PRESENTATION
IT PMO Charter
Communication Document
August, 2008
Agenda
 IT Program Management Office – Core Competencies
– IT Governance and the PMO
– PMO Pyramid, “hierarchy of needs”
– PMO Models available
– Planning
• Demand Management
• Project Management Methodology
– Communication
• Project Performance Metrics
• Status Reporting
– Administration
1
Our multi-layered governance structure will streamline decision
making and improve transparency and control of IT
Governance Body
Governance Level
Design not completed
Objective
1
IT Steering Committee
 CEO, CFO, CIO,
BU presidents
 Govern DII IT strategy, funding
allocation and investments
2
IT Leadership Team
 CIO and direct reports
 Govern day-to-day IT
operations
3
IT Project Portfolio
Committee
 PMO, Program
Managers, Business
Liaisons
 Govern the project portfolio
and project execution
4
Functional Process
Teams
 Enterprise Architects,
Business Functional
leads, system leads
 Govern enterprise architecture
and standardization
5
Change Control Board
 Infrastructure tower
leads, system leads
 Govern changes to the IT
production environment
IT Steering
Committee
Doosan IT
Council
Membership
IT
Mgmt
Project
Management
and Delivery
Technical and
Business Committees
2
Program Management encompasses several components of IT
Governance which are critical to a smooth running IT department
*
*
*
Areas that can be effectively managed by a Program Management Office
3
The success of a PMO requires success in base-level competencies
before results from advanced competencies can be achieved.
PMO Maturity exists in layers that
are building blocks to the next level
of maturity
 At the foundation, a PMO must be
able to produce accurate status
reports on projects.
 The next foundational element is
developing people who can execute
projects and understand the benefit that
comes from repeatable, lean process
methodologies.
 The aforementioned building blocks allow
an organization to adopt processes and
methodologies to improve project execution
and likelihood of achieving promised
business benefits.
4
The charter of the PMO is to be the “center of excellence” for
program management which includes the following three areas…
DII IT PMO Charter
Planning
 Planning begins with the determination of what IT investments the business will
pursue in the coming year. The PMO is required to orchestrate project demand
through project funding
 The PMO helps plan during project execution by establishing methodologies
and repeatable processes
 Communications within the IT group include holding regular all-employee
meetings, IT PMO meetings, and intra-program meetings.
Communication
Administration
 Communications beyond IT include monthly CC CIO team progress sharing
and executive communications including the PMO dashboard and TSA
elimination dashboard
 Financial administration is a key component of tracking IT Investments. The
PMO will handle PO requisitioning and invoice processing for all outside IT
spend.
 The PMO will handle meeting planning and large event coordination as needed
for the IT department.
5
Planning is the first PMO core competency.
 The PMO is responsible for coordinating the selection and funding of IT initiatives across all DII
businesses:
– Search out all demand for new IT projects
– Initiate sessions with IT-Business review session to determine projects with greatest
alignment to LRP
– Pull together final IT capital plans for each business, make adjustments to meet AOP stretch
targets
 The PMO is responsible to work within IT to determine a standard project management
methodology which enforces repeatable efficient processes
– Methodologies will be developed with grass-roots support to encourage adoption
 Build a culture of respect for project management as a discipline
– Organize training and certification programs for people involved with project management
– Work with IT Leadership team to build PM training into their teams development plans
6
Demand Management is the first step in selecting which projects
will be funded
Project Requests
LRP Filter
AOP Filter
Business
Management
IT Project
Portfolio
IT Management
Frontline
Workers
Project Ideas
will outnumber
the number that can
be funded
Business – IT
Councils force-rank
Projects for
Alignment to
LRP objectives
AOP Challenge
Is applied and
Further eliminates
projects
Final IT Project
Portfolio and
Capital Plan
Achieved
7
The PMO will ensure that projects are executed in a disciplined and
structured manner
Project Management Methodology
Phase 1
G1
Plan
 Develop initial business
case and create project
charter
 Identify and engage Project
Stakeholders and
Requirements Providers.
