Gambling on PPM Establishing Project Portfolio Management at

Gambling on PPM Establishing Project Portfolio Management at Mohegan Sun Casino

Pcubed: Who We Are “The Global leader in Project Management Solutions and Services specializing in helping organizations improve their project delivery capability. ” Matthew T. Davis, PMP Pcubed New England

Pcubed: Who We Are • • • Enterprise Premier Microsoft Project Solutions Provider, and Microsoft Certified Partner. • The world’s leading provider of full-service project and portfolio management solutions. A pragmatic, results-oriented culture driven by the maxim… every project successful More than 15 offices and 300 people worldwide, supporting over 2, 500 client initiatives since ‘ 94. Ann Arbor Chicago London Paris Cologne Boston Seattle New York San Francisco Philadelphia Wash. , DC Los Angeles Denver Dallas Sydney

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Gambling On PPM u “Deal Us In” - Mohegan Sun and MSIS u “Managing The Odds” - Key Drivers & Challenges u “Rules of The Game” - What Is Project Portfolio Management? u “The Winning Hand” - PPM Deployment Strategy u “Changing The Game” - Establishing PPM at Mohegan Sun u “The Payoff” - Hitting The Jackpot?

Mohegan Sun Casino & Hotel Uncasville, CT Pcubed every project successful

Mohegan Sun • Owned by Mohegan Tribe of Indians • Opened in October 1996 with what is now Earth Casino • Managed through a joint venture between Sun International Hotels and Waterford Hotel Group called Trading Cove Associates • Management Contract bought out in 1999 – now operated by the Tribe via Mohegan Tribal Gaming Authority (MTGA) • Project Sunburst announced in 1999 – – – Hotel/Convention Arena Additional Gaming Additional Food & Beverage (F&B) Additional Retail

Mohegan Sun & MSIS Business Environment • Technology Driven Business IS Environment – Beginning State • New PMO Manager and Program Director • Fast Paced – Market Driven, Complex, 24/7/365 • 3 Previously failed attempts with PMIS • Technology problems IS Strategic Plans • Process issues • Improve Efficiency in Business Processes • Organizational Change failure • Develop a World Class IT Organization • “Wild West” Project Management • Resource Allocation & Planning Challenges • No Portfolio Visibility • Large Number of Projects – 50% Cap Spend

Managing The Odds: Key Drivers • • • Need to Manage projects as part of an “investment” portfolio Visibility for Portfolio Resource Planning Desire to clarify project responsibilities Improve team accountability Need to develop historical data Transform the Culture of IT

Managing The Odds: Challenges • Overcome Skepticism – – – • We tried it before and it didn’t work! “Here We Go Again” Lack of confidence in technology Previous failures What’s the Value? Resistance to Change – Transparency – Accountability – Process Compliance • Political Risk – Visible Senior IT Management investment – Transparency means accountability • Cultural Change – – – Instilling a PM centric model New Methodology Operational Changes No consistent PM / PPM Methodology No Supporting Tools / Technology Lack of PM Organizational Maturity

The Project Management Maturity Model Maturity Level Solution Roadmap Benchmarking (4) Predictable Process Standard Consistent Process Disciplined Process Continuous improvement (5) Continuously Improving Process Optimal Maturity Level for EPM Singular methodology (3) Common processes (2) Common language (1) Process Process Technology People Technology People Organization Organization 89% of Organizations are at Level 1 Source: Project Management Maturity Model, Providing a Proven Path to Project Management Excellence , J. Kent Crawford, 2002, PM Solutions, Inc.

Managing The Odds: Challenges • Value proposition was never understood… to improve overall project success and achieve organizational goals • Managing too many of the wrong projects… unable to prioritize critical projects or kill the unnecessary ones • PM never appeared on executive radar screen… too low in the reporting structure, and lacked senior sponsorship • Perceived as another layer of bureaucracy… lack of measurable benefits and too much paperwork alienated project teams and management alike • Unable to overcome resistance to change… backlash over project control, resource conflicts, and adoption of common standards

Managing The Odds: Maturity & Transformation Next generation PMIS tools like Microsoft Project Server assume that organizations are culturally prepared for managing projects at the “enterprise” level. Roadblocks to Change: • Management lacks confidence in the reliability and timeliness of project status data and overall PM capability. • Project teams are uncomfortable making tough, trade-off decisions between time, cost, scope, and quality. • Resource utilization and skills are hard to track (and even harder to manage)… especially across multiple projects. • Too many unpleasant surprises because early warning signs were either overlooked or ignored. • Communication breakdowns, project delays, poor risk control lead to lack of confidence in PM Practices Note: The “Enterprise” can be defined as a specific group, region or an entire organization, including external customers, partners and suppliers.

Rules of The Game: What is PPM? Definitions • PPM – – Consistent management of multiple projects Connects Project Delivery to Business Strategy Supports PM, PMO, Executives, Team Members, Customers PPM & IT Governance vs. PM Methodology • PPMIS – – Repository for portfolio & project information Decision support system for executives Aggregation of performance metrics Supports PM, PMO, Executives, Team Members, Customers

Rules of The Game: What is PPM? Benefits of PPM • Common language & methods • Improved portfolio planning capability • Resource capacity management • Streamlined communications • Consistency in PM and Sponsorship • Answers the questions: – – • • What projects to we work on? Who is working on what? What projects need attention? Do we have enough resources? Improved customer expectation setting Improved resource estimation, planning, scheduling Predictability and controlled project delivery Project-Focused Enterprise organizational context

Putting it in Perspective: Organizational Context Enterprise Strategy – Alignment Team Participation Partners Department Participation - Visibility Policies – Performance – Customer Focus PMO Maturity Skills Methodology Compliance Empowerment Va lu ring Managers live Processes Best Practices Monitoring Controls Project Transformation e Revolution De Evolution

Rules of The Game: Strategic Portfolio Delivery Model Organizational Capability Project Portfolio Governance Portfolio Management Project Management Alignment with Business Objectives Integrated Delivery Framework Projectizing the Business Empowering Programs Program Delivery Executive Portfolio Decision Making Project Selection & Prioritization Cross-functional, Interdependent Projects Ensuring Project Success People, Process & Tools Consistent, Repeatable Project Delivery

The Winning Hand: Tactical Project Management

The Winning Hand: Enabling Characteristics • • Changing the way people do work Process compliance equals predictability Technology means transparency PPM is an organizational capability People, not technology, manage and execute projects!

The Winning Hand: PPM Roles & Responsibilities Governance Board Executive Sponsor Executive Decision-makers • Project identification, selection & prioritization • Alignment with business goals • Timely response to serious project issues & risks Senior Consultant(s) Trusted Advisor • Strategic analysis of project trends & early warning alerts • Draft recommendations for executive decision-making • ROI & cost/benefit analysis PMO Manager PM Analyst(s) Hands-on PM Expert • Assess compliance to PM standards • Quality assurance of PM Methodology • Accuracy & analysis of status reports, risk & issues, baselines & inter-dependencies Executive Liaison • Ensure PMO sponsorship & support • Liaison to Governance Board • Stay in sync with business changes Skilled Facilitator • Proactively support needs of the Governance Board • Manage PMO priorities & obstacles • Maintain PM Maturity roadmap Technical Analyst(s) PM Tool Guru • Liaison to IT for PM systems integration • Tool features, training, customization & upgrades • Reliability of project status reporting & performance data PMO Administrator Activities Coordinator • Professional (not clerical) role • PMO communications & activity scheduling • QA of document libraries & repositories • Contracts, invoicing & other admin functions

The Winning Hand: Rules of Strategy Values, Beliefs, Norms • Required Behaviors Roles, Jobs, Skills, Organization • Organizational Structure • Job / Skill Profiles Business Processes • Process Maps • Standard Procedures • Guidelines Support Systems, Infrastructure • Information technology • Functionality • Communication Management Systems Process • Decision Making • Process Metrics • Measurement Process Individual • Compensation • Performance Objectives • Performance Measures

Changing The Game: Success Criteria • • • Create Visibility to the project portfolio Align with IT Governance Model Visibility to Project information – – • Risks Issues Schedule Resource Allocation Improved delivery metrics – Cost – Schedule – Scope & Quality • Transparency – – • Project Managers – streamlined communications Executives - decision support tools Resource Managers – maintain control over resources Team members - access to information required to do their job Create the foundation for EVM

The Players: Mohegan Sun IS CIO VP IS Operations Program Director Project Managers IS Directors App Dev / Infrastructure / Supt PMO Manager Functional Managers Project Finance Coordinator Individual Contributors / Team Members Process & Documentation Coordinator BA’s / SME’s Technology Specialist Project Leads

The Players: It’s All About The Team People and skills are the key to improved capabilities… • • • PM “Hard” & “Soft” Skills PM Technology skills Executive Role delineation Vertical Team membership Team Member roles within the project context – – Ownership Communication Deliverables Focus Candor and participation

Changing The Game: Establishing PPM at Mohegan Sun • • • Re-implemented Project Server 2003 Developed Portfolio and Project Methodology Delivered training curriculum and MSIS PM Handbook Shift to Project Management focused culture Involved executives in every key decision

Changing The Game: Maturity Alignment People • Team Building • Cross-Functional Inclusion • Vision & Goal Alignment • Partner Selection & Strategic Alignment • Training, Mentoring, Skills Development – Focus on skill sets and roles – Process, Technology, PM Skills Development – Leverage previous training experience / successes / failures – Long-Term commitment – Programmatic vs. One-Shot Process • Common Methodology Rollout • New PM and PPM Processes: Change Mgmt, Risk & Issue Mgmt • Job Aids, Templates, Forms, Sign-Offs • Leverage enterprise processes that may already exists

Changing The Game: Maturity Alignment Technology • Develop and deliver a Portfolio and Project Mgmt Methodology • Deploy a Project Management Information System (PPMIS) • Automation of ‘standard’ communications; Status, Issues Organization • Ownership of deployment choices & decisions • Clarification of Roles & Responsibilities (PM / PPM) • Real-time executive engagement • Start to change the Project Management culture • Higher quality collaboration

Changing The Game: Key Concepts • • Manage PPM Deployment as a Cultural Change Project Buy-In and acceptance of Value at all levels is critical PPM is an Organizational Capability, not a software tool Stakeholder communication and expectation management is paramount • Change takes time

Changing The Game: Key Concepts • Be savvy about maintaining executive support… projects only exist to achieve current business objectives. • Proactively support the Governance Board with prioritized actions and options that enable timely decision-making. • Focus on raising the caliber, skill and experience level of all project managers… they hold the key to success or failure. • Clearly define the criteria for phase gate reviews, and the identification, selection and prioritization of projects. • Adopt an intuitive PM methodology with tools, templates & controls that make projects easier (not harder) to manage. • Facilitate the early identification, prioritization and response to serious issues and risks for all strategic projects. • Communicate, communicate…

The Payoff: Wins, Losses and Draws • Losses – Time Reporting • Draws – Resource Capacity Planning – EVM • Wins – Evolutionary, Revolutionary, Transformational? – – – Visibility to the entire project portfolio Standardized Methodology & Process Alignment Elimination of the “Confusion Factor” Compliance to minimum PM standards (PM deliverables) Change in IS Staff focus to project work PM’s have a new sense of empowerment Visibility to the Enterprise; Customers noticed the difference PM capability need acknowledged by the organization Training and Career Development benefits for PM’s Vendor selection proved to be an asset Buy-In to value of PM maturity Desire for enhanced PM skills & organizational capability

PPM: A Winning Hand Enterprise Strategy – Alignment Team Participation Partners Department Participation - Visibility Policies – Performance – Customer Focus PMO Maturity Skills Methodology Compliance Empowerment Va lu ring Managers live Processes Best Practices Monitoring Controls Project Transformation e Revolution De Evolution

Thank You! Contact Information: Matthew T. Davis, PMP Matt. Davis@Pcubed. com 617. 2892