PROJECT MANAGERS CONFERENCE TRICKS OF THE TRADE PROCEEDINGS

• Document Type: FOIA
• Collection: FOIA Collection
• Document Number (FOIA) /ESDN (CREST): 06465174
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 150
• Document Creation Date: December 28, 2022
• Document Release Date: April 28, 2017
• Case Number: F-2015-01175
• Publication Date: October 6, 2004

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APPMC
PROFESSIONAL PROJECT MANAGER CERTIFICATION
Courses
PM101 - Introduction to PM and SE (5 days)
Professional Project Management Certification
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Nov
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Jan
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PM201 - Project Integration and Scope Mgmt (4 days)
PM202 - Project Time Management (3 days)
PM203 - Project Cost Management (3 days)
PM204 - Project Risk Management (3 days)
PM205 - Project Communication Management (2 days)
.PM206 - Project Team Management (2 days)
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M401 Project Managnt (ayi
PM402 iStrategic Project Management (5 days
PM001 - PPMC PM101 Test Preparation (1 day)
PM002 - PPMC 2-Day Workshop (2 days)
PM003 - PPMC 3-Day Workshop (3 days)
*79
Diagnostic/Equivalency
Project Management Process
PM951 Microsoft Project Courdays
952
PM991
C;OpErigineenng Management days
E5ecutive AQons for Prowl P. opcms qty.$)
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TRICKS OF THE TRADE
Project Management Conference
6 October 2004
"Tricks of the Trade"
0800 Conference Kickoff
by
DC10
0810 EPMO and the CIO One-team by
0830 Portfolio
and Project Management by
1000
Portfolio
Management
The Process by
in the Agency
EPMO
The Tool:
1100
1130 Lunch / Conference PM Networking - Cafeteria Mezzanine
1300
1430 Lessons Learned from the PM of the Year
1500
The Certification Requirements for Promotion
1530 Adjourn
Conference Presentations may be accessed at
(b)(3)
(b)(3)
(b)(3)
(b)(61)
(k(b),(3)
(b)(3)
(b)(3)
(b)(3)
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Enterprise Program Management Office (EPMO)
EPMO...Enabling the Agency Do the Right IS Projects Right
The Enterprise Program Management Office (EPMO) focuses on standards, methodologies,
tools, policies, and practices that enhance the capability of the CIO to successfully deliver
Information Technology (IT) and Information Management (.IM) projects that meet the mission
needs of the Agency. Our four major bpsiness areas in support of these objectives are:
Project Management, Portfolio Management, IS Governance, and IT Acquisition Strategy.
Below is a brief description of each area.
Project Management
... is the application of a defined process of programmatic rigor to a finite set of requirements that
produces a product or service for a customer. EPMO adapts industry standards and best practices
for project management and integrates them into the Agency's project management culture. EPMO
currently has two major initiatives: CIA Project Management Process (CPMP) and Project
Excellence (PE). CPMP is the framework for managing all IS projects from initiation through
development, deployment, and retirement/replacement; it is required for all Agency IS projects.
CPMP increases the chances of project success by identifying what to do, when, whom to engage,
and in what forum. EPMO will be providing guidance in the near future on tailoring the CPMP. PE is
an effort to provide best practices tools and guidance to help Project Managers apply the knowledge
they gain from the Professional Project Management Certification (PPMC) program to their daily
work environments. PE will leverage the nine core Project Management Knowledge Areas that
every Project Manager is urged to build over the course of their career. The tools and guidance will
be provided to Project Managers and line managers to help them oversee projects more
successfully and with less effort. Facilitated sessions to apply the tools and guidance will be offered
by EPMO as the tools become available. Risk Management is the first skill area to be addressed,
and is currently being piloted in the CIO.
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Portfolio Management
...is the comprehensive management of Information Services (IS) investments throughout all
Directorates and Mission Support Offices (MS0s). In order to control IS spending and manage all IS
investments, the Agency is establishing specific guidelines for IS investment decision-making. To
this end, and consistent with industry best practices, EPMO has taken a phased approach�
beginning with the development and release of an innovative project management tool:
Additionally, EPMO has taken the lead in facilitating the development of a Portfolio Management
Investment process within the 010.. .and in the Agency. EPMO's commitment is to actively work in
partnership with all of the Agency's components toward the common goal of effective Portfolio
Management.
IS Governance
...process helps to ensure that IS systems are designed and delivered to meet their Agency
customers' mission needs with the highest degree of satisfaction possible within the funding profile.
