Cost Effective PM Training by zkd14107

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									                                                           Customer Satisfaction Survey Workplan
Objective A: Establish a program of cost effective training for qualification of project managers                                                  Accountability: Jerry Simonoff

Issue VITA’s performance in “establishing a program of cost-effective training for qualification of agency project managers” was rated weak (2.16 on a 5 point scale).


Status Narrative: The Project Management Division established a process for PM Qualification and implemented a training program in October          Status:                         5/16/2006
2003. The program to-date provided overview training for approximately 1,000 public and private personnel involved in project managment. The
Overview training has consistently recieved high marks. Partnerships were established with Community College Work Froce Alliance and 10 other
training organizations for low cost PM training. Additionally, PMD is sponsoring a reduced cost (50%-100% less) Project Management Professional
Exam preperation class. Over the last year, PMD reduced the manhours and resources in this area to compensate for priority task, reducing the
number of Oversight classes, curtailing travel to promote the classes in other areas of the state, and not developing new classes or materials. For
the comming biennnium, PMD recognized and planned for development of new classes, seminars, and other training in its strategic planning.
Resource constraints continue to limit this effort. The final reorganization of PMD scheduled for November 2006 will facilitate increased staff
support to the effort.


Task ID   Task Name and Description                                                                                                                Start Date        Finish Date    % Complete

          Develop and post to the Web one computer based training session focused on project development approval                                         1/1/2006      9/30/2006               45

          Plan and conduct at least 1 project mangement special event (workshop, seminar, class, forum), 4 project managemenet training                   7/1/2006       9/1/2008                0
          sessions, 3 IT investment management training sessions, and 2 executive training sessions annually beginnning in July 2006.

          Introduce at least 3 new training partners on the PMDP Website.                                                                                 1/1/2006      6/30/2006               100

          Update the Project Manager Training and Selction Standard and PM testing.                                                                    10/31/2005       7/31/2006               65

          Dedicated management of PMDP program.                                                                                                         11/1/2006        9/1/2008                0




          PROPOSED APPROACH
                                                           Customer Satisfaction Survey Workplan
Objective A: Establish a program of cost effective training for qualification of project managers and improve survey rating from 2.16 on a Accountability: Jerry Simonoff
5 scale to 3.0 on a 5 scale.
Issue: VITA’s performance in “establishing a program of cost-effective training for qualification of agency project managers” was rated weak (2.16 on a 5 point scale).


Status Narrative: As part of the Commonwealth Project Manager Development Program (PMDP), the Project Management Division established a Status:                               7/13/2006
process for Commonwealth PM Qualification and implemented a training program in October 2003. To date, the program has provided training for
approximately 1,000 public and private sector personnel involved in Commonwealth project managment. The training has consistently recieved
excellent end-of-class evaluations. Partnerships were also established with the Community College Work Force Alliance and 10 other training
organizations for low cost PM training. Additionally, PMD regularly sponsors a reduced cost (50%-100% less) Project Management Professional
(PMP) Exam preparation class to facilitate Commonwealth PM certification by the Project Management Institute. Over the past year, PMD was
forced to reduce resources (dedicated staff hours) supporting the PMDP because of an increased emphasis on oversight of Commonwealth
projects. The reduction in avaialble staff resources reduced the number of training classes, curtailed travel to promote and present classes in other
areas of the state, and limited development of new training materials. For the upcoming budget year, PMD recognized and planned for
development of new training classes, seminars, and other training materials; however, resource constraints continue to limit PMDP improvements.


            ACTION PLANS
Task ID     Task Name and Description                                                                                                        Start Date        Finish Date    % Complete

          1 Plan and conduct the following:                                                                                                         7/1/2006       9/1/2008                0
            3 project management training sessions annually (minimum 1 session every 4 months)                                                      7/1/2006       9/1/2008                0


            2 IT investment management training sessions annually (minimum 1 session every 6 months)                                                7/1/2006       9/1/2008                0


            2 executive training sessions annually (minimum 1 session every six months)                                                             7/1/2006       9/1/2008                0


          2 Update the Project Manager Training and Selection Standard and PM testing.                                                              8/1/2006     11/31/2006                0

          3 Organize and staff PMD to provide dedicated management of PMDP program in order to accomplish Action Plans as outlined.                 7/1/2006      11/1/2006                0
                                                           Customer Satisfaction Survey Workplan
Objective A: Establish a program of cost effective training for qualification of project managers and improve survey rating from 2.16 on a Accountability: Jerry Simonoff
5 scale to 3.0 on a 5 scale.

