1. NASA Ames Research Center OCIOAligning project prioritization to the organizational roadmap Just How Important is Your Project? Vonnie Simonsen, PMPFebruary, 2011
2. Outline Abstract Dilemma NASA Ames Research Center (ARC) OCIO Project Challenges Addressing the Gaps Selection & Prioritization High-level Process Requirements Leveraging GAO Best Practices Selecting the Appropriate Projects Select Process Overview Prioritization Evaluation Scorecard 1
3. Abstract This presentation will discuss the development of the project prioritization approach, how it aligns to overall organizational goals and objectives, and the resulting benefits to the organization. It will also provide an overview of the governance structure. 2
4. Abstract The NASA Ames Research Center OCIO has developed and implemented an agnostic approach to prioritizing projects within the directorate The process allows for defining which projects are deemed most important by the organization and increases the effectiveness of work being accomplished that aligns to organizational and agency goals The visual representation of the project prioritization on the OCIO dashboard provides the entire organization a clear understanding of the efforts deemed most important by the senior leadership 3
5. Dilemma 4 According to the Government Accountability Office (GAO) Accounting and Information Management Division: “Poor investments, those that are inadequately justified or whose costs, risks, and benefits are poorly managed, can hinder and even restrict an organization’s performance.”1 1Assessing Risks and Returns: A Guide for Evaluating Federal Agencies’ IT Investment Decision-making, GAO/AIMD-10.1.13
15. Lack of consistent standards and messaging regarding importance of particular projects
16. Misallocation of resources to IT projects that did not best support mission and organizational needsIf everything is a priority then nothing is really a priority! 6
22. Selection & Prioritization High-Level Process Requirements Major requirements to address gaps were identified for the selection and prioritization process: 8
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24. Select – How do you know you have selected the best projects?
37. Selection Process Alignment with PMO Framework At a Glance Business Need Refinement Business Need Qualification Proposal Acquisition, Development & Implementation Business Case Development Preliminary Design Selection Control Alignment to PMO Framework Initial Request Evaluation Phase A Concept Development Phase B Preliminary Design Phase C, D, E Final Design & Build Assembly, Integration, Test Deployment & Operations Evaluation KDP - C KDP - B OCIO Decision Pt OCIO Decision Pt Customer Decision Pt A B C 1 2 3 Rank Screen Determine “On-boarding” selection steps aligned to NASA ARC OCIO Project Management Office Framework 12
45. Resources14 *Scorecard model adopted from the Value Measuring Methodology (VMM), CIO Council Best Practices Committee, October 2002
46. Evaluation Criteria Several approaches considered in devising suitable point values for each criteria Higher point values considered for proposed projects that indicate/show the following (by factor): Cost Realistic preliminary estimates for labor (FTE, WYE) and procurement (hardware/software) Sustainability to the overall organization via Operations & Maintenance (O&M) efficiencies Risk Low risk to the organization in the area of schedule, technical, programmatic, and security Availability and utilization of “in-house” resources Value (Benefit) Support a mission directorate, and/or align to OCIO strategic mission objectives Show a strong EA alignment 15