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Gambling on PPM
Establishing Project Portfolio Management
at Mohegan Sun Casino
Pcubed: Who We Are
“The Global leader in Project Management Solutions and Services
specializing in helping organizations
improve their project delivery capability.”
Matthew T. Davis, PMP
Pcubed New England
Pcubed: Who We Are
•
•
The world’s leading
provider of full-service
project and portfolio
management solutions.
•
Enterprise Premier Microsoft
Project Solutions Provider, and
Microsoft Certified Partner.
•
A pragmatic, results-oriented
culture driven by the maxim…
every project successful
More than 15 offices and 300
people worldwide, supporting
over 2,500 client initiatives
since ‘94.
Paris
Ann Arbor
Chicago
London
Cologne
Boston
Seattle
New York
San Francisco
Philadelphia
Wash., DC
Los Angeles
Denver
Dallas
Sydney
Pcubed: Client List
Gambling On PPM
 “Deal Us In” - Mohegan Sun and MSIS
 “Managing The Odds” - Key Drivers & Challenges
 “Rules of The Game” - What Is Project Portfolio Management?
 “The Winning Hand” - PPM Deployment Strategy
 “Changing The Game” - Establishing PPM at Mohegan Sun
 “The Payoff” - Hitting The Jackpot?
Mohegan Sun Casino & Hotel
Uncasville, CT
Pcubed
every project successful
Mohegan Sun
• Owned by Mohegan Tribe of Indians
• Opened in October 1996 with what is now Earth Casino
• Managed through a joint venture between Sun International Hotels and
Waterford Hotel Group called Trading Cove Associates
• Management Contract bought out in 1999 – now operated by the Tribe
via Mohegan Tribal Gaming Authority (MTGA)
• Project Sunburst announced in 1999
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Hotel/Convention
Arena
Additional Gaming
Additional Food & Beverage (F&B)
Additional Retail
Mohegan Sun & MSIS
Business Environment
•
Technology Driven Business
IS Environment – Beginning State
•
New PMO Manager and Program Director
•
Fast Paced
– Market Driven, Complex, 24/7/365
•
3 Previously failed attempts with PMIS
• Technology problems
IS Strategic Plans
• Process issues
•
Improve Efficiency in Business Processes
• Organizational Change failure
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Develop a World Class IT Organization •
“Wild West” Project Management
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Resource Allocation & Planning Challenges
•
No Portfolio Visibility
•
Large Number of Projects
–
50% Cap Spend
Managing The Odds: Key Drivers
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Need to Manage projects as part of an “investment” portfolio
Visibility for Portfolio Resource Planning
Desire to clarify project responsibilities
Improve team accountability
Need to develop historical data
Transform the Culture of IT
Managing The Odds: Challenges
•
Overcome Skepticism
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We tried it before and it didn’t work!
“Here We Go Again”
Lack of confidence in technology
Previous failures
What’s the Value?
Resistance to Change
– Transparency
– Accountability
– Process Compliance
•
Political Risk
– Visible Senior IT Management investment
– Transparency means accountability
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Cultural Change
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Instilling a PM centric model
New Methodology
Operational Changes
No consistent PM / PPM Methodology
No Supporting Tools / Technology
Lack of PM Organizational Maturity
The Project Management Maturity Model
Maturity Level Solution Roadmap
Benchmarking
(4)
Predictable
Process
Singular
methodology
(3)
Standard
Consistent
Process
Disciplined
Process
Continuous
improvement
(5)
Continuously
Improving
Process
Optimal Maturity Level
for EPM
Common
processes
(2)
Common
language
(1)
Process
Process
Process
Process
Process
Technology
Technology
Technology
Technology
People
Technology
People
People
People
People
Organization
Organization
Organization
Organization
Organization
89% of Organizations
are at Level 1
Source: Project Management Maturity Model, Providing a Proven Path to Project Management Excellence, J. Kent Crawford, 2002, PM Solutions, Inc.