Issue: VITA’s performance in “establishing a program of cost-effective training for qualification of agency project managers” was rated weak (2.16 on a 5 point scale).




Status Narrative: As part of the Commonwealth Project Manager Development Program (PMDP), the Project Management Division established a Status:                            10/5/2006
process for Commonwealth PM Qualification and implemented a training program in October 2003. To date, the program has provided training for
approximately 1,000 public and private sector personnel involved in Commonwealth project managment. The training has consistently recieved
excellent end-of-class evaluations. Partnerships were also established with the Community College Work Force Alliance and 10 other training
organizations for low cost PM training. PMD regularly sponsors a reduced cost Project Management Professional (PMP) Exam preparation class .
As a result of resource constraints, PMD reduced the number of training classes, curtailed travel to promote and present classes in other areas of
the state, and limited development of new training materials. PMD recognized the need for program improvement and planned the development of
new training classes, seminars, and other training materials; however, continuing resource constraints severly restrict opportunity for any
improvement in the program.




            ACTION PLANS
Task ID     Task Name and Description                                                                                                      Start Date       Finish Date    % Complete

          1 Plan and conduct the following:                                                                                                      7/1/2006       9/1/2008                 0

            3 project management training sessions annually (minimum 1 session every 4 months)                                                   7/1/2006       9/1/2008               33.3

            2 IT investment management training sessions annually (minimum 1 session every 6 months)                                             7/1/2006       9/1/2008                 0


            2 executive training sessions annually (minimum 1 session every six months)                                                          7/1/2006       9/1/2008                 0


          2 Update the Project Manager Training and Selection Standard and PM testing.                                                           8/1/2006     11/31/2006                50

          3 Organize and staff PMD to provide dedicated management of PMDP program in order to accomplish Action Plans as outlined.              7/1/2006      11/1/2006                 0
                                                 Customer Satisfaction Survey Workplan
Objective A: Improve VITA's understanding of our customers' missions, strategies and business objectives. Received a                Accountability: CAM
rating of 2.92 on a 5 scale.
Status Narrative:                                                                                                                   Status:                      Status Date:
                                                                                                                                                                 10/05/06

Task ID      Task Name and Description                                                                                              Start Date     Finish Date % Complete

             Hire additional Customer Account Managers                                                                                  5/6/2006      7/6/2006           90%
             Allocate CAM's aligned by Secretariat - should match up with the Agency Performance Managers in the SMO                    7/6/2006      7/6/2006            100

             CAMs to attend PMD workshops on Strategic planning                                                                         5/6/2006      7/1/2008 ongoing
             CAMs to attend Cabinet Agency Head meetings to gain better understanding of top objectives at each Agency                  5/1/2006      7/1/2008 ongoing

             PMD is in the process of meeting with Agencies on upcoming projects in their strategic plans. CAM's will participate       6/1/2006      7/1/2008 ongoing

             Participate in Agency strategic planning sessions                                                                          5/1/2006      7/1/2008 ongoing
             Read and understand Agency's IT strategic plans                                                                            5/1/2006      7/1/2008 ongoing
             Understand the services VITA/NG offers so that we can better support the Agency's strategic plans                          5/1/2006      7/1/2008 ongoing
             Meet with VITA/NG service owners.                                                                                          5/1/2006     10/1/2006             30
             Adopt an automated tool and use it to store agency specific data (outline of key strategic IT initiatives, pertinent       5/1/2006      4/1/2007
             account information)
             Develop an account management report that portrays an overview of the account and is kept current by each CAM.             8/1/2006     12/1/2006
                                            Customer Satisfaction Survey Workplan
Objective A: VITA Support Services                                                                                           Accountability:
Issue: Low Customer Satisfaction with Supply Chain Management Services
                                                                                                                             Status:                        Status Date:
                                                                                                                                                            10/05/06

