Cooper Untech10 IT Program Mgmt Final

Connecting Great Ideas and Great People

www.asaecenter.org

Content Leader:Bonnie Cooper PMP, IT Program

Director Massachusetts Medical Society

Building Consensus: IT Program Management

Friday, February 12th

10:00 AM for UNTECH10

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Key Learning Takeaways

A case study for how program management practices can facilitate technology decision making.

Finding the synergy between operational, project, and program activity

Concrete examples of tools and techniques that drive program-level decisions.

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SystemsApplicationsDataProcessesWeb Sites

The MMS is Multi Faceted

MMS

Publishing

NEJM

Print

Online

Journal Watch

Print

Online

Non Publishing

Membership Program Services

Communications, Marketing, Member

Processing, Education, Health

Policy, Public Health

InsurancePhysician

Health Services

Corporate Services: IT, HR and Finance

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The Challenge

Develop a healthier relationship between IT and Member Program Services 70 % of IT resources focused on publishing Membership system lacked mission critical

status A silo mentality within the business Lack of vendor relationship management Lack of prioritization (projects and operations) Focus shifting to online (web enabled) activities

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BUILDING THE PROGRAMLeveraging Best Practices

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References

The Handbook of Program Management: How to Facilitate Project Success with Optimal Program Management by James T. Brown (ISBN-13: 978-0-07-149472-4)

Seeing Systems: Unlocking the Mysteries of Organizational Life by Barry Oshry (ISBN 1-881052-99-0)

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MMS IT Program and Portfolio Team

Mission: provides a project management framework that bridges business strategy and technology to achieve successful business results.

Two Key Principles:

Provide an efficient and clear method for communicating business priorities into IT.

Provide clear communication into business units regarding new technologies and maintenance activities that might impact their business and operations.

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My Role as IT Program Manager

A successful program manager creates a culture that facilitates the accomplishment of projects.

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The Program Formula

Creating a sense of purpose

Defining clear lines of accountability

Adherence to established processes

Developing organizational capability

Defining success

Accountability plus discipline equals integrity and results in clarity

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The Program Manager Role• The program manager needs to have an ingrained

sense of organizational mission: must lead and have the presence of a leader must have a vision and strategy for the long

term organizational improvement must be a relationship builder must have the experience and ability to assess

people and situations beyond their appearances

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Program Success Factors• Stability of operations and operations

becoming more efficient• Balance between operations and

development• Projects delivered on time and on budget• Clear lines of accountability• Stable, well understood budget process• Happy stakeholders• Constant alignment with the organizational

vision

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BUILDING THE PROGRAMSeek to Understand

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Where to Start?

What would we see if we could look into the worlds of others?

What new possibilities would open up for us?

In organizations, much of the time we think we are dealing person-to-person when, in fact, we are dealing context-to-context.

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Seeing Beyond Appearances

Spatial blindness is about seeing the part without the whole.

Temporal blindness is about seeing the present without the past.

Baggage

Silos

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Seek To Engage By Understanding

Tops are living in a world of complexity and responsibility (executives).

Bottoms are living in a world of invisibility and vulnerability (staff).

Middles are living in a tearing world pulled between you and others, between requests and fulfillment (line managers and project managers).

Customers are living in a world of neglect (IT clients).

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Building Relationships

Effective stakeholder management Meddling Overbearing Poor Untrustworthy Indecisive Unavailable

Doing what is necessary to develop and control relationships with all individuals the program impacts.

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CASE STUDY OF A PROGRAM

Finding clarity for Membership Program Services

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Membership Program Services Technology Governance

Business Technology Goals Assumptions

•Integrate operations and eliminate silos

•Robust capability for recruiting and managing large group practices.

•Stabilize and increase online registrations and dues)

•Improve business analytics

•Dynamic content publishing which leverages social media capabilities and multiple platforms (mobile, web, RSS).

•We will utilize iMIS and iMIS-friendly applications in support of these directives.

•We will ensure that any work and customizations are reusable in future versions of iMIS.

•Our goal is to be on product and at current levels.

•Department staffing plans will be reviewed in support of these directives

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Member Program ServicesExpert Guidance

Association Management System

Market Study

•Treat our AMS as mission critical•Eliminate rogue databases•Eliminate internal silos•Improve vendor relationship•ASI iMIS is an appropriate level solution to our size and complexity

Association Management System Strategy Workshop

•Simplify use of reports•Manage groups•Seamless web integration•Manage member data in one place•Integrate with appropriate systems•Clean data•Sustainable and integrated platform

ASI Audit•Align to iMIS product path•Upgrade with few or no process changes of back office•Review custom web applications against standard product.•Detailed rework of iMIS configuration to facilitate data consolidation and group recruitment.•Set up new website in Content Manager 5.1 with the primary template in ASP .NET.

October 2007 March 2008 September 2008


Membership Program ServicesConsensus: Show A Way

Forward

• Navigation• Look &

Feel• Search

New Web

Site

• Public Views

• Back Office Upgrade

Stable

• CMS• Task

Center• Analytics

Drive

iMIS 10.4 iMIS 15 iMIS 15.1

Develop on current CMS platform (cold fusion)

Fix Transactions Move to .NET CMS

Visual of an 18 month plan

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ExpediteLeverage

investmentLeverage product

functions

January 2009 January 2010 June 2010


Member Program ServicesTechnology Accountability

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Membership Program Services Project Roadmap

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Membership Program Services Operations

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Membership Program Services Make Overlap Activity Visible

June July August September

Project iMIS 10.6Member emailMagnet Mail startE certificates

Magnet Mail

Magnet MailSocial Media

Magnet MailSocial MediaWebinar

Ad Hocs (911s)

Group recruit activity (research, reports)District activity report requests

Operations Membership processing supportWeb content production supportOnline and live events ecommerce supportMarketing, publications, survey support

Org Impacts

Publishing PlatformCost containment exercises

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Member Program ServicesProcess Discipline

Executive Steering every 5 weeks Review projects and key operational activity Key decision(s) escalation point

Weekly back office system, web site, and IT operational team meetings (discuss resources, priorities, schedules)

Wiki sites for documentation and status updates System to request and track ad hoc tasks, bugs,

issues Project methodology (PM, structure, schedule)

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Membership Program ServicesFunding Projects

Participate in the budget cycle for future funding Understand Capital versus Operating dynamic Learn and support the procurement process Participate in maintenance renewals Identify who can sanction outside work Track vendor estimates to actuals (lessons) Help the business justify AND make cost effective

decisions

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Membership Program ServicesWays to Build Consensus

Two artifacts to help build consensus (use handouts): Negotiate for a critical resource by preparing a

rationale:

A project charter to clarify a business goal and scope of solution.

Interests People Issues and Strategies Options Best Alterative Standards

Closure (picture of success)

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ORGANIZATIONAL CAPABILITY

Support for the Program

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Be on Alert for Red Flags

PM Network July 2009

“What are your project’s top three problems? If you can’t identify them within three snaps of your fingers, then you’re not an effective leader…..the problems in your top-three list should be worked off within days, not weeks or months”

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Know the Business Cycle

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Promote IT-Business Alignment

Strategize• Enterprise-level

planning

Program• IT portfolio

programming

Execute • Getting results

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IT Enterprise PlanningBusiness Goal Sync

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Member Program Services Goal

Metric

Further member engagement through our online and social media venues

Increased web site trafficBlog traffic and referalsEmail marketing stats (open rates)

Increase our membership join and renew rate

Membership churn stats Membership demo statsBRM penetration

Connect distance learning and live events to extend and enrich knowledge transfer and impact on the practice improvement.

Surveys Focus groups Completed exams CME activity evaluations


IT Portfolio Ranking FactorsWhat is Your Score?

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No. Project Factors

Wt

1 2 3 4 5 6

1 Strategy Alignment

10 Mission Process Efficient

Revenue Driven

Editorial Member Platform

Publishing Platform

2 Regulations, Compliance, Security

8 Minor audit note

Pilot to further understand impact

Threat of business impact within 1 year

Threat of business impact within 6 months

Probable business impact within 3 months

Serious business threat MUST ACT NOW


Corporate Systems PlanningBe Mission Critical

System Vendor Business Function

Current MMS

Version

Current Vendor Version

Desired Features and

Functions

Next Upgrade Timing

Advantage ACS Fulfillment 2005r0 2009r3 Efficiencies FY 2011

Mactive AtexClassified

Advertising2.26 3.31 FY 2011

iMIS ASI

Membership system and

website content

10.6 15.2

Modern CMS; .NET platform; improved transactional processing

FY2011 Reviewing

overall solution fit

Career Center Boxwood Online jobs 9.0 9.0Improved profile management

Reviewing overall

solution fit

Hyperion Planning

Oracle Budgeting 9.2.03 11 TBD

Financials, HR, Procurement,

SALawson

Enterprise Resources

Env 9.0Apps 8.0.3

Env 9.1Apps 9.1

Remain supported

TBD

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A Program Manager’s Toolkit Collaboration Tools

Atlassian Wiki portal (team sites) Atlassian Jira for unified IT work tracking Adobe Connect Pro (virtual meetings and training) SharePoint (team sites and blogs)

Equipped conference rooms MS Office applications Templates for consistency Access to external knowledge (blogs, e

newsletters)

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Maintain Dual Focus

Work Roadmap Relationship Management

Link to strategy (big picture) Communicate

Scope work (charter, requirements) Negotiate

Schedule (dependencies, milestones)

Motivate

Progress (deliverables) Influence

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Key Learning Takeaways

A case study for how program management practices can facilitate technology decision making.

Finding the synergy between operational, project, and program activity

Concrete examples of tools and techniques that drive program-level decisions.

37

www.asaecenter.org

Contact Information

Bonnie CooperIT Program DirectorMassachusetts Medical [email protected]

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Cooper Untech10 IT Program Mgmt Final

Technology

program formulaaccountability

program managementfriday

program impacts

program management practices

optimal program management

program manager role

member program services70

programlevel decisions