The document summarizes a presentation on digital transformation for project and portfolio management (PPM) given at a Washington DC PPM Summit. It introduces the presenters Mike Taylor from Innovative-e and Ed Swirbalus from the Commonwealth of Massachusetts. It defines PPM and digital transformation, discusses how PPM relates to digital transformation, and outlines Innovative-e's approach to PPM transformation focusing initially on people, processes, and technology. It then provides details of the Commonwealth of Massachusetts' PPM transformation journey and roadmap.

1. Washington DC PPM Summit
Digital Transformation for PPM
March 14, 2019

2. Copyright ©2019. All rights Reserved Innovative-e, Inc., edison365, and Microsoft
Copyright
This is a published work that contains Intellectual Property of Innovative-e,
Inc., edison365, and Microsoft.
No part of this presentation maybe used for in any other publication or
purpose without expressed written consent.

3. Copyright ©2019. All rights Reserved Innovative-e, Inc., edison365, and Microsoft
Mike Taylor, PMP
President, Innovative-e
Meet today’s presenters
Delivering continuously amazing project management experiences
Ed Swirbalus
Director, Project Management.
EOHHS IT,
Commonwealth of Massachusetts

4. Copyright ©2019. All rights Reserved Innovative-e, Inc., edison365, and Microsoft
What is…?
Project & Portfolio Management (PPM)?
Digital Transformation (DX)?
“Formal approach that an
organization can use to
orchestrate, prioritize and
benefit from projects”
“The novel use of digital technology to solve traditional
problems. These digital solutions enable inherently new
types of innovation and creativity, rather than simply
enhance and support traditional methods”

5. Copyright ©2019. All rights Reserved Innovative-e, Inc., edison365, and Microsoft
PPM relationship to Digital Transformation
An area being Transformed
Integral to managing Transformation
Often first DX effort

6. Copyright ©2019. All rights Reserved Innovative-e, Inc., edison365, and Microsoft
About Innovative-e
Microsoft PPM Partner
Leading edison365 ideas,
businesscase & projects
U.S. Partner
“Continuously Amazing Innovation, Work & PM Experiences”

7. Copyright ©2019. All rights Reserved Innovative-e, Inc., edison365, and Microsoft
Proximal – one step at a time…
1. People
2. Processes
3. Technology

8. Think Big—
Start Small,
PMO Transformation
Strategy
for a State
Secretariat

9. EOHHS (continued)
Department of Development ServicesDepartment of Development Services
Executive Office of Elder AffairsExecutive Office of Elder Affairs
16 Agencies:
Commonwealth Budget:
$36 billion††
EOHHS
Services:
$19 billion** (52%)
• EOHHS-IT Infrastructure: $50 million**
• Annual EOHHS-IT Spending: $20 million**
257 Supported Sites
153 Networked Sites
††source: EOHHS Financial Management (average of FY 2013-FY 2016) **source: EOHHS DSCIO Office †source: U.S. Census Bureau as of July 2017

10. 6.9 million
Mass. Citizens†
680
Total EOHHS-IT Staff*
* source: EOHHS Financial Management as of January 2017 **source: EOHHS DSCIO Office †source: U.S. Census Bureau as of July 2017
22,000
EOHHS Employees*
210
Total EOHHS IT-Operations Staff**
1 out of 4 people
1.72M served
34% of all
Commonwealth IT-staff
25% of all
Commonwealth employees
31% of all
EOHHS IT-staff
Massachusetts Executive Office of Health and Human Services (EOHHS)
Largest Secretariat

11. • Reactive: Ad hoc prioritization
 Watercooler / hallway requests
 E-mail requests
 Higher authority requests
• Unable to control scope
 Never ending “pilot”
 Iceberg requests
• Under staffed
 37 “active” projects, 2 PMs
• No accountability
• Heroic efforts: Not repeatable
• Inconsistent tracking tools & methods
 Projects
 Financials
 Questionable archives
• Unable to answer simple questions
 Why are we doing this?
 What needs attention?
 Where does staff need better alignment?
 Where exactly are we spending money?
 What objectives are we pursuing?
 What deliverables will meet the objectives?
 How do we define successful completion?
EOHHS-IT Operations Before a PMO and PPM (July 2016)

12. Vision Statement
Desired Result:

13. The Relationship
Desired Result:
“As is” environment:
Necessary modifications:

14. Implementation of PMO with a PPM Solution
Select PPM Tool
7
Rapid implementation of and
transition to the PPM tool
8
Develop Capacity
Planning model
9
Desire to change: Securing
Executive buy-in
1
Secure Funding
2
Staffing: PMs, Bas,
methodology guru,
implementation partner
3
Support ongoing operations
10
Cultural change: Establish repeatable:
Standard, language, methods, process,
deliverable, and reporting
6
Establish
Governance model
5
PMO/PPM solution that will provide
transparency and accountability for all IT-related
11
Logical Roadmap: Current Status
✔ ✔ ✔
✔ ✔
…
…
……

