to ensure our actions
are aligned with and promote the achievement of our strategic initiatives.
MSM’s Project Management Office
MSM IT-PMO
Right People & Process
Right Tools
Right Data
Project Management Skills
Develop PMO Methodology
Select & Purchase EPM Tool
PM Maturity Impacts EPM Tool Usage
Marketing Plan for EPM Tool Buy-in
Project Delivery is Measurable
Project Status Reports
Portfolio Reporting
MSM-IT Elements of an Effective PMO
Project Management in Education
Is Project Management at Colleges and Universities
any Different?
Support for All Users
6% - Level 1 51% - Level 2 42% - Level 3 1% - Level 4
Gartner
Transforming & Stabilizing
2009
Innovation 2013
Crisis Management
IT Component Management
IT Operations Management
IT Service Management
IT Business Value Management
Level O
Chaotic • Ad Hoc • Undocumented • Unpredictable • Multiple Help
Desks • Minimal IT
Operations • User Call
Notification
Level 2
Proactive
• Analyze Trends • Predict Problems • Set Thresholds • Measure Application
Availability • Automation • Measure Problem,
Configuration, Change, Asset and Performance Management Processes
Level 3
Service • IT as Service
Provider • Defined Services,
Pricing • Understands
Costs • Guarantees SLA’s • Measures and
Reports Service Availability
• Integrated Processes
• Capacity Management
Level 1
Reactive • Fighting Fires • Inventory • Initiate Problem
Management Process
• Alert and Event Management
• Measure Component Availability (up/down)
Value
• IT and Business Metric Linkage • IT/Business Collaboration
Improves Business Processes • Real-time Infrastructure • Business Planning • IT as a Strategic Business
Partner
Level 4 By the end of 2013 4.1
By the end of 2012 2.8
2009 to mid 2012 1.5
IT Maturity Level Evaluation
Reporting
Web Services: Service-Oriented Architecture
Tickets
Work Request Fulfillment Streams
MyWork
Governance & Projects
Portfolio Management
Operations & Change Management
Productivity
Mobile
Community
Work Requests
Service Catalog
Web Forms
Web Services
Routing
Logic
Project, Portfolio and Service Management
Strategy Execution
Partner with
Cobblestone Consulting
Align work with strategic objectives
Manage work and resources effectively
Gain visibility and control over projects & work
Rationalize investment
The Business Needs
IT Budget & Resource Constraints
The CIO’s Environment: 1999-2012
Innovation
Budget
(Projects)
Project Demand
CIO
Budget & Resource Constraints
“I don’t have the
resources to complete all
of the work being asked
of me between projects,
support and required
operations work to keep
the lights on.”
CIO
President
Researcher
Faculty
Deans
Business Overview
Budget & Resource Constraints
CIO
“We gave you $10M this
year. What do you mean
you can’t get the work
done? Just do your job
and figure out how to
make it work.”
President
Researcher
Faculty
Deans
Business Overview
Perceived Value Challenges
“I just don’t know what
they do with $10M per
year” Application
Management
Learning Managemen
t Syste
m (LMS
)
Student
Information
System
(SIS)
Content
Managemen
t Syste
m (CMS
)
Facilities Managemen
t Syste
m
Custom
Development
Infrastructure Management
Servers
Network
s
Security
Telephon
y
Applicatio
n Hosti
ng
A/V Equipme
nt
Support Services
Student
Help desk
Faculty
Help Desk
PC/Phone Mgm
t.
Admin Services
Complian
ce
Project
Services (PMO)
Security
Stakeholders often have a limited frame of reference
and don’t understand the full scope of IT work
Limited Understanding
Limited Understanding
Stakeholders have Limited Visibility
Confidence through Understanding
Cobblestone Approach 1. Discovery
2. Planning
3. Developing
4. Deploying
5. Supporting
Scalable?
Easy to Use?
High Value Investment?
Drives Strategic
Awareness?
Customize to Client
Business Needs?