Task ID      Task Name and Description                                                                                       Start Date     Finish Date     % Complete

           1 Low customer satisfaction with 5.52% direct bill surcharge on IT infrastructure purchases                       Complete            9/1/2006          100%


              Agencies were dissatified with overhead charge applied to direct purchases of goods and services.
             Frequently under the impression that this was the cost of procurement, May not haverealize that this was
             funding for VITA administrative overhead staff. Changes in funding model should better align charges with
             services received.
           2 Low customer satisfaction with delays on purchases.                                                             In Progress

             Fiscal Year 2006 The average cycle time for VITA order processing in Fiscal 06 was 2. 72 days from                                 6/30/2006          100%
             requisition to order issuance. The average time from order issuance to receipt of goods or services was
             29.13 days. Included in the requisition to order issuance process is the governance of major project and
             procurements. During FY06 changes have been made to improve the APR cycle time and additional
             communication regarding APR process delays are now made to VITA's customers.


             Fiscal Year 2007 Beginning FY07, the eVA system backbone is being utilized as a temporary process for
             agencies to request services from NG and VITA. This means that requests for services that need to be
             provisioned by NG will be routed through the eVA system as well as those requests that are provided by
             VITA. Requests that VITA fulfills are converted to eVA requisitions. The increase in steps and number of
             parties involved haso increased cycle time and may impact customer satisfaction.


             VITA has requested DGS investigate whether the eVA system can provide interim cycle time reports that               9/1/2006      12/30/2006           10%
             provides cycle time by workflow. This information would be utilized to breakdown workflow analyze critical
             path road blocks and implement changes for improvement within the requisition to order cycle time.


             NG has designated a team to review the entire procurement process and to implement changes to ensure               10/5/2006      12/17/2006           10%
             that it is responsive to the needs of the Commonwealth's users. As an interim step, "burn-down" sessions
             have been implemented to expedite the approval of PRs currently in the system. These sessions will
             continue until approval time has reach an acceptable level. Communications are being developed that will
             assist the Agencies and NG Field Support Personnel in understanding NG's transformation process and in
             preparing PRs. It is anticipated that by improving the understanding of our transformation plans, requests
             will correspond to these plans and potentially the number of PRs can be reduced . A long term step in this
             process is to conduct a study with the intent of planning for the implementation of a fully integrated online
             electronic reauest for service system that is fully responsive to the users requirements.




           3 Low customer satisfaction with eVA system "eVA system is slow and inefficient."                                 Complete                              100%

              The eVa system is a Commonwealth initiative that VITA supports. DGS, owns and provides
             Commonwealth support of this system. DGS monitors the system and implements period system changes
             to improve performance and update functionality. VITA's eVA administrator has provided training to VITA
             customers on order creation and has made this information available on the VITA website.
                                                               Customer Satisfaction Survey Workplan
Objective A: Improve Project Mangement Services satisfaction rating from 3.82 on a 7 point scale to 4.5 on a 7 scale.                                 Accountability: Jerry Simonoff

Issue: Project Management Services received a weak satisfaction rating (3.82 on 7 point scale) among VITA’s Support Services Key Topic #1: VITA’s Support Services



Status Narrative: The Project Management Division (PMD) recognized the issue and took some steps to change the perception; however, limitations        Status:                         10/5/2006
forced by budgeting and revenue methodologies (hourly billing) quickly eroded PMD efforts to effect a change in overall customer perception. PMD
hired 3 new Project Management Specialists to improve customer contact but was only able to offset the loss of 3 experienced staff members. Current
strength of PMD is now the same as it was in October 2005. PMD personnel strength is expected to remain at least 2 under the initial hiring target (13
FTE) and 4 under authorized staff levels (15 FTE) for the foreseeable future. The reduced staff strength represents a reduction of 15-25% and is
negatively impacting service performance. The billing methodology directed by JLARC has further stigmatized project management services (ITIM
Service Fee) in the eyes of the customer. PMD is recommending that the ITIB reengage JLARC on the billing methodology and, if resolved, hire staff as
planned. PMD will need 3 to 6 months to complete hiring of additional staff if the hiring process is restarted.




