Lessons Learned from Using SharePoint for Program Management: Planning and Implementing a PMIS for a Federal PMO
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Lessons-learned from providing program management and SharePoint consulting services to a Federal Program Management Office (PMO). The presentation is based on work and lessons-learned implementing a Program Management Information System (PMIS) at a newly established office for a large agency, and for an existing PMO for an enterprise program. This presentation is geared towards business managers who are new to SharePoint and have just set-up, or considering using, SharePoint for program management.
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Lessons Learned from Using SharePoint for Program Management: Planning and Implementing a PMIS for a Federal PMO
- 1. Lessons Learned from Using SharePoint for Program ManagementPlanning and Implementing a PMIS for a Federal PMO (Mgmt 200) SharePoint Saturday Session Fri-S2C-114 August 12, 2011 1
- 2. Agenda Program Management Selection of SharePoint as a Program Management Tool SharePoint for PMO Case Studies SharePoint Solutions and Challenges Lessons Learned Overview Discussion and Q&A Process for PMIS Setup and Management Resources 2 @brandondart @morganfranklin #spstcdc 2011 ©MorganFranklin Corporation. All Rights Reserved.
- 3. Program Management 3 @brandondart @morganfranklin #spstcdc 2011 ©MorganFranklin Corporation. All Rights Reserved. Program Management Office (PMO) Models A variety of Program Management Office (PMO) models exist to meet different organizational needs.
- 5. Facilitate communication and feedback
- 6. Foster inclusion and collaboration
- 7. Monitor, control, and report project activities
- 8. Analyze and forecast project performance
- 9. Develop reports and disseminate to relevant stakeholders
- 12. Institutional knowledge capture and transfer
- 15. Business process automation4 @brandondart @morganfranklin #spstcdc 2011 ©MorganFranklin Corporation. All Rights Reserved.
- 17. Task tracking
- 19. Business process automation through workflows
- 21. Content roll-up and reporting
- 22. Metrics tracking for executives using dashboards
- 23. Custom lists and workflows
- 24. Task tracking
- 26. Utilized blogs to provide less formal ways to document and explain processes
- 27. Created discussion boards to serve as project-specific discussion spaces (keep the conversation out of your inbox)Challenge: Getting everyone to participate, share, and document. May require users to learn a new (but more efficient) way of doing their job Lesson Learned: Don’t leave anyone behind, engage users; be proactive, anticipate turnover 6 @brandondart @morganfranklin #spstcdc 2011 ©MorganFranklin Corporation. All Rights Reserved.
- 29. Version control (versioning managed through a prescribed artifact management process)
- 30. Custom document type (so all column metadata is consistent across libraries)
- 32. Managing versions in SharePoint requires that everyone participates, and documents are not sent via email for review; this required changing ingrained habits and support/backup from business sponsorLesson Learned: Engage users / don’t leave anyone behind; avoid unnecessary customizations 7 @brandondart @morganfranklin #spstcdc 2011 ©MorganFranklin Corporation. All Rights Reserved.
- 34. Version control and easy access to documents for meeting
- 35. Action Item and meeting decision tracking and roll-up for recurring executive governance meetings
- 36. Collaboration on meeting agenda items Challenge: While client liked the idea, they were concerned about usability by executives, and public posting of information. The meeting space was not used for the recurring executive governance meetings, but proved to be a good collaboration tool for internal PMO teams Lesson Learned: Re-engage the executives/leaders for each new feature roll-out; consider information-sharing concerns and sensitivity of client and address them early on 8 @brandondart @morganfranklin #spstcdc 2011 ©MorganFranklin Corporation. All Rights Reserved.
- 38. Dashboards built with Chart Web Parts used to display program data—requires SharePoint Server 2010 Enterprise; also used Easy Tabs (JavaScript) to help consolidate the look and display more informationChallenge: Obtaining clear requirements related to how data should be displayed and how workflows should work Lessons Learned: Build in sufficient time: out-of-the-box SharePoint provides some powerful features (e.g., Chart Web Part), but not always intuitive. Recently established PMO’s may have more revision cycles as they are establishing baselines and rethinking elements 9 @brandondart @morganfranklin #spstcdc 2011 ©MorganFranklin Corporation. All Rights Reserved.