Recommended Deployment Approach
Technology Solution – EPM Live
Foundations for Decision
Making and Adaptation
• EPM Live Makes PPM Adoption Easier
– Leveraging existing SharePoint infrastructure
– Cloud based PPM services
• Robust and Scalable PPM Feature Set To Address Ongoing PM Needs
– Role based capabilities
– Install Apps for more features
EPM Live Value Proposition
Fastest Growing Business
2008, 09, 10, 11 & 12
PPM Magic Quadrant
2010, 11 & 12
EPM Partner of the Year
2005, 06, 08 & 09
North America Winner
2010 & 2011
EMA Next Generation
Visionary Award 2012
Rated Top App
2012
Top User Rated Product
2010, 2011 & 2012
Bronze Award
2011 & 2012
Best Project Management
Software, 2012
“Simple, yet Comprehensive
Project Management Tool” Top 15 Web Apps
2012
“EPM Live Transforms
PPM Work Management”
Complete,
Leading
Technology
Market Leader Leader in
Customer
Success
EPM Live Recognition for Innovation
Project Portfolio Management
Collect Work
Demand Prioritize
Portfolio
Analyze Financial
Impact
Analyze Resource
Demand
Plan Project &
Work Activities
Track Progress
Track Time
& Spend
Collaborate Select Projects
& Work
Analyze Data Collect
Analyze
Select Plan
Track
Analyze
Collaboration in Design – Phased Approach
Cobblestone Approach • Planning
Alignment with
Strategy?
Who are the players?
Built to Order Questionnaire?
IT as Beta Group?
High Value Features?
Implementation Roadmap
Confidence through Understanding
Cobblestone Approach • Developing
Dashboards
Projects
Resources
Configuration
Work Management
Increase the effective working time
Increase team members’ ownership and accountability of this process
Increase control over the execution of work
Managers have more visibility into work priorities
Initiate Plan Execute Control Close
Changes
Tasks Issues
Bugs
Risks
Punch Lists
Defects
ECM Documents
Deliverables Approvals
Actions
Procurements
Contracts
Invoices
Meetings
Manage and Track All Your Work Demands in Your Organization
Time Management
Tasks
Report time-phased actual work on any SharePoint Work item
Save, Submit, Select Period, Add, Remove Timesheet Items
Capture special time categories such as billable, non-billable, regular, overtime, and more
Understand Where People Are Really Spending Their Time
Portfolio Management
Align resources and investments with strategic objectives
Review comprehensive, real-time portfolio information to ensure effective decision making
Determine optimal portfolio under budget and business constraints
Align Work with Strategic Direction
Gauge overall progress of the various work investments throughout their lifecycle
Identify trends over time to understand and improve your business
Review comprehensive, real-time information to
ensure effective decision making
Reporting
Make the Right Decisions on Data You Can Trust
Governance & Projects
• Executive Visibility
• Identify Gaps
• Continuous Improvement
Training and Adoption
Cobblestone Approach • Deploying
Phased
User Adoption
Training
Couching
Reporting
Web Services: Service-Oriented Architecture
Tickets
Work Request Fulfillment Streams
Governance & Projects
Portfolio Management
Operations & Change Management
Productivity
Work Requests
Service Catalog
Web Forms
Web Services
Routing
Logic
Project, Portfolio and Service Management
MyWork
Mobile
Community
Connect the Organization
Resource Managers Skills-based and efficient resource management
Team Members Better coordination within the team
• What am I supposed to deliver this week?
• How can I coordinate with people in my team?
• How do I raise issues or report progress?
• Who is available to staff our new projects?
• Who's working on what and do they have the skills?
Project Managers Effective program, project and work management • When will we really finish and what will it cost?
• How can I decrease the project cycle time?
• How can I collaborate with suppliers, vendors, etc?
Executive Stakeholders Quality project selection and outcome • Which initiatives align with our business
objectives? • What is the status of current projects? • How does demand impact capacity?
MSM End Result
1. Alignment with Strategic
Objectives
2. Project Portfolio Management
Framework and Processes
3. Visibility of Work Effort
4. Metrics and Reporting
1 Right People
2 Process Optimized
3 Adaptable Technology
Key Takeaways
INNOVATE. COLLABORATE. SMART BUSINESS.
In order to have strategy and technology aligned;
For more information please contact
LAURIE BACOPOULOS [email protected]
Main: 404-723-1125 ext. 1 Mobile: 404-786-1125
www.cobblestoneconsulting.com www.linkedin.com/in/cobblestone
DARREN PROVIDENCE [email protected]
Mobile: (404) 752-8466
www.msm.edu
THANK YOU
INNOVATE. COLLABORATE. SMART BUSINESS.