            ACTION PLANS
Task ID     Task Name and Description                                                                                                                 Start Date        Finish Date    % Complete

          1 Align existing and new staff with Secretariats, Agencies, and Enterprise Projects.                                                               5/1/2006      7/31/2006                80

          2 Reorganize PMD in two phases to allow for increased focus on project management services by a dedicated team.                                    5/1/2006      12/1/2006                50

          3 Hire additional staff                                                                                                                            1/1/2006      7/31/2006                50

          4 Work with CAMs to understand and document agency requirements relative to ongoing support and new projects and initiatives:                      7/1/2006       7/1/2008                10

               Finalize first document outlining agency requirements                                                                                         7/1/2006     12/31/2006                10


               Update agency requirements every 6 months (continuous)                                                                                        1/1/2007       7/1/2008                0
                                                               Customer Satisfaction Survey Workplan
Objective A: Understand emerging technologies and attend to agency needs in technology planning so as to improve our survey rating from                  Accountability: PMD
3.82 on a 7 scale to 4.5 on a 7 scale.


Issue: VITA's performance in understanding emerging technologies and assisting agencies in technology planning was rated 3.82 on a 7 point scale.


Status Narrative: The Policy, Practice and Architecture division of VITA has developed a list of technology trends and emerging technologies as part of Status:                          Status Date:
the Commonwealth Strategic Plan for Information Technology. A Foresight and Innovation function has been proposed to formalize and manage                                                10/05/2006
technology research now being conducted in several disparate areas.




Task ID
           ACTION PLANS
           Task Name and Description                                                                                                                     Start Date       Finish Date    % Complete

           The Policy, Practice and Architecture division of VITA has developed a list of technology trends and emerging technologies as part of the           9/1/2005      3/31/2006        100
           Commonwealth Strategic Plan for Information Technology.
           Update the list of technology trends and emerging technologies on an annual basis (by 3/31 of each year) and make it available on the VITA          7/1/2006      6/30/2008         100
           website. Trends and emerging technologies provided through publication of the Enterprise Technical Architecture domain reports on the VITA                                       for FY 07
           website.
           The IT Investment and Enterprise Solutions directorate of VITA has proposed implementation of a Foresight and Innovation function that will         7/1/2006       9/1/2006 On hold, no
           coordinate all technology research across the executive branch. It will establish an agency advisory group to guide and direct what                                         budget for this
           technology to research.                                                                                                                                                     year.
              Establish an advisory group to continually guide infrastructure technology direction.                                                            7/1/2006     12/31/2006                   0

              Hold quarterly meetings of the advisory group.                                                                                                   1/1/2007      6/30/2008                   0
                                                             Customer Satisfaction Survey Workplan
Objective A: Improve VITA guidance and support to agencies for strategic plan development and our rating from 3.12 on a 7 point scale to 4.25 Accountability: Jerry Simonoff
on a 7 point scale.
Issue: VITA's performance in assisting agencies in developing strategic and information management plans was rated 3.12 on a 7 point scale.

Status Narrative: The Policy, Practice and Architecture division of VITA has established a Strategic Planning Workgroup, consisting of business and IT Status:                          Status Date:
representatives from agencies, that will develop and guide the implementation of the Commonwealth Strategic Plan for Information Technology. This                                       10/05/06
group provides a customer viewpoint in our strategic planning process.


           ACTION PLAN
Task ID    Task Name and Description                                                                                                                    Start Date       Finish Date    % Complete

           Develop, promote, and provide a strategic planning workshop for agency business planners and technology leaders at least once per year to         5/24/2006      5/31/2008                  20
           coincide with the commonwealth strategic planning cycle.
           Develop, promote, and provide workshops on enterprise architecture, policies and standards on a quarterly basis in order to communicate to        4/19/2006      6/30/2008                  20
           agencies about governance artifacts that will affect their business and technology plans.

								
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