Managing The Odds: Challenges
• Value proposition was never understood…
to improve overall project success and achieve organizational goals
• Managing too many of the wrong projects…
unable to prioritize critical projects or kill the unnecessary ones
• PM never appeared on executive radar screen…
too low in the reporting structure, and lacked senior sponsorship
• Perceived as another layer of bureaucracy…
lack of measurable benefits and too much paperwork alienated
project teams and management alike
• Unable to overcome resistance to change…
backlash over project control, resource conflicts, and adoption of
common standards
Managing The Odds: Maturity & Transformation
Next generation PMIS tools like Microsoft Project Server assume that organizations are
culturally prepared for managing projects at the “enterprise” level.
Roadblocks to Change:
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Management lacks confidence in the reliability and timeliness of project status data
and overall PM capability.
•
Project teams are uncomfortable making tough, trade-off decisions between time,
cost, scope, and quality.
•
Resource utilization and skills are hard to track (and even harder to manage)…
especially across multiple projects.
•
Too many unpleasant surprises because early warning signs were either overlooked
or ignored.
•
Communication breakdowns, project delays, poor risk control lead to lack of
confidence in PM Practices
Note: The “Enterprise” can be defined as a specific group, region or an entire organization,
including external customers, partners and suppliers.
Rules of The Game: What is PPM?
Definitions
• PPM
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Consistent management of multiple projects
Connects Project Delivery to Business Strategy
Supports PM, PMO, Executives, Team Members, Customers
PPM & IT Governance vs. PM Methodology
• PPMIS
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Repository for portfolio & project information
Decision support system for executives
Aggregation of performance metrics
Supports PM, PMO, Executives, Team Members, Customers
Rules of The Game: What is PPM?
Benefits of PPM
• Common language & methods
• Improved portfolio planning capability
• Resource capacity management
• Streamlined communications
• Consistency in PM and Sponsorship
• Answers the questions:
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What projects to we work on?
Who is working on what?
What projects need attention?
Do we have enough resources?
Improved customer expectation setting
Improved resource estimation, planning, scheduling
Predictability and controlled project delivery
Project-Focused Enterprise organizational context
Putting it in Perspective:
Organizational Context
Enterprise
Strategy – Alignment
Team Participation
Partners
Department
Participation - Visibility
Policies – Performance – Customer Focus
PMO
Evolution
Revolution
Processes
Best Practices
Monitoring
Controls
Project
Managers
Maturity
Skills
Methodology Compliance
Empowerment
Transformation
Rules of The Game: Strategic Portfolio Delivery Model
Organizational Capability
Project
Portfolio
Governance
Portfolio
Management
Alignment with
Business
Objectives
Integrated
Delivery
Framework
Projectizing
the Business
Empowering
Programs
Program
Delivery
Executive Portfolio
Decision Making
Project Selection
& Prioritization
Cross-functional,
Interdependent Projects
Projects
Ensuring
Project Success
Project
Management
People, Process & Tools
Consistent, Repeatable
Project Delivery
The Winning Hand: Tactical Project Management
Operational Process Flow for Key PM Competencies
1.7
Project
Office
1.8
Enterprise
PMO
1.9
Project &
Program
Dependencies
1.10
Portfolio
Management
& Governance
1.11
6.1
5.1
Project Team
& Career
Development
Minimum
Compliance to
PM Standards
5.2
Quality
Assurance
5.3
PM Best
Practices
Adoption
1.12
PM Alignment
with Business
Objectives
5.4
PM & Business
Systems
Integration
Compliance
to Industry
Standards
A
Note: This diagram is
used to show the basic
relationships between PM
competencies. In a
working environment, the
interaction can be far
more complex.