Governance involves Agency senior leaders in the decision-making and review process so that
Agency IS investments are made from a corporate and mission perspective. Governance also
enables compliance with a variety of business equities such as acquisition, architecture, infosec,
infrastructure, programmatics, and records management requirements. Governance includes
clarifying the process and defining what supporting documents are essential to a program's
successful implementation. Agency Project Managers are provided with document templates,
control gate briefing templates, entry and exit criteria, and guidance to assist them in navigating the
board process.
IT Acquisition Strategy (ITAS)
...serves as the critical enabler of the CIO's mission by working towards ensuring that all acquisitions
for IS are efficiently planned for, formulated,and executed. Such acquisitions include requirements
for commercial and non-commercial software and hardware needs, as well as systems integration
and technical engineering support.
The CIO's will be at the forefront of changing the way
acquisition support is provided Agency-wide for IS requirements by implementing more streamlined,
innovative, and cost effective contract vehicles.
We invite you to visit us at our website at
additional information and key contacts.
Unclassified//FOU0
where you will find
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TRICKS OF THE TRADE
:.RESENTATION":"'"'
EPMO and the CIO One-team
(b) 3)
To view the EPM0 and the CIO One-team
presentation, please visit the conference
proceedings at
Enterprise Program Management Office
(b) 3)
0(b)(3)
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TRICKS OF THE T
ADE
Enterprise Program Management Office
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ICKS OF THE TRADE
ATI
Portfolio and Project
Management
Enterprise Program Management Office -
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TRICKS OF THE T
TE
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TRICKS OF THE T
ADE
ESENTATI
Portfolio Management
in the Agency
The Process
EPM00
Enterprise Program Management Office -
013)
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Portfolio Management Process Development Project
Process Design
CIO/EPM0/
10-06-2004
UNCLASSIFIED/FOUO
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� Objective
� Project Background
� Process Overview
� Next Steps
UNCLASSIFIED/FOUO
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We are providing a briefing on the IS Portfolio
Management Process in order to inform you of:
1. The process steps, timeline and stakeholders
2. What this process means to Project Managers
UNCLASSIFIED/FOUO
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UNCLASSIFIED/FOLK)
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Project Background
Joint Requirements Development:
Briefed
^ Forum: May 4th & 5th
� Follow-on Session 1: June 21st 0800-1000
or project kick off
Briefed Alan Wade on Interim Results (June 25th)
Briefed n Interim Results
^ Follow-on Session 2: July 9th 1400� 1600
� Follow-on Session 3: July 20th 1300� 1500
V' Process Design Review Aug 23rd
Briefed Alan Wade on Design Review Results (Aug 25th)
� Brief CIO Corporate Board Sept. 15t
^ Brief PRB Sept. 8th
"Brief ept 10th
� Acceptance Review/Operational Readiness Review October 15th
� Configuration Management/Continuous Process Improvement Ongoing
UNCLASSIFIED/FOUO
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Chairs
� DD/C10
� DD/CFO
DO
DI
�
�
�
DS&T
�
�
roject Background (cont.)
HR
�
OS
�
�
DCI
�
�
�
GS
�
UNCLASSIFIED/FOUO
CFO
�
�
�
� Ed Cohen
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t lea: Background (cont.)
Our Scope was to "Define an integrated life cycle process
for collaboratively":
� Identifying and prioritizing opportunities for investment.
Including future investments (FY+2), fast track investments (FY or FY+1)
and emergency investments (within 3-6 months)
� Monitoring performance of ongoing projects and
activities
� Establishing exit or deceleration criteria for ongoing
projects and activities.
UNCLASSIFIED/FOUO
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Bac g
d t.
� The Process we developed is:
IMMO=
Repeatable
Transparent
Integrated
Compliant
� More importantly, the process was
developed and accepted by a diverse set of
Agency stakeholders
UNCLASSIFIED/FOUO
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r
� Development Identified "What" needs to be done
� BPM Facilitated Sessions: Discovery record
� Past Processes
� Ad-Hoc Sessions
� Design�Added the "Who's" and "When's"
� Trace ability
� Multiple Role based views of process
� Multi-tiered decomposition approach
� Web site
� Results
� Ideas & Needs Generation
� Select (IPBS)
� Quarterly Project Reviews
UNCLASSIFIED/FOUO
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11
(b)(3)
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PM
� Ideas and Needs Implementation ,
� Submission of Ideas or Needs for IS investment as
appropriate
� Assist Customer(s) with the development of the full IBC as
appropriate
� FY-1-2 through FY-1-7 Portfolio Selection (IPBS) Process
� Upd.ate Investment data in
� Re-Plan Projects as Appropriate
upon request
� Quarterly Project Review Process
� Dec/Mar/Jun/August: Update Investment data in
upon request
� Re-Plan Projects as Appropriate
UNCLASSIFIED/FOUO
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What is in it for e?