- 40. Utilized 3rd party permission management tools (CodePlex Permissions Manager 2010) to audit our permission levels and keep it cleanChallenge: Keeping permissions clean and organized and avoiding fine-grained permissions for library items Lesson Learned: Permissions; governance 10 @brandondart @morganfranklin #spstcdc 2011 ©MorganFranklin Corporation. All Rights Reserved.
- 41. Challenges & Lessons Learned: Business Process Automation Client Asked For: Replace existing, cumbersome processes with automated solutions. More efficient and cost-saving ways to coordinate meetings, maintain communication with stakeholders, and report on ongoing progress We Delivered: Automated workflows to facilitate processes for document approvals that span across business units Challenge: Some clients had trouble using version control; the process wasn’t initially designed to consider all the possibilities of use Lesson Learned: Get the whole picture; build for today and plan for tomorrow 11 @brandondart @morganfranklin #spstcdc 2011 ©MorganFranklin Corporation. All Rights Reserved.
- 43. Engage new users
- 46. Advise against pet projects
- 47. Be a leader, manage expectations
- 49. Be proactive, not reactive
- 52. Version control is not instinctive12 @brandondart @morganfranklin #spstcdc 2011 ©MorganFranklin Corporation. All Rights Reserved.
- 54. Process for PMIS Setup and Management 14 @brandondart @morganfranklin #spstcdc 2011 ©MorganFranklin Corporation. All Rights Reserved. Maintenance Sponsorship and Business Case Resource and Governance Planning Design and Development Train and Roll-Out Solution
- 56. Define tasks with regular maintenance requirements (e.g., maintaining dashboards)
- 58. Consider the requirements and objectives
- 61. Roll-out additional functionality slowly or per client’s adaption rate
- 62. Train staff how to use common features
- 64. Consider how information is organized
- 66. Provide the client with something more concrete to react to
- 71. Create a project charter and plan with major milestones (prioritize)
- 74. Currently utilize Permissions Manager 2010: http://permissionsmanager.codeplex.com/
- 75. Microsoft® TechNet Library: http://technet.microsoft.com/en-us/library/default.aspx
- 77. EUSP (End User SharePoint): https://www.nothingbutsharepoint.com/sites/eusp/Pages/default.aspx
- 81. Corey Roth: http://www.dotnetmafia.com/blogs/dotnettipoftheday/default.aspx (detailed post on how to use the Chart Web Part)
- 83. Christophe Humbert: http://www.pathtosharepoint.com (Easy Tabs)16 @brandondart @morganfranklin #spstcdc 2011 ©MorganFranklin Corporation. All Rights Reserved.
- 85. Headquartered in the Washington, D.C., area with a regional office in Chicago
- 86. European operations established in London in 2007
- 87. Diverse full-time workforce comprised of over 360 industry, global consulting, Big Four, former military,and government professionals
- 88. CPA, CIA, CISA, CISSP, MCSE, RCDD, MBA, Ph.D., PMP
- 89. Unique blend of industry and government clients
- 90. Industry recognition as a top consulting firm in the U.S.
- 91. Recognized for industry-leading workplace best practices17 @brandondart @morganfranklin #spstcdc 2011 ©MorganFranklin Corporation. All Rights Reserved. About MorganFranklin
- 92. Contact MorganFranklin Corporate Headquarters 1753 Pinnacle Drive Suite 1200 McLean, VA 22201 www.morganfranklin.com Presenters Amee Shah Director, National Security Solutions 703.564.7525 amee.shah@morganfranklin.com http://www.linkedin.com/in/shahamee Brandon Dart Senior Consultant, National Security Solutions 703.564.7525 brandon.dart@morganfranklin.com www.linkedin.com/in/brandondart @brandondart 18 @brandondart @morganfranklin #spstcdc 2011 ©MorganFranklin Corporation. All Rights Reserved.