15. Initiation
• Secure Buy-in
• Select Methodology
• Define Programs (12)
• Define Organization
• Governance process
 Funding review
 Selection/
Prioritization
 Monitoring
 Stage gates
• Design
 Conceptual
Analysis & Planning
• Define roles &
responsibilities
• Define functional
resource groups
• Risk identification
• Resource demand
• Functional
Requirements
• Use Cases/Test plans
• Standard definitions all
projects
 Objectives
 Deliverables
 Success criteria
 Stage gates
• Design
 Logical
Execution
• Implement PPM tool
• Financial tracking
• Monitoring
 Milestones
 Resource utilization
 Traffic report
 Issue/Risk
management
• Resource demand
management
• Design
 Physical
Testing /
Optimization
• Execute Test plans
• Acceptance criteria met
• Design
 Verified & Validated
Close
• Transition to
Operations (TTO.doc)
• Financial closure
• Design
 As implemented
Implementation of PMO with a PPM Solution
Planned Approach

16. F.1-Define PPMReporting
requirements
F-SelectPPMtoolPMOTransformation
Strategy
… ✔
G-Rapid implementation
of & transitionto the PPM
tool
1. Develop Capacity
Planningmodel
H.1-Implementintake
process for Newproject
requests
H.4-Transition PPMtool &
supporting processes to
Operations
1.3-Socializeimpactsof
PPMtool & Capacity
planning
GOAL: Creation of a
PMO/PPMsolution that
will provide transparency &
accountability for all IT
H- Support ongoing
operations
✔
✔
F.2-Define global resource
pool requirements
✔
F.3-ProcurePPMtool ✔
A-Decide to change:
securing Executive Buy-In
✔
C-Staffingcommitmentto
Project Managementas
delivery mechanism
B-Funding: mix of ongoing
operations & Capital
Projects
✔
C.2-Methodology guru ✔
C.1-PMOStaff …
C.3-Implementation
partner
G.3-Appply common
resource pool to in-flight
projects
✔
G.1-Establishcommon
resource pool in PPMtool
✔
1.2 Modify governance
model
1.1 Define resource
demand reporting needs
H.2-Contnue in-flight
project with minimal
impact
D-Establish Governance
model
1.4 Implement Capacity
planning
✔
G.2-Migatein-flight project
into PPMtool.
✔
H.3-Aggregateall project,
standardsreporting
✔
E-Establish repeatable:
standardlanguage,methods,
process, deliverables , &
reporting.
Implementation of PMO with PPM Solution
Detail Plan: Current Status
……
… …
…
…

17. PMO Transformation
Current Schedule

18. • Develop intake request form
& process
• Update existing ticketing
system to accommodate
Project requests
• Socialize new process
New Project
requests
Minimal Impact to Ongoing Operations
• Establish reporting standards
• Establish reporting norms
“In-Flight”
Projects
 Portfolio summary by program (traffic
light) (PS+)
 Milestone report (PS+)
 Highlight report (PS+ custom)
Bring in the experts:

19. Operational Environment
Project Demand - Volume
2017 volume

20. PMO/PPM Maturity Roadmap
Creation of
PPM/PMO.
Introduce
Governance
structure.
Establish
reporting
standards.
Scale across IT Operations. Enable Resource demand
management on enterprise-wide PPM tool.
FY 16 FY 17 FY 18 FY 19
FY 20 &
beyond
No structure, cluster of
tools:
Project desktop, Excel,
Word, and Outlook. Migrate to Edison365
datastore. Incorporate
time-phased data.
Implement MS Project Online with PS+ “In the cloud” GCC
enabled portfolio aggregation and reports.
Portfolio optimization
Bring in the experts:

21. Realizing the Vision
FY 16 FY 17 FY 18 FY 191 2 3
Transformation from chaotic urgency to cross functional transparency
across the entire project portfolio.
SEI-CMMi Level 1: “Chaos”
Bring in the experts:
Initiation:
• Sponsorship
• Funding
• Governance
• Intake process
• Planning/Analysis
• Methods
• Partners
• Procurement
Stand up PWA with PS+
Governance - current work
• Portfolio Summary report
• Milestone report
• Highlight reports
Focus on Transparency
• Integrate with other
business systems and
processes.
• Involve stakeholder
groups.
• Work with the Functional
Units on Demand and
Resource Management
Continuous focus on
Value Creation
Demand Management
• Capacity planning
• Migrate to Edison 365
Solve systemic problems
Everything is urgent.
Completed end-of-year
projects cannot be recalled.

22. 525-K East Main Street
#102
Leesburg, VA 20176
Washington DC PPM Summit
+1.404.418.6737
www.innovative-e.com
Facebook.com/innovative-e
mike.taylor@innovative-e.com
Eoin.callan@innovative-e.com
Contact Us
Q&A
Thank you!