� A better understanding of how
seniors are making use of
data to make
decisions
� Full access to the criteria
seniors will Use to assess
investment potential and/or
performance
� Better alignment between
activities and strategic direction
� Ability to be proactive in IS
planning
UNCLASSIFIED/FOU0
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Implementation Planning
� Implementation
� Integration with: EPMO,
efforts
'Sc
� Development/Refinement of Tools and Templates
� Phased Approach
� Configuration Management
� Level of Effort Required
� Project Schedule
� Process Impacts
� Other Systems/Policies/Procedures
� What policies need to be drafted?
UNCLASSIFIED/FOUO
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� Final Design Review and Approval
� Upon Design Approval
� Implementation Plan
� Web-Enable
� Template Development
� Conduct Joint AR/ORR Late October
� "Phase-In" Process according to
implementation plan
UNCLASSIFIED/FOUO
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ICKS OF THE TRADE
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Portfolio Management
in the Agency
The Tool:
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Enterprise Program Management Office �
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Vers
CIO/EPM0
01
004
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Status
� Currently running Version
� Iterative development effort for phased implementation of
new capabilities
Phase 1 TRRI Phase 2 CDR on 29 September
� Testing on 30 September
UNCLASSIFIEDHFOU0
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,Primary Functional (System) Requirements
� Resources
� Mission Alignment
� Schedule/Deliverables
� Business Case Abstract
o Threshold Assessment
� Technical Details
� Interface
UNCLASSIFIEDHFOU0
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�
_
Resources
UNCLASSIFIEDHFOU0
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Mission Ali nment
� Benefit
� Scope
� Investment Type
� Mission Priority
� Strategic Information
� CIO Core Strategy
� Mission Alignment
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Schedule/Del
lye :rabies
� Next Deliverable
� Projected Date of Deliverable/Milestone
� Actual Date of Deliverable/Milestone
� Duration
� Projected Cost of Deliverable/Milestone
� Actual Cost of Deliverable/Milestone
� 100 Date
UNCLASSIFIED//FOU0
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Business Case Abstract
� Current Situation
� Proposed Situation
� Impact Statement
� Measure of Success
UNCLASSIFIED//FOU0
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Threshold Assessment
� CPMP Threshold Scoring
� Risk Assessment
� Organizational Risk Score
� Requirement Uncertainty and Customer Involvement Risk Score
� Technical Uncertainty Risk Score
� IS infrastructure Risk Score
� Implementation Risk Score
UNCLASSIFIEDHFOU0
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.echnIcal
� PRB Tracking Status
� Governance Process
� Status
� Number of Actual/Potential Users
� Certification Code
� Dependencies
Compliance Code(s)
� Testing data
� Software/Hardware Details
� Classified Appendix_
UNCLASSIFIEDHFOU0
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� Integrate IS Portfolio into
� Canned reports with prompts
� Dynamic query capability
� Iterative delivery of reports following functional deliveries
UNCLASSIFIEDHFOU0
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� Currently developing
� Demo will include views as currently available in
Development Environment
UNCLASSIFIEDHFOU0
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:TE
fk"
Enterprise Program Management Office -
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IFRIEST:ENTA-E.:
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Risk
anagement:
pilot
PM Conference
6 October 2004
UNCLASSIFIEW/FOU0
DRAFT
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UNCLASSIFIELMFOU0
�
�
�
�
�
�
Agenda
Introduction: Topics to think about
Who is Practicing Risk Management (RM)?
What is RM?
How does it relate to Portfolio and Project
Management?
Helpful RM materials from the CIO Risk
Management Process (CRMP)
Pilot Objectives
Risk Management (RM) Pilot
Discussion
UNCLASSIFIED//FOU0
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Introduction:
Questions to Ponder
� Can you imagine preventing 90% of your
project problems?
� Do you want to avoid project surprises and
avoid team scrambling at the last minute?
� Would you like to know the deliberate
actions to take to increase your probability
of project success???
then
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Try Practicing Risk Management
� Around the world,
standard project
management practices
focus on risk
management yet
� Most project managers
and those who work
on projects ignore
risks by doing nothing
about them.