B
1.1
PM Maturity
Planning
7.1
Project
Communication
1.2
Formal PM
Methodology
1.3
1.4
Consistent
PM Process
& Tools
Document
Management
Integration (1.0)
Scope (2.0)
Time (3.0)
6.4
Process &
Tools Training
Project
Planning &
Controls
7.2
Project
Management
Knowledge Areas
6.2
Resource
Utilization
3.1
Work Breakdown Structure
(WBS)
2.1
Scope
Management
6.5
Resource
Optimization
3.2
Time, Cost &
Resource
Estimating *
3.3
Critical Path
Analysis
8.1
3.4
Milestones &
Deliverables
7.4
Issues
Resolution
Earned Value
Analysis
8.2
8.3
Risk
Response
Risk
Contingency
Planning
7.3
A
Performance
Analysis &
Reporting
1.5
Time, Cost
& Scope
Baselines
7.5
Performance
Benchmarking
4.2
4.3
Cost-Benefit
Analysis
Project ROI
& Payback
1.6
Change
Management
7.6
EPM
Balanced
Scorecard
1.14
Continuous
Improvement
Cost (4.0)
Quality (5.0)
Resource Mgmt (6.0)
Communication (7.0)
Risk (8.0)
9.1
Procurement
Planning
9.2
Contract
Administration
Procurement (9.0)
Note: (*) Time Estimating = 3.2; Cost Estimating = 4.1, and Resource Estimating = 6.3
1.13
Trade-offs &
Early Warning
Alerts
5.5
Lessons
Learned
A
5.6
Root Cause
Analysis
B
The Winning Hand: Enabling Characteristics
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Changing the way people do work
Process compliance equals predictability
Technology means transparency
PPM is an organizational capability
People, not technology, manage and execute projects!
The Winning Hand: PPM Roles & Responsibilities
Governance
Board
Executive
Sponsor
Executive Decision-makers
• Project identification, selection
& prioritization
• Alignment with business goals
• Timely response to serious
project issues & risks
Senior
Consultant(s)
Trusted Advisor
• Strategic analysis of
project trends &
early warning alerts
• Draft recommendations for executive
decision-making
• ROI & cost/benefit
analysis
PMO
Manager
PM
Analyst(s)
Hands-on PM Expert
• Assess compliance
to PM standards
• Quality assurance of
PM Methodology
• Accuracy & analysis
of status reports, risk
& issues, baselines &
inter-dependencies
Executive Liaison
• Ensure PMO sponsorship & support
• Liaison to Governance Board
• Stay in sync with business changes
Skilled Facilitator
• Proactively support needs of the
Governance Board
• Manage PMO priorities & obstacles
• Maintain PM Maturity roadmap
Technical
Analyst(s)
PM Tool Guru
• Liaison to IT for PM
systems integration
• Tool features,
training, customization & upgrades
• Reliability of project
status reporting &
performance data
PMO
Administrator
Activities Coordinator
• Professional (not
clerical) role
• PMO communications
& activity scheduling
• QA of document
libraries & repositories
• Contracts, invoicing &
other admin functions
The Winning Hand: Rules of Strategy
Values, Beliefs,
Norms
• Required
Behaviors
Roles, Jobs, Skills,
Organization
• Organizational
Structure
• Job / Skill Profiles
Business
Processes
• Process Maps
• Standard Procedures
• Guidelines
Support Systems,
Infrastructure
• Information technology
• Functionality
• Communication
Management
Systems
Process
• Decision Making
• Process Metrics
• Measurement Process
Individual
• Compensation
• Performance Objectives
• Performance Measures
Changing The Game: Success Criteria
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Create Visibility to the project portfolio
Align with IT Governance Model
Visibility to Project information
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Risks
Issues
Schedule
Resource Allocation
Improved delivery metrics
– Cost
– Schedule
– Scope & Quality
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Transparency
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Project Managers – streamlined communications
Executives - decision support tools
Resource Managers – maintain control over resources
Team members - access to information required to do their job
Create the foundation for EVM
The Players: Mohegan Sun IS
CIO
VP IS Operations
IS Directors
App Dev / Infrastructure / Supt
Program Director
Project Managers
PMO Manager
Functional Managers
Project Finance Coordinator
Individual Contributors /
Team Members