 Develop and document
Preliminary Project Plan,
which covers plan for Define
phase activities
 Conduct tollgate review
Phase 3
G3
CER Approval
Phase 4
G4
Test
Construct
Define
Charter Approval
 Initiate and transition project
from concept stages into IT
Project development
G2
Phase 2
Approve for Test
Go/No Go
 Develop business
requirements
 Conduct Construct-phase
kickoff
 Develop systems
requirements
 Develop architecture
design
 Develop high level
architecture design
 Develop detailed design
 Conduct user acceptance
testing
 Develop data migration
strategy plan
 Conduct site readiness
review
 Develop test plans
 Analyze defect and
change requests
 Define deployment
strategy
 Initiate RFP / RFQ process
 Conduct make/buy/reuse
analysis
 Refine business case
 Conduct tollgate review
 Complete system / site
deployment plan
 Code and unit test
Phase 5
G5
Deploy
Project Close-Out
 Conduct system testing
 Migrate to new system
 Conduct data migration
testing
 Update site
deployment materials
and system
documentation
 Transition to
operations
 De-install legacy
systems
 Verify release readiness
 Conduct tollgate
review
 Conduct tollgate review
 Close project
 Configure, integrate, and
deliver system
 Setup QA environments
 Conduct tollgate review
8
The Plan/Define deliverables build upon each other to culminate in the
ultimate Plan/Define milestone – a completed and signed CER
Business
Requirements
Document
Fund/No Fund
Decision
Project
Charter
The project charter
sign-off is the official
beginning of the
project

G2
G1
System
Requirements
Specification
Project Plan
Technical
Architecture
Specification
CER
(signed)
CER
Comments
If Necessary
Build/Buy
Analysis
RFP/RFQ
 Plan/Define documentation serves as
the “building blocks” for the CER
 Plan/Define documentation forces
project teams to “plan the project”
 The objective is to gain efficiency from
a repeatable methodology, while
allowing the project teams the flexibility
to manage time and resources
In order for a CER to be approved the Plan/Define documentation must be completed
9
Communication is the second PMO core competency.
 The PMO’s core competency remains in reporting project and program status to the business
– The PMO dashboard and TSA Scoreboard for summarizing extensive project detail
– The PMO coordinates and facilitates meetings across stakeholder communities:
- All IT Employee Meeting
- Information Exchange with CC CIO team (Seoul)
- Ad-hoc updates to executive leadership
 The PMO team organizes and facilitates weekly, program-wide and IT-wide program status
meetings in the areas of:
– ERP and DMS (Dealer Management Systems)
– IT Infrastructure and Facilities
These meetings are the primary means of keeping communication alive across stakeholders
within a certain IT discipline.
10
Throughout the project lifecycle we will track key project
metrics - project milestone achievement, project cost, and
quality of delivery
Project Performance Metrics
Time
 The Key milestones
Cost
Quality
 Estimated cost (and resources)
for each project milestone
 Description of key project
related issues
 Estimated and actual time for
completion
 Actual cost expended
 The relative impact of key
issues (high/med/low)
 Percent completion
 Invoiced cost
 Weightings of milestones
towards project completion
 Corrective actions for estimated
cost over-runs
 The project risks and
associated escalation actions
11
IT Status Reporting
Chile Implementation of Dynamics NAV - Issue Log
Issue
#
Est.
Issue
Project
Relevant
Original Date
Completion
Status Priority @ Risk?
Milestone/Task
of Entry
Date
Escalation Action
Issue Owner
Issue Type
Comments
Closed High
No
Detailed Business Case
20-Feb-08
22-Feb-08 Escalate to PMO
Mike Coogan
Scope Change
(CER)
Medium NAV
No - Budget
DataData
Conversion
18-Feb-08
21-Feb-08 None-Project Team To Clifford Booker
Resource Constraint
Chile ImplementationClosed
of Dynamics
Data Transfer - From SKC
Resolve
Closed High
No
Business Requirements
28-Feb-08 None-Project Team To Jorge Beals
Resource Constraint
Overall Budget Document (BRD)
Resolve
Total Incurred
Total %
Total
Over Budget/On
Hiring of Local Controller
Total
CER
Expenses
Incurred TeamInvoiced
Closed Low
No
Other - N/ACurrency
18-Feb-08
4-Apr-08 None-Project
To Jorge Beals Target?