� Why? Is it due to:
� Time constraints?
� Lack of knowledge?
� Inadequate tools?
� � Fear?
� Negative connotation
associated with risk?
� Lack of open
environment?
UNCLASSIFIED//FOU0
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What is Risk Management?
� RM is one of the easier
project management
disciplines to implement
and offers:
� A structured way to uncover
creative solutions to address
potential project pitfalls.
� A method to focus beyond
technical topics and surface
political, cultural,
stakeholder, policy and
environmental risks.
UNCLASSIFIED//FOU0
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How does RM relate to Portfolio
or Project Management?
� Portfolio and Project Management is really
all about managing risk
� Lowers the probability of poor decisions
� Enables the Agency to make solid information
services decisions
� Helps project managers more effectively:
� Manage their projects
� Communicate with management and stakeholders
� Make timely decisions
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Try these Tools to
Jump start your RM Efforts
� CRMP Quick Reference Guide
� RM Framework
UNCLASSIFIEDHFOU0
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Visit
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is using CRMP
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Pilot Objectives
� Facilitate communication among project team
members and stakeholders
� Capture an initial list of project risks, issues
� Develop a Top 10 Risk List
� Develop reasonable strategies to address the high
� priority risks
� Provide feedback to EPMO and on pilot
activities and the RM process, techniques, guides,
and effectiveness
UNCLASSIFIED//FOU0
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RM: Pilot Kick-off
Planning Session
� CIO RM process would be followed, but altered to
accommodate DCI 180 Day Activity schedule constraints
� Stakeholders would be included in RM Process as
schedules allow
� 'Formal RM status meetings would be held twice per month
� Risk identification sessions would be orchestrated to
address changing team dynamics
� Project team expansion
� Transition from rapid prototyping to a more formal system
development approach
� Top 10 Risk List would be added to monthly status
reports to CIO management
UNCLASSIFIED//FOU0
11
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UNCLASSIFIEDHFOU0
Risk Identification Sessions
� Session #1:
� Session #2a:
� Session #2b:
� Session #3:
� Session #4:
� Session #5:
Program Team
Technical Team
Technical Team
UNCLASSIFIEDHFOU0
12
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Results of the Pilot
� Identified over 40 issues
� Examination of issues found
� that many issues had been or
were in the process of being
resolved
� Identified and analyzed over
130 risks:
� 11 Red Risks:
� Top 3 related to system
performance and
performance engineering
� 21 Yellow Risks
LOW
LOW
1 2
34
5 6
78
9 10
Impact
� Involved the entire team in
analysis of the risks
identified on the "Rainbow
Wall"
� 5' by 15' wall of risks
posted
� Ranked based on impact
and probability
� Held four risk status
meetings, which helped to
drive the RM process
forward
UNCLASSIFIEDHFOU0
13
Consider these
risks first
Consider these
risks second.
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Impact of the Pilot
Outside th Team
� Participation from team members, management
and stakeholders resulted in:
� Increased communication:
� Rainbow Wall (Risk Grid) generated awareness and questions
on RM
� �Sensitized others to the complexity of the
effort
� Risks wider in scope than the team were
pondered by many
� Resulted in actions taken by other organizations that
benefited
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Impact of RM Pilot on
Team Members
� Boosted morale
� Sensitized the team to the:
� Importance of their specific
contribution to
� Scope of and the number of
� dependencies
� Criticality of the schedule
� Increased communication by
provoking focused informal
discussions of the risks posted on
the "Rainbow wall" or Risk Grid
� Educated team members who had
limited exposure to risk
1 2 34 56 78
9 10
LCAN HGH
UNCLASSIFIEDHFOU0
Irrpact
Considar thme
risks first
15
Consider thece
risks sectod.
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UNCLASSIFIEW/FOU0
Impact of RM Pilot on
Management Team
� Elevated some risks into issues
� Addressed certain topics earlier than planned
� Ex: resources for performance engineering/testing
� Exposed areas that the management team needed
to review more in depth
� Identified the need to involve outside resources to
handle certain risks
UNCLASSIFIED//FOU0
16
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Pilot Feedback
� Key factors that led to successful pilot:
� Independent risk facilitator
�� Protecting anonymity of those bringing up risks
and issues
� PM, Development Lead not present in other risk
identification sessions
� Materials were clear and thorough
� team offered suggestions to improve
materials
� EPMO RM Resource tailored templates and process
to meet needs
team introduced ideas for risk checklists
UNCLASSIFIEDHFOU0 17
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Pilot Feedback (cont.
