This presentation discusses the State of Michigan’s recent implementation of a true enterprise project and portfolio management organization. Michigan centralized 7 different Program Management Offices, and implemented an enterprise PPM tool which has enabled the entire portfolio of technology projects to be integrated. Project status is actively monitored across the entire portfolio. Planned effort for staff is now captured and is measured against technology demands across state government, improving staffing allocation.

1. Reinventing
Project and Portfolio Management
at the State of Michigan
with
Changepoint
Ward Beauchamp
EPMO Director
June - 2014

2. State of Michigan
About 10 Million Citizens
and 50 Thousand State
Employees
$9 Billion in State’s General fund
$1/2 Billion in active IT projects
$2 Billion in pent up IT project
demand
Because we’re Michigan, we get to name all of our projects with “Mi”

3. Projects at the State of Michigan
 A dashboard to monitor overall government performance
 MiResults
 A mobile app to allow citizens a single portal for government services
 MiPage
 A project being initiated for Department of Agriculture
 MiGrain

4. Then and Now…
 Then
 In 2012, we had 8 PMO’s that operated in economic silos,
and funded by 28 client agencies
 Now
 Repositioned EPMO that allows for a centralized project
management organization, enabling us to share services,
collaborate, and create efficiencies

5. Then and Now…
 Then
 Governor asked for an overview of IT projects at the State.
How many total, how many were in trouble (“Red”), and the
status of those Red projects.
 The information took about 6 weeks to pull together and
the status was outdated by the time it was submitted
 Now
 We can pull that information from the enterprise project
portfolio management (PPM) tool, which is Changepoint,
and we publish these dashboards bi-weekly

6. Gartner Provides and IT Assessment
Entity Operations Capital
Actual
Michigan
89% 11%
Actual
Peers
65% 35%
Recommended
Gartner
63% 37%
10% Grow / 27% Transform
Funding should
have good balance
between “keeping
the lights on” and
innovative projects.
 Gartner completed a technology assessment for Michigan in 2012.
This provided a roadmap for a centralized project management
organization and a single PPM Tool
 Feedback from our Agency Partners indicated Enterprise Project
Budgeting, Planning and Execution was an opportunity.

7. Changepoint Utilization
Project Begins
 Phase I – Complete by June 14, 2013
 Projects entered and all project fields completed so
the Project Status Report & the Agency Portfolio
Dashboard Report are accurate
 Phase II – Complete by August 15, 2013
 Assign resources to all projects (including
maintenance projects) which will create resource
demand
 Phase III – Complete by October 1, 2013
 Time Tracking will be utilized by resources which
will give actuals

9. Enterprise Project Dashboard

10. Sample Project 4-Up Report

11. Resource Demand vs. Resource Capacity for
one Agency Support Group
Note: the red line is resource capacity, so the demand exceeds resource capacity

12. Detailed Resource Demand vs.
Resource Capacity Report
Red = Resource Over allocated

13. Easy steps to time entry and
time approval
Return

14. Planned Hours vs Actual Hours
Work & Variances

15. Keys to Our Success
 Executives set clear vision, expectations, and provided
active support
 Genuinely listened to the concerns of the workgroups
 We accommodated specific needs and addressed
concerns where possible, and clearly communicated when
an enterprise approach must be different than their
approach
 Focused on providing flexibility while addressing the needs
of the enterprise
 Made the PPM tool be “the way you do business”

16. Lessons Learned
 The data MUST be used to make decisions
 The PPM tool must be used to accomplish work, and not
be something that is updated in addition to their other tools
 Focus on the core data that is needed, and allow flexibility
for the rest of its use

17. Next Steps
 Integration with our new ERP System
 Focus on maturing Portfolio and Resource Management
 Application Rationalization using Changepoint
 Statewide Application Modernization Program
SWAMPMi

18. Questions

19. APPENDIX

20. A project timesheet showing
time being applied

21. Example of Tracking Vacation

22. Vacation time actuals

23. Adding leave time to your calendar
by creating an appointment

25. Time Approvals
Once the time is submitted that requires your approval, a reminder will
display in the My Reminders portlet on your home page. Clicking the link
allows you to access the Time Approval view and review the time submitted
by resources. Your manager, or a designee, will approve the work request
and non-project time.

26. Approving Time Entries
 To approve all time entries of a group:
 Select the check box at the summary
level
 Click Actions
 Click Approve selected

27. Actual Time Approved

28. Demand vs Capacity

29. Capacity can be set for an individual
System
Admin
Function

30. Capacity can be set at workgroup level
System Admin
Function