Vendor
USD - United States Dollars 249,200
149,906 Resolve
60%
139,433 Under Budget Sourcing/Management
Terms & Condition Review
Closed High
No
High-level Architecture
18-Feb-08
4-Apr-08 None-Project Team To Javier Alcorta
Other (Please Clarify in
Testing
Printer Testing
Document
Resolve
Comments)
Total
Incurred
Projected
Closed Medium No
Business Requirements
20-Mar-08
4-Apr-08 None-Project TeamExpenses
To Jorge Beals
Other
(Please ClarifyNew
in
Hard getting fixed asset data
Chile
Implementation
of
Dynamics
NAV
Milestone
Status
Line
Budgeted
Expenses to Resolve
Invoiced To Total DurationComments)
Over/Under Estimated
Document (BRD)
Fixed Asset Data
#
CER Line Item
CER Type
Spend
Date
% Incurred
Date
(in months)
Budget?
Budget
Corrective Action
Open
Low
Nolicenses Transition
to Support
20-Mar-08
30-Jul-08
Jorge Beals
(Please
Need to resolve how to store 5
1 31 MS Dynamics
NAV Advanced
user
38,496 None-Project
90% Team To 38,496
N/A - One Time Other
Under
BudgetClarify in
One-Time
License Purchase
42,600
Team Information
Resolve
years worth
dataLimit
for legal
Sum0%
of Milestone WeightsN/A
w/in
Phase
Red of
Zone
2 Server software (SQL, Citrix, Term) General Project
- One
Time Comments)
One-Time License Purchase 19,000
Historical Data Archieve
reasons
100% N/A - One Time Under Budget
14 Days
of Dynamics
NAV
Projlicenses
Name: Chile ImplementationOne-Time
3 30 Dysel ELC user
28,692
80%Plan/Define 28,692
License
Purchase
36,000
Closed Medium No
Business Requirements
20-Mar-08
4-Apr-08 None-Project Team To Jorge Beals
Resource Constraint
Coogan
100%
Note: Based on
4 1 MS Dynamics
Language
moduleDocument
729 Resolve
91%
729 N/A - One Time Under Budget
One-Time
800
Construct/Test
ProjNAV
Mgr Spanish
(PM): Mike
(BRD)License Purchase
5 Jet Reports Licenses
0%
One-Time License Purchase 3,400
"Current Date - Orig Date"
Deploy 100% N/A - One Time
Availability of Super Users
PM Phone #: 908-238-5820
6 31 MS Dynamics
NAVEmail:
Advanced
user
(1yr)
6,822 Escalate
99%
6,822
- One Time Resource
Under Budget
Ongoing
SW Mntnc
6,900
Closed
Medium
Nomaintenance
Systems
Requirements
25-Mar-08
21-Apr-08
to Vendor
CliffordN/A
Booker
Constraint
ELC Latin America Spanish
mike_coogan@diippa.com
PM
(SRS)
Translation
7 Server software
Citrix, Matt
Term)Timmes
maintenanceSpecification
(1yr)Ongoing
0%
N/A - One Time
SW Mntnc
3,000
Proj(SQL,
Sponsor:
Translation Services 8 30 Dysel ELC user maintenance (1yr)
4,493 Yes 77%
4,493 N/A - One Time Under Budget
Ongoing SW Mntnc
5,800
Yes No
On Time:
CER
Signed:
Closed
Medium
Business
Requirements
7-Apr-08
31-May-08
None-Project
Booker
Need to add open transactional
9 Jet Reports maintenance
(1yr)
0% Team To CliffordN/A
- One Time Other (Please Clarify in
Ongoing
SW Mntnc
600
None
Note: Adjust weights
Document (BRD)
Resolve
Comments)
data into the system. May need
PM
Status
10 Dysel - ELC translation (12 hours)
2,100
100%
2,100
1 On Target
External Services
2,100
in each phase below
to manually do this.