� Gave those without PM experience a sense of the
challenges, issues and risks that must be resolved for
the project to be successful
� Achieved the goal of educating
on importance of RM
team members
� Some team members are more proactive in
bringing risks to PM
� Not clear if is a result of the pilot or experience of team members
Gave all stakeholders a broader view of
- Sensitized all stakeholders to "other" categories of risk
UNCLASSIFIEDHFOU0 18
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Lessons Learned
� Pilot results would likely be different if:
� Less experienced PM involved
� Project chosen followed a more standard development
path without such an aggressive schedule
� RM introduced at project planning/start up phase
� Challenging to conduct pilot because:
� Schedule pressures
� Team already stretched
� Pilot inserted in lifecycle mid-stream
UNCLASSIFIEDHFOU0 19
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PM Tips
� Make a commitment to practice RM
� Communicate this to the team on a regular basis
� Involve the entire team and stakeholders in the RM
process
� Post your risks/issues in a visible location for the team to
review
� Schedule dedicated risk status meetings at least
� twice per month to keep the RM process moving
� Spend time understanding risks identified by
drafting complete risk statements:
� "Because of (condition/cause), there is a possibility that
(risk event) will result in (effect/impact)."
UNCLASSIFIEDHFOU0 20
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UNCLASSIFIEDHFOU0
Excerpt from
Top Ten Risk List
� Preparing the matrix forces you to think through risks, mitigation
strategies and when to communicate to management
� Which risks go to which level of management
UNCLASSIFIEDHFOU0
21
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UNCLASSIFIED//FOU0
Where do I learn more?
Visit
explore the CIO Risk
Management Process
(CRMP)
� Call
to schedule a consulting
session or meeting to jump-
start your risk management
process
to
UNCLASSIFIEDHFOU0 22
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Back Up Charts
� Back Up Charts
UNCLASSIFIED//FOU0 23
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UNCLASSIFIEDHFOU0
Why the Focus on
Risk Management?
� IS projects are inherently high risk:
� Integration efforts take Project Managers (PMs) into the unknown
� Dependencies and interdependencies are challenging to manage!
� Resource constraints impact project delivery schedules
� Touchy stakeholder, legal, political, and implementation risks are
challenging.
� PMs practice RM as part of their thinking process, but
usually not in a formal way, so they are often:
� Over-burdened and can be less effective
� Focused more on issues � not proactively approaching risk
management
UNCLASSIFIEDHFOU0 24
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TRICKS OF THE T
Enterprise Program Management Office -
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_
UNCLASSIFIEDHFOU0
Introducing: CIO Risk
Management Process
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TRICKS OF THE TRADE
Enterprise Program Management Office -
7,711
(b)(4)
(b)(3)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(4)
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(b)(3)
Enterprise Program Management Office -
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Lessons Learned from the
PM of the Year
(b)(3)
To view the Lessons Learned from the PM
of the Year presentation, please visit the
conference proceedings at
Enterprise Program Management Office -
(b)(3)
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TRICKS OF THE TRADE
Enterprise Program Management Office
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The Certification
Requirements for Promotion
(b)(3)
Enterprise Program Management Office -
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PPMC
PROFESSIONAL PROJECT MANAGER CERTIFICATION
Professional Project Manager
Certification
CIO PM Conference
6 October 2004
Rev 1
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PROFESSIONAL PROJECT MANAGER CERTIFICATION
�
�
Where Do We Stand?
�"7111USIF
Eight courses piloted and in production
Level 1: PM 101
Level 2: Integration and Scope, Time, Cost, Risk,
Communications, Team
� Level 4: Strategic PM
Five courses to be piloted in the next four
months and are available for enrollment
Level 3: SE Principles, Requirements,
Architecture, IV&V
Level 4: Complex PM
Diagnostic/Equivalency Tests covering Levels
1 and 2 are now being offered
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PPMC
PROFESSIONAL PROJECT MANAGER CERTIMCAT1ON
Where Do We Stand?
IRMA,
PM 101 Test Preparation Workshop to
be ready Spring 05
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PROFESSIONAL PROJECT MANAGER CERTIFICATION
100%
50%
0% -0
1 Aug
PPMC Enrollment Growth for
FY-05
13 Aug 27 Aug 13 Sep 24 Sep
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Enterprise Program Management Office -
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(b)(
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(b)(3)
(b)(3)
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