Process & Documentation
Coordinator
BA’s / SME’s
Technology Specialist
Project Leads
The Players: It’s All About The Team
People and skills are the key to improved capabilities…
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PM “Hard” & “Soft” Skills
PM Technology skills
Executive Role delineation
Vertical Team membership
Team Member roles within the project context
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Ownership
Communication
Deliverables Focus
Candor and participation
Changing The Game: Establishing PPM at Mohegan Sun
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Re-implemented Project Server 2003
Developed Portfolio and Project Methodology
Delivered training curriculum and MSIS PM Handbook
Shift to Project Management focused culture
Involved executives in every key decision
Changing The Game: Maturity Alignment
People
• Team Building
• Cross-Functional Inclusion
• Vision & Goal Alignment
• Partner Selection & Strategic Alignment
• Training, Mentoring, Skills Development
– Focus on skill sets and roles
– Process, Technology, PM Skills Development
– Leverage previous training experience / successes / failures
– Long-Term commitment – Programmatic vs. One-Shot
Process
• Common Methodology Rollout
• New PM and PPM Processes: Change Mgmt, Risk & Issue Mgmt
• Job Aids, Templates, Forms, Sign-Offs
• Leverage enterprise processes that may already exists
Changing The Game: Maturity Alignment
Technology
• Develop and deliver a Portfolio and Project Mgmt Methodology
• Deploy a Project Management Information System (PPMIS)
• Automation of ‘standard’ communications; Status, Issues
Organization
• Ownership of deployment choices & decisions
• Clarification of Roles & Responsibilities (PM / PPM)
• Real-time executive engagement
• Start to change the Project Management culture
• Higher quality collaboration
Changing The Game: Key Concepts
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Manage PPM Deployment as a Cultural Change Project
Buy-In and acceptance of Value at all levels is critical
PPM is an Organizational Capability, not a software tool
Stakeholder communication and expectation
management is paramount
• Change takes time
Changing The Game: Key Concepts
• Be savvy about maintaining executive support…
projects only exist to achieve current business objectives.
• Proactively support the Governance Board with prioritized
actions and options that enable timely decision-making.
• Focus on raising the caliber, skill and experience level of
all project managers… they hold the key to success or
failure.
• Clearly define the criteria for phase gate reviews, and the
identification, selection and prioritization of projects.
• Adopt an intuitive PM methodology with tools, templates &
controls that make projects easier (not harder) to manage.
• Facilitate the early identification, prioritization and
response to serious issues and risks for all strategic
projects.
• Communicate, communicate, communicate…
The Payoff: Wins, Losses and Draws
• Losses
– Time Reporting
• Draws
– Resource Capacity Planning
– EVM
• Wins – Evolutionary, Revolutionary, Transformational?
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Visibility to the entire project portfolio
Standardized Methodology & Process Alignment
Elimination of the “Confusion Factor”
Compliance to minimum PM standards (PM deliverables)
Change in IS Staff focus to project work
PM’s have a new sense of empowerment
Visibility to the Enterprise; Customers noticed the difference
PM capability need acknowledged by the organization
Training and Career Development benefits for PM’s
Vendor selection proved to be an asset
Buy-In to value of PM maturity
Desire for enhanced PM skills & organizational capability
PPM: A Winning Hand
Enterprise
Strategy – Alignment
Team Participation
Partners
Department
Participation - Visibility
Policies – Performance – Customer Focus
PMO
Evolution
Revolution
Processes
Best Practices
Monitoring
Controls
Project
Managers
Maturity
Skills
Methodology Compliance
Empowerment
Transformation
Thank You!
Contact Information:
Matthew T. Davis, PMP
[email protected]
617.217.2892