Editor's Notes
- Program Management Office:“An organizational body or entity assigned various responsibilities related to centralized and coordinated management…responsibilities…can range from providing project management support functions to actually being responsible for the direct management of a project”* Project Management Institute (PMI) (2003) Guide to Project Management Body of Knowledge (2003)Key responsibilities of PMO:Set strategy and manage adherence to itReview and compile project data and communicate it to executive / SponsorManage program risks and issuesManage program communications and outreach to customers and stakeholdersIdentify and track dependencies between projects (Milestones, deliverables, issues…)Track and report on overall program objective, business case, benefits...Standardize methodology and improve processes (e.g.; approval…)Track action items and their completion
- BPAin SharePoint offers perhaps one of the most important benefits to a PMO, however is also the most underutilized or cause of frustration.
- -----Engage-----Engage an Executive Sponsor - (i.e., the Decision-maker, SharePoint Champion, and Steward) – someone who has power in the organization and who will actively work to see SharePoint succeed. Someone who can allow you to keep the project focused and free from extraneous requirements.Engage new users - Focus on the features and benefits, not the overall tool. What is in it for them?Develop power users - Show them how to use the technology to build their own solutions. This allows Administrators and Developers to focus on more complex solutions.SharePoint is a shared journey, don’t leave anyone behind - Remember Change Management success factors: Communicate, Reinforce, Build Capacity, and Role Model. Be prepared to retrain people on how they think about their work and how to roll daily activities into the technology.-----Guide-----Governance - Establish a detailed Governance Plan before building the site. Clearly define and manage to the site’s purpose.Advise against pet projects - Even with an established Governance Plan, an Executive Sponsor or Steering Committee may need to be reminded of the site’s overall purpose. Proposed changes should be tied to a specific business need or objective.Be a leader, manage expectations - The client will want fast and cheap. Work with the client to show that fast and cheap is mutually exclusive. Set realistic deliverables and try to surpass expectations.Avoid unnecessarily customized solutions - SharePoint provides a lot of solutions out-of-the-box. Customizations may not be necessary and may not take priority over more pressing needs.-----Plan-----Build for today and plan for tomorrow - Growth of the site is inevitable, so make sure your configuration can handle it (scalability).Be proactive, not reactive - Anticipate the needs of the client; don’t wait for the “I think it is a great idea if we” marching order.It takes a village, but you may only have a small team - The creation of a SharePoint site can require the talents of many IT and Communication professionals including: Administrator, Developer, Designer, Information Architect, Business Analyst, Project Manager, DB Optimizer, Writer/Editor, Communication Strategist. Be up-front with the client to make sure they understand what the team is able to deliver with the current staff and resources.-----Tactical-----Get the whole picture - When gathering requirements, understand content and design requirements, but don’t forget about permissions, navigation, and other elements that may impact your project. Avoid workflow errors - Before opening for use across your site, be sure to test all the scenarios that the workflow is used to make sure it works as intended.Version control is not instinctive - Once version control is turned on, distribute documentation to users on how to use major/minor versions and how to comment appropriately.Keep it simple - You never know who you’ll have to train to use it; develop your solutions with an eye towards the end users. Complicated solutions will require significant investments in training and support.
- High-level process for PMIS setup and management.-----Sponsorship and Business Case-----Executive Sponsorship Identify sponsor who can serve as the sponsor, an evangelist Garner resources and ensure support required from sponsorBusiness Case: Goals and Objectives Identify stakeholdersGather initial requirementsCreate a project charter and plan with major milestones (prioritize)Determine how success is defined-----Resource and Governance Planning-----Staffing and Resources Identify staff and other resource requirementsConsider the requirements and objectives Ensure appropriate staff commitment , resources, skills, and hardware configurationGovernance Plan Establishes policies, processes, standards, roles, and responsibilities to ensure successful PMIS managementDevelop a Governance Plan customized to your needs; not a blanket policy-----Design and Development-----Architecture Establish taxonomies and hierarchies Consider how information is organized Determine how users will navigate the site and how you will structure permission settingsWireframingMove the discussion from planning to implementation Provide the client with something more concrete to react to Acquire approval of design and mock-upsDevelopment Work through the project plan developed during business case phaseStart with high-priority items-----Train and Roll-Out Solution-----Launch and Training Launch prototype or base siteRoll-out additional functionality slowly or per client’s adaption rateTrain staff how to use common features Encourage power users to share information and discover new uses-----Maintenance-----Maintenance Ensure maintenance resources are in placeDefine tasks with regular maintenance requirements (e.g., maintaining dashboards) Document how to perform tasks so that maintenance can transition to others as needed