IT DSP Findings & Recommendations

Findings and Recommendations City of Berkeley: Digital Strategic Plan and Cost Allocation Plan

October 17, 2016 v5.1

Digital Strategic Plan: Findings & Recommendations © 2016 125 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F  Provide formal Project Management 101 training to all IT staff. This training should cover Project Management fundamentals, at a minimum: requirements/scope of work definition, building WBS, estimating, resource allocation, scheduling, and a high level review of the PMBOK project management areas.  Provide formal PMBOK Training to all IT staff managing IT projects/vendors implementing IT solutions.  Implement a Project Management Application: Adopt an enterprise Project Management /Cost Accounting tool for managing projects. Features/Functions  Work Breakdown Structures  Schedule  Resources / Resource allocation  Staff time  Notifications  Dashboard  “Project management needs better structure.”  “Project management: There is not a formal project management policy or application. Each project is run differently and each person uses different software (Excel, Outlook, Word) to manage project scope, task and milestones. Also resources (people) cannot be tracked or tasked to work on a project and this causes resources to get over allocated."  “Project management methodologies, and software to support standardized project management practices. Along those same lines, project prioritization and project resourcing.”  “System implementation, lack of knowledgeable staff and lack of project management skills.”  “Making promises that cannot be kept, such as unrealistic deliverable dates for project "go live". The inability to complete projects.” According to City staff and management in the Rapid Workflow workshops, the current lack of IT Project Management results in the following:  It takes a long time to complete projects or projects are not completed at all.  Rarely complete projects on time, approximate 20% of projects are completed on schedule or budget.  There is no way to consider department work load.  Projects are not aligned with the city mission statement  A lack of project prioritization, at the department and citywide levels.  Inconsistent reports on status to council and/or management, stakeholders.  Each IT staff manages their projects differently.  Lack of consistency on how each group of projects are prioritized.  Lack of management of existing and future funding.  Impacts IT Department’s credibility, creating a less than stellar reputation with departments.  IT projects jump from initiation into execution without proper planning phases  Lack of IT Project Management accountability. Solutions:

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