Message:
11
Developer/Translation
Services
7,500
25%
6,000
3
Under
Budget
External
Services
30,000
Open Tranaction Data
to = 100%
12 Statutory Reporting
&
Tax
Compliance
Testing
0%
1
External
Services
10,000
Closed Medium No
Business
Requirements
4-Mar-08
3-Jun-08 None-Project Team To Mike Coogan
Resource Constraint
Other
- N/A
1-Feb-08
08/01/08
13 Purchase local
printers
(laser
to
replace
dot
matrix)
0%
N/A
One
Time
Under
Budget
One-Time
HW
Purchase
11,000
Document
(BRD)
Resolve
19
Milestone/Task
Chart of Account Mapping
14 Application Server
0%
N/A - One Time
One-Time HW Purchase
10,800
Line #High
Weight
Within
OriginalUF
Est.
Current
Est.Contracts
Closed
No
Business
Requirements
30-Apr-08 Escalate
CliffordN/A
Booker
Currency
- Rental
15 ACS WAN
0%to Vendor
- One Time Vendor
One-Time
HW Purchase 20-Mar-08
11,300
-ANDPhase
Milestone/Tas
Completion
Document
(BRD)HW Purchase
16 Print Server
847
94% (Sum to
847 N/A - One Time Sourcing/Management
Under Budget Completion
One-Time
900
Foreign Currency for Rental Contracts
Status
Milestone/Task Description
Project Phase
100%)
Task Start Date
k % Complete
Date
Date
Chile Implementation of Dynamics NAV - Project Dashboard
Issue Description
1 Version Choice
10
11
12
55,000
60,227
Plan/Define
Plan/Define
Plan/Define
Plan/Define
Plan/Define
Plan/Define
Construct/Test
Construct/Test
Construct/Test
Construct/Test
Construct/Test
Construct/Test
Construct/Test
Construct/Test
Deploy
Deploy
Deploy
110%
10%
15%
15%
15%
0%
45%
5%
12%
5%
20%
9%
11%
16%
22%
40%
40%
20%
51,254
1-Feb-08
1-Feb-08
15-Feb-08
22-Feb-08
29-Feb-08
18-Feb-08
3-Mar-08
22-Feb-08
29-Apr-08
22-Feb-08
17-Mar-08
28-Mar-08
21-Apr-08
14-Apr-08
1-May-08
4-Apr-08
5-May-08
3 Over Budget
100%
100%
100%
100%
0%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
0%
65,000
25-Feb-08
29-Feb-08
29-Feb-08
29-Feb-08
29-Feb-08
29-Feb-08
14-Mar-08
15-Mar-08
1-May-08
28-Mar-08
15-Apr-08
15-Apr-08
25-Apr-08
18-Apr-08
1-May-08
11-Apr-08
15-May-08
DII_ERP_024
Replace dealer roster
functionality - ESA
DII_ERP_025 Global
Retail Campaign
Management
DII_IFR_012 Siebel
Replatforming
Y
Time
Gantt
Budget
IT Dashboard
External Services
75%
Contribut
ion
1.5%
2.3%
2.3%
2.3%
0.0%
6.8%
4.0%
9.6%
4.0%
16.0%
7.2%
8.8%
12.8%
17.6%
2.0%
2.0%
0.0%
Issues
Milestone Completion Dates
Budget by Category
Budget Consumed
100%
17
Comments date to June 1st
Extended implementation
29-Feb-08
4-Mar-08
4-Mar-08
4-Mar-08
29-Feb-08
21-Mar-08
30-Apr-08
18-Apr-08
23-Jun-08
28-Apr-08 Need to Review Service Set-ups
31-May-08
31-May-08
31-May-08
31-May-08 Finance & Servicing Training Needed
27-Jun-08
31-May-08
1-Aug-08
1-Jul-09
Links to Project Detail
||||||||||||||||||||||||||||||||||||||||||||||||||||||
Historical
PercentComplete
Completion
Historic Percent
Project ID - Project
%
Go-Live Next Milestone &
CER Date
Name
Complete
Date
Date
DII_ERP_001.2
Hybris frontend for
7.1%
30-Sep-08 31-Mar-09
CER - 9/30/08
Utility ESA: Phase 1
DII_ERP_002 DIITC
Cloning Prep & Clean 100.0% 30-Apr-08 21-Jul-08 Phase 1 Complete
Up: Phase 1
DII_ERP_013 Geith
Cleanup
5. Historical Data Archieve
+0% +10% +20% +30% +40% +50% +60% +70% +80% +90%
On/Under Budget (Y/N):
