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Published by , 2018-06-20 17:01:38

MPPM-MPO-Meeting-02160721_V3

MPPM-MPO-Meeting-02160721_V3

MODERNIZE
PORTFOLIO &
PROJECT
MANAGEMENT

Erika K. Kemp, PMP

MPPM Project Manager

July 21, 2016

1

MPPM Business Case – Vision of the Future State

System Organizational Process Decision
capabilities capabilities design support/analytics

Single source of truth Develop cross- Create phase gates, Facilitate data-driven
for project data functional teaming process controls decision making

Eliminate dual entry Automate, enhance Streamline workflows Provide what-if
and automate low- communication scenario forecasting
value, manual tasks Share best practices
Incorporate historical &
Deliver intuitive, simple Ease information- Reduce re-work forecasted data
functionality sharing
Standardize data & analytics in decisions
Increase visibility to Drive accountability for reporting formats
public project outcomes Implement common
performance metrics
Move to reliable Reduce employee on-
supportable software boarding time Track cost drivers,
(from complex legacy) budget, payout, &

earned value

2

MPPM: External Factors Driving Change

External factors that impact the organization
Inflation, a growing population driving increasing
system demand and an aging infrastructure pushing
current funding sources to their limits

Shifting technological landscape including
autonomous vehicles, solar paneled roads, etc.

Expected increase in Letting volume FY17-25 to more
than 1,500 construction projects at about $6.4B letting
volume, creating a portfolio expected to grow to a value
of $120-150 Billion, over 30% more than today

3

MPPM: Internal Factors Driving Change

Internal factors affecting the organization

Increased transparency in processes and
methodologies and coordination with the MPOs as
mandated by HB20

Processes misaligned with the vision and
misalignment between Divisions and Districts
resulting in construction delays and cost overruns

Constraints on resources requiring increases
in efficiency

4

MPPM: Strategic Objectives to Transportation Programs

Key objectives to enable Transportation Program delivery

1 2 3 4

Align planning and Build and maintain a Effectively deploy Deliver projects on-
strategic priorities healthy project engineering and time and on-budget
of the transportation portfolio support resources
system

Cong. Letting
Conn.
Deliver
Rehab construction
projects

Safety

5 Proactively measure and manage performance

5

MPPM: Three focus areas supporting Transportation Programs

Improve Value created in project Implications to be able to
process planning and delivery capture this value

Empower ▪ More efficient and faster ▪ Streamline and
people
execution – reducing delays standardize processes
Integrate in project delivery within and between Districts
tools and Divisions
▪ Improved internal
▪ Align stakeholders across
capability and coordination
– aligning individual functions and empower
responsibilities with that of them to continually improve
the organization processes

▪ Better visibility into end-to- ▪ Integrate systems, share

end requirements – data and automate
decisions based on same workflows
data and information
availability

6

MPPM: System Includes 3 Core Work Streams

Portfolio Project Resource
Management Management Management

Planning and monitoring Developing and tracking a Coordinating internal
progress & financials of project throughout its resources & procuring and
lifecycle
programs/projects monitoring work with
Initiating consultants/ contractors
Planning
Feasibility Resource utilization
Prioritizing
Planning Procuring
Tracking
Designing Assigning work
Reporting authorizations
Letting
Administering
Construction contracts

Maintenance Processing invoices

7

MPPM: Clear roll-up of Area Office, District & State Portfolio1

ILLUSTRATIVE

Project Manager Area Engineering District Portfolio Agency Portfolio
Portfolio Portfolio
700 7,500
No. 10 100 CSJs CSJs
projects1 CSJs CSJs

1 Excludes Candidate PA projects and projects in construction
Source: Source Dallas Integrated Portfolio, Central Integrated Portfolio 2/16/2015

8

MPPM Team Structure

Team structure Steering Committee Technical Advisory Committee
Project Sponsor
Independent Verification & Business Process Improvement
Validation MPPM Director Organizational Change Management
Gartner MPPM Deputy Director
McKinsey

HPE Project Portfolio and Resource Process Technical Project
Management Project (Contract) Documentation Work stream Management
work stream work stream work stream Office
Team (9 FTE) (5 FTE) (9 FTE) (4 FTE) (5 FTE)

(System Project manager Project manager Project lead Project Manager Project lead
Integrator) Business lead Business analysts Scheduler
Business lead Business lead Coordinators OCM Lead
Business analysts Business analysts
Business analysts System Integration
Testing (SIT)
Manager

9

MPPM implementation will result in retired systems and
require interfaces to existing applications

A Non letting systems with interfaces to MPPM
BDG
B2G (Pontex/Pontis) CRIS ECOS eGrants FAFOS P6 PMIS / TIPS ERP SiteManager
Now InspectTech /FPG PA (PeopleSoft) (SMFI, SMIC, SiteMgr-GIS)

Enterprise Service Bus

C Systems to B Letting systems
be retired/
MPPM Engine
replaced (Portfolio, Project, Resource Mgmt) Mainframe

by MPPM BPS OBII
BPRS UBII
E Apps to be BPM (OPPM) Estimator PRIM CMCS CBS Others…
invoked directly CCIS eSTIP Protocost EBS
CIS Letting Cap Analysis PS-CAMS Non-Mainframe
GRID CMCS NTC ROWIS
CTL P6 SPEC Miramo
SLD CTS PHMIS TACS PRC
DCIS PLARS TADS Plans Online
EIM/ Project- ELS (black) PLRS TRIMS EIM/ProjectWise
Wise USF Others…

Databases / Data Lake / Data Warehouse

D Reporting applications (Copy of MPPM Reporting environment)

EPRS Partnering MRT ABL FPTS Project CRD Doing FAFOS HCRS BAMS Cash LoE tool
Data Tracker Business Forecast

10


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