PROGRAM MANAGEMENT OVERSIGHT

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PROGRAM MANAGEMENT OVERSIGHT
GOAL IMPLEMENTATION STRATEGY Lift the Fog
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UPDATE FROM BOLGER

1. Obtain Sr. Management approval of concept
2. Complete definition and documentation of
   Integrated Process Flow
3. Pilot the Process with Evaluation Criteria
   Major, Significant, Other
4. Refine Process based on Pilot Outcomes and obtain
   final Sr. Management Approval
5. Staff and organize Program Management Office
6. Communicate Project Expectations to all involved
7. Plan, Do, Check, Act

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5 Major Issues
PM Training, Certification and Professionalization
Major Project Thresholds Integrated Process
Flow PM Documentation Service Level
Agreements Timeframes Communication
Education
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PM Training, Certification and Professionalization

Gap The gap is the general lack of project
management skills and qualified
staff. Issue(s) (1) One-VA Workgroup
identified 7 courses required for PM
Training. (2)Certification
and Professionalization are being addressed.
(3) Curriculum is developed.
(4) Plan was presented for approval by VALU
staff. (5) The original plan
was rejected. (6) VHA/VBA is
awaiting approval of revised plan.
(7) VHA decided not to wait and they are
training. (8) VBA has waited
and is delayed 6-9 months. Who is
Accountable Dan Marsh (VHA) Joseph Schaefer
(EES) Paunee Grupe (VBA)  
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PM Professionalization cont
Resource Other Needs VALU tasked to fund and
implement this initiative. However, VHA and VBA
are prepared to fund this at a lower level, if
VALU cannot address it in a timely fashion.
Other Dependencies Without training
implementation both Enterprise Project
Management (EPM) in general and the automated
tool
specifically are compromised.
Timetable This effort is 6-9 months behind.
VALU funding decision and Statement of Work
(SOW) must be completed by April 15, 2002.
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PM Professionalization cont
Next Steps The Timetable is the next step for
success. Critical Success Factors ITB
Endorsement of PM Professionalization Funding
Contracting
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Major Project Thresholds
Issue Are the current thresholds appropriate
to define major projects? What is the
appropriate level of expenditure (e.g., of
total project costs) for documentation/justificat
ion? Who is accountable ITB Panel with
initial presentation by VBA Resources and Other
Needs ITB and SMC approval Other
Dependencies Reflect in documentation of
process communication plan
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Major Project Thresholds cont
Timetable VBA presentation at March ITB Panel
meeting ITB Presentation at May ITB
meeting Next Steps VBA presentation ITB Panel
proposal to ITB ITB to SMC Critical Success
Factors Justify change, if appropriate
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Integrated Process Flow PM Documentation (The
Devils in the Details)
Gap Current guidelines and documentation do
not fit the new model. Issue Project Managers
are confused about the relationship between the
new Integrated Process flow, the Zachman
Framework, the 300 lite/heavy process,
etc. Who is accountable Office of Information
and Technology (OIT) Resources and Other Needs
Staff participation from OIT, VBA, VHA, and
NCA, including representation from the
field.
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Integrated Process Flow cont
Other Dependencies A well defined governance
process which encompasses the Integrated Process
Flow. The implementation of the Enterprise
Architecture model and this process must be
compatible and consistent. The Integrated
Process Flow guidelines/documentation is the
glue that holds this together. It must
answer the who, what, when, where, how, and why.
Timetable Must be in place by June 1, 2002,
in order to produce 300lite/heavy by
August, 2002.
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Integrated Process Flow cont
Next Steps Finalize and publish IT Strategic
Plan. Finalize and publish Guidelines/Handbook.
Map 300 to old Capital Investment Application
requirements and identify which information is
still required. Develop and publish criteria
for evaluating IT initiatives/acquisition in each
of the following areas Enterprise Architecture
Security Telecommunications Critical Success
Factors Clear, concise strategic plan and
guidelines Commitment of resources
Communication, distribution, and understanding
of guidelines and documentation
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Service Level Agreements Timeframes
Problem Timeliness of reviews at all
levels Who is Accountable Two Tracks Budget
Cycle Fixed timelines, many external
influences Out-Of-Cycle Re baseline,
legislation, etc.  1) Agency VHA, VBA,
NCA/Business Line Quality of Submissions
(Complete Accurate)  2) IRM Approvals
Architecture, Security, Telecommunications
Financial Accountability   
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Service Level Agreements cont
3) Major Capital Investments Strategic
Management Council (SMC 004) Information
Technology Board (ITB 005) Resources and Other
Needs AIMS Tool, Senior Management Commitment
, Sufficient TRAINED personnel at all
levels (Business Line, Agency,
Department) Other Dependencies Schedule of
Milestone reviews Frequency of
Board/Committee Meetings Quality of
Submissions Workload (of
Boards/Committees) Feedback/Reconciliatio
n Process
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Service Level Agreements cont
Timetable - 10 Day IRM Approvals - Whole
Process Agency and sometime project
dependent - Need input from each agency to
determine Next Steps Determine and document
what each group (EA, Financial Accountability,
Agency internal group) need and look for
Agency specific groups determine requirements
and acceptable timelines Combined Agency
Group meets to formalize and reconcile
requirements and timelines
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Service Level Agreements cont
Critical Success Factors Develop working
schedules Acquire and Train Staff
Define Quality of Submissions Determine
Responsibility and Authority of each level
and group involved in process
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Communication Education
Why Communication/Education Plan is needed
There is a new integrated process flow for VA IT
projects. Senior management, business/operationa
l managers and project managers need to be
informed of the new process and its benefits.
Issue There is a need to help staff transition
from the current to the new process. Who is
Accountable Development of Communication/
Education Plan - Cindy Krohmal
Implementation of the Plan Administration and
Staff CIOs
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Communication ED cont
Resource and Other Needs Resources are needed
to develop the plan. Resources are also needed
for developing and conducting briefings/training
each layer needs. Senior management briefings
should focus on benefits and outcomes.
Business/operational management should focus on
time lines. Project management should receive
training in the mechanics of the new integrated
process.
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Communication ED cont
Other Dependencies The Communication/Education
Plan content is dependent upon the completion of
the documentation for the new process. If it
is determined that project managers would receive
training as part of the PM Professionalization
initiative, then the mechanics of the integrated
process need to be added to the
curriculum. Without adequate communication/train
ing, the effectiveness of the integrated process
is compromised.
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Communication ED cont
Timetable Communication/Education Plan needs to
be completed by March 15. Dr. Gauss needs to
brief senior management and business/operati
onal management by the end of April. Project
management should be trained by the end of
April. Next Steps Develop Communication/
Education Plan and conduct briefings/training. C
ritical Success Factors Informing all affected
parties prior to the due dates for the new
processrather than after.
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Action Plan
PM Training, Certification and Professionalization
ITB Endorsement of PM Professionalization
Funding decision and SOW must be completed by
April 15, 2002. Contracting for PM Training and
Certification Major Project Thresholds VBA
presentation at March ITB Panel meeting ITB
Presentation at May ITB meeting ITB Presentation
to SMC Approval and Endorsement by ITB SMC
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Action Plan cont
Integrated Process Flow PM Documentation
Finalize and publish IT Strategic Plan
Finalize Publish Guidelines/Handbook Develop Map
300 to old CIP requirements and identify required
info Publish IT evaluation criteria for PM use in
the areas of Enterprise Architecture Security
Telecommunications Each of these must be in
place by June 1, 2002, for the 2004 budget cycle
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Action Plan cont

• Service Level Agreements Timeframes
• Identify Administration Agency Team to
• Develop working schedules
• Define Quality of Submissions
• Determine Responsibility and Authority of each
  level and group involved in process
• Target to complete SLA is April 1, 2002
• Goal 10 Day turnaround time for IRM Approvals

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Action Plan cont
Communication Education Communication/Education
Plan needs to be completed by March 15. Briefing
to senior management and business/operational
management by April 30. Project management
trained by April 30. These must be completed by
June 1, 2002, for the 2004 budget cycle
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Program Management Oversight Breakout Session
Participants
John Brecheisen Jose Seymour Marie Causley Mark
Cherry Marty McLeod Melinda Griffin Ray
Wilburn Steve Goldstein Tim Weigel
Adair Martinez Becki Wells Bill Beers Chuck
Baxter Cindy Krohmal (SME) Carolyn Kron Dan
Bishop Dan Marsh Daniel Pate Dave McLeod
David Eaton Dianne Thompson (Facilitator) Don
Howell Don Neilson Doug Babcock Frank
Purgason George Monferdini Joe Nosari Joe
Schaefer