Project Update Sheets –
Timeline/Budget/Issues
17 T&E for internal resources (11 trips @ $5,000/trip) Internal Resources
1 Project Charter
18
2 Preliminary Project Plan
19
3 Business Requirements Document (BRD)
20
4 Systems Requirements Specification (SRS)
21
5 High-level Architecture Document
22
6 Detailed Business Case (CER)
23
7 Report Specifications
24
8 Data Conversion
25
9 Final Data Conversion
10 Setups
11 Report Development
12 Internal Testing
13 User Acceptance Testing (UAT)
14 Training
15 Go Live
16 User Manuals
17 Transition to Support Team
4. Credit Mgmt - Parent/Child Relationship
60%
10
2/29 - Project Charter
3/4 - Preliminary Project Plan
3/4 - Business Requirements Document (BRD)
3/4 - Systems Requirements Specification (SRS)
2/29 - High-level Architecture Document
3/21 - Detailed Business Case (CER)
4/30 - Report Specifications
4/18 - Data Conversion
6/23 - Final Data Conversion
4/28 - Setups
5/31 - Report Development
5/31 - Internal Testing
5/31 - User Acceptance Testing (UAT)
5/31 - Training
6/27 - Go Live
5/31 - User Manuals
33
40%
One Time HW & SW Purch
56%
50%
69
HW Lease & SW Mntnc
25%
67
115
4%
0%
Jul-08
9
Overall Project
Percent Complete
99.0%
Internal Resources (5)
Incurred & Invoiced
Sep-08
8
3. Localized Reporting Compliance
Y
Budget Consumed
Comments
Aug-08
7
+0% +10% +20% +30% +40% +50% +60% +70% +80% +90%
Apr-08
6
1. Chile ERP System
1. Local Branch Resources
2. Trial Balance Upload
100%
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
On-Time (Y/N):
Jun-08
5
May-08
4
Associated TSA's
Top 5 Issues
Percent Completion
Jan-08
3
Project: DII_DMS_001 (Chile Implementation of Dynamics NAV)
Mar-08
2
Feb-08
28
Project Manager (PM):
Mike Coogan
PM Contact #:
908-238-5820
Total
Budget
Budget
Incurred
Over
Budget
$883,000
$30,833
N
$388,860
$281,030
N
Project Docs &
CER - 1/1/09
$1,500,000
$0
N
2.3%
1-Jan-09
15.4%
30-Apr-08 31-Dec-08
User Mgmt Build 8/6/08
$237,000
$0
N
40.7%
25-Apr-08
31-Oct-08
Data Cleansing 8/15/08
$314,000
$157,980
N
99.8%
11-Apr-08
14-Jul-08
Close Siebel
Contract w/ACS 7/31/08
$189,039
$175,818
N
IT Executive Summary
60
Incurred, not invoiced
(50)
Budget Remaining
Calendar Start
Total
Budget:
$249,200
08 AOP:
$175,000
PM E-mail Address:
-
Total Incurred
50
100
150
Budget Remaining
PM Update:
mike_coogan@diippa.com
Issues
None
Status
Trend
*Identify Resources
*The development of
Milestones TBD
12
Administration is the final PMO core competency.
 The PMO will serve as the administrative arm of the IT department due to its visibility across
strategic programs and operations
 The PMO will provide the following administrative services to the IT department:
– CER processing and administration including creating “backup support” for capitalization
– Handle PO creation and invoice routing. This should be for Opex and Capex on all US
Oracle-based ledgers
– Provide periodic budget vs. actual status reporting at a cost center level and per CER
– Produce financial metrics for the IT-wide dashboard
 IT Department administration
– Coordinate central administrative functions such as IT vacation and travel calendar
– Handle IT’s procurement card (US)
13