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RECIPIENT: Michigan Michigan’s Project Management and Governance Model
Michigan's child support enforcement system (MiCSES) is an excellent case study of how a large failing project can be transformed into a successful one with the aggressive application of project management processes. Further, it illustrates how one success can be grown into an enterprise solution with the backing of both the information technology management team and the critical business stakeholders.
Ultimately, the MiCSES project became one of the first significant success stories for the Michigan Department of Information Technology (MDIT). Today MiCSES serves as a model for other large MDIT projects to emulate. MDIT executives require all high-priority projects, generally those costing more than $5 million, to have a well-defined governance model and a structured project control office as part of their project charter. In order to avoid the pitfalls encountered during the early days of the MiCSES efforts, MDIT has established this methodology as its standard for five of its large, highly-visible technology projects representing an IT investment of more than $300 million. "Michigan's child support enforcement system is a prime example of how one success can develop into an enterprise solution. In order to avoid the pitfalls encountered during the early days of the system, the Department of Information Technology established the project control office and governance model methodology as its standard for flagship technology projects. It proved so effective that MDIT is now making the solution its standard enterprise model and methodology for all state information technology projects and it is a part of our integrated innovation, change and portfolio management process.” Kenneth D. Theis, Chief Deputy Director, Department of Information Technology, State of Michigan
Through this effort, the state was able to avert $147 million in federal financial penalties for fiscal years 2001-2003, including the return of almost $35 million, 90 percent of the actual penalty paid in 2001. By carrying over the same governance model/project control office structure, from implementation to operations, the MiCSES project has delivered greater system stability, greater system availability to end users, and an average cost-benefit value of $1 million with each major application release.
The first important step toward success, taken by the IT leadership team, was the establishment of the project governance model including strong executive sponsorship. Another important component was the inclusion and active participation of key child support program stakeholders and decision makers, in concert with the MiCSES state and contractual project management team. Equally important was the establishment of a project control office which set the standards, performance metrics and processes for day-to-day operations. The independent project control office was instrumental in providing accurate and timely reporting status, escalated issues and risks and decisional data to the various leadership layers of the governance model.
HONORABLE MENTION: North Carolina EPMO and Portfolio Management
Tennessee Title and Registration User’s System of Tennessee (TRUST)
NOMINATIONS: Click on the link to download program submission.
California California’s Child Welfare Services (CWS)
District of Columbia SMP Oversight Office
Pennsylvania Enterprise Project Management Methodology (EPMM)
Texas Project Delivery Framework
Wisconsin IT Services Catalog